A theory of change should not sit apart from monitoring and evaluation. It should shape indicator choices, define the logic behind data collection, and clarify what learning questions matter most.
When M&E frameworks are designed in isolation, reporting can become mechanical. Teams measure activity but struggle to interpret whether change is happening for the reasons they expected. Integrating theory of change with M&E aligns evidence systems with programme logic and makes adaptive management easier.
This integration matters especially in complex sectors like health, education, livelihoods, and governance, where outcomes depend on context, assumptions, and implementation quality. Strong frameworks make those assumptions visible and testable.