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April 25, 2022

Our vision is a world where all non-human animals can live self-determined lives free from exploitation and oppression by humans. Our Theory of Change shows how Expertise of Animals creates real change for nonhuman animals.

Our vision is a world in which all sentient beings have the freedom to live self-determined lives and are respected and valued as individuals. To realize this goal through our work, we use an impact model, also called a "Theory of Change." The model illustrates how and why positive changes occur for non-human animals as a result of our activities. To connect the goals we set with our day-to-day actions, we developed our strategy.

Initial ideas

One of the most important elements of the founding process was the development of our impact model. In several brainstorming sessions, we shared and refined our ideas. We discussed our expectations about social changes we wanted to influence.

In our impact model, we agreed on an overall long-term goal that goes hand-in-hand with our vision: a world free from exploitation and oppression of non-human animals. For us, this means viewing them as subjects with claims, their own agency, interests and needs.

Social change in detail

What is needed in the short term to even achieve this goal? First of all, animal movements need to be strengthened. In addition, scientific knowledge about non-human animals must be used in their sense.

In the long term, we see a number of other conditions that are necessary to achieve the overall goal. The different conditions influence each other in this process:

● In society, politics, law, science and other relevant dimensions such as political activism, education, art and culture, an increased awareness of the problem and a sensitization take place.

● The discourse is advanced in the sense of non-human animals on the basis of scientific knowledge.

● Non-human animals are given a better position in politics and law.

● The abandonment of profit-making at the expense of non-human animals.

● The entanglement of speciesism and other forms of discrimination are recognized.

● Anti-speciesist values are prevalent in society.

● The intrinsic value of nonhuman animals is recognized.

● Nonhuman animals are not considered resources, objects, or commodities.

For each condition, we included measurable indicators. We use them to demonstrate whether changes are actually taking place. The indicators are diverse - we formulated between two and nine per condition.

For example, new and stricter legal requirements, more funding for animal-free alternatives, court decisions in favor of non-human animals, or new academic institutions critically examining the human-animal relationship. As we gain more experience with our impact model, we will be able to select more appropriate indicators.

In concrete terms

The crucial last step was to define our tasks. What activities will Expertise for Animals take on within the change process? We agreed on the following points:

● We advise actors, such as animal organizations, decision makers, activists and journalists on animal welfare and related issues.

● We provide various information services on non-human animals.

● We promote and strengthen networking and cooperation between different actors who critically address human-animal relations and/or the entanglement of speciesism and other forms of discrimination.

● We promote animal-sensitive research, identify gaps, and encourage further scientific investigation. In doing so, we take care not to promote or encourage animal experimentation.

● We conduct knowledge management on animal-related topics.

Our impact model illustrates the relationships between the desired impact goal, the necessary conditions of the social change process and our own activities. It is a kind of map that provides us with orientation.

Our daily work

At the operational level, that is, in what we do on a daily basis, we also needed a map. That's why we developed a strategy based on the impact model. It defines our daily tasks, our strategic goals and our joint actions.

Our vision, mentioned at the beginning, is the lighthouse within our strategy. Our mission and organizational vision are geared toward realizing it. We have divided the strategic goals located below it - in addition to impact goals, we defined quantitative and qualitative goals - into five important perspectives.

● Impact perspective

● Financial perspective

● Client perspective

● Process and resource perspective

● Learning and development perspective

In the next step, we systematically described the various objectives and provided them with sub-objectives, measures, responsibilities as well as metrics and associated targets. Finally, we agreed on a timeline, divided into quarters.

With our strategy, we now have an overview of how we align our processes, structures, systems, resources and culture to achieve our goals. In very practical terms, this means establishing our organization this year.

Focusing on the goal

We see working with an impact model as particularly helpful in achieving social change in a recognizable way. By thinking in depth about impact and social change, we took time to develop our own approach. The strategic considerations are ultimately aimed at actually developing our planned impact.

Glossary

In our glossary, we explain our use of language and why we do not use some words, use them differently, or use them just so. In addition, technical terms are explained and sometimes illustrated graphically or in pictures.

( Glossary )