This venerable nonprofit recently had undergone restructuring that split a large department into two new departments. Leaders wanted to use theory of change and logic modeling to create a social impact framework and an implementation plan for the new departments. They hoped these processes would facilitate the creation of strong new programs focused on community-level results right from the start.
The planning led to new theories of change and logic models constituting an impact-oriented blueprint for success. Leaders then began modifying, designing and developing activities based on these blueprints for each phase of their multi-year work plan. Before even launching the new departments and programs, key indicators of success and strategies for tracking progress had been defined and are being implemented.