As defined by Bridgespan, Intended Impact and Theory of Change clarify the impact a nonprofit will hold itself accountable for and how it will achieve that impact. The article describes the concepts in-depth and includes a toolkit with templates for identifying an Intended Impact and constructing a Theory of Change, along with case studies detailing how a number of organizations approached the process.
Especially pertinent now, in the midst of the COVID-19 pandemic, this article and its accompanying tookit and case studies will help nonprofits develop (or review and revise) their Intended Impact and Theory of Change. As noted by the authors, strategy is all making critical decisions within a pre-determined context – a strategic plan. Recognizing that the planning process can be long and arduous, they suggest that organizations focus first on defining or refining their Intended Impact and Theory of Change. The narrative is succinct, the accompanying toolkit provides everything an organization will need to complete the process, and the case studies – two from the United States and one from Sub-Saharan Africa – are enlightening and even inspiring.
Supporting Document: Intended Impact Templates
Source: The Bridgespan Group | December 2020 | Lindsey Waldron, Butch Trusty, Preeta Nayak, and Yvonne Bettancourt
Tags: Nonprofits, theory of change, intended impact, management, planning