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Zeroing in on Impact |
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Susan J. Colby, Nan Stone and Paul Carttar
This article appeared in the Fall 2004 edition of the Stanford Social Innovation Review (SSIR).
All nonprofits have missions that define their reason for being. And they have programs and services that contribute toward the fulfillment of their missions. But when resource-allocation decisions have to be made among these activities, all of which do some good, determining those that will do the most good can be a difficult, often contentious task. Revising the organization's mission, so that it is narrowly focused on a finite set of objectives, is one way to resolve this dilemma. Another approach, and in our experience a better one, is to help an organization's decision makers develop clarity - not about its mission - but about what we call its "intended impact" and "theory of change."
To download the full article from the SSIR website, please click here.
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