Using theory of change as a framework for examining community context and philanthropic impact

Abstract

As part of the process of examining their theory of change (TOC) and reflecting on grant making activity, one Midwestern foundation employed a multipronged strategy to assess 209 community-based mental health grants across seven years of funding. This article details the evaluation approach, which comprised these areas of the TOC: grantees’ use of evidence-based interventions, cultural competency, quality improvement, community collaboration, and use of integrated care. Inductive analyses identified grantees’ use of innovative practices, trauma-informed care, and use of validated instruments. In an iterative exercise spanning multiple years, the foundation and researchers found ways to gather information about community capacity and impact while simultaneously minimizing grantee data collection/reporting burden. Findings revealed that community agencies were improving in their uptake of evidence-based interventions and use of validated instruments. Community grantee use of trauma informed care also improved over the study period. Grantee desire to collaborate and coordinate services within the community was also strong. The research also revealed that in multiple domains (such as technology and non-profit operating costs) grantees needed support in building agency capacity. These findings shed light on which aspects of the foundation’s TOC were being addressed through funding, and which areas of the community needed additional support.