In last week’s post, I shared why logic models and theories of change (ToCs) often aren’t useful, especially when they’re created to meet funding requirements instead of guiding real-world decision-making.
This week, I want to shift the focus toward what is useful.
In response to my comment “And too often, [ToCs and logic models] are created to satisfy a requirement, not to support meaningful reflection or strategy”, a program evaluation subject matter expert replied:
Yes! This is why I would design logic models (or whatever term seemed more appropriate) that would be most helpful to the clients in helping them understand their program’s goals and how to approach them, rather than forcing everything into the same standardized template.
The tools I’ve seen my client organizations use to plan and reflect aren’t always ToCs or logic models. They’re things like annual work plans, end-of-program debriefs, and board reports.
And if you’re a funder, these tools can already tell you a lot of what you’re trying to learn about a grantee’s program or service.
Work plans: Where the real strategy lives
Nearly every nonprofit I’ve worked with has some form of a work plan, usually developed toward the end of the fiscal year to plan for the next one.
A work plan is a strategic roadmap that outlines a program or service’s specific goals and actions. Each program or service can have its own work plan, or they’re combined into a larger team or department strategy.
These plans often include:
- Key goals for each program or service
- Major activities, timelines, and milestones
- Assigned team leads or collaborators
- Notes on budget, partnerships, or deliverables
They’re updated more frequently than a logic model or ToC, referenced in internal meetings, and used to assign tasks and track progress.
The challenge? Work plans don’t always “look strategic” to a funder unless the organization is prompted to walk through them. But they contain exactly what funders want to understand: intentionality, alignment, and accountability.
Funders can ask:
- Do you use a work plan to guide your programs? Can you walk us through it?
- How does your team use the work plan to guide day-to-day decisions or longer-term priorities, and how often do you revisit or update it?
- How do you connect the goals in your work plan to the outcomes you’re aiming to achieve?
Program debriefs as actionable learning
A program debrief lets staff discuss what stood out in a program’s activity preparation, implementation, and completion, and what the next steps for the program are for the next iteration.
Some of my nonprofit clients facilitate debriefs after each program, formal or informal reflections on what worked, what didn’t, and what should shift next time.
These debriefs might include:
- Participant feedback
- Internal team reflections
- Notes on unexpected outcomes
- Action steps for improvement
Debriefs reflect a learning mindset. They’re about adaptation and iteration, and they often happen much more frequently than a ToC gets revisited.
For funders looking for “learning organizations,” this is where to look. A nonprofit’s ability to make sense of what happened, and adjust moving forward—is a much stronger signal than whether they can fill out a logic model template.
Funders can ask:
- How do you reflect on what’s working or not working across your programs? What kinds of reflections or conversations happen after a program or service ends?
- Can you share an example of something you changed in your programming based on a past debrief?
- How do insights from your debriefs shape future strategy or funding decisions?
Board reports reflect strategic accountability
Finally, many nonprofits prepare quarterly or annual board reports that summarize:
- Progress toward program goals
- Major achievements and milestones
- Challenges or risks
- Outcomes or impact snapshots
These reports often include just enough narrative and just enough data to communicate strategic direction at a high level. They’re a synthesis of what’s happening across programs and how it aligns with mission and strategy.
If you’re asking for a logic model, but your grantee is already producing something like this for its board, you may already have what you need from the report.
Funders can ask:
- What information do you typically share with your board to reflect progress or challenges?
- How do your board reports help you track alignment between your mission, programs, and outcomes?
- Are there elements from your board reports that you also use with funders or other stakeholders?
What about nonprofits seeking funding?
Everything I’ve named so far works well when there’s already a relationship between funder and grantee, when there’s room for back-and-forth, and trust that’s been built.
But it’s different when an organization is seeking funding.
When the RFP requires a logic model but gives no guidance, or when a ToC is requested in a concept note, nonprofits may feel pressure to shift how they talk about their work.
That pressure often overshadows what’s already working. And that’s a missed opportunity on both sides.
If you’re requiring a ToC or logic model, ask applicants:
- How does this tool reflect how your team actually plans and evaluates your work? (This invites clarity on alignment—or a chance to name the disconnect.)
- Are there other internal tools (like work plans or team goals) that complement or expand on this model? (This gives applicants permission to reference what they really use.)
- What assumptions or conditions should we keep in mind when reviewing this logic model or ToC? (This helps funders interpret the model in context, not in isolation.)
Key takeaway
Nonprofits are already doing the work of planning, adapting, and staying accountable, often through tools like work plans, program debriefs, and board reports. These tools may not always fit the format funders expect, but they reflect real strategy, real learning, and real alignment. The more funders can recognize and support what nonprofits actually use, the more trust, clarity, and impact we can build together.
Not every nonprofit has the capacity (or interest) to build a new strategic tool every time someone asks. So next week, I’ll walk through how to structure a work plan that also satisfies funder or evaluator requests.
Raise Your Voice: What’s one internal planning or reflection tool (that’s not a logic model or ToC) you’ve seen a nonprofit or grantee use? Share in the comments section below.
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