CCI Theory of Change

Strategies

Lead to

Which lead to broader

Capacity & Practice Changes

Local Network & Community Changes

among libraries and museums
Support

Test of CapacityBuilding Models within
Diverse Cohorts of
Museums, Libraries or other
Institutional Partners

Changes in awareness and
orientation to shifting power
dynamics in community
change efforts

∆ IN AWARENESS
leads to

∆ PRACTICE

• Models with universal
applicability and best potential
for sustainability
• Grants to support local projects
• Third party capacity builder to
provide training and technical
assistance
• Additional information,
resources, technical assistance,
and support
• Convene and facilitate peer
learning networks within grantee
cohorts
• Support local project evaluation
and data-based reflection/course
correction

Support

Learning and Diffusion
of Best Practices
Among Museum and Library Sectors
and Investors in Community Change
• Fund cohort-level and crossgrantee evaluation by
independent evaluation partner
• Disseminate best practices,
tools, and lessons learned
throughout grantee networks,
IMLS, and nationally

∆ IN PRACTICE
Increased understanding of
networks, actors, assets, and
momentum in local community

Increased engagement in
discovery processes with
community members (asset
mapping, learning conversations)

leads to more

∆ CAPACITY

which leads to a

∆ IN PRACTICE

VIRTUOUS CYCLE
OF LEARNING AND
ACTION

leads to

Increased number of/ deepened connections,
including with community members and nontraditional partners

COMMUNITY
BENEFIT

Increased agency and empowerment among
community members
Increased social well-being (aligned with codetermined project goals)

Increased capacity to convene
diverse stakeholders and facilitate
co-creation/ joint implementation
of a common agenda

Increased co-creation and joint
implementation of a common
agenda with community
members and cross-sector
partners

Increased flexibility/
adaptability/agility to respond to
the changing nature/contexts of
grantee projects

Increased perceptions that museums and
libraries are trusted and important partners in
strengthening communities

Increased support of community
member-led, asset-focused action

which leads to

SYSTEM CHANGES
AND INCREASED
Increased alignment of
SUSTAINABILITY Increased engagement in efforts
that include co-creation and joint
organizational values/ expertise with
implementation of a common
co-designed, jointly implemented,
agenda with community members
asset-focused, community-driven
and cross-sector partners
collaboration
Increased structures and processes
supporting authentic engagement
of community residents

Produced by

Increased interactions with/
listening to community members
and non-traditional partners

Increased local investment in
community member-led community
transformation

Increased support of community
member-led, asset-focused efforts

Museums and libraries are well-supported to
innovate and continuously learn

Communities strive and thrive