From Problem Statement to Impact: Linking Strategy and Practice
Over the past few weeks, I’ve broadly outlined the different main components of an evaluation process. In this article, I want to bring all these components together. Think of this as a roadmap: from clarifying the problem to monitoring impact, and ensuring your strategy is always connected to practice. Bear in mind this is a high level explanation, it doesn’t delve into different types of evaluation or different evaluation methodology.
Step 1: Identify the Problem, Its Causes, Effects, and Risks
I can’t say this strongly enough, the first and most important step before you start any project, develop any service, or commence any evaluation, is develop a strong concise Problem Statement. Start by asking yourself, “What is the problem you are trying to solve?”
Think about:
Who is affected by the problem?
What specifically is happening and what caused it?
Where is it occurring?
When does it arise?
Why is it important to address?
How is it currently being experienced,
Also consider:
How will your intervention effect change?
For example using my previous example:
Regional communities face difficulty accessing allied health professionals due to thin market constraints.
Explore the causes and risks. Causes could be systemic (funding models, workforce shortages along with long distances between health facilities making sharing resources untenable), structural (lack of facilities in more rural areas), or social (professional migration to cities). Risks might include worsening health outcomes, inequitable service access, or long-term community disadvantage.
A clear problem statement not only guides project planning but also ensures evaluations and surveys stay tightly focused. Every survey question, for instance, should link directly back to the problem you’re trying to solve. I often say to people that each question needs to ‘earn’ it’s place in the survey by adding to the solution.
Step 2: Research and Describe the Change You Expect
Once the problem is defined, the next step is to ask: How do you expect change to happen?
Consider where change is likely to occur:
Systemic (policy, funding, governance)
Organisational (internal systems, processes, culture)
Relational (partnerships, inter-agency collaboration)
Social (community attitudes, norms, opportunities)
This stage involves gathering secondary data, consulting existing research, and gathering insights from service users and providers. It’s about building an evidence base so that your strategies are grounded in data, not just assumptions.
Step 3: Identify Your Role in the Change
No organisation operates in isolation. To define your role, ask: What factors outside our control will also shape this change?
This includes:
Natural environment – policy shifts, economic climate, cultural influences.
Societal structures – infrastructure, opportunities, barriers.
Community factors – families, carers, support networks.
Individual characteristics – skills, motivation, lived experiences.
By mapping these, you clarify both your area of influence and the partnerships you need to engage/collaborate with. This also ensures your interventions complement, rather than duplicate, other efforts.
Step 4: Develop a Change Pathway
This is where everything comes together into a theory of change or causal pathway. It should include:
Overall vision of success – what the world looks like if the problem is solved.
Goal – the broad outcome you’re working toward.
Long-, medium-, and short-term changes – the steps along the way.
Assumptions – explicit statements of what you believe will happen in given circumstances.
Target groups – who benefits directly.
A well-designed pathway doesn’t just describe activities; it illustrates the logical link between actions and intended outcomes.
Step 5: Continuously Monitor Change
This is where project logic becomes essential. Unlike a theory of change, which shows the big picture, a project logic focuses on the nuts and bolts: outputs, indicators, KPIs, risks, and barriers.
I consider a project logic a “live document.” It should evolve as:
Assumptions are tested and refined.
Risks are mitigated or new ones identified.
Barriers are addressed.
Pathways are adapted in response to evidence or practice.
Monitoring ensures accountability to funders and management, but more importantly, it keeps projects agile and learning-focused.
The Thread That Holds It All Together: Consultation
Every step outlined above depends on engagement. Consultation ensures that your analysis is accurate, your plans are grounded, and your strategies are relevant. This doesn’t just mean talking to service users—it can include:
Reviewing government datasets on health, housing, welfare, or demographics.
Running short surveys for broad insights.
Holding workshops and interviews for deeper understanding.
Engaging staff, partners, and stakeholders across sectors.
The more perspectives you include, the more robust and sustainable your solutions will be.
Final Thoughts
Moving from problem statement to impact isn’t linear—it’s iterative. By defining the problem clearly, researching change, identifying your role, mapping pathways, and continuously monitoring progress, you create a cycle of learning and adaptation.
This approach ensures that strategy is always connected to practice, and that every project or service contributes meaningfully to long-term change.