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2.10 Three Examples of Logic Models

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Social Impact Strategy: Tools for Entrepreneurs and Innovators

Université de Pennsylvanie

4.7 (412 notes) | 15K étudiants inscrits

Visualiser le programme de cours

This course offers an introduction to social impact strategy and social entrepreneurship, including key concepts, an overview of the field, and tools to get started as a changemaker. Students will learn how to innovate and design new ideas and new organizational forms to implement those ideas. Students who take this course will be better prepared to launch social impact organizations of their own invention. By moving through four stages, Define, Design, Pilot, and Scale, students will turn their passion for changing the world into concrete plans for launching a nonprofit or for-profit venture designed to achieve a social goal. This course will allow students to systematically think through problems; develop and test an innovative solution; assess risk, competition, and performance; and spread impact in a way that is financially sustainable. Students who complete the course become eligible to apply for an in-person educational experience, called the Global Social Impact House. GSIH is a seven-day residential program that provides fellows with the tools, community and training they need to advance their ventures. Workshops are customized to the needs of fellows and explore advanced concepts in business models, design thinking and leadership. The program is also designed to help fellows build meaningful, global connections while living together in an inspirational host location. For more information on the Global Social Impact House, please visit: socialimpactstrategy.org/residential/gsih

Compétences que vous apprendrez

Market Analysis, Business Model, Business Modeling, Social Entrepreneurship

Avis

4.7 (412 notes)

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SS

Dec 30, 2016

In-depth knowledge of social impact with relevant examples and handy tools and frameworks. The course provided structure to my approach towards social impact. Highly recommended.

CG

Feb 26, 2017

Great course to gain an insight of the world of social entrepreneurship; gives you a solid framework to get your social enterprise started on the right footing. thanks

À partir de la leçon

Define and Design

Learn the inputs and basic blueprints of a well-articulated vision. Develop an understanding of the design process, and learn to use an empathy map and a mind map for client-oriented innovation. Learn to build a logic model, which will help you articulate your innovation's theory of change from resources (inputs) to activities to impact. We encourage students to apply these tools immediately, to an active or idea-stage social initiative, that you are working directly on or that you admire.

2.1 How Do We Find Innovations? Introduction to the Design Process6:36

2.2 Why is Design Thinking Important for Social Innovation?4:20

2.3 How to Design Part 1: Spark Useful Insights by Listening with Empathy5:25

2.4 How to Design Part 2: Identify the Most Powerful Insights and Potential Solutions by Building a Mind Map6:00

2.5 How to Design Part 3: Prototyping3:22

2.6 Embracing Creativity and Innovation3:45

2.7 Articulating your Roadmap to Impact: The Logic Model3:19

2.8 The Logic Model: Critical Elements6:02

2.9 The Logic Model: How to Use It7:09

2.10 Three Examples of Logic Models10:11

2.11 Tips for Building a Strong Logic Model2:17

2.12. Carlos and Coco Define and Design (Part 1: Listening with Empathy, Empathy Maps, and Mind Maps)7:02

2.13. Carlos and Coco Define and Design (Part 2. Prototyping and Logic Models)4:44

Enseigné par

Peter Frumkin
Professor

[MUSIC]

In the first segment, we defined what a logic model is.

Then, we talked about how you'd use a logic model.

In this segment, I'd like to talk a little bit about how you actually go about

building a logic model, and I give you some examples.

I think it's the best way of showing you what the process might look like.

So let's take a look at an organization out west in the US called First Descents.

First Descents is a cancer-serving organization that tries to help people

who have been diagnosed with cancer reclaim control over their lives and

have a more positive outlook about their recovery.

They do so through a series of kayak trips,

mountain expeditions, community events.

They do all types of wild jumps with bungee chords, all kinds of external

outdoor activities aimed at empowering and making people feel good about life.

Now, this organization's a new organization.

At least when they constructed this logic model, they were only a couple years in.

And they started out with defining the kind of activities.

That was the easiest thing for them to start with.

And so, when you construct a logic model,

you don't always have to start on the left or on the right with the impact link.

Sometimes you can start with what you know which is what they actually did.

So they started by defining core activities, and then they went

to the left and said, what do we actually need to get to those imports?

And then they started defining that fact they needed the campers.

They need the staff, board, volunteers.

They needed donations, event revenue, all types of other resources that they would

need to make those activities possible.

So they had the front end of the model, the inputs, and the activities.

Then, they turn to the question, well, how do we know if we're getting an effect?

How do we know if we're having results?

Then, they went to their data, and they have been collecting a lot of information

about the outputs of their programs, and they had data on the number of campers,

the number of camps organized, the number of camp days, the number of locations,

the diversity of the campers, the number of returning versus new campers,

the number of messages exchanged on their internet boards.

All types of counts were actually present in their data, and they pulled it out and

entered it into their logic model to kind of give a sense of, well, if we do

all of these different activities, how will we know how much we're doing?

And a good logic model like this one has a connection.

If you look across, you can track from activities to those outputs for

each one of those.

There's a metric.

Now, outputs tell us how much work gets done, but

they don't tell us did the world change?

Did we affect anyone or anything?

That's where First Descents started and say, well,

we have two types of outcomes, short-term and longer term outcomes.

On the short-term side,

they want to help the people who are between the ages of 18 and 39.

That's their target group.

They want to help them build new skills, develop a new sense of confidence,

a connection, a new network.

They want to give them a sense of release and

the fact that they can operate independently without a crotch.

But longer term, they want to do something a little different.

So they defined a different group of outcomes that were a bit more long-term,

stretched out into the future.

They want to build confidence, allow people to breathe, and have a sense of

control, turning cancer victims into survivors and

people who have a sense that they can extend and control their lives.

So outcomes, they broke down I think usually into two categories,

short-term and long-term.

But then the challenge for them actually as a new organization was to simplify and

state the impact.

Here they struggle a little bit to narrow it down.

They had a number of different possible ideas about the impact,

because all of them were on the table.

They wanted to define and draw attention to this cancer population, which wasn't

getting as much attention as others, these 18 to 39-year-old population.

They wanted to change the perspective of people about cancer.

They also were interested in creating a movement of these 18 to 39-year-olds,

a national movement of people who want to fight back and

regain their independence and sense of confidence.

And finally, they had a broad goal of contributing to the broader movement

in the cancer community of reducing the impacts, the psychological and

physical impact of cancer on society.

So this model has a lot in it.

It has a lot of data in it, but in one place you can look at this and

get a pretty good sense of what this organization is trying to accomplish.

Let's take a look at another example.

Here's a museum in New York, and I'm just showing here one of their logic models.

This is a museum that has logic models for each of its different programs.

From exhibitions to outreach, they have a series of logic models.

This one is for their outreach programs, and it's El Museo del Barrio,

a museum in New York focused on Caribbean and Latin art.

What I like about this is it illustrates the fact that logic models can be

organization-wide, but they can also be program-specific.

An organization can define logic models for

each of the program area it's interested in and then aggregate across those program

logic models into a unitary, single organization model.

So let's look at this program model.

What do they have in it?

Let's start on the right-hand side with their clear impact claim.

Notice compared to the last one, here we have a unitary, tight impact claim.

Caribbean and Latin American cultural identity is appreciated and enhanced.

That's what they're after, is the appreciation and

enhancement of this cultural identity.

How do they do it?

Then we move all the way to the left, to their inputs.

Here they have listed what they really are trying to garner to make their work

possible, donors, volunteers, staff, grants, partner organizations, and

physical buildings that they need to operate within.

The activities include three main things, festivals that they run, educational

outreach programs, and public programs designed to draw people into the museum.

They have a long list of outputs for the organization.

I've listed some here. I've edited it a bit, but

you'll see they're counting the number of festivals,

the number of education program, the number of student participants, number of

arts educators that they have trained, the distinct communities and schools that

they've served, and the modern printed and educational material that they produced.

A lot of good output measures.

And then, they condensed down,

I like, their outcomes into three main goals that they're after.

One is increased public understanding of Caribbean and Latin art.

Do people understand that this is a very serious and growing domain of culture?

Second, have they succeeded in generating

a new group of museum-goers who are interested in Caribbean and Latin art?

Have they cultivated the next generation of museum and art lovers?

Third, have they trained arts educators who can

carry forth their message and their interests into the broader community?

If you look across this logic model, this one's a little bit more streamlined,

has a little less in it, but again, it's a program-level logic model.

So you can imagine each one of these core areas that they're interested in,

having its own model, and

then those being aggregated up into a single organizational model.

Let's move to a third and last example.

Here is a large, religious organization

that decided it too wanted to get clear about what it's trying to accomplish.

I like this example because we tend to think logic models are for

service organizations or once that are doing very concrete, easily identifiable

projects, but even a religious organization can come up

with a logic model, can define what it is that it's trying to accomplish.

Here, they have listed the kind of critical inputs that they need.

They need leadership, clergy, congregations, funding, and building.

They have four main activities, theological activities, social activities,

financial activities, and managerial work that goes on.

Now what was unusual about this organization as they developed their logic

model and they went into their data is they had a phenomenal amount of data

on outputs.

Unit counts from the number of people attending

church to the number of people who give.

They had minute breakdowns of all kinds of output measures

related to the work in their congregations.

The Episcopal Diocese of Massachusetts is very broad, but across all these elements,

they have a very strong, long commitment to collecting data and using it to manage.

So when it came time to build a logic model,

they had a lot of output measures to draw on.

Then they came to a more difficult task which was to define, well,

what is the outcome that we're actually trying to produce?

And here they came up with five critical outcomes.

One is building strong, powerful congregations.

Second, shaping public policy.

Third, strengthening faith.

Fourth, growing leadership within the church.

And fifth, human transformation,

helping the people in the congregations themselves.

Finally, there was an interesting moment when they constructed this logic model,

when they asked, well, what does it all amount to?

What are we trying to achieve?

And there, they came up with a very simple impact name and

was actually given when I was working with them on this logic model.

It was given by the bishop who stood and said, I know what the impact claim is.

It's a just and peaceable kingdom.

And when the bishop declared that to be the impact statement, everyone agreed,

and we moved right along.

But it's a broad impact claim but

it's one that captures the ambition of this organization.

So, across all different types of organizations, from programs to

whole organizations, from social services to arts to religious organizations,

anyone can construct a logic model, and I think they can benefit from it.

[MUSIC]

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