2.8 The Logic Model: Critical Elements

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来自 University of Pennsylvania 的课程

Social Impact Strategy: Tools for Entrepreneurs and Innovators

325 个评分

University of Pennsylvania

Social Impact Strategy: Tools for Entrepreneurs and Innovators

325 个评分

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

从本节课中

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

与讲师见面

Peter Frumkin
Professor
Nonprofit Leadership Program, School of Social Policy & Practice

[MUSIC]

A logic model has five elements, inputs,

activities, outputs, outcomes, and an impact.

Let's go through each one of these critical elements.

Inputs are those resources you need to do the work that you propose to do.

The list of inputs varies from one organization to another,

but most common are staff, volunteers, facilities, grants.

Those things you need to make the organization work.

Once you have resources, you're going to want to do work.

Activities are the second piece of a model.

The activities are your moment, where you're going to spell out,

what are the programs,

what are the different components of the enterprise that you're designing?

And how are they going to actually work and practice.

The activities are going to communicate to the world what it is that you're

going to do.

What the work is that you're going to undertake.

Beyond activities are outputs.

Outputs are the unit counts of the volume of work that you'll actually get done.

It's great to say that you're going to do certain activities, but

you need to be able to count them.

Outputs are those things that give the world a sense of how much work got done,

the number of clients that got served, the number of hours of service delivered.

Outputs are unit measures of the volume of work that gets done.

Knowing how much you're going to get done is good, but even better is how

those volumes of work are going to translate into changes in the real world.

Outcomes are that moment where you say, here is

the way the world now looks different as a result of the work we're doing.

Outcomes adhere to individuals or to communities.

They can be short-term, medium-term or

long-term, but at its core the outcome is a claim about a change in condition.

The world looking differently as result of what you've undertaken.

It is a change in the condition of a client or customer.

It's a movement in the status of a community.

It's a noticeable change in the world that you're affecting.

Beyond the outcomes is the impact claim,

the ultimate result of achieving your goal, your mission.

The impact claim is where you sum it all up and tell the world why this matters,

why what you're doing has made an impact on the world.

It's the unitary claim of relevance and value.

Put it all together, a value chain emerges leading from inputs to

activities to outputs, outcomes and impact.

It doesn't have to be complicated.

Good logic models are simple and crisp.

Let's take a look at one example so

you have a concrete sense of what we're actually talking about.

Blake Mycoskie is the founder of Toms shoes.

Now he's added a line of eyewear.

So it's shoes and eyewear, but it's built on one common model.

You buy a pair of shoes or eye glasses and he gives away a pair of shoes or

eyeglasses in the developing world to a person in need.

In one page we understand what it is Toms shoes is trying to accomplish through

its one for one program.

On the left-hand side you'll see the inputs that are needed, shoes,

education programs, program staff,

logistics to move all of the eyeglasses and shoes around the world as needed.

There's a set of activities that are undertaken in these countries in

Latin America and Africa and beyond.

Health fairs, education programs, rural outreach efforts and

health programs that are aimed at families.

Beyond those activities are set of outputs measures of the amount of work that

gets done.

They track the number of shoes and glasses given away,

the number of children reached, the number of communities that are helped,

the number of families that are part of the education programs.

Counting the amount of work that gets done is good, but

Toms wants to know something about how does the world look differently?

How's there been a change?

What has happened as a result of their work?

There they're looking at outcomes in the terms of

increase in school attendance by children because now they have shoes.

They can walk to their classes.

Improve sight by virtue of getting glasses that are needed.

Increased protection against soil transmitted diseases,

because now people are wearing shoes, they are protected.

Increased emphasis and understanding of community health.

All of these things are the changes that Toms shoes is trying to affect

in the developing world, and they can track these things, and they can link them

to the amount of work that they do, and the activities that they undertake.

And then when it comes to the ultimate impact of this program,

here they have broken it down to four main areas of impact.

Health impacts, terms of improving community health.

Education impacts in terms of improving achievement, cultural impacts in the form

of greater awareness, and public health benefits to entire communities.

What I like about this logic model is that for

a global social enterprise aimed at helping children and

families all around the world, we can in one page see how value is created.

We can track how resources are translated into work.

How work generates volumes of outputs, how those outputs change kids in

communities and how it all amounts to social impact?

In summary, logic models do three things.

They tell the world what is it you do.

They explain, how you're going to do it.

And they tell a very simple story about why what you do matters.

Put it together, having answers to those three questions, what, how, and why?

And a logic model answers those three.

Having good answers those questions, that's a fabulous starting point for

a social entrepreneur, trying to communicate effectively why his or

her organization is valuable.

[MUSIC]

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