The work you do is too important to navigate without a map! Become an impact-driven organization by creating a map of where you are going and how you will get there. Logic Models are an excellent tool to help your team get clear on how you will achieve long-term impact. This slide deck will provide you with a basic overview of logic models and a how-to guide for creating a logic model or impact map with your team. Originally presented at the Youth Intervention Progarms Association's 2014 Conference. From www.brandiolsoncsonulting.com
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Logic Models and Impact Maps 101
1. 101:
MAPPING YOUR
IMPACT
Brandi Olson Consulting
Authentic impact doesn’t happen just
because you have good intentions. You
have to know where you are going to get
there—and not get lost along the way.
8. Logic Models
o Make it easy to collaborate
(a visual picture of your program)
9. Logic Models
o Make it easy to collaborate
(a visual picture of your program)
o Show your smarts
(explain why and how your program works based on evidence and
logic)
so you don’t end up
with mother goose
logic.
10. Logic Models
o Make it easy to collaborate
(a visual picture of your program)
o Show your smarts
(explain why and how your program works based on evidence and
logic)
o Keep you from getting lost
(a map to let you know when you are on track or veering off
course)
11. Logic Models
o Make it easy to collaborate
(a visual picture of your program)
o Show your smarts
(explain why and how your program works based on evidence and
logic)
o Keep you from getting lost
(a map to let you know when you are on track or veering off
course)
o Convince stakeholders to be part of your story
(more money, committed volunteers, stronger relationships with
participants)
12. Invent A Logic model
o Share your name + organization
o Unpack Lingo Cards
o Organize cards into a logical progression
o Identify the starting point + use arrows to guide
us through the map
13. Invent a logic model
Family Involvement Project (FIP) Logic Model
Inputs Activities Short-Term Outcomes Long-Term Outcomes
see ip
positions
Establish FIP
sustainability
Increase parents’
levels of involvement
in their children’s
education – parents
work closely with
school systems and
k leadersh
Increase
involvement of
parents associated
with FIP in their
children’s education
Increase awareness
of and commitment
to FIP and its
sustainability
Build or strengthen
local collaborations
at each site to
promote and sustain
parent involvement
Increase parent
knowledge on how
to become involved
in their children’s
education
Increase # of parents
in communities who
are trained by parent
leaders on parent
involvement
Build relationships
with potential local or
national long-term
funders
Disseminate FIP
materials to local and
national funders and
organizations
Develop coalitions of
local parent
involvement programs
and organizations
Build relationships
with schools
Develop and
disseminate materials
on parent involvement
to parents
Provide technical
assistance to parent
leaders
Recruit and train
parent leaders
Planning:
•Evaluation
•Program
sustainability
Collaborations:
•School
administrators
and teachers
•Local
organizations
•National
organizations
Resources:
•Funding
•National and
local program
staff
•Parents
Wilder Research
Impact Map Harvard Family Research Project
Non-Linear Model
14. Invent a Logic Model
o Inputs
o Activities
o Outputs
o Short-Term Outcomes
o Intermediate Outcomes
o Long-Term Outcomes
Impact Map Traditional Logic Model
o Resources
o Action
o Numbers
o Learning Impact
o Changing Impact
o Transforming Impact
16. Impact Map
Visual map to the
impact your
program creates.
Shows how people
are learning,
changing, and
transforming
Tells a story—with
a beginning, middle,
and end.
21. 1
Meet up + dig down.
2
Get clear on where you are going,
3
and how you will get there.
4
Map it out,
5
and get specific.
22. Meet up + dig down
o Who cares about
your work?
o Who are your
investors?
o Who will be affected
if you fail?
1
23. Meet up + dig down
o Who cares about
your work?
o Who are your
investors?
o Who will be affected
if you fail?
1
24. Get clear on where you are going
o What is the big
vision?
o How will you know
when you’ve
arrived?
o Why do you think it
matters?
2
25. Get clear on where you are going
o What is the big
vision?
o How will you know
when you’ve
arrived?
o Why do you think it
matters?
2
26. And how you will get there.
o Start at the
beginning.
But, why?
o Work backwards
from the end.
But, how?
3
27. And how you will get there.
o Start at the
beginning.
But, why?
o Work backwards
from the end.
But, how?
3
28. Map it out
What resources are
needed to make this
happen?
What numbers should
we track to understand
our reach?
What changes can we
expect?
4
29. Map it out
What resources are
needed to make this
happen?
What numbers should
we track to understand
our reach?
What changes can we
expect?
4
30. And get specific
Really, how will you
know when you are
there?
What will it look like?
What will it sound
like?
5
31. And get specific
Really, how will you
know when you are
there?
What will it look like?
What will it sound
like?
5
who + action verb =
impact you can recognize
I am Brandi Olson, and I empower organizations to measure, adjust, and grow their impact using good data. I help organizations make sense of data, so they can use it in tandem with their instincts and knowledge to make better decisions along the way, when they can make the most difference. The good you do is too important to navigate without a map—which is why I believe logic models are an essential tool for an impact driven organization.
Looking to make your logic model more practical and useful.
You got in too deep and can’t figure out to get out.
It’s too big to be useful
Your skeptical. Someone else is demanding you create a logic model, but you doubt that it will have any value.
Wherever you are starting, this session aims to help you find a roadmap out of the chaos and into a clear path forward.
There is no magic way to create a logic model. So, I want you to get up, get to know a few people and invent your own logic model in the process.
Groups of 3-5, grab a lingo deck. 10 minutes
Have each group share briefly. What do you notice about the different models?
Logic Models are a picture of how and why your program works. There is no right way to do it. They can be linear, circular, or any other shape. They all show movement
An impact map is your program visualized, and it tells a story: beginning, middle, and end. It tells the story of how your participants and stakeholders are learning, changing, and transforming along the way to your destination.
TBL aims to diversify the marketing industry by creating opportunities and access for youth from diverse backgrounds. This is a big picture overview map of how they do it.
Focus on context, addresses the impact to a group of stakeholders—marketing professionals—investors and volunteers. Talk about context, resources, and numbers
The same process, but in a different format. What do you notice about the two models? Who is being impacted? What types of impact are occurring?
Focuses on how a single program component—restorative justice conferences can lead to transformed communities by impacting everyone involved from volunteers, to police to youth and victims. Talk about immediate and far-reaching impacts. And now, this organization knows what to measure…they can leverage their time and energy by measuring only the most important things. Measurement is the compass.
I am a teacher at heart, and I really care that you get this, so I am going to share a process for how to map out your own impact.
You can’t do this well sitting at a desk by yourself in a cubicle. You need to assemble the troops for a lively conversation!
A more beautiful question. Here are some questions to guide your process.
Let’s make an impact map together. Our organization is the Minnesota Twins, and our core action is building Target Field. Let’s map out the impact they hope to have achieved from building the new stadium. Perhaps we will discover something useful the Vikings could learn from.
Write out the answers to questions on big post-its.
This is your organizations mission, vision, reason for existence. How are you changing the world?
What is the end goal? Whose goal is it? What is at stake?
This is where you fully develop your program theory—why does what you do work? What evidence is there to support your program action? What is the logical link between your program and impact? Has it worked in the past? Why are you engaging in this specific type of activity and not something else?
You can start at the beginning—with your core actions, and ask, BUT WHY? Keep asking that question until you reach your end goal.
Or, you can start at the end. How do you think you are changing the world? BUT HOW? Keep asking that until you reach concrete actions your organization is involved in.
Pay attention to the leaps in logic—these points along the way might need to be reconsidered. Is it really the best path?
Think about the assumptions that go into your program theory. Be aware of your assumptions and consider if they are valid.
Put it on paper. I like to do this step with note cards on a table or a sticky wall. Put a single idea on each piece of paper. Lay it out in a visual way, and then move it around until the sequence/trail makes sense.
This is what separates a functional map from an outdated logic model. One of the challenges that exist when hiking in the upper peninsula is that some of the maps are over 80 years old!