Using Logic Models for Planning Follow-up Webinar

2. Using Logic Models for Planning Follow-up Webinar May 4, 2010 Jared Raynor, Peter York, & PeiYao Chen, TCC Group Kevin Hamilton, Fresno Lynne Cannady & Elaine Abelaye, South Sacramento

3. Important things to acknowledge • Groups have been working hard to understand definitions of strategies and targeted changes • Need clear connections between one step to another • Need clear connections between strategies that are cross cutting within the plan • Communication amongst the key players is very important (Coach, Coordinator, Facilitator, Program Manager, Evaluation Manager)

4. Objectives • Participants will… • Develop a better understanding of critical capacities • Understand how different logic model elements tie together • Become knowledgeable about the process of integrating different components into an overall logic model 4

5. Agenda • Reflect on where we’ve been • Review the steps in determining critical capacities • Discuss how to integrate different components into an overall logic model • Share lessons learned: Fresno South Sacramento • Questions and discussions

6. Logic modeling process • Proposed process

7. Developing Logic Models:Basic steps 7

8. Where we’ve been Targeted change 1 Outcome 1 Capacities Resources Outcome 2 Targeted change 2 Strategy 1 Strategy 1 Outcome 3 Targeted change 3 Strategy 2 Strategy 2 Outcome 4 Outcome 5 Strategy 3 Outcome 6 Capacities Resources Outcome 7 Outcome 8 What capacities does the collaborative need to gather, manage, and use necessary resources, and adapt in implementing their articulated strategies? Outcome 9 Outcome 10

9. A Framework to Look at Critical Capacity Leadership Capacity Adaptive Capacity = Resources Management Capacity Technical Capacity 9

10. Determine Critical Capacities (Step 1) • Step 1. Make sure we have clearly explained our resources for the top priority strategies. • Resources are time, skills, experience, tools, facilities, materials, curricula, tech, etc. • Resources are technical capacities • Review the resources you have identified. Are there additional capacities embedded in the resource?  For example, if the resource is knowledge, then capacities might include research capacity, public opinion researching capacity, etc.

11. Determine Critical Capacities (Step 2) Step 2. For each resource, brainstorm the following: What capacities does the collaborative NEED to.. What capacities does the collaborative already HAVE.. garner the resource managethe resource, including monitoring, tracking and improving resource deployment and use assesstheir collaborative process evaluate the quality and success of their efforts in order to determine if they need to adapt their plans, and therefore resources adapt– facilitate course corrections, plan revisions, resource improvements and/or changes, etc.

12. Determine Critical Capacities (Step 2) - Example Resources / Technical capacities Coalition of people working together – CBOs, Chamber of Commerce, schools, Police community liaisons, the Mayor, members of the city council, local university, City Prosecutor, City Attorney, Superior Court Judges, civil rights attorneys, youth council, parents, multi-ethnic community and youth coalition Knowledge Funding for youth outreach and education campaign Facilities • The credibility to bring advocacy groups to the table (Leadership) • A clear vision for how the coalition is going to be leveraged (Leadership) • A sense of how the coalition will make decisions (Leadership) • An entity to manage funds for the coalition (Management) • Recruitment of volunteers to do some of the work of the coalition (Management) • Plan and conduct regular assessments the collaborative process and the quality and success of their efforts (Adaptive)

13. Determine Critical Capacities (Step 2) - Example Resources / Technical capacities Coalition of people working together – CBOs, Chamber of Commerce, schools, Police community liaisons, the Mayor, members of the city council, local university, City Prosecutor, City Attorney, Superior Court Judges, civil rights attorneys, youth council, parents, multi-ethnic community and youth coalition Knowledge Funding for youth outreach and education campaign Facilities • The capacity to conduct research including: • collecting data (Adaptive) • analyzing data (Adaptive) • interpreting results (Adaptive) • using research findings to make decisions (Leadership) • Conduct research on best practices and policies (Technical) • Provide trainings for law enforcement and communities on community policing, community organizing, etc. (Technical)

14. Determine Critical Capacities (3) • Step 3: Compile and organize all capacities into 4 categories: • Leadership • Adaptive • Management • Technical

15. Determine Critical Capacities (Step 3) - Example

16. Developing One Outcome’s Logic model[South Sacramento’s logic model for Outcome #2]

17. Pulling Together One Outcome’s Logic Model: key questions to consider • Are the targeted changes well enough defined? • Have we identified all the important and relevant strategies? Are the strategies well enough defined? Are they strongly related to the target change(s)? Can the strategy or a combination of strategies have direct and significant impact on the targeted change(s)? • Have we identified all the resources that are necessary to implement the selected strategies? Have we distinguished between “resources we already have” and “resources we need”? • Have we identified all the capacities that are required to garner and manage the resources, evaluate and adapt the process in order to implement the selected strategies?

18. Create an Integrated Logic Model Capacities Resources Strategy Targeted change Targeted change Targeted change Outcome 2 Capacities Resources Strategy Targeted change Targeted change Targeted change Capacities Resources Strategy Outcome 4 Capacities Resources Strategy Capacities Resources Strategy Outcome 6 Capacities Resources Strategy

19. Integrate Different Components into an Overall Logic Model (1) • Key questions to consider: • Priority Outcomes: • Are there causal relationships between priority outcomes? • What is the strength of that causal relation? Outcome 2 Outcome 4 Outcome 6

20. Integrate Different Components into an Overall Logic Model (2) • 2. Targeted Changes: • Are there overlaps in the targeted changes across outcome areas? • Are there causal relationships between targeted changes? • Do the targeted changes have a strong impact on more than one priority outcome? • What is the strength of that causal impact? Targeted change Targeted change Targeted change Outcome 2 Targeted change Targeted change Targeted change Outcome 4 Outcome 6

21. Integrate Different Components into an Overall Logic Model (3) • 3. Change Strategies: • Are there overlaps in the change strategies across priority outcomes? • Are there causal relationships between the change strategies across priority outcomes? • Can the change strategies and/or a combination of them have a strong impact on more than one targeted change? • What is the strength of that impact? • What strategies have the potential of generating catalytic effects? • Where are potential opportunities for joint efforts across priority outcomes? Targeted change Targeted change Targeted change Strategy Targeted change Targeted change Targeted change Strategy Strategy Strategy Strategy Strategy

22. Integrate Different Components into an Overall Logic Model • 4. Resources: • Where are the overlaps in resources across strategies? • What resources do we already have? What resources do we need to acquire? • What resources can be leveraged? • Where can you get the highest return on investment (i.e. biggest bang for the buck)? Resources Strategy Resources Strategy Resources Strategy Resources Strategy Resources Strategy Resources Strategy

23. Integrate Different Components into an Overall Logic Model (5) • 5. Critical Capacity: • Where are the overlaps in capacities across strategies? • What capacities does the collaborative need to make sure strategy and cross-strategy work is effectively communicated, coordinated, leveraged and that long-term outcomes are achieved? Capacities Resources Capacities Resources Capacities Resources Capacities Resources Capacities Resources Capacities Resources

24. What does the integration process look like? • The integration process will look different for each community depending on its decision-making process and how members have worked together throughout the logic modeling process. Here are some suggestions: • The site coordinator and facilitator do the first draft of the integrated logic model, with the help of the coach. The first draft will be followed by multiple rounds of community reviews and revisions. • The coach does the first draft of the integrated logic model, followed by multiple rounds of community reviews and revisions.

25. Share Lessons Learned • Fresno • Kevin Hamilton • South Sacramento • Lynne Cannady • Elaine Abelaye

27. South Sacramento – Logic Model for Outcome # 2

28. South Sacramento – Overall Logic Model

29. Questions & Discussion