The Logic Model: A Program Performance Framework

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The Logic Model A Program Performance Framework

• Steve Wyatt, J.D.
• Associate Dean, Entrepreneurship Economic
  Development College of Engineering
• Extension Associate Professor
• Statewide Program Director, Business Development

October 13, 2008
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Overarching Direction and Vision
MISSION The
Business Development Programs (BDP) mission is
to improve peoples lives and the competitiveness
of Missouri businesses through research-based
education and technical assistance to enhance
Missouris economy.
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Overarching Direction and Vision
Within the next five years, the Business
Development programs vision is to 1. Be
recognized as a leader in the Universitys
economic development mission and build linkages
among students, faculty and businesses to promote
research, learning, service, economic growth and
quality of life. 2. Be recognized as the
national and statewide leader in entrepreneurial
development and the creation and growth of small
businesses from inception to tomorrows
enterprise leaders.
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Overarching Direction and Vision

• 3. Become a valued and trustworthy business
  information source, disseminating business
  research, resources, training and information for
  business, policy makers and individuals.
• 4. Become a market-driven organization that
  serves entrepreneurs, businesses and Missouris
  workforce with customer-focused programs that are
  fundable from program revenues, donations, grants
  and stakeholders.

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Overarching Direction and Vision

• 5. Be recognized for our training and learning
  innovations that effectively use students,
  businesses, faculty, technology and staff to
  enhance the learning process for clients and the
  economy of Missouri.

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Operating Principles and Values

• Organizational Values
• Customer Focus
• Stakeholder Value
• Learning Organization
• Respect
• Results
• Innovation

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Reality

• What gets measured gets done
• If you dont measure results, you cant tell
  success from failure
• If you cant see success, you cant reward it
• If you cant reward success, youre probably
  rewarding failure

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• If you cant see success, you cant learn from it
• If you cant recognize failure, you cant correct
  it
• If you can demonstrate results, you can win
  public support

Osborne and Gaebler, 1992 in MQ Patton, 199714
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Why Logic Models Why the Hype?

• Shows the difference between what we do and the
  impact we have
• Provides a common vocabulary
• Focus on quality and continuous improvement

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LOGIC MODEL Program Performance Framework
OUTCOMES
OUTPUTS
INPUTS
Activities Participation
Short Medium Long Term
S
What the
What the
What the ultimate
I
What we invest
What we do
Who we reach
short term
medium term
results are
T
results are
impact(s) is
U
Staff
Workshops
Participants
Learning
Action
Impact
Volunteers
Meetings
Customers
A
Time
Counseling
Citizens
Awareness
Behavior Practice Decision-
making Policies Social action
Social Economic Civic Environmental
T
Money
Facilitation
Knowledge
Materials
Assessments
Attitudes
I
Equipment
Product dev.
Skills
Technology
Media work
Reactions Satisfaction
Opinions
O
Partners
Recruitment
Aspirations
Training
N
Motivations
ASSUMPTIONS
1)
ENVIRONMENT
2)
3)
Influential factors
4)
University of Wisconsin-Extension Cooperative
Extension, E. Taylor-Powell, 1998, Business
Development Programs
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SBTDC Program Logic Model
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Situation

• Situational analysis
• Need
• Research on Entrepreneurship and Small Business
• State, Region and County Needs Identification and
  Plan of Work
• Learning Preferences Research
• High Growth Research
• Technology Based Economic Development
• ttp//www.missouribusiness.net/bridg/time_attitude
  s_report.pdf
• http//extension.missouri.edu/staff/2007-2011_MU_E
  xtension_Plan_of_Work-9-19-06.pdf
• http//www.missouribusiness.net/bridg/lep_total_fi
  nal_report.pdf
• Not yet available on line
• http//www.missouribusiness.net/bridg/tech_company
  _needs.pdf

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Sample Needs Identification

• Understanding the Entrepreneur
• BRIDG Research Learning Preferences Experiences

http//www.missouribusiness.net/bridg/lep_total_fi
nal_report.pdf
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Situation (continued)

• Engage others
• Stakeholder Input
• Customer Input
• Problem analysis
• Priority setting/goals
• Regional Meetings

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INPUTS

• Field Faculty 39.8 FTE
• Leadership/Administration 9.15 FTE
• Money 4,500,000
• Program Time 40,596 hours
• Partners
• 9 partner Institutions
• Chambers, MEDC, Financial Institutions
• SBA, EDA, DET, State of MO, Kauffman
• Facilities
• Technology
• -webCATS, webAPPS, Portal, survey tools

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• PARTICIPATION
• Training Attendees- 10,733
• Clients 2,430
• Online Attendees - 1,253
• Hits on web site- 16,230,000
• SATISFACTION
• -Revenue generation
• 500,000
• Overall Training
• 6.3/7
• Instructor Effectiveness
• 6.7/7

• ACTIVITIES
• Training
• 807 trainings
• 8,025 hours
• Counseling
• 8,579 sessions
• 17,072 hours
• Product Development
• 4 workgroups
• Online Training
• 276 trainings
• Abrams Hill website awards

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• IMPACT
• Long
• Increase in Sales
• 204 million
• Equity
• 102 million
• Jobs Created
• 2,449
• Research Funding
• 9.4 million

• ACTION
• Medium
• Business start
• 182
• Failures prevented
• 143
• Actions taken
• 982

• LEARNING
• Short
• Gain in Knowledge
• 1.22 / 5
• Would Recommend
• 96
• Was it practical
• 6.17/7

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PLANNING
OUTPUTS
INPUTS
Programmatic investments
Activities
Participation Satisfaction
EVALUATION
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Evaluation

• Using data to track through PLM
• Output
• Activities, Participants, Satisfaction
• Outcomes
• Learning, Action, Impact
• Decision making at the lowest level
• Ability to drill down and manage

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Monitoring Data
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Evaluating Activities
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Evaluating Satisfaction
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Evaluating Impacts
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Check Your Logic Model

• Are the outcomes really outcomes?
• Is the longest-term outcome
• Meaningful?
• Logical?
• Realistic?
• Does it represent the programs purpose response
  to the situation?

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• Thank you!
• QUESTIONS