Logic Models and Strategic Planning
Strategic planning and logic modeling are two of the most talked-about management tools in health philanthropy. These two activities are typically viewed as distinct endeavors, with strategic planning seen as the tool for board-level planning and logic modeling as the tool for planning operational programs. Recently, practitioners are beginning to realize that strategic planning and logic modeling can be mutually supportive activities. In this issue brief we examine logic modeling as a tool that can support and enhance strategic planning. Strategic Planning Strategic planning has been defined in countless ways. One definition that works for many organizations holds that "Strategic planning is the process of determining what your organization intends to achieve and how you will direct the organization and its resources toward accomplishing those goals over time."1 In this context the primary reason for engaging in strategic planning is to improve results. Most strategic plans operate on three-to-five year horizons. Strategic plans typically include a vision statement, a mission statement, and a set of value statements, goals, strategies, and tactics. Strategic plans typically do not include detailed operations plans or business plans. There are as many models of strategic planning as there are definitions. Most approaches include five basic steps. The first step is to prepare for strategic planning by identifying specific issues or choices that the planning process should address, clarifying roles (who does what in the process), creating a committee structure, developing a profile of the organization at present, and identifying any information that must be collected to help make decisions. The second step is to articulate the vision and mission of the organization, including the purpose, main activities, and values of the organization. The third step is to assess the situation, often in terms of strengths, weaknesses, opportunities, and threats. The fourth step is to develop specific goals and strategies to address the major requirements and challenges facing the organization. The final step is to capture the strategic plan in a written document that can be adopted throughout the organization. Logic Modeling Logic modeling is becoming more prevalent in both government and philanthropy. For example, in 1998 the W.K. Kellogg Foundation published an Evaluation Handbook that included logic modeling as a core function for program evaluation. Similarly, United Way agencies across the country have adopted logic modeling as a requirement for funded organizations. More recently, federal grant programs such as the Community Access Program have required grant recipients to employ logic modeling as part of their program design and evaluation activities. Logic modeling is typically viewed as a tool for charting the progress of a program toward interim and long-term outcomes. In graphic or narrative form, a program logic model describes how a program works in terms of inputs, activities, outputs, and outcomes. Logic modeling is helpful in program design because it forces staff to focus on outcomes and define the inputs, activities and outputs required to achieve them. The process of developing the logic model provides a powerful reality check by shining light on faulty assumptions and under-resourced activities. Logic modeling is helpful in program implementation because it helps staff focus their time and attention on the most important aspects of the program. Logic modeling is helpful in program evaluation because it provides a foundation for evaluating inputs, activities, and outcomes of the program.
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Daniel J. Meyers, Strategic Planning: Some Lessons Learned about What Does and Does not Work, New York Nonprofits, May-June 1998.
Community Health Solutions, Inc.
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The Conceptual Relationship between Strategic Planning and Logic Modeling A comparison of the definitions of strategic planning and logic modeling shows that they are not interchangeable or one in the same. Strategic planning is an organizational process concerned with building consensus around vision, mission, goals and strategies for the future. Logic modeling is an analytical process concerned with: 1) testing the logical relationships between the vision, mission, goals, strategies; and 2) specifying the inputs, activities, and outputs required to achieve the vision, mission, goals, and strategies. In this context, logic modeling is a tool for documenting and testing a strategic plan, rather than a tool for developing a strategic plan. The Value Added by Logic Modeling There are a number of potential pitfalls of strategic planning that can leave an organization with "less than meets the eye" at the end of a strategic planning process. Five of these potential pitfalls are outlined in the first column below. Logic modeling can help an organization avoid these pitfalls by requiring methodical testing of the logic and resource requirements of strategic goals. These benefits are outlined in the second column below. In short, logic modeling can help an organization produce a more focused, logically sound, realistically staffed & funded set of strategic goals. Potential Pitfall of Strategic Planning Strategic goals may slip outside the boundaries of vision and mission as planners become enthused about "new" or "innovative" approaches. Strategic goals may be stated in terms of processes, resulting in lack of clarity about intended impact. Strategic goals may be developed without proper attention to "right-sizing;" that is, making sure that the planned program is neither too large nor too small to address the particular community health problem. Strategic goals may be developed without proper attention to the level of internal staff support and other resources required for implementation. Multiple strategic goals may be developed without proper attention to potential conflicts among goals. Value of Logic Modeling Strategic goals must be methodically tested against vision and mission, resulting in greater fidelity to vision and mission. Strategic goals must be stated in terms of intended outcomes, resulting in clarity about intended impact. Strategic goals must be methodically tested against related outputs, activities, and resources, thus reducing the risk of over- or under-sized programs. Strategic goals must be methodically tested against related outputs, activities, and resources, thus reducing the risk of inadvertently overwhelming staff resources. Strategic goals must be methodically tested against one another to avoid goal conflict and resource overload.
A Process for Strategic Planning with Logic Modeling The chart below shows a five-phase process for strategic planning with logic modeling. The first phase includes a review of "where we've been, and where we are." The second phase includes brainstorming about "where we are going." The purpose of this phase is to develop a draft list of strategic goals. The third phase is to clarify organizational values and develop logic models to test and document the strategic goals. Once this phase is completed, the planning committee should revisit the strategic goals one more time to re-confirm consensus (Phase IV). In Phase V, staff and/or a board subcommittee can begin writing a strategic planning document. For an example of a Strategic Plan Logic Model produced using just this process, go to http://www.consumerhealthfdn.org/who/LogicModel.pdf.
Community Health Solutions, Inc.
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Attachment A A Process for Strategic Planning with Logic Modeling Phase I. Review Where We've Been, Where We Are • Organizational history • Current mission statement • Current strategic plan • Current partners • Current programs • Current funding structure • Current board structure • Current staff structure Phase II. Brainstorm Where We Are Going • Envision the future: • How do you want your community to be improved in the future? • What role do you want this organization to play in your community? • How will you know if this organization is successful? • Assess the current situation: • What are the organization's internal strengths? • What are the organization's internal weaknesses? • What external opportunities might move the organization forward? • What external threats might hold the organization back? • Identify the most critical issues facing the organization • Financial • Organizational • Programmatic • Strategic • Brainstorm list of potential strategic goals for the next three to five years? Phase III. Test Strategic Goals Using Logic Modeling • Clarify values of the organization • Develop a logic model for each individual strategic goal and refine as necessary: • Ask: • Is the goal consistent with our mission and vision? • How might the goal be financed? • Would the goal require new external partnerships? • Would the goal require new internal board structures? • Would the goal require new internal staffing structures? • How will we know if we have achieved the goal? • Create a logic model with inputs, activities, outputs, outcomes • Develop an overarching logic model encompassing all strategic goals and refine as necessary • Ask: • Which strategic goals are mutually supportive? • Which strategic goals are mutually conflicting? • Do we have enough resources? • Do we have the right partners? • Do we have the right board structure? • Do we have the right staff structure? • What else do we need to make these strategic goals happen? • Create a logic model with high-level inputs, activities, outputs, outcomes Phase IV. Finalize and achieve consensus on strategic goals Phase V. Write strategic planning document
Community Health Solutions, Inc.
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