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PROBLEM OF PRACTICE SOLUTIONS PROTOCOL

  • Steps In The Protocol

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    • Presenter shares a challenge, then steps out of the conversation
    • Table group ask clarifying questions – without offering suggestions or solutions
    • Table group discusses the presenters challenge while the presenter takes notes and makes observations without participating in the conversation. For example, a teammate might say – I wonder if “presenter” could consider
    • Presenter reenters the conversation and shares what they heard that might help them reach a possible solution to the challenge presented

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DEVELOPING A LOGIC MODEL FOR K-12 DECISION MAKING

  • Sandhills Regional Education Consortium
  • Training for New Central Office Leaders

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SESSION OBJECTIVES

  • • Understand logic models
  • • Apply to K-12 programs
  • • Use for decision making and program management
  • • Evaluate cost/benefit

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WHAT IS A LOGIC MODEL?

  • Visual link between resources, actions, results, and outcomes

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CORE COMPONENTS

  • Inputs → Activities → Outputs → Outcomes → Impact

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DISTRICT EXAMPLE: LITERACY INITIATIVE

  • Inputs: Reading specialists, curriculum
  • Activities: Small groups
  • Outputs: # sessions
  • Outcomes: Reading growth
  • Impact: Proficiency rates

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DISTRICT EXAMPLE: ATTENDANCE IMPROVEMENT

  • Inputs: Social workers
  • Activities: Home visits
  • Outputs: Visits made
  • Outcomes: Attendance improves
  • Impact: Graduation rates

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COST/BENEFIT ANALYSIS

  • Compare investment vs results

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TYPES OF COSTS

  • • Direct
  • • Indirect
  • • Opportunity cost

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MEASURING BENEFITS

  • • Achievement gains
  • • Attendance
  • • Behavior
  • • Graduation rates

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HANDS-ON ACTIVITY

  • Select a program
  • Build a logic model
  • Identify gaps
  • Share out
  • Perhaps utilized the SMART Goal format
    • Specific, Measurable, Attainable, Reasonable, Timebound

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ACTIVITY STEPS

  • 1. Define program
  • 2. Inputs
  • 3. Activities
  • 4. Outcomes
  • 5. Impact

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REFLECTION QUESTIONS

  • • Is it effective?
  • • Worth the cost?
  • • What would you change?

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CLOSING

  • Strong decisions require clarity, alignment, and data
  • We must make data-informed decisions about what receives our limited resources (human and fiscal)
  • We cannot simply protect sacred cows (programs)

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