As a research and evaluation professional, my mind flocks to logic models and organizational frameworks as ways to think about how work gets done. While not always the “glitziest” concept to folks outside the research and evaluation world, logic models allow organizations to grow in size while adhering to, and communicating succinctly about, the core elements of running a high-quality program and achieving the intended outcomes for program participants. Over the past two years, iMentor has focused on getting our logic model (Core Metrics) right, and making it resonate with staff in a way that holds them accountable to the things that matter most – our mission and the people we serve.

In addition to serving as a framework for thinking about our work, the logic model enables us to talk to others about what we do, and what we hope to achieve, in a clear and coherent way. Our ability to communicate this framework effectively to others has led to mutually beneficial conversations with other organizations – most notably organizations that are part of the Citi Foundation’s Pathways to Progress initiative. Through identifying strengths and weaknesses within our own model, and learning from the models that other organizations use to promote youth development, we collectively have become better programs.

Here is how we talk about our program:

“iMentor builds mentoring relationships that empower students from low-income communities to graduate high school, succeed in college, and achieve their ambitions. Students work with their mentors one-on-one, in-person and online, to develop strong personal relationships, nurture a college aspiration, navigate the college application process, and build critical skills that lead to college success. Since 1999, iMentor has connected 13,000 students with mentors, through our partnerships with public high schools in New York City and nonprofits nationwide.”

We crafted this language as a result of the logic model process, and it has helped iMentor rally around the mission of using mentoring as a lever to help students succeed in college. In designing our logic model, for each of our inputs and outcomes, we developed measures that most accurately reflect each program component, and identified the data sources to assess those measures. One way in which iMentor uses Core Metrics is through creating benchmarks to work toward for each program component. For example, as an outcome for participation in our program, we set the expectation that 80% of mentees trust their mentors, and 70% of mentees go to their mentee when they need support. The intention behind setting benchmarks is for front-line staff to obtain program information in real-time, in order to track the progress of their caseload toward reaching targeted goals.

The support we receive from the Citi Foundation has allowed iMentor’s mentor-mentee pair case managers to use a powerful, web-based tool called Tableau. Tableau allows staff to view, through a variety of dynamic, real-time dashboards, how program participation is progressing, and which mentees or mentors should be targeted for additional support. The information from the dashboards is linked to one of the core components of iMentor’s logic model. Previously, front-line staff used a number of methods to identify the appropriate mentor-mentee pairs to target for additional support. With Tableau, those methods are centralized and standardized, which allows staff to focus more on providing high-quality curriculum delivery and case management.

I strongly encourage any organization to revisit their logic model, and make sure that staff understand that the logic model reflects the most integral program components, as well as the most essential targeted outcomes for the individuals served. By aligning with Core Metrics, our staff has a north star that guides their work, leading to an overall strengthening of the program, as well as an increased ability to achieve desired outcomes. In addition, using the logic model has provided our staff with significant learning opportunities. For instance, our staff has expanded their understanding of quantitative data, and regards that data as integral to running the program. And, the logic model is helping our external stakeholders (e.g.,  funders, community organizations, and partners) more clearly understand how we identify, manage, and track components of our program – which can result in even stronger “buy-in” for our mission. As we continue to integrate technology and measurement into our work, we are excited about how those improvements will maximize the impact we have on youth.

Jim Lauckhardt, Ph.D., is the Managing Director of Research and Evaluation for iMentor