E150 Educational Innovation and Social Entrepreneurship In Comparative Perspective Week 7 Section

E150Educational Innovation and Social EntrepreneurshipIn Comparative Perspective

Week 7 SectionVanessa Beary

veb682@mail.harvard.edu

HOUSEKEEPING• Paper 2• Questions for the speaker? Email to

Fernando before the lecture!

Paper 2• Avoid using block quotes.• 5 page limit. We do not read past

the page limit.• Pay careful attention to directions!• Describe vs. analyze

• Evaluate

Final paper• It is not required that you work with a partner, but

it is recommended that you do so

• No more than 3 people.

• Send me an email with who you are working with on your final project.

• Participation Hub: new discussion thread on the final paper where you can 1) post to the group a short paragraph describing your final project and 2) let the group know if you are looking for a partner.

Today’s section

Bringing it all together….

What should we focus on?Mission/Vision Theory of action StrategySocial value CoherenceBeing innovative Accountability Financial sustainability Partnerships

Having impact Measuring impact Scale DepthReplicationRipple effect CompetitionMinimise riskMinimise harm

Education FrameworksTheory of Change — “The forest” •Your hypothesis•If – then statements

Logical Framework — “The tree” •Causal pathway — from A to B to C •Planning and evaluation tool to reach goals •Articulates underlying assumptions

Logic Model

Social Impact Model

Blending frameworks • Making it practical and applicable!• Big-picture thinking of the theory of change • Step-by-step reasoning of the logic model • Feedback loop

SIM

SOCIAL PROBLEM DEFINITION

What is the problem you’re trying to solve?

•What will be your niche in it?

•Resources and opportunities, needs and Interests

• Base it on research and hunches

• Find out who is out there already

• Make it specific

• Frame unique approach

SIM

Vision of Success

Long term, ambitious, motivating and

inspiring

• What success looks like• Comes directly from hypothesis

Social Impact Strategies

What you do

• Activities in logical framework• Emerges from assessing the resources, opportunities, needs and interests

Social Impact Indicators

Your measures of success

• The outcomes in your logical framework• Ambitious, yet achievable targets with evidence for impact

Performance Indicators

Being accountable •The outputs in your logical framework •What are the products or services being provided? •What is the organisation achieving in the short-term?

Business Model Canvas

Business ModelAKA — the business model •The engine running your educational proposition •How do I want to carry out my operations? •Ways in which activities work together to carry out the mission

Create, deliver, and capture value • Tells a good story• Canvas is a tool to visualise it and make it applicable? Competition within the Business Model Canvas?

Feedback Loop

Self-evaluation system • Being accountable to oneself •Build, ship, iterate, iterate, iterate • Refines theory of change• Validates assumptions, hunches and hypothesis

Social Impact ModelActivitie

sOutcomes

Business model Outputs

What’s Next

Understanding Social Venture Partnerships • Guest Speaker: Chris Whittle, Chairman — Edison Schools, Inc. • Case: Edison Schools• Public-Private Partnerships: World Bank