Give an example of the information provided below and create a 5-7-slide digital presentation (including the title and reference slides) about the logic model you completed. Include the following in your presentation:

• A description of the process you would follow when considering the logic model for the change.
• A description of the intended outcome.
• A detailed list of the resources that will be needed to make the change.
• Speaker notes of 100-150 words below each content-related slide that represent what would be said if giving the presentation in person. Expand upon the information included in the slide and do not simply restate it. Cite sources in slides using proper APA formatting.
• Minimum of four scholarly sources with DOI or links. Cite the references in the slides.

Identified Organizational Change:Improving Crisis Connections' technological infrastructure to enhance service delivery reliability.

Part 1: Logic Model

Program:Crisis Connections - Technological Infrastructure Enhancement

Goal:Enhance technological capabilities to improve service reliability and efficiency for crisis intervention services.

Inputs:

• Financial resources (funding from grants and donations)
• Technological expertise (IT personnel and consultants)
• Partnerships with technology firms
• Existing technological infrastructure
• Staff training resources

Outputs:

• Upgraded IT infrastructure (hardware and software systems)
• Enhanced communication tools (VOIP services, secure chat)
• Increased number of trained staff

Activities:

• Conduct needs assessment for IT upgrades
• Implement new technology systems
• Train staff on new technology
• Monitor and evaluate technology performance

Participation:

• IT experts for system implementation
• Crisis Connections staff for training
• Technology partners for collaboration

Outcomes - Impact:

Short-Term:

• Reduced downtime of services
• Improved response times in crisis intervention
• Better user experience for staff and clients

Long-Term:

• Increased trust and reliability in Crisis Connections' services
• Improved mental health outcomes due to more efficient crisis intervention
• Strengthened community support networks

Part 2: Assumptions and External Factors

Assumptions (Root Cause Analyses):

• Upgraded technology will lead to improved service delivery.
• Staff will adapt quickly to new systems.
• Reliable funding will support technological upgrades.

External Factors (Barriers):

• Economic changes affecting funding availability
• Rapid technological advancements requiring continuous updates
• Potential resistance to change among staff
• Regulatory requirements impacting technology implementation

Introduction

The technological infrastructure of an organization plays a critical role in determining the reliability and efficiency of service delivery, particularly in crisis intervention services. Crisis Connections, an organization dedicated to mental health crisis intervention, has identified the need to enhance its technological capabilities to improve service reliability. This summary provides an analysis using a logic model framework, detailing how this technological enhancement can drive decision-making and organizational change. It highlights the inputs, activities, outputs, and expected outcomes of the initiative, alongside the assumptions and external factors that could affect the process.

Logic Model Analysis

Inputs and Activities

To achieve the goal of enhancing technological capabilities, Crisis Connections will rely on several key inputs: financial resources from grants and donations, technological expertise from IT personnel and consultants, partnerships with technology firms, and staff training resources. These inputs will support activities such as conducting a needs assessment for IT upgrades, implementing new technology systems, training staff on these systems, and monitoring and evaluating technological performance.

Outputs and Outcomes

The expected outputs include upgraded IT infrastructure, such as new hardware and software systems, and enhanced communication tools, such as VOIP services and secure chat options. These changes aim to reduce service downtime, improve response times in crisis intervention, and create a better user experience for both staff and clients.

In the short term, improved technological infrastructure is expected to lead to reduced service outages and enhanced client interactions. Long-term outcomes include increased trust in Crisis Connections' services, improved mental health outcomes due to more efficient crisis intervention, and strengthened community support networks.

Decision-Making and Organizational Change

The logic model provides a structured framework to guide decision-making and facilitate organizational change. By focusing on specific inputs, outputs, and outcomes, Crisis Connections can systematically evaluate the effectiveness of its technological enhancements. This structured approach allows for the identification and mitigation of barriers, such as economic changes affecting funding and potential resistance to new technologies among staff.

Through continued monitoring and evaluation, Crisis Connections will be able to adjust its strategies to align with evolving technological advancements and regulatory requirements. The organization should engage key stakeholders, including IT experts and technology partners, to ensure successful implementation and integration of new systems.

Conclusion

Enhancing Crisis Connections' technological infrastructure is pivotal for improving service delivery reliability and efficiency. The logical model serves as a strategic beacon, guiding the organization through the complexities of technological upgrades while addressing potential challenges. By adopting a systematic approach to decision-making and change management, Crisis Connections can fortify its position as a reliable and effective provider of crisis intervention services, ultimately contributing to better mental health outcomes and community support networks.

References

Cornforth, C. (2001). Understanding the governance of nonprofit organizations: Multiple perspectives, paradoxes and dilemmas. International Journal of Voluntary and Nonprofit Organizations, 12(3), 249-267. https://doi.org/10.1023/A:1012695512553

Smith, M. L., & Augustin, M. E. (2006). The logic model guidebook: Better strategies for great results. SAGE Publications. https://doi.org/10.4135/9781412986029