Designing
Impact
Frameworks

FOCUSING ON VALUE CREATION

When setting out to create Eradah’s Strategic Framework, we started with the Impact Creation Model, which sits at the core of what Eradah aims to achieve. Above all, we knew that the company values creating impact in the lives of our young people, and it was imperative that the Strategic Framework reflected this.  

When it came to understanding this impact, we believed that it was important to consider how the mind, body and soul are interdependent with positive correlation with one another. Together they are able to have a positive impact on the heart (e.g., for the heart to be healthy; the mind, body and soul must be healthy). As a result, from the perspective of relationship influence, understanding the relationships between the mind, body and soul allowed us to map out the pathways to effective experience design. Therefore, when it came to pathways to impact, we were able to use these relationships to clearly plot out the pathways that must be followed to have the intended real impact and developmental change. These pathways are Skills, Tools and Knowledge (which can allow for an individual to challenge and hence change his/her mindset); Programs & Initiatives (developmental experiences for action and reflection); and Policy/Regulation (the upholding of which provides protection and a safe nurturing environment).

ALIGNING FOR OPERATIONAL EXCELLENCE

We then specified that successful developmental experiences can only be created when the correct pathway is used to trigger the design process. This pathway in turn leads to the remaining two pathways to complete the process in a way which leads to optimum and comprehensive impact. It is therefore essential that the correct pathway be used as the trigger, and we designed the Framework so that every initiative designed or led by Eradah should always cover all 3 pathways. For instance, if the initial pathway was Skills, Tools and Knowledge; the design process would dictate that we had identified certain skills, tools or certain knowledge that we wanted to transfer to our youth. The next questions to ask ourselves would be what programs or initiatives must exist to transfer these skills, tools and knowledge; and what governing policies/regulations would protect and preserve this impact creation to make it sustainable. We therefore designed the Impact Creation Model to be a flexible framework for the Eradah teams to utilize in creating impact solutions for their clients.

We also designed the Strategic Framework to ensure Eradah’s sustainability. Consequently, we have ensured that the overall policies and procedure of Eradah serve this Framework and the associated Impact Model. Hence the Framework looks at 3 key areas as part of checking the robustness of Eradah and its processes. These are Operations, People and the Youth Experience Centre (YEC). In the area of Operations, a primary indicator is healthy revenues which indicate that the organization is able to attract, manage and deliver customer satisfaction, youth impact and a competitive advantage that continues to attract clients. With regards to People, the Framework recognizes that wellness, the overall health and happiness employees experience while working at Eradah, is essential to keeping Eradah healthy; and this is achieved through the use of Eradah’s values in building the company’s internal culture. The YEC is also vital to the overall success of Eradah, but being a sister organization of Eradah, it has a separate business plan. The Framework thus outlines the YEC’s engagement model with Eradah. Together, these 3 key areas of the Strategic Framework (Operations, People and the YEC) work hand-in-hand to deliver success to Eradah and its teams. What is more, to secure the Framework and provide clear and measurable operational triggers, we identified certain key performance indicators (KPIs) for the organization.