Outcomes-based Program Planning
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- The document discusses outcome-based program planning and introduces program logic models. It aims to help participants explain outcome-based planning, identify the components of logic models, and feel more confident using the approach. - A program logic model is a visual representation of a program that outlines key components like inputs, activities, outputs, and outcomes. It illustrates the logical linkages between these elements and can take different forms depending on the program's purpose and complexity. - The session guides participants through developing a simple logic model for one of their own programs to help connect the components and better understand outcome-based planning.
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James G. Emshoff, Ph.D.
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By
Melanie J. Bliss, M.A.
James G. Emshoff, Ph.D.
Department of Psychology
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Workbook for Designing a Process Evaluation
Workbook
for
Designing
a Process
Evaluation
Produced for the
Georgia Department of Human
Resources
Division of Public Health
By
Melanie J. Bliss, M.A.
James G. Emshoff, Ph.D.
Department of Psychology
Georgia State University
July 2002
Evaluation Expert Session
July 16, 2002 Page 1
What is process evaluation?
Process evaluation uses empirical data to assess the delivery of
programs. In contrast to outcome evaluation, which assess the
impact of the program, process evaluation verifies what the
program is and whether it is being implemented as designed. Thus,
process evaluation asks "what," and outcome evaluation asks, "so
what?"
When conducting a process evaluation, keep in mind these three
questions:
1. What is the program intended to be?
2. What is delivered, in reality?
3. Where are the gaps between program design and delivery?
This workbook will serve as a guide for designing your own process
evaluation for a program of your choosing. There are many steps involved
in the implementation of a process evaluation, and this workbook will
attempt to direct you through some of the main stages. It will be helpful to
think of a delivery service program that you can use as your example as
you complete these activities.
Why is process evaluation important?
1. To determine the extent to which the program is being
implemented according to plan
2. To assess and document the degree of fidelity and variability in
program implementation, expected or unexpected, planned or
unplanned
3. To compare multiple sites with respect to fidelity
4. To provide validity for the relationship between the intervention
and the outcomes
5. To provide information on what components of the intervention
are responsible for outcomes
6. To understand the relationship between program context (i.e.,
setting characteristics) and program processes (i.e., levels of
implementation).
7. To provide managers feedback on the quality of implementation
8. To refine delivery components
9. To provide program accountability to sponsors, the public, clients,
and funders
10. To improve the quality of the program, as the act of evaluating is
an intervention.
Evaluation Expert Session
July 16, 2002 Page 2
Stages of Process Evaluation Page Number
1. Form Collaborative Relationships 3
2. Determine Program Components 4
3. Develop Logic Model*
4. Determine Evaluation Questions 6
5. Determine Methodology 11
6. Consider a Management Information System 25
7. Implement Data Collection and Analysis 28
8. Write Report**
Also included in this workbook:
a. Logic Model Template 30
b. Pitfalls to avoid ...
Logic Model Workbook
The document is a workbook to help users develop logic models for their programs. It explains that a logic model is a tool that clarifies and depicts a program, showing the relationships between resources, activities, outputs and outcomes. The workbook provides guidance on developing each component of the logic model, including articulating the problem, goal, rationales, assumptions, resources, activities, outputs and outcomes. It emphasizes that a well-developed logic model can support program planning, management, communication, consensus building and fundraising.
using the logic model for program planning.pdf
The document discusses the logic model, which is a tool that can help with project planning, documentation, evaluation, implementation, monitoring and reporting. It visually depicts the sequence of activities and outcomes expected from a program. It links program resources and activities to short and long-term outcomes, and ultimately the desired impact. The logic model provides a roadmap and helps ensure all stakeholders share a common understanding of how the program is intended to work and what it aims to achieve.
I N N O V A T I O N N E T W O R K , I N C . www.innone.docx
I N N O V A T I O N N E T W O R K , I N C .
www.innonet.org • [email protected]
L o g i c M o d e l W o r k b o o k
I N N O V A T I O N N E T W O R K , I N C .
www.innonet.org • [email protected]
L o g i c M o d e l W o r k b o o k
T a b l e o f C o n t e n t s
P a g e
Introduction - How to Use this Workbook .....................................................................2
Before You Begin .................................................................................................................3
Developing a Logic Model .................................................................................................4
Purposes of a Logic Model ............................................................................................... 5
The Logic Model’s Role in Evaluation ............................................................................ 6
Logic Model Components – Step by Step ....................................................................... 6
Problem Statement: What problem does your program address? ......................... 6
Goal: What is the overall purpose of your program? .............................................. 7
Rationale and Assumptions: What are some implicit underlying dynamics? ....8
Resources: What do you have to work with? ......................................................... 9
Activities: What will you do with your resources? ................................................ 11
Outputs: What are the tangible products of your activities? ................................. 13
Outcomes: What changes do you expect to occur as a result of your work?.......... 14
Outcomes Chain ....................................................................................... 16
Outcomes vs. Outputs ............................................................................. 17
Logic Model Review ...........................................................................................................18
Appendix A: Logic Model Template
Appendix B: Worksheet: Developing an Outcomes Chain
Logic Model Workbook
Page 2
I N N O V A T I O N N E T W O R K , I N C .
www.innonet.org • [email protected]
I n t r o d u c t i o n - H o w t o U s e t h i s W o r k b o o k
Welcome to Innovation Network’s Logic Model Workbook. A logic model is a commonly-used
tool to clarify and depict a program within an organization. You may have heard it described as
a logical framework, theory of change, or program matrix—but the purpose is usually the same:
to graphically depict your program, initiative, project or even the sum total of all of your
organization’s work. It also serves as a
foundation for program planning and
evaluation.
This workbook is a do-it-yourself guide to
the concepts and use of the logic model. It
describes the steps necessary for you to
create logic models fo.
I N N O V A T I O N N E T W O R K , I N C . www.innone.docx
This document provides guidance on developing a logic model through a step-by-step process. It explains that a logic model clarifies and depicts a program by showing the resources, activities, outputs, and outcomes in a visual way. The document then walks through each component of a logic model, providing examples and tips for developing problem statements, goals, rationales, resources, activities, outputs, and outcomes. It emphasizes that a logic model establishes a logical framework or theory of change and serves as a foundation for program planning and evaluation.
Logic Models For Grant Writing
This document discusses logic models, which are systematic visual representations of a planned program that show the underlying assumptions, framework, and connections between inputs, activities, outputs, outcomes, and impact. Logic models are useful tools for program planning, management, and evaluation that can be included in grant proposals. They represent the story of the program and illustrate the logical chain of if-then relationships between investing resources, implementing activities, and achieving results.
Bringing User-Centered Design Practices into Agile Development Projects
The document discusses bringing user-centered design practices into agile development projects. It outlines an agenda for a workshop on this topic, including discussions of the agile development context, project inception and planning, building and validation, and adapting practices. The workshop will cover modeling business goals and users, aligning user research with agile processes, and leveraging information radiators. Releasing software incrementally can increase return on investment by starting to generate value earlier.
CDE Conference 09/02/2009. P Smith: Study Skills
Research in Distance Education:
from present findings to future agendas. Supporting teaching and learning strand presentation.
Quality In Action - May 2011
This document summarizes a webinar about evaluating mentoring programs. It discusses the importance of developing a logic model and evaluation plan to measure program processes and expected outcomes. It provides tips for selecting valid and reliable instruments to quantitatively measure indicators like relationship quality and youth development. The webinar demonstrated an online toolkit of evaluation instruments and provided guidance on properly administering assessments. Overall, the webinar aimed to help programs effectively evaluate their work to improve services and demonstrate impact.
Going Beyond Evaluation Buzzwords
The document provides an overview of Lauren Decker's presentation on going beyond evaluation buzzwords. It discusses the importance of logic models and theories of change in evaluation. A logic model graphically depicts a program's key components, including resources, activities, participants, and short-, medium-, and long-term outcomes. It also shows how these components are hypothesized to produce intended changes. Measuring implementation fidelity, or the extent to which a program's components are delivered as intended, is important for evaluation. High-quality evaluations clearly use sound practices, focus on use and usefulness, align with program logic models, and consider implementation fidelity. Evaluators should ask the right questions and have clearly defined outcomes.
Appendix A Logic Model Template Program Name .docx
Appendix A: Logic Model Template
Program Name:
PROBLEM STATEMENT:
PROGRAM GOAL (S):
Resources
What resources do we have to work with?
Activities
What happens in our organization?
Outputs
What are the tangible products
of our activities?
Short-term Outcomes
What changes do we expect to
occur within the short term?
Intermediate
Outcomes
What changes do we
want to see occur after
that?
Long-term
Outcomes
What changes do we
hope to see over time?
Appendix A: Logic Model Template
Program Name:
Activities
What happens in our organization?
Outputs
What are the tangible products
of our activities?
Short-term Outcomes
What changes do we expect to
occur within the short term?
Intermediate
Outcomes
What changes do we
want to see occur after
that?
Long-term
Outcomes
What changes do we
hope to see over time?
Rationale(s):
The explanation of a set of beliefs, based on a body of knowledge, about how
change occurs in your field and with your specific clients (or audience).
Assumptions:
Facts or conditions you assume to be true.
Logic Model Workbook
Appendix C
WORKSHEET:
DEVELOPING AN OUTCOMES CHAIN
Outcomes don’t all happen at once. This worksheet will help you see how your outcomes connect to one another in a
logical chain – sometimes called a Pathway of Outcomes, or an “Outcomes Chain.” As you build your logic model, make
sure that your activities are moving you toward your program goals. Even if you won’t be able to achieve those goals
within the program timeframe, it’s important to see how they are connected.
Fig. 1: Outcomes Chain
Your shorter-term outcomes might happen right away—early in your program, or sometime during your program.
Shorter-term outcomes are the results you expect to see during your logic model’s timeframe. Shorter-term outcomes
lead to intermediate outcomes: the results you want to see. Intermediate outcomes may happen at the end of your
program, or just outside your program’s timeframe. Both shorter-term and intermediate outcomes need to happen before
your longer-term outcomes can happen. Longer-term outcomes are closely related to your program goal(s), and will
happen after your program timeframe—they aren’t completely within your control, but you hope they will happen.
Shorter-Term Outcomes
• Achieved during program timeframe
• Within program control
• “expect to see”
Intermediate Outcomes
• Achieved at the end / beyond program
timeframe
• Follow shorter-term outcomes
• “want to see”
Longer-Term Outcomes
• Achieved after program timeframe
• Outside direct program control
• “hope to see”
Logic Model Workbook
Appendix C
Shorter-Term Outcomes
are the first steps toward social change,
such as:
New knowledge
Changed opinion/values
Increased skills
Changed motivation ...
Handout #5 - QIAMay4
This chapter discusses using a program's logic model to focus an evaluation. It describes how a logic model shows the relationship between inputs, activities, outputs, and outcomes of a program. An evaluation should select which specific elements to evaluate, as evaluating the entire program at once would be impossible.
The chapter outlines three types of evaluation questions - effort, effectiveness, and efficiency. Effort questions relate to inputs and activities, effectiveness questions relate to outputs and outcomes, and efficiency questions relate to costs and benefits. It also discusses process evaluations, which focus on inputs and activities, and outcome evaluations, which focus on outcomes and goals. The document provides guidance on using a logic model to develop evaluation questions to focus an evaluation.
Using Your Logic Model to Focus Evaluation
This handout is connected to the Mentoring Program Evaluation & Goals webinar from Monday, May 16, 2011, as part of the free monthly webinar series from Friends for Youth's Mentoring Institute.
Chapter 9
This document discusses identifying similarities and differences as a learning strategy. It recommends using word processing, spreadsheet, organizing/brainstorming software, and data collection tools to help students practice, review, and apply this strategy. Specific recommendations include using Microsoft Word and Excel to create diagrams, charts, and tables to illustrate similarities and differences. Organizing software like Kidspiration can help students visually portray connections and classifications. Data collection tools allow for accurate comparisons and graphical representation of data.
Augmented 7 cs_learning_design_workshop_7_may (1)
This document outlines an intensive design workshop to help participants design pedagogically informed learning experiences using digital technologies. The workshop activities are based on the 7Cs of learning design framework, which consists of conceptualizing, creating, communicating, collaborating, considering, combining, and consolidating the design. Participants will engage with conceptual tools, work in groups, and develop a storyboard for their course design. The goal is for participants to learn how to design face-to-face, blended, or online courses by applying learning design resources and considering theoretical underpinnings and technologies that support different pedagogical approaches.
W.K. Kellogg FoundationLogic Model Development Guide.docx
W.K. Kellogg Foundation
Logic Model Development Guide
Using Logic Models to Bring Together Planning, Evaluation, and Action
Logic Model Development Guide
To help people help themselves through the practical
application of knowledge and resources to improve
their quality of life and that of future generations.
Updated January 2004
W.K. Kellogg Foundation
One East Michigan Avenue East
Battle Creek, Michigan 49017-4058
www.wkkf.org
To receive additional copies of the Logic Model Development Guide,
please call 1/800/819-9997 and request item #1209.
W.K. KELLOGG
FOUNDATION
Introduction ..........................................................................................................III
Chapter 1
Introduction to Logic Models ........................................................................................1
The What and Why of the Logic Model ........................................................................1
Logic Model Definition ............................................................................................1
Logic Model Purpose ................................................................................................3
Trip Planning Logic Model Example..........................................................................3
Why Use a Logic Model?................................................................................................5
Program Success ..........................................................................................................5
Program Investments ..................................................................................................6
Simple Logic Model Basics ............................................................................................7
Logic Model Development..........................................................................................7
Reading a Logic Model ..............................................................................................7
Other Logic Model Examples ........................................................................................8
Theory Model ..........................................................................................................10
Outcomes Model ......................................................................................................11
Activities Model ........................................................................................................12
Chapter 2
Developing a Basic Logic Model for Your Program ......................................................15
Demonstrating Progress Toward Change ......................................................................16
Exercise 1 – Describing Results ....................................................................................16
Exercise 1 Checklist ......................................................................................................20
Exercise 2 –.
Overview For this milestone you will submit a draft of the Plan s.docx
Overview: For this milestone you will submit a draft of the Plan section of your presentation. In this section, you will create the visual facet of your final project presentation. Keep in mind that in this is the last Milestone assignment, therefore your next submission is the Final Project.
This is your chance at the closest to final version of your project. It is important the oral narration component, and your voice will be the primary carrier of your message and the visuals will play a supporting role. You want your voice and visuals to work together and not compete for attention, so you should minimize the number of words on each slide and maximize the use of visual elements, including photographs, illustrations, and graphs.
You will submit this milestone as two documents: a presentation draft in PowerPoint that will include visuals and a Word document with your speaker notes. Milestone Four provides you with an opportunity to obtain valuable feedback from your instructor that you can incorporate into your final project submission.
Prompt: In this milestone, you will start assembling your multimedia presentation. Create a multimedia presentation draft using visuals* to articulate your plan to address the components you described earlier. Specifically, the following critical elements must be addressed:
Actionables: For this part of the assessment, you will offer recommendations for actionable tactics identified in Unbeatable Mind the will assist in the facilitation of your behavior management plan.
1. Explain the actionable. What are the specific outcomes you are trying to accomplish with your engagement in this actionable?
2. Make recommendations for how a actionable you identified could be addressed in order to maximize its impact on the variable of interest. Think of specific.
3. Consider the implications of this choice. Are there any ramifications (positive or negative) that could occur?
4. Explain the strengths of your plan and why it is likely it would be successful.
PowerPoint: You are required to include a combination of text, visuals, and speaker notes in order to support your PowerPoint presentation. Use the Check File Compatibility With Earlier Versions and Are You Having Video or Audio Playback Issues? resources to help you check compatibility between versions of Office. Also, follow the instructions on the Microsoft Support page to compress your presentation as a zipped file. Upload the zipped file when submitting Milestone Three. Reducing the size of the presentation file by compressing it will make it easier for your instructor to download and grade your presentation.
*Note: The final presentation requires the use of both visuals and audio. In Module Four, you practiced adding audio to a PowerPoint slide to prepare for Milestone Four’s oral narration of your presentation.
Guidelines for Submission: Milestone Three should be approximately 4 to 5 presentation slides in length with 2 to 3 pages of speaker notes. Th ...
Modules module5mod5home.htmlmodule 5 homecomparing models
This document provides an overview of data analysis and presentation for a dissertation methodology chapter. It discusses that data analysis requires understanding the story the data tells without preconceptions. Qualitative data may be partially analyzed during data collection, while quantitative data is typically analyzed after collection. Presenting findings involves an academic report and a practical presentation to the client organization. The document notes that an analysis plan can only be hypothetical at this stage, but thinking about data analysis and presentation in advance is important.
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Appendix A Logic Model Template Program Name .docx
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W.K. Kellogg FoundationLogic Model Development Guide.docx
W.K. Kellogg FoundationLogic Model Development Guide.docx
Overview For this milestone you will submit a draft of the Plan s.docx
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Outcomes-based Program Planning
- 1. Making a Difference Outcome-based Program Planning Val Cortes, Leadership Development Coordinator [email_address] Staff Day of Learning May 8, 2009
- 4. How do you rate your confidence in your ability to do outcome-based program planning
- 6. A focus on whether our programs make a difference in the lives of participants. What is outcome-based Program Planning? It uses their needs and desired outcomes as the foundation for designing programs.
- 7. The “Traditional” Program Model From: Measuring Program Outcomes: A Practical Approach (1996). ACTIVITIES OUTPUTS INPUTS The Outcome-based Program Model A INPUTS ACTIVITIES OUTPUTS
- 8. New Vs. Existing Programs
- 12. W. K. Kellogg Foundation PLM
- 14. University of Wisconsin PLM
- 15. In Summary:
- 17. A PLM is a systems model
Editor's Notes
- * Think about who will use the logic model--to/with whom the logic model is to communicate: you or your staff, funders, administrators, elected officials. * Settle on a graphic representation that best fits the user and use. * Recognize that deciding on a single image that displays the program theory is often the most difficult part of developing and using a logic model. When designing a program, the logic model is often very detailed. We want to identify every element, show all the connections, list all the assumptions and factors in the external environment likely to interact. This helps identify potential gaps in logic, areas that need further exploration, externalities and risks that may be associated with the proposed action so that we can put contingency plans in place. It helps us determine resource needs and the likelihood of success.
- Many who use logic models talk about them as a series of "if-then" sequences. If "x", then "y". If "y", then "z". Starting at the left, let's see how this works: If you have certain resources, then you will be able to provide activities, produce services or products for targeted individuals or groups. If you reach those individuals or groups, then they will benefit in certain specific ways in the short term. If the short-term benefits are achieved to the extent expected, then the medium term benefits can be accomplished. If the medium term benefits for participants/organizations/decision makers, are achieved to the extent expected, then you would expect the longer-term improvements and final impact in terms of social, economic, environmental, or civic changes to occur. This is the foundation of logic models and the theory of causal association. Such "if-then" relationships may seem too simple and linear for the complex programs and environments in which we work. However, we find that in working out these sequences, we uncover gaps in logic, clarify assumptions, and more clearly understand how investments are likely to lead to results.
- This graphic of a logic model more realistically depicts a multi-faceted program. The programs that many of us work in seldom are so simple that a single line of boxes and arrows accurately represent reality. In this logic model, you see a number of rows that depict various sequences of events and arrows showing both vertical and horizontal flows and feedback loops. The several lines or branches might represent different activities or target audiences and the sequence of events pertaining to each. Feedback loops are common in most programs. As we learn, we feed that information back into the program and modify it. Or, something may happen that causes the program to redirect. Actual program implementation is more complex and fluid than a single line of boxes and straight arrows represents.
- # Time and practice are required before you can use logic models effectively. The best way to learn is practice, practice, practice! # The process of constructing a logic model may be the most important aspect of logic model development. The process builds understanding, consensus, and clarity in thinking about the program - all of which are critical to the program's success. Remember - there is no one or correct way. We do recommend that if you are in a planning process, you consider starting with the end and working backwards. We hope you see how logic models can be used to improve your work. * There is no one or right way to draw a logic model; experiment - find the process that works bests for you and your group. * The recommended approach to planning a program is to "start" at the "end." * A logic model is dynamic - change it as your program, the environment, or people change. * Much of the value of a logic model is in the process of creating it, checking it, and modifying it. This process is an iterative one that involves stakeholders working together to clarify underlying assumptions, expectations, and the conditions under which success is most likely. # Logic models are refined and changed many times. Keep your logic model dynamic. Post it where everyone can see it. Change it as things change and you learn about your program.