LOGIC MODEL Siu Mee Cheng Point Consulting Services PAVRO 2017, - - PowerPoint PPT Presentation

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LOGIC MODEL Siu Mee Cheng Point Consulting Services PAVRO 2017, - - PowerPoint PPT Presentation

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DEVELOPING A LOGIC MODEL Siu Mee Cheng Point Consulting Services PAVRO 2017, Toronto June 22, 2017 Objectives / Outline Definition Purpose and theory behind logic models, and their benefits; 3 logic model approaches Examples

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DEVELOPING A LOGIC MODEL

Siu Mee Cheng Point Consulting Services PAVRO 2017, Toronto June 22, 2017

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Objectives / Outline

  • Definition
  • Purpose and theory behind logic models, and their

benefits;

  • 3 logic model approaches
  • Examples of actual logic models from the not-for-

profit sector (health and social services sector)

  • Components related to a logic model;
  • Exercise to do a logic model (for their own
  • rganization or other);
  • Limits of logic models;
  • References & resources available

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Logic Model - Definition

  • “defined as a picture of how your organization does its

work – the theory and assumptions underlying the

  • program. A program logic model links outcomes (both

short- and long-term) with program activities/processes and the theoretical assumptions/principles of the program”

  • “Is a systematic and visual way to present and share

your understanding of the relationships among the resources you have to operate your program, the activities you plan, and the changes or results you hope to achieve”

  • (W.K. Kellogg Foundation, 2004, p.iii, 1)

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WHAT STANDS OUT?

  • Relationship between resources,

processes and results

  • Illustration of relationship
  • Other?

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PURPOSE

  • Communication tool: provide stakeholders with a “map
  • f describing sequence of related events connecting the

need for the planned program with the desired end results”. (WKKF, 2004, p. 3)

  • Allows program planners & stakeholders to test ideas,

concepts, programming components.

  • Support key program-related activities:

– Grant-applications, business cases – Program planning, management & evaluation

  • Offers up learning opportunities by allowing better

understanding of a program/initiative.

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WHAT IS MEANT BY A “PROGRAM”

  • Characteristics of a “program”:
  • 1. Program produces something (product, service)
  • 2. Program serves clients / customers / patients
  • 3. Program engages in activities in order to produce things
  • Examples of “programs”:

– Direct service interventions – Community mobilization efforts – Research initiatives – Policy development activities – Communication campaigns – Infrastructure building projects – Training and education services – Administrative systems; and – Others

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BASIC LOGIC MODEL COMPONENTS

Inputs Activities Outputs Outcomes Impact

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LOGIC MODEL APPROACHES

  • Three approaches to logic models:

1.Theory Approach 2.Outcomes Approach 3.Activities Approach

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THEORY APPROACH

  • What?

– Provide detailed explanation of the reasons for the origins and rationale to create a new program. – Links theoretical ideas together to explain underlying program assumptions. – It is about the big ideas and not about specific program components.

  • Focus?

– The problem/issue that the program is meant to address. – Emphasis on the Theory of Change.

  • Benefit?

– Used to make a case in grant proposals, business plans.

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Theory of Change

  • Theory of change is a foundational concept that provides an

understanding of the pathway to bring about change.

  • In practice, a Theory of Change typically:

– Gives the big picture, including issues related to the environment or context that you can’t control. – Shows all the different pathways that might lead to change, even if those pathways are not related to your program. – Describes how and why you think change happens.

  • Could be used to complete the sentence “if we do

X then Y will change because…”. – Is presented as a diagram with narrative text. – The diagram is flexible and doesn’t have a particular format

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Outcomes Approach

  • What?
  • Displays inter-relationships between Specific program

activities and their outcomes.

  • Emphasizes linear linkages thought to exist among

program components.

  • Provides details on the outcomes and impact over time.
  • Focus?

– Shows which sets of activities are believed to contribute to intended results.

  • Benefit?

– Useful for designing evaluations.

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Activities Approach

  • What?
  • Connects program resources & activities to desired

results, but in great detail in a linear format.

  • Points out what program activities need to be

monitored and what kind of performance measures might indicate progress toward results.

  • Focus?

– Focuses in on each outcome and how resources & activities are linked. – Causal linkages: zero-in on each outcome and how resources & activities are linked

  • Benefit?

– Used to support program implementation.

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LOGIC MODEL OVERVIEW

  • What will be the systems change

What is the Impact

  • What is the long-term benefits of the program

Long-Term Outcomes

  • What is intended result following reaction?

Intermediate Outcomes

  • What is the immediate reaction by clients?

Short-Term Outcomes

  • What are the goods / services of the program?

Outputs

  • What are the program’s operations / processes?

Program Processes / Activities

  • What is resources are put into the program /

service?

Program Inputs

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  • The programs vision, mission & goals guide the model

Program’s Vision, Mission and Goals

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LOGIC MODEL OVERVIEW - INPUTS

Impact Long-Term Outcomes Intermediate Outcomes Short-Term Outcomes Outputs Program Processes / Activities

  • What resources are put into the

program / service to produce results?

  • Resources:
  • Finance
  • Human Resources
  • Information & Information Technology
  • Expertise

Program Inputs

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  • The programs vision, mission & goals guide the model

Program’s Vision, Mission and Goals

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INPUT SAMPLES

HR: Staff, expertise, consulting services Funds: grants, donations, sponsorship

IT/IM: PCs, Databases, Software, Internet

Facilities: Buildings, rooms, venues, etc., Other?

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LOGIC MODEL OVERVIEW

  • What are organizational, community or system level change?

Impact

  • What is the long-term benefits of the program?

Long-Term Outcomes

  • What is intended result following reaction?

Intermediate Outcomes

  • What is the immediate reaction by clients?

Short-Term Outcomes

  • What are the goods / services of the program?

Outputs

  • What are the program’s
  • perations / processes?
  • How are the resources being

used, and processed in order to produce the outputs (goods & services)

  • Speaks to operations of the

program

Program

Processes /

Activities

  • What is resources are put into the program / service?

Program Inputs

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  • The programs vision, mission & goals guide the model

Program’s Vision, Mission and Goals

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LOGIC MODEL OVERVIEW

  • What are organizational, community or system level change?

Impact

  • What is the long-term benefit of the program?

Long-Term Outcomes

  • What is intended result following reaction?

Intermediate Outcomes

  • What is the immediate reaction by clients?

Short-Term Outcomes

  • The goods / services of

the program.

  • Should be quantifiable
  • How many clients served
  • Units of services/goods

distributed

Outputs

  • What are the program’s operations / processes?

Program Processes / Activities

  • What is resources are put into the program / service?

Program Inputs

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  • The programs vision, mission & goals guide the model

Program’s Vision, Mission and Goals

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LOGIC MODEL OVERVIEW – SHORT-TERM OUTCOMES

  • What are organizational, community or system level change?

Impact

  • What is the long-term benefit of the program?

Long-Term Outcomes

  • What is intended result following reaction?

Intermediate Outcomes

  • The immediate reaction seen among

those receiving service / products delivered by program?

  • Usually expect to see changes within 1yr.
  • Usually see an immediate (client)

reaction:

  • Behaviour
  • Knowledge
  • Feeling / Client Satisfaction
  • Skill
  • Attitudes

Short- Term

Outcomes

  • What are the goods / services of the program?

Outputs

  • What are the program’s operations / processes?

Program Processes / Activities

  • What is resources are put into the program / service?

Program Inputs

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  • The programs vision, mission & goals guide the model

Program’s Vision, Mission and Goals

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LOGIC MODEL OVERVIEW – INTERMEDIATE OUTCOMES

  • What are organizational, community or system level change?

Impact

  • What is the long-term benefit of the program?

Long-Term Outcomes

  • What is the intended the result

following reaction?

  • See desired changes in 2-3 years
  • Usually see changes in the way

people / organizations behave:

  • Conditions that can change in

2-3 years: health, social, behaviours, etc.,

Intermediate

Outcomes

  • What is the immediate reaction by clients?

Short-Term Outcomes

  • What are the goods / services of the program?

Outputs

  • What are the program’s operations / processes?

Program Processes / Activities

  • What is resources are put into the program / service?

Program Inputs

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  • The programs vision, mission & goals guide the model

Program’s Vision, Mission and Goals

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LOGIC MODEL OVERVIEW – LONG-TERM OUTCOMES

  • What is the impact to the organization, community, system?

Impact

  • What are the changes that we

aspire to see in the next 6-10 years.

  • Changes may not be directly

within control of the program.

  • Changes occur at a higher level:
  • Health status
  • Social-economic state

Long-Term Outcomes

  • What is the immediate reaction by clients?

Short-Term Outcomes

  • What are the goods / services of the program?

Outputs

  • What are the program’s operations / processes?

Program Processes / Activities

  • What is resources are put into the program / service?

Program Inputs

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  • The programs vision, mission & goals guide the model

Program’s Vision, Mission and Goals

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LOGIC MODEL OVERVIEW - IMPACT

  • What are the fundamental changes
  • ccurring in the
  • rganization/community/system that are

as a result of the program activities and inputs?

  • These are usually seen / expected over a

long period of time (ex: 10 years).

  • Usually refer to Social, Economic, Health

and Environmental conditions/capacity/policy that have changed.

Impact

  • What is intended result following reaction?

Intermediate Outcomes

  • What is the immediate reaction by clients?

Short-Term Outcomes

  • What are the goods / services of the program?

Outputs

  • What are the program’s operations / processes?

Program Processes / Activities

  • What is resources are put into the program / service?

Program Inputs

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  • The programs vision, mission & goals guide the model

Program’s Vision, Mission and Goals

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EXAMPLE: STAGES OF OUTCOMES TO IMPACT – KID’S HEALTHY EATING PROGRAM

Short-term Outcomes 1.Kids attend class.

  • 2. Knowledge increases

about healthy eating.

  • 3. Eating healthier.

Intermediate Outcomes

  • 1. Healthier

Weights

  • 2. % of BMI

down

  • 3. Incidence of
  • besity down.

Long-Term Outcomes

  • 1. Incidence
  • f heart

disease down.

  • 2. Incidence
  • f diabetes

down. Impact Longer life expectancy

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AUDIENCE EXERCISE 1

What is the Impact Long-Term Outcomes Intermediate Outcomes Short-Term Outcomes Outputs Program Processes / Activities Program Inputs

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AUDIENCE EXERCISE 2

What is the Impact Long-Term Outcomes Intermediate Outcomes Short-Term Outcomes Outputs Program Processes / Activities Program Inputs

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LIMITATIONS OF PROGRAM MODELS

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Sphere of influence / span of control may not be proven, especially for long-term outcomes.

Based on causal relationship assumption. Starting point: outcomes vs. process

Inability to outline complexity of program’s relationship with stakeholders (i.e.,other pg partners).

Difficult to understand. Time-consuming.

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ATTRIBUTION V. CONTRIBUTION

Impact Outcome Output/Productivity Process / Efficiency Input

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How much influence does your initiative have over the results of the indicator / measure: Attribution or Contribution (Sufficiency & Necessity)

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A POINT ON MEASUREMENT

  • Logic models generally used to assist in developing

performance measures for the program/initiative of interest.

  • Principles:

– Valid: measure refers to input / processes / outputs / outcomes in question – Reliable: collects the data consistently – Timely: data can be collected on timely basis

  • Proxy measures may be required if cannot directly

measure input / processes / outputs / outcomes in question.

  • Leading and lagging measures will need to be considered.
  • Lag time: some outcomes take time to show.

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LEADING VS. LAGGING INDICATORS

Lagging Indicators Leading Indicators

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Measures that report on outputs / inputs / activities / outcomes that have already happened. Ex: Wait times (reporting of past quarter waits for patients who already had surgery) Measures that report on outputs / inputs / activities / outcomes that are anticipated to happen. Ex: projected service volumes. Prospective wait times (estimating wait times with current wait lists)

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NOTE BENE

  • When identifying your inputs, outputs, activities,
  • utcomes and impact – you will need to be

mindful of how you will measure them.

  • Logic models will (and should) change over time

(because programs change over time).

  • Logic modelling is a group exercise, all program

stakeholders should be involved.

  • Not intended for unstable programs:

transitioning, undergoing change, etc.

  • K.I.S.S.

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RESOURCES

  • WK Kellogg Foundation. Logic model development guide

[Internet]. Detroit, MI: W.K. Kellogg Foundation; 2006 [cited 2016 Jan 11]. Available from: http://www.wkkf.org/resource- directory/resource/2006/02/wk-kellogg-foundation-logic- model-development-guide

  • Ontario Agency for Health Protection and Promotion (Public

Health Ontario), Abdi S, Mensah G. Focus On: Logic models-a planning and evaluation tool. Toronto, ON: Queen’s Printer for Ontario; 2016.

  • Taplin, D.H., Muamer, R. (2012). Facilitator’s Source Book:

Leading Theory of Change Development Sessions. ActKnowledge.

  • Siu Mee Cheng, Point Consulting Services, point_consulting@Hotmail.com

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