FOCUS Program Logic Models

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FOCUS ProgramLogic Models

• September 23, 2004
• Nancy Dubois
• 519.446.3636
• n.dubois_at_utoronto.ca

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Logic Model Workshop Overview

• Rationale from FOCUS plans
• Objectives
• Agenda
• Participants

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Rationale from FOCUS Plans

• Difficulty distinguishing strategy from program
  from activities
• Very few links between programs mostly linear
• Arrows missing or linear in the logic
• Difficulty in sorting out the various types of
  objectives
• Difficulty linking the program record to the LM
• All aspects of FOCUS (including admin, training,
  meetings) not always captured

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OUTCOME Objectives

• Participants will increase their value and
  understanding of logic models within the FOCUS
  program.
• Participants will enhance their skills in
  developing/revising community-specific logic
  models.
• Participants will increase their knowledge
  regarding additional resources and supports
  related to logic models.
• not to be confused with

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Other Types of Objectives

• PROCESS
• To provide a logic model workshop to FOCUS
  representatives.
• MESSY
• 1. To provide logic model training such that
  participants develop better skills and an
  understanding of other supports available.

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Session Outline

• Overview
• workshop
• logic models
• relevant terms
• FOCUS Logic Models
• Technically Creating a Logic Model
• Summary Evaluation

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Participants

• In table groups
• Introduce yourselves by name, community and role
  within FOCUS
• Develop, as a group, a logical statement
• NOT LIKE THIS ONE

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Logic Models an Overview

• What are these things?
• Purposes / Uses
• Links to Planning Evaluation
• When to Use
• Variety of Formats

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What are these things?

• A logic model is a diagrammatic representation of
  a program (Rush and Ogborne, 1991).
• A logic model provides a graphic depiction of the
  relationship between the main strategies of a
  program and associated goals, objectives,
  population(s) of interest, indicators and
  resources.

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Purpose

• A logic models purpose is to communicate the
  underlying "theory" or set of assumptions or
  hypotheses that program proponents have about why
  the program will work, or about why it is a good
  solution to an identified problem.
• From Everything you always wanted to know
• about Logic Models but were afraid to ask.
• Beverly A. Parsons

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Purposes Uses

• How have you, or could you envision, using Logic
  Models in your FOCUS work?

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A Logic Model Supports Planning by

• demonstrating how a programs strategies
  contribute to the achievement of intended goals
  and objectives
• identifying gaps and inconsistencies within a
  program
• providing an effective communication tool
• involving stakeholders in program planning
• building a common understanding of what a program
  is all about and how the parts fit together.

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Logic Models Support Evaluation by

• Matching activities with associated objectives
  and indicators
• serving as a resource for evaluability assessment
• aiding in the identification of success
  indicators
• demonstrating accountability
• providing a starting point for engaging
  stakeholders in participatory evaluations.

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Planning
Short Medium Long-term
Activities Participation
Programmatic investments
Evaluation
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When Should a Logic Model be Developed?

• Early in the planning process to serve as a
  resource for visioning and priority setting.
• Later in the planning process to validate draft
  goals and objectives and assess the fit between
  objectives and strategies.
• During implementation of a program to assess the
  evaluability of a program or to easily
  communicate about the program.

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What do Logic Models Look Like?

• Usually depicted in chart form using boxes
  arrows to show relationships.
• Most effective when printed on one page.
• No standard format as it can be tailored to meet
  the needs of the program and the stakeholders.
  Also depends on intended purpose.

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A Variety of Formats
From Logic Model Development Guide. Kelloggs
Foundation.
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The Health Communication Unit Logic Model
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The CAT-SOLO Model

• WHAT?
• Components Activities
• WHO?
• Target Groups
• WHY?- Outcomes
• Short-term Outcomes
• Long-term Outcomes

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CDC Example
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Children-at-risk Example
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Terminology

• Strategy, Program, Activity
• Inputs, Activities, Outputs, Outcomes
• Process Outcome Objectives

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Terminology Varies
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Activities, Programs, Strategies

• Activities are one-off, short-term things that
  when grouped together over time form a program.
• EXAMPLES a health fair, one RIDE check, one
  training event, a newsletter
• TIP activities that are not part of a larger
  program might not be a wise investment

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Activities, Programs, Strategies

• A Program is a group of activities that over time
  all work towards the accomplishment of specific
  objectives in a determined population. A program
  would usually have a name and an identity.
• EXAMPLES RIDE, SmartServe, BABES, Last Drink
• TIP a program should be able to be described as
  one unit on a Program Record form.

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Activities, Programs, Strategies

• A Strategy is a group of programs that over time
  all work towards the accomplishment of a broad
  goal. A strategy may not have a specific
  identity but may have a structure in your project
  to address it. A committee might be responsible
  for a strategy made up of several programs.
  Strategies likely remain in place for several
  years.
• EXAMPLES Workplace Strategy, Youth Strategy,
  Communications Strategy
• TIP Strategies are usually the headings used in
  a LM to being describing what you do.

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Try it out

• Call out examples and well try to identify them
  on FC as an
• activity
• program
• strategy.

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Inputs, Activities, Outputs Outcomes

• Inputs resources dedicated to or consumed by
  the program
• Activities what the program does with the
  inputs to fulfill its mission
• Outputs direct product of program activities
  and are usually measured in terms of work
  accomplished

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Program Outcome Model
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Try it out

• Put a check mark ? in the column that you feel
  matches the item listed
• You dont have to share your responses
• We wont mark them

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Outcomes

• . . . are benefits or changes for individuals or
  populations during or after the program
  activities.
• . . . may relate to changes in individuals
  behaviour, skills, knowledge, attitudes, values,
  condition, or status, OR systemic or
  environmental changes.

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Try it out

• As a large group, build a logic model with the
  teen pregnancy example
• 3 groups build the logic model for the program
  each is given

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Process Outcome Objectives

• Relate back to the workshop objectives
• Outcome objectives are those that describe
  changed to the intended population
• may be short, medium or long-term
• Process objectives are the things that you do as
  the programmer / implementer (like activities)

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Provincial FOCUS Objectives

• Organizational Capacity
• Organizational Capacity objectives refer to
  changes in practices or beliefs of the FOCUS
  Community Partnership. FOCUS projects aim to
  strengthen the knowledge and skills of community
  partnerships.
• To increase the effectiveness of the partnership
• To sustain an appropriate partnership

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Provincial FOCUS Objectives

• Knowledge/Community Capacity
• Knowledge/Community Capacity refers to the
  changes in awareness and knowledge within the
  general population about risks, healthy practices
  and appropriate actions concerning alcohol and
  other drug use.
• To increase the level of awareness regarding
  the risks, including the risk of injuries and
  chronic disease, associated with alcohol and
  other drug abuse and their consequences To
  increase the level of knowledge of low-risk
  drinking practices
• To increase the level of knowledge of
  appropriate actions to prevent injuries and
  chronic disease associated with alcohol and other
  drug abuse
• o        To sustain the issue of alcohol and
  other drug prevention with the public,
  decision-makers partners
• o       

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Provincial FOCUS Objectives

• Environmental/Programming - refer to changes in
  social and physical environments that contribute
  to population objectives.
• o       To increase the of effective
  initiatives to prevent alcohol other drug
  abuse, including the prevention of injuries
  associated with the inappropriate use of AOD and
  alcohol as a risk factor in chronic disease
• To increase the of effective initiatives to
  prevent AOD abuse among youth
• To increase the of effective initiatives
  using a combination of approaches (awareness,
  education, policy, and environmental support)
• To increase the of effective alcohol and
  other drug abuse prevention initiatives in key
  settings (work sites, school, etc.)
• To increase the of people reached by these
  AOD abuse prevention initiatives
• o       To sustain appropriate programs beyond
  March 31, 2008
• o       To sustain an appropriate partnership
  beyond March 31, 2008
• o       

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Provincial FOCUS Objectives

• Population - refer to changes in behaviours that
  contribute to problems injuries associated with
  AOD abuse including alcohol as a risk factor in
  chronic disease. These objectives are
  directional in nature and specify an audience
  (e.g. youth), the direction of change (e.g. an
  increase or decrease) changes in AOD
  behaviours.
• To reduce the proportion of youth (12-19 year
  olds) who consume alcohol at least once a week
• To reduce the proportion of adult women and men
  who consume alcohol at levels that places them at
  risk for AOD-related injuries including chronic
  disease
• To reduce the rate of alcohol-related injuries,
  chronic disease or death
• To reduce the proportion of licensed drivers
  that report driving after consuming at least 2
  drinks in the previous hour
• To reduce the proportion of illicit drug use
• To support reduced consumption of AOD abuse,
  and associated AOD behaviour changes made by the
  intended audience(s) o       

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What is the Process for Developing a Logic Model?

• Prepare to develop your logic model (project
  management).
• Develop and/or assemble the necessary information
  for the logic model.
• Create the logic model.
• Review and revise the logic model.

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Step One

• Prepare to Develop Your Logic Model
• (Project Management)

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You Must Manage These Elements

• Meaningful participation of key stakeholders.
• Time.
• Money and Other Resources.
• Data-gathering and interpretation.
• Decision-making.

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Step Two

• Develop or Assemble Information

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You Will Need to Collect Information About

• Program Goal.
• Population/s of Interest.
• Short and Long-Term Objectives and Indicators.
• Strategies.
• Activities and Process Indicators.
• Available Resources.

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Step Three

• Create the Logic Model

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Logic Models May Vary in Terms of

• How much they cover (scope).
• The number of levels included.
• The description of levels.
• The direction of information flow.
• The visual layout.

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Scope of Logic Models

• How much information to include?
• Should it cover just a select number of related
  activities?
• Should it include everything that is being done
  to tackle a broad issue?
• Should it include only programmatic objectives
  and activities intended to directly influence
  health?
• Or should it also cover non-programmatic
  activities such as research, fund-raising and
  evaluation?

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Scope of Logic Model (cont)

• It depends.
• Consult with stakeholders
• What is useful?
• Is it for communication, or for evaluation?
• Large multi-strategy programs may require the
  development of separate logic models for each
  strategy or activity.

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Number of Levels Vary

• Some logic models do not include goals.
• Some may choose not to detail resources.
• Sometimes indicators and objectives are combined.

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Description of Levels Vary

• Terminology varies.
• Ensure you have reached a common understanding
  with all key stakeholders.
• Ensure you are consistent.

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Direction of Information Varies

• Top to bottom starting with goal and objectives
  Evaluator Bias
• Start with resources and move to goal Programmer
  Bias.
• Left to right.

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Amount of Text Varies

• Point Form
• Highly Detailed

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Visual Layout

• Highly subjective.
• Good design can enhance understanding.
• Poor design or unnecessary visuals and clutter
  can create confusion.
• Many software options
• Visio, Excel, Microsoft Project, Corel Draw, Word
  processor tables.

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Step Four

• Review and Revise the Logic Model

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The Review Process

• Review
• Present and discuss with stakeholders
• Revise
• Take Action

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Assess Your Logic Model 3 Ways

• For Completeness
• For Logic
• For Presentation

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Completeness

• Have you included all appropriate levels?
• Have you included all relevant populations of
  interest?
• Have you identified short and long-term
  objectives?
• Are the objectives clear and measurable?
• Are your major activities a listed under an
  appropriate strategy?

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Completeness (cont)

• Are indicators included for objectives and
  activities?
• Do the indicators get at what you need to know in
  order to determine if program objectives have
  been met?
• Do your strategies reflect a range of programming
  efforts delivered to the identified populations
  of interest?
• Have you identified a wide range of resources,
  including financial, personnel as well as
  in-kind?
• Have you addressed all key stakeholder concerns
  and questions?

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Logic

• Will the short-term objectives lead to the
  long-term objectives?
• Have you chosen the most logical set of
  strategies?
• Are the activities appropriate for the population
  of interest?
• Are the chosen activities likely to result in
  meeting the short-term objectives?
• Are your resources sufficient to drive strategies
  and activities?

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Presentation

• Are there too many boxes on the page?
• Is it easy to follow the arrows and flow of
  logic?
• Is there enough white space?
• Are the levels in an order that is useful for you
  and your stakeholders?
• Is the model user-friendly and easy to follow?

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Try it out

• Using your current plan, stickees / coloured
  cards, create your LM (see FC for recommended
  order)
• Vision, Mission, Purpose, Goals
• Programs identify what these are
• Strategies / Populations (primary secondary)
• Objectives
• Outcome vs. process
• Sort outcome ones by short / long term the 4
  FOCUS categories

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Other Potential Aspects

• Resources
• Indicators

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Electronic Creation of LM

• EXCEL
• Others?
• Visio

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Wrap-up

• Summary
• Questions
• Reflections
• Evaluation