Title: Implementing Your SRA Program Logic Document: The Why and How of Constructing a Program Logic
1Implementing Your SRA Program Logic
DocumentThe Why and How of Constructing a
Program Logic
Real Health Leaders Development
Conference Southern Rural Access Autumn
Meeting Charleston, South Carolina November 1,
2000
2Introduction
- Who we are
- Purpose of this session
- Describe program logic grids and their role in
SRA - Review how to construct them
- Advice from South Carolina
- Group brain-storming and Q and A
- Who are you?
3Program Logic Models Grid
- Text that spells out the thinking or logic behind
a program. - Its key elements are
- It explicitly lays out selected aspects of the
program - It presents information on the underlying
rationale for the program, ie, what is to be done
to achieve what ends - It is used for planning, management, and/or
evaluation - Its contents and format are chosen to fit the
program and its intended uses and users
4Program Logic Grid for SRA
- Measurable Outcome Objectives
- Measurable Process Objectives
5Example Alabamas Healthy Communities
Capacity Building Technical Assistance Team (TAT)
Program Logic Grid for SRA
(See handout)
6Hints in Preparing SRA Program Logics
- Component Description
- Describe the key activities, staff/players, and
participants (what/where/how/who) - Shouldnt be long or detailed, but detailed
enough for the uninformed reader to understand
the activity - Measurable Process Objectives
- List few key tasks, steps or milestones in the
planning and execution of the program - Give explicit target dates for task completion
- Keep it simple and easily measurable
7Hints Continued . . .
- Measurable Outcome Objectives
- List a few measurable outcomes, specifically
things that can be documented by physical
products, counts, reportable achievements, and
demonstrations of participants new skills,
attitudes and behaviors - Dont shy away from targets. State what you want
to accomplish and the evidence you will gather to
show youve done it - Give explicit target dates
8Hints Continued . . .
- Programmatic Goals
- One or two sentences stating health or health
care service availability goals of the component.
It can include a brief restatement of the
programs activities
9Program Logic Grids for Planning and Evaluation
- Addresses 6 of the 12 Golden Rules of Project
Management - Thou Shalt Gain Consensus on Project Outcomes
- Thou Shalt Develop a Comprehensive, Viable Plan
and Keep It Up-to-Date - Thou Shalt Have a Realistic Schedule
- Thou Shalt Not Try to Do More Than Can Be Done
- Thou Shalt Gain the Formal and Ongoing Support of
Management and Stakeholders - Thou Must Keep People Informed of What Youre Up
To
10Use of Program Logic Grids in SRA
- States asked for a way to report their unique
accomplishments to the SRA evaluation team. - Makes SRA effort and goals explicit for lead
agencies, sub-contracting agencies, the NPO, and
the evaluators. Assists communication and
setting shared expectations. - Incorporated into quarterly reports to be used by
both the NPO and evaluation team.
11The South Carolina Experience
- Orienting Framework
- Overview of the Process
- Lessons Learned
- From Table to Progress Report
12You never have to recover from a good start.
13Orienting Framework
- Empowerment Evaluation
- Those implementing the project must have
ownership of the evaluation process - Every participant must be an equal partner in the
evaluation process - Evaluation must begin on the frontline with
buy-in from all participants
14When youre through changing, youre through
changing.
15Negotiation Process
- Lead Agency to Contractors
- accountability
- contract negotiation
- expectation clarification
- Lead Agency to Sheps Center
- suggestions for revision
- clarification of programmatic activities
- mapping monitoring assistance
- Lead Agency to NPO
- benchmark approval
- NPO to Sheps Center
- additional consultation
SCSORH
Contractors
Sheps Center
NPO
16You must have long-range goals to keep you from
being frustrated by short-range failures.
17Lessons Learned
- Writing objectivesthere is an art AND a science.
- Clarifying definitionswhats process to you
may be an outcome to them. - Establishing benchmarksdont bite off more than
you can chew AND, keep your goals in sight. - Making timeno matter how long you think it will
take, it will take longer!
18Most of us must learn a great deal every day in
order to keep ahead of what we forgot.
19From Table to Progress Report
- Report Card vs. Fluid Document
- using the Program Logic to keep score of
progress - structuring the Program Logic so that it is
amenable to change and is meaningful to the
programs - Anectdotal vs. Concrete Evidence
- capturing and reporting evidence that directly
supports the progress of the projects - using the anecdotal information to support
development of program models and frameworks
20Its lonely at the topso youd better know why
youre there.
21Uniform Outcome Objectives
- Revolving loans
- of loans value of loans
- R and R initiatives
- Provider counts (6 states)
- Practice management technical assistance given in
one-on-one format - of practices/providers given technical
assistance - assessments of its usefulness by recipients
22Uniform Outcome Objectives Continued
- Network activities
- Evidence of commitment of network partners, e.g.,
financial commitments - Evidence of permanence and expansion of networks
- Rural health leader training
- of participants
- Participants rating of the programs and their
leadership skill acquisition
23Now how can we help?What did we overlook?What
can we clarify?
Loose Ends