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Implementing Your SRA Program Logic Document: The Why and How of Constructing a Program Logic

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Review how to construct them. Advice from South Carolina. Group brain-storming and Q and A ... contents and format are chosen to fit the program and its ... – PowerPoint PPT presentation

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Title: Implementing Your SRA Program Logic Document: The Why and How of Constructing a Program Logic


1
Implementing 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
  • Amy Brock
  • Don Pathman

2
Introduction
  • 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?

3
Program 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

4
Program Logic Grid for SRA
  • Measurable Outcome Objectives
  • Component Name
  • Measurable Process Objectives
  • Component Description
  • Programmatic Goals

5
Example Alabamas Healthy Communities
Capacity Building Technical Assistance Team (TAT)
Program Logic Grid for SRA
(See handout)
6
Hints 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

7
Hints 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

8
Hints 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

9
Program 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

10
Use 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.

11
The South Carolina Experience
  • Orienting Framework
  • Overview of the Process
  • Lessons Learned
  • From Table to Progress Report

12
You never have to recover from a good start.
  • Anonymous

13
Orienting 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

14
When youre through changing, youre through
changing.
  • Bruce Barton

15
Negotiation 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
16
You must have long-range goals to keep you from
being frustrated by short-range failures.
  • Charles C. Noble

17
Lessons 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!

18
Most of us must learn a great deal every day in
order to keep ahead of what we forgot.
  • Frank A. Clark

19
From 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

20
Its lonely at the topso youd better know why
youre there.
  • John Maxwell

21
Uniform 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

22
Uniform 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

23
Now how can we help?What did we overlook?What
can we clarify?
Loose Ends
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