Implementing Your SRA Program Logic Document The Why and
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Rural Health Leaders Development Conference Southern Rural Access Autumn Meeting Charleston, South Carolina November 1, 2000 Implementing Your SRA Program Logic Document: The Why and How of Constructing a Program Logic Amy Brock Don Pathman 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? 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 Program Logic Grid for SRA Program Logic Grid for SRA Example: Alabama’s Healthy Communities Capacity Building Technical Assistance Team (TAT) (See handout) Hints in Preparing SRA Program Logics Component Description Describe the key activities, staff/players, and participants (what/where/how/who) Shouldn’t 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 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 Don’t shy away from targets. State what you want to accomplish and the evidence you will gather to show you’ve done it Give explicit target dates 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 program’s activities 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 You’re Up To 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. The South Carolina Experience Orienting Framework Overview of the Process Lessons Learned From Table to Progress Report You never have to recover from a good start. Anonymous 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 When you’re through changing, you’re through changing. Bruce Barton Negotiation Process Lead Agency to Contractors accountability SCSORH contract negotiation expectation clarification Lead Agency to Sheps Center suggestions for revision clarification of programmatic activities mapping & monitoring assistance Sheps Center Contractors Lead Agency to NPO benchmark approval NPO NPO to Sheps Center additional consultation You must have long-range goals to keep you from being frustrated by short-range failures. Charles C. Noble Lessons Learned Writing objectives…there is an art AND a science. Clarifying definitions…what’s “process” to you may be an “outcome” to them. Establishing benchmarks…don’t bite off more than you can chew AND, keep your goals in sight. Making time…no matter how long you think it will take, it will take longer! Most of us must learn a great deal every day in order to keep ahead of what we forgot. Frank A. Clark 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 It’s lonely at the top…so you’d better know why you’re there. John Maxwell 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 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 Loose Ends Now how can we help? What did we overlook? What can we clarify?