Logic Model. The logic model will serve as a guide for the evaluation of the GHBS project. Contents of the logic model consist of project inputs, activities, outputs, and outcomes. Inputs Inputs or resources are the human, financial, organizational, and community resources a project needs to implement the project (W.K. Xxxxxxx Foundation, 2004). This portion of the logic model will display the resources available to the GHBS project to implement this project and to collect data relevant to the further development of the surveillance system.
Logic Model. Through the Water Supply Project, the Government expects to undertake several large-scale infrastructure investments to accomplish the Project Objective. Outputs of the Downstream Xxxxx Activity are expected to include new xxxxx in the Biokombinat Wellfield and Shuvuun Wellfield; an advanced water purification plant and the associated pumps, pumping stations, collection pipelines, storage facilities; and a transmission line and conveyance pipeline. Working together, these outputs should produce the expected outcome, which is an increase in the amount of water abstracted from groundwater aquifers, supplied to Ulaanbaatar, and ultimately consumed by residential consumers and commercial and industrial
Logic Model. A logic model provides a framework for the analysis and evaluation of programs. It provides concepts and relations in the frame of the theory of change (Xxxxxxx & Xxxxxx, 2011). It is widely used in the evaluation of public interventions such as research programmes and other initiatives. It can also be used for projects, initiatives or general goal-oriented activities. Logic models support designers of interventions to logically think about what the programme (or project) is trying to achieve (the purpose), what things the project needs to do / produce to bring that about (the outputs) and what needs to be done to produce those outputs(the activities). It can be both used for design and evaluation (ex ante, interim and ex post).
Logic Model. The logic model depicted in figure 1 is a proposed conceptual framework for the Status Check Project. Although a logic model was not provided by CHASI for the project, this model is postulated as the theoretical groundwork for the project and to illustrate the multilayer approach to addressing the problem of low testing and low perception of self- and community-risk for HIV infection. The Status Check Project logic model builds on three assumptions that inform the project’s goals for change:
Logic Model. Short Term Outcomes Long Term Outcomes Intermediate Outcomes Impacts Activities Outputs Establish, create, disseminate FTECE best practices via social media # of BP social media posts FTECE toolkit available on GO site # of view/s downloads of toolkit Establish, create, disseminate FTS BP resource % GA districts receiving BP resource # views of BP resource on GO site Recognition/ celebration programs for FTS & FTECE champions % GA districts/ ECE centers participating in celebration SNDs & coordinators surveyed for recognition preferences FTS educational trainings/ workshops on organic local procurement, regenerative ag and nutrition education and school gardening # workshops delivered % GA districts/ ECE centers participating in workshops # of resources created/ disseminated Oct FTS month culturally competent resource creation & dissemination: grow guides, recipes, activity sheets, lesson plans # of GA students reached % GA districts participating in FTS month Outreach campaigns for participation in FTS month; Engage other food/nutrition/ag/child orgs for support with outreach Targeted outreach for all programs to BIPOC, Spanish speakers, special needs, strike force and rural districts % ECE centers participating in FTS month % majority BIPOC, Spanish speakers, special needs, strike force and rural districts participating in FTS month, BP celebration, Virtual summit, & workshops Prioritize BIPOC, Spanish speakers, special needs, strike force and rural facilitators for workshops/ summit Activity sheets with coupons created/ distributed at farmers markets ECE pop up markets Virtual summit development, planning and implementation for FTS/FTECE providers across GA Monthly RE affinity group External RE trainings Revision of policies to incorporate RE % majority BIPOC, Spanish speakers, special needs, strike force and rural identifying summit facilitators # activity sheets distributed % coupons redeemed # families exposed to markets $ spent on local food # total summit participants # RE affinity learning groups # external RE trainings attended % of total policies revised Collaboration with FTS/FTECE partners Increased F/V access and consumption Increased participation in school lunch program Increased revenue for farmers and schools Students engaged in food system Improved Racial Equity Reduced food and nutrition insecurity Climate Change Mitigation FTS team prepared & equipped to incorporate RE into program implementation across state Increased connectedness be...
Logic Model. PERFORMANCE INDICATORS: INPUTS/ RESOURCES In order to accomplish proposed activities, the subrecipient will need the following: OUTCOMES When completed, these activities will lead to the following changes: IMPACT Long term changes: ACTIVITIES In order to address the issue, the subrecipient will conduct the following activities: OUTPUTS Once completed, these activities will produce the following: HOME funding New Construction of Single Family Housing. Expand affordable housing opportunities Low to moderate income families become first time homebuyers Stable neighborhoods D. PROPOSED BENEFICIARIES: Targeted Population by Income Level Number of Households Total Number of Units Households at or below 50% 0 0 Households at or below 60% 0 0 Households at or below 80% 3 3 TOTAL 3 3
Logic Model. This How-To guide discusses what logic models are, why they should be developed, who should develop them, and when they should be developed. It also goes through a step-by-step process of how to develop a logic model. USAID. (n.d.). How to Develop a Logic Model. What is a Logic Model? Retrieved from: xxxxx://xxx.xxxxxxxxxxxxxxxx.xxx/how-to-guides/how-develop-logic-model-0 • Logic Models: This chapter on logic models discusses the uses of logic models, their compo- nents, the ways to develop a logic model, and things to consider when creating and using a logic model. Though this resource is targeted for oral health, it can be applied to any program. Centers for Disease Control and Prevention. (n.d.). Logic Models. Retrieved from: xxxxx://xxx.xxx.xxx/oralhealth/state_programs/pdf/logic_models.pdf Conclusion Ideally evaluation plans would be developed before each mission trip and impact evaluations would take place at the end of each mission trip. However, doing so may not be feasible for every situation depending on human, financial, and evaluation resources available. Short term mission leaders should work alongside community leaders and stakeholders to determine how and to what extent impact evaluation of mission trips should happen. Another limitation in conducting impact evaluations is the short term nature of mission trips. Mission trips typically do not last longer than two weeks, and global health programs often re- quire a longer period of time to measure impacts as changes in health status occur over time. Therefore, impact evaluations of mission trips will be a challenge. One way to navigate this chal- lenge is to partner with local community leaders and allow them to be involved with the mission trip and evaluation planning stages. Therefore, they would be able to conduct impact evaluations during the months and years after the mission trip, allowing them to measuring the long term im- pact of the short term mission trip. This will require commitment and potentially require training of the host community leaders, however, making this investment will help to circumvent the challenge of the limited time available for impact evaluations during a mission trip. A third consideration for using these recommendations is the commitment that it will take. Mis- sion trip leaders will have to make the time commitment to learning about impact evaluation, as well as the ongoing commitments to planning for impact evaluations and actually conducting the evaluatio...
Logic Model. The logic model developed for the MTDH Program State Plan reflects the program’s “theory of the problem.” Specifically, five key intermediate goals or “pathways of influence” are accepted by public health practitioners as having a high probability for achieving the long-term outcome goal of improved health, prevention and management of secondary conditions, and elimination of health disparities experienced by people with disabilities. The first intermediate goal—Building capacity—focuses on strengthening the abilities of the MTDH Program and its partners to implement the remaining four intermediate outcome goals. It involves ongoing systems of data collection and dissemination, education of current and future partners, and procurement of additional funding. The next two intermediate goals are designed to increase health promotion opportunities available to Montanans with disabilities. The second intermediate goal— Support direct health promotion services and programs that meet the specific health promotion needs of PWD—focuses on: a) training partners to implement programs and provide services, and b) supporting mentoring programs. The third intermediate goal—Increase access to generic health promotion services, ensuring civil rights of PWD—focuses on: a) increased awareness of public health partners about barriers experienced by PWP, b) increased awareness of PWD regarding the benefits of generic services, and c) support removal of barriers. The fourth intermediate goal—Improve access to community environments, ensuring civil rights of PWD, and improving community planning to optimize resilience (Emergency Preparedness)— acknowledges that all impairments, disabilities, and health problems are dynamic experiences. In interaction with environmental barriers, these factors result in more isolation and less community participation for people experiencing them. Removal of such barriers is one way to support people with long-term disability and chronic conditions to live more independent lives and to find the resources they need to be healthier. Adding design features that facilitate community participation is a proactive strategy that is often a direct outcome of people with disabilities’ involvement in community planning. The fifth intermediate outcome goal— Integrate disability and health agenda into public policies that influence the health of PWD—focuses on: a) educating policy professionals, b) partnering with other agencies and programs, and c) integrati...
Logic Model. Brief description of project/service Engage prisoners with a high risk of reoffending with a view to providing 2 x 1 hour peer learning sessions per week using CBT methods. In addition to this, provide one-to-one support on on-going, appointment basis. In terms of developing supportive transitional arrangements, it is intended to deliver six community-based sessions aimed at improving social skills, emotion management skills This service will also include linking ex- prisoners into sport and leisure activities in the community. Please discuss and review the logic model for the project/service outlined in Stage 1 by the third sector partner. If desired changes are identified, please update the logic model, using the template overleaf.
Logic Model. After the conduct of a stakeholders’ meeting, a logic model of EXCELth’s Workplace Wellness Program is created to describe the program and guide the evaluation (See Appendix A). The model depicts the program’s inputs/resources, activities, outputs, and short-term, intermediate and long-term outcomes. Inputs include those things that are invested in a program and provide an opportunity to communicate the quality of the program. The major inputs considered necessary to implement EXCELth’s program to support and deliver activities include management support, the wellness committee, wellness program participants, monetary resources, marketing, and program materials. Activities consist of the actions needed to implement the program and what a program does with its inputs to achieve program outcomes and goals. Wellness activities include committee meetings, distribution and development of program materials, and delivery of services intended to lead to the desired change. Program outputs are the direct results of activities and processes and are those things that are done and the people reached. The workplace wellness program outputs consist of the following: number of committee meetings held and number of attendees; number of components/topics/services offered, number of program material distributed and number of participants; percent of employees making healthy action pledges; number of health screenings performed; and percent of employees participating in program. These outputs help assess how well the program is being implemented. Short-term outcomes focus on expected changes in participant’s knowledge, awareness, attitudes, motivation or skills. The workplace wellness program expects to increase participant’s awareness of physical activity, spiritual wellness and healthy behaviors; increase participant’s knowledge of healthy eating practices and emotional health and increase the number of employees participating in wellness activities and events. Intermediate outcomes focus on expected changes in participant’s behavior, practice or decisions based upon earlier acquisition of knowledge. As a result of awareness and knowledge gained, the program expects participants to increase levels of physical activity, consumption of healthy foods, and spirituality and decrease stress levels and consumption of energy and calorie dense foods and drinks. Long-term outcomes focus on changes in condition or altered status based on earlier modifications in behavior. As a result...
