Program Logic Model

Day 2 Session 3

Learning Outcomes

After this session the DCSTs will be able to:  Discuss and use the logic model  Develop an realistic work plan for the DCST members

Points for clarification

 Targets  Dashboard ( http://www.hrsa.gov/healthit/toolbox/Qualityimprovement /whatisaclinicalqualdashbrd.html

)  Prioritization –

“start small to win big

”

Why prioritize?

NB: It is not possible to introduce everything at once and each health district will need to prioritize its interventions depending on its specific needs .



Nationally the intervention that will reduce the most deaths rapidly is the prevention of, screening for and managing mothers and their infants for HIV infection.



The intervention with the second biggest effect in reducing the deaths of mothers and their infants in improving the provision and quality of basic and comprehensive emergency obstetric and neonatal care. (

Guidelines for district clinical specialist teams for improving maternal & neonatal health services in South Africa 1/2013)

Process of on prioritization

1. All potential options (interventions), to address the problems identified in the situation analysis 2. Select the key interventions that are likely to have the greatest impact in the relevant setting . 3. Select suitable strategies can be developed to maximize the effectiveness of the interventions NB Prioritisation cannot be resolved by purely technical and scientific methods It has political, system and community implications!

What is a programme logic model?

 The Programme Logic Model is a

tool

the

main elements of a programme

to help describe and how these elements work together to reach a particular goal.

 The Programme Logic Model graphically presents the

logical progression and relationship of the strategic program elements

(

activities, inputs, outputs, outcomes, impact)

and their

causal relationships, indicators, and the assumptions of risk

that may influence success or failure of the program.

Program logic model

 The Logic Model facilitates:  The planning and execution of the program  M&E of the program NB In developing a Logic Model, it may become evident that the programme is too ambitious or not ambitious enough, or that logical connections between goals, objectives, and activities are missing.

Description of the components of Logic Model



Problem statement

describes the nature and extent of the problem that needs to be addressed.



Goal

: broad statement about programme wants to achieve on the long-term 

Objectives:

define strategies or implementation steps to attain the identified goals. Unlike goals, objectives are

specific, measurable, achievable, realistic and have a defined completion date

(SMART). They are more specific and outline the “

who, what, when, where, and how”

of reaching the goals

SMART

Old way?

Problem statement Goals Objective

Inputs Activities Outputs Outcomes

Rationales and assumptions

Description of components the of Logic Model



Activity

involves actions taken or work performed through which resources (inputs) such as funds, technical assistance, and other types of resources are mobilized to produce specific outputs.



Inputs

are the financial, human, and material resources used to execute activities in a program. 

Outputs

are the measurable, tangible, and direct products or results of program activities. They lead to desired outcomes —benefits for participants, families, communities, or organizations —but are not themselves the changes you expect the program will produce. 

Description of components of the Logic Model



Outcomes

express the results that your program intends to achieve if implemented as planned.

Usually  Outcomes are the

changes that occur

or the

difference that is made

for individuals, groups, families, organizations, systems, or communities during or after the program.  Outcomes fall along a continuum from immediate (initial; short-term) to intermediate (medium-term) to final outcomes (long-term), often synonymous with impact.

Outcomes vs. Outputs

Outcomes are sometimes confused with outputs. Here are their distinguishing characteristics: 

Outputs

are the direct and measurable

products

of a program’s activities and services; they are often expressed in terms of volume or units delivered. 

Outcomes

are the

results

or

impact

of the activities and services. Outcomes often represent the results of multiple outputs; each outcome usually corresponds to more than one output.

Problem statement

The district has high stillbirth and perinatal asphyxia rates

Goals

To increase the quality of intrapartum care in order to reduce the number of stillbirths and asphyxia

Objective

To increase the knowledge, skills and confidence of midwives and doctors in labour ward to use and interpret the partogram effectively and manage obstetric emergencies appropriately

Inputs

•Trainers – O&G, ADM, FP •Printed training aids •Projector •Transport •Master trainers •Fire drill dummy •Printed training aids •Projector •Transport •Excel and data presentation skills

Activities

1. Regular partogram audits 2. Train managers in partogram use and assessment 3. ESMOE training and EOST and on site mentorship 4. Set up/strengthen MMR processes

Activities Outputs

1. Regular partogram audits 2. Train managers in partogram use and assessment 3. ESMOE training and EOST and on site mentorship 4. Set up/strengthen MMR processes # facilities with quarterly partogram spot checks by DCSTs % partograms filled in correctly # managers/staff trained in partogram use and assessment # doctors, midwives, EMS personnel who received ESMOE training

Outcomes

Relevant managers skilled in assessment of partogram and able to address weaknesses with feedback and training Midwives and doctors knowledgeable and skilled in use and interpretation of partogram Partogram used effectively to identify problems timeously and take effective, appropriate action Stillbirth rate in facilities decreases

Description of components of Logic Model



Assumptions

are hypotheses about factors or risks which could affect the progress or success of a programme. The

assumptions

that underlie a programme ’s theory are conditions that are necessary for success, and you believe are true. Your programme needs these conditions in order to succeed, but you believe these conditions already exist – they are not something you need to bring about with your program activities. In fact, they are not within your control.



Rationale:

The explanation of a set of believes, based on a body of knowledge, about how change occurs in your field and with your specific clients

Activity building a program logic model Task:

Use the Logic Model to compile an action plan, with the focus on the prioritized activities from Day 2, to address the priority problems identified  Follow instructions in “Logic Model” Participant hand out  Use the Logic Model template in the Participant hand out.