Logic Model. If available, please submit a logic model for your program. For guidance on what to include in your logic model, please consult the guidance at the following link:
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 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. The logic model (Figure 3) illustrates the theory of change, or the pathways through which the Demonstration will work to achieve these objectives during the renewal timeframe (DY7-11, FFY 2018-2022). DocuSign Envelope ID: 77B1B07C-AC5A-4194-B813-D5C10913D6DC Short-Term Intermediate Long-Term Impact DSRIP POOL Phase-out funding: •DY7-8: Level w/ DY5 •DY9-10: Annual decreases •DY11: Expired RHP Plan Updates for DY7-8 Performing providers implement Core Activities and report on: •Measure Bundles •Measures Core activities increase access to, coordination, and quality of care Improved health outcomes for DSRIP participants Funding •Federal •State •Local RHPs •Anchors •Performing Providers UC POOL Payments for cost of services provided for: •Medicaid eligible & uninsured through FFY 2019 •Charity care starting FFY 2020 Providers serve Medicaid and uninsured clients UC providers submit DSH/UC application to report annual UC costs Continue provision of MMC to existing populations: •STAR •STAR+PLUS •STAR Kids Providers receive UC payments to assist with unreimbursed costs Reported UC costs remain steady as DSRIP and MMC improve quality of care for MLIU population UC payments continue for charity care Slower rate of growth in UC costs due to improved coordination and quality of the healthcare system •Transform to a coordinated, quality-based healthcare system and improve the patient experience for Medicaid and low-income uninsured Texans Clients •DSRIP •MMC Advocacy Groups •Clients •Professionals MMC MMC expanded to new populations and services Develop quality-based payment systems Expand MMC to include additional populations and services: •Adoption Assistance •Permanency Care Assistance •Former xxxxxx care children (change in MMC program) •Medicaid for Breast and Cervical Cancer •Nursing Facility services Newly incorporated MMC populations and services maintain or improve in access to care Improved quality of care for newly incorporated MMC clients •Improve individual and population health •Contain cost growth Improved quality measures for MCOs Update MCO contracts to require quality-based payment systems Increased number of quality-based payment agreements in MMC Improved quality measures for MMC providers Continue transformation to a pay-for-quality system
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.
Logic Model. Short Term Outcomes Long Term Outcomes Intermediate Outcomes
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. 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. 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: HOME funding New Construction of Single Family Housing. Expand affordable housing opportunities Low to moderate income families become first time homebuyers Stable neighborhoods Households at or below 50% 0 0 Households at or below 60% 0 0 Households at or below 80% 3 3
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...
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).
