Logic Model Sample Clauses

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 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. 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. 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. 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. 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. Short Term Outcomes Long Term Outcomes Intermediate Outcomes

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 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 evaluations. In addi...

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...