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Get fast, free shipping with Amazon Prime. Home Ownership Mobilization Effort. It does this through a combination of educating community residents, organizing the neighborhood, and building relationships with partners such as businesses. Dramatic actions in the HOME initiative include offering educational sessions and forming business alliances, homeowner support groups, and a neighborhood organizing council.

At evaluation time, each of these actions is closely connected to output indicators that document whether the program is on track and how fast it is moving. These outputs could be the number of educational sessions held, their average attendance, the size of the business alliance, etc.

These outputs are not depicted in the global model, but that could be done if valuable for users. The more complete your model, the better your chances of reaching "the promised land" of the story. In order to tell a complete story or present a complete picture in your model, make sure to consider all forces of change root causes, trends, and system dynamics.

Does your model reveal assumptions and hypotheses about the root causes and feedback loops that contribute to problems and their solutions? In the HOME model, for instance, low home ownership persists when there is a vicious cycle of discrimination, bad credit, and hopelessness preventing neighborhood-wide organizing and social change. Three pathways of change were proposed to break that cycle: Building a model on one pathway to address only one force would limit the program's effectiveness.

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You can discover forces of change in your situation using multiple assessment strategies, including forward logic and reverse logic as described above. When exploring forces of change, be sure to search for personal factors knowledge, belief, skills as well as environmental factors barriers, opportunities, support, incentives that keep the situation the same as well as ones that push for it to change. After you've mapped out the structure of a program strategy, there is still another crucial step to take before taking action: As logical as the story you are telling seems to you, as a plan for intervention it runs the risk of failure if you haven't explored how things might turn out in the real world of feedback and resistance.

Simulation is one of the most practical ways to find out if a seemingly sensible plan will actually play out as you hope. Simulation is not the same as testing a model with stakeholders to see if it makes logical sense. The point of a simulation is to see how things will change - how the system will behave - through time and under different conditions. Though simulation is a powerful tool, it can be conducted in ways ranging from the simple to the sophisticated. The key point to remember is that creating logical models and simulating how those models will behave involve two different sets of skills, both of which are essential for discovering which change strategies will be effective in your community.

You can probably envision a variety of ways in which you might use the logic model you've developed or that logic modeling would benefit your work. In a coalition or collaborative partnership, the logic model makes it clear which effects each partner creates and how all those effects converge to a common goal.

The family or nesting approach works well in a collaborative partnership because a model can be developed for each objective along a sequence of effects, thereby showing layers of contributions and points of intersection. Any tool this powerful must not be approached lightly. When you undertake the task of developing a logic model, be aware of the following challenges and limitations. First, no matter how logical your model seems, there is always a danger that it will not be correct. The world sometimes works in surprising, counter-intuitive ways, which means we may not comprehend the logic of change until after the fact.

With this in mind, modelers will appreciate the fact that the real effects of intervention actions could differ from the intended effects. Certain actions might even make problems worse, so it's important to keep one eye on the plan and another focused on the real-life experiences of community members. If nothing else, a logic model ought to be logical. Therein lies its strength and its weakness. Those who are trying to follow your logic will magnify any inconsistency or inaccuracy.

This places a high burden on modelers to pay attention to detail and refine their own thinking to great degree.


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  8. Of course, no model can be perfect. You'll have to decide on the basis of stakeholders' uses what level of precision is required. Establishing the appropriate boundaries of a logic model can be a difficult challenge. In most cases, there is a tension between focusing on a specific program and situating that effort within its broader context.

    Many models seem to suggest that the only forces of change come from within the program in question, as if there is only one child in the sandbox. At the other extreme, it would be ridiculous and unproductive to map all the simultaneous forces of change that affect health and community development. A modeler's challenge is to include enough depth so the organizational context is clear, without losing sight of the reasons for developing a logic model in the first place.

    On a purely practical level, logic modeling can also be time consuming, requiring much energy in the beginning and continued attention throughout the life of an initiative. The process can demand a high degree of specificity; it risks oversimplifying complex relationships and relies on the skills of graphic artists to convey complex thought processes.

    Indeed, logic models can be very difficult to create, but the process of creating them, as well as the product, will yield many benefits over the course of an initiative. A logic model is a story or picture of how an effort or initiative is supposed to work. The process of developing the model brings together stakeholders to articulate the goals of the program and the values that support it, and to identify strategies and desired outcomes of the initiative.

    As a means to communicate a program visually, within your coalition or work group and to external audiences, a logic model provides a common language and reference point for everyone involved in the initiative. A logic model is useful for planning, implementing and evaluating an initiative. It helps stakeholders agree on short-term as well as long-term objectives during the planning process, outline activities and actors, and establish clear criteria for evaluation during the effort.

    When the initiative ends, it provides a framework for assessing overall effectiveness of the initiative, as well as the activities, resources, and external factors that played a role in the outcome. To develop a model, you will probably use both forward and reverse logic. Working backwards, you begin with the desired outcomes and then identify the strategies and resources that will accomplish them. Combining this with forward logic, you will choose certain steps to produce the desired effects.

    You will probably revise the model periodically, and that is precisely one advantage to using a logic model. Because it relates program activities to their effect, it helps keep stakeholders focused on achieving outcomes, while it remains flexible and open to finding the best means to enact a unique story of change. A concise definition by Connie C. Schmitz and Beverly A. Logic Model Magic Tutorial from the CDC - this tutorial will provide you with information and resources to assist you as you plan and develop a logic model to describe your program and help guide program evaluation.

    You will have opportunities to interact with the material, and you can proceed at your own pace, reviewing where you need to or skipping to sections of your choice. Theories of Change and Logic Models: American Cancer Society Stating outcomes for American Cancer Society programs: The utilization of the logic model as a system level planning and evaluation device.

    Using a logic model to focus health services on population health goals. Canadian Journal of Program Evaluation 12 1: Facilitating the shift to population-based public health programs: United Way of America Western Center for the Application of Prevention Technologies. Using program logic models to plan and evaluate education and prevention programs. Evaluation Methods Sourcebook II. Ottawa, Ontario, Canadian Evaluation Society. Skip to main content. Chapter 2 Sections Section 1.


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      Community Readiness Section The Strategic Prevention Framework Section Health Impact Assessment Section Mobilizing for Action through Planning and Partnerships Section Building Compassionate Communities Section The Tool Box needs your help to remain available. Toggle navigation Chapter Sections. Learn how to create and use a logic model, a visual representation of your initiative's activities, outputs, and expected outcomes.

      What is a logic model? When can a logic model be used? How do you create a logic model? What makes a logic model effective? What are the benefits and limitations of logic modeling? Some other names include: A word about logic The word "logic" has many definitions. The logic in logic modeling Like a road map, a logic model shows the route traveled or steps taken to reach a certain destination. What motivates the need for change? This can also be expressed as the problems or opportunities that the program is addressing.

      For On Track, the community focused advocates on the mission of enhancing healthy youth development to improve the high-school dropout rate. Context , or conditions. What is the climate in which change will take place? How will new policies and programs for On Track be aligned with existing ones? What trends compete with the effort to engage youth in positive activities?

      What is the political and economic climate for investing in youth development? Inputs , or resources or infrastructure. What raw materials will be used to conduct the effort or initiative? In On Track, these materials are coordinator and volunteers in the mentoring program, agreements with participating school districts, and the endorsement of parent groups and community agencies.

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      Inputs can also include constraints on the program, such as regulations or funding gaps, which are barriers to your objectives. Activities , or interventions. What will the initiative do with its resources to direct the course of change? In our example, the program will train volunteer mentors and refer young people who might benefit from a mentor.

      Your intervention, and thus your logic model, should be guided by a clear analysis of risk and protective factors.

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      What evidence is there that the activities were performed as planned? Indicators might include the number of mentors trained and youth referred, and the frequency, type, duration, and intensity of mentoring contacts. Effects , or results, consequences, outcomes, or impacts. What kinds of changes came about as a direct or indirect effect of the activities?

      Two examples are bonding between adult mentors and youth and increased self-esteem among youth. Short-term or immediate effects. In the On Track example, this would be that young people who participate in mentoring improve their self-confidence and understand the importance of staying in school. Mid-term or intermediate effects. Mentored students improve their grades and remain in school. Longer-term or ultimate effects. High school graduation rates rise, thus giving graduates more employment opportunities, greater financial stability, and improved health status. Here are two important notes about constructing and refining logic models.

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      For good or for ill? Choosing the right level of detail: In the end, you may have some or all of the following family of models, each one differing in scope: View from Outer Space. This overall road map shows the major pathways of change and the full spectrum of effects. This view answers questions such s: Do the activities follow a single pathway, or are there separate pathways that converge down the line?

      How far does the chain of effects go?

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      How do our program activities align with those of other organizations? What other forces might influence the effects that we hope to see? Where can we anticipate feedback loops and in what direction will they travel? Are there significant time delays between any of the connections? View from the Mountaintop. This closer view focuses on a specific component or set of components, yet it is still broad enough to describe the infrastructure, activities, and full sequence of effects.

      This view answers the same questions as the view from outer space, but with respect to just the selected component s. This view expands on a particular part of the sequence, such as the roles of different stakeholders, staff, or agencies in a coalition, and functions like a flow chart for someone's work plan. It is a specific model that outlines routine processes and anticipated effects.

      This is the view that you might need to understand quality control within the initiative.