PROGRAM PLANNING, IMPLEMENTATION & EVALUATION The Service Delivery Model Link Brenda Thompson Jamerson , Chair Services to Youth Facet. May 8-12, 2013. GENERAL DEFINITIONS. PROGRAM VS. EVENT PROGRAM
May 8-12, 2013
PROGRAM VS. EVENT
A collection of related projects or events working in alignment towards a common cause
Something that happens: an occurrence
A one-time effort
A noteworthy happening
A social occasion or activity
Support and enhance chapter’s efforts to delivery and sustain transformative programs that:
Address problems, find solutions, and positively impact critical needs of the community
Are comprehensive, accountable and replicable
Yield measurable outcomes and impacts
Promote collaboration and partnerships
Are aligned and integrated with Signature Programs and National Initiatives, and;
Institutionalize our Service Delivery Model.
A graphic that shows the relationship between inputs, outputs, and outcomes relative to a problem we are trying to solve.
a picture of your program; what you are putting into the program, what you are doing, and what you are trying to achieve.
Clarifies the strategy underlying your program
Builds common understanding, especially about the relationship between actions and results
Communicates what your program is (and is not) about
Forms a basis for planning and evaluation
“Theory of action” – what is invested, what is done, and what results
The planning process resolves around the basic definition of programming.
Definition of Programming
A Comprehensive approach to solving a problem or addressing a need
A series of related activities focused on achieving a predetermined set of goals and objectives
Not a “one time” event or single activity
Situation: Service models are built in response to an existing situation. We identify the problem or priority the program is responding to and the expected benefit to specific audiences.
Inputs: Resources available to make your program work; could include the people, the money or the community resources that are necessary to operate the program. Inputs lead to Outputs.
Outputs: Activities, products, methods and services you use represent your outputs. Examples include research, training, technical assistance and other services. Outputs lead to Outcomes.
Outcomes: Results and benefits for groups, individuals or communities represent outcomes. They may include direct products, services or events delivered through planned activities.
External Factors: Outside forces that affect the implementation and success of the program.
Assumptions: Beliefs we have about why our program will work.
An evaluation plan to assess the program can be superimposed using the Service Delivery Model format.
Evaluation involves asking key questions.
ASKING KEY QUESTIONS:
Were inputs made as planned?
Were activities conducted as planned?
Was the desired level of participation achieved?
Did clients express or show that they were satisfied with the program?
ASKING KEY QUESTIONS:
Did the participants show an increased level of knowledge, or awareness?
Were behaviors of the clients modified or were policies changed?
To what extent did the program affect social, economic, political, or environmental conditions?
Are indicators appropriate and measurable?
Terms to know
What is the community-level impact (change) that our chapter would like to create as a result of our program?
What are the long-term outcomes or behaviors we would like our clients to achieve?
What are the short-term outcomes we would like our clients to achieve?
What programs, strategies or services do we need to achieve the short and long term outcomes?
What resources or inputs do we need to support strategy or service implementation?
What is going on in our community or in our client’s lives that we have no control over but will affect the quality of the success of our program?
Conduct a needs assessment of the chapter’s service area to determine the community’s needs. This may be a simple gathering of data on the communities’ statistics from the newspapers, etc. Rank, prioritize and select from among them those top priorities that the chapter wishes to focus on.
Review all programming requirements for Chapters from National and the Area.
Identify partners with kindred interest.
Establish goals and objectives that are outcome-based or measurable so that you will know what you have achieved and can quantify it if necessary.
Identify strategies or activities to achieve desires goals and objectives.
Assign persons to be responsible for each strategy or activity.
Establish a timeline, a calendar of activities along with reporting dates.
Establish a monitoring system.
Determine what data is to be collected and in what format.
Develop forms for data collection.
Develop an evaluation plan.
Establish a budget.
Do what your plan says you will do.
Document as you conduct your activities: take photos, videos, DVD’s, develop a scrapbook, etc. and assign people to do documentation activities for each segment of the program.
Collect data such as: number of participants (chapter and others), description of participants and attendees, age range, gender, businesses, partners (addresses), length of activity, persons responsible, description of activity, budget and actual amount spent, and in-kind support.
Monitor and take corrective actions as necessary.
Summarize and analyze all of the data gathered
ASK THE KEY QUESTIONS
Select a committee to develop the report.
Assign pertinent parts to the appropriate members/committees or chairs.
Review the Program Review Criteria and follow the directions carefully.
Use the report form as a guide for gathering and organizing the data for the report.
Develop a draft of the report and circulate to the committees/chairs for review to ensure you have captured everything.