1. ADRCs Do What? Using Logic Models to Document and Improve ADRC Outcomes Glenn M. Landers

2. What is the Benefit of Logic Models?  What gets measured gets done  If you don’t measure results, you can’t tell success from failure  If you can’t see success, you can’t reward it  If you can’t reward success, you’re probably rewarding failure  If you can’t see success, you can’t learn from it  If you can’t recognize failure, you can’t correct it.  If you can demonstrate results, you can win public support. Osborne and Gaebler, 1992 Reinventing Government: How the Entrepreneurial Spirit is Transforming the Public Sector

3. What is the Benefit of Logic Models?  Also:  Program clarity  Role clarity  Program continuity (succession planning)  Focus on what matters – OUTCOMES  Make assumptions EXPLICIT  Provide common language  Support continuous improvement

4. Logic Model Pioneers  United Way  Centers for Disease Control and Prevention  W.K. Kellogg Foundation  www.wkkf.org/Pubs/Tools/Evaluation/Pub3669.p df www.wkkf.org/Pubs/Tools/Evaluation/Pub3669.p df

5. Giving Credit Where Credit is Due  This very basic introduction to logic models borrows heavily from the University of Wisconsin Cooperative Extension.  http://www.uwex.edu/ces/pdande/eval uation/evallogicmodel.html http://www.uwex.edu/ces/pdande/eval uation/evallogicmodel.html  They are a terrific source!

6. Logic Models 101  A logic model is:  A depiction of a program showing what the program will do and what it is to accomplish.  A series of “if-then” relationships that, if implemented as intended, lead to the desired outcomes  The core of program planning and evaluation

7. INPUTSOUTPUTS OUTCOMES The most basic logic model is a picture of how you believe your program will work. Logic Models 101

8. If-then Relationships  Underlying a logic model is a series of ‘if-then’ relationships: If then

9. Assumptions  The beliefs we have about the program, the participants, and how the program will work. Includes ideas about:  the problem or existing situation  program operations  expected outcomes and benefits  the participants and how they learn, behave, their motivations  resources  staff  external environment: influences  the knowledge base

10. Inputs  Resources  Personnel  Money  Equipment  Time

11. Outputs  Outputs are the ways you invest your resources (inputs) to bring about your program’s intended outcomes (changes or results).  Examples:  Expand a database to include DD and MH resources  Hold quarterly provider meetings to share information among DD and Aging providers and case managers  Outputs include activities and participation.

12. Output Measurement  Measuring outputs tells you if you completed the activities you proposed to do. Examples:  Number of meetings held  Number of attendees at meetings  Types of representation at the meetings  Number of trainings held  Number of participants at trainings  Number of brochures published  Number of brochures disseminated  Sometimes called the counting measure

13. Outcomes  Outcomes are your program’s intended results.  Outcomes are specific changes in what your program intends to effect.  Examples:  Status, level of functioning, quality of life  Behavior, knowledge, skills  Attitudes and expectations  Use of shared data

14. Outcome Measurement  Measuring outcomes tells you whether what you did (how you invested your resources) had the effect you intended.  Examples:  AAA case managers demonstrate increased knowledge in support services and resources available to people with developmental disabilities  Outcomes can include short-, medium, and long- term results.

15. Three Types of Outcomes/Impact SHORT Learning Changes in Awareness Knowledge Attitudes Skills Opinion Aspirations Motivation Behavioral intent MEDIUM Action Changes in Behavior Decision-making Policies Social action LONG-TERM Conditions Changes in Conditions Social (well-being) Health Economic Civic Environmental

16. Examples of Outcomes/Impact  Short-term:  Increased response time due to a change in processes  Medium-term:  More knowledgeable staff  Long-term (think of this as the ultimate change you intend your activities to produce):  A consumer-centered “no wrong door” approach to accessing the long term care support system  Sometimes called the impact

17. Simple Logic Model Outputs (What you do and who you reach) Output Measurement (How you know what you did) Outcomes (Changes in what you intend to affect) Outcome Measurement (How you know what you changed) Assumptions Inputs Ultimate Impact

19. Cautions  Perfecting the key to the wrong lock  Is the program focusing on the right thing?  Too focused on outcomes; inputs and outputs are equally important  Becoming ‘fixed’ rather than flexible and dynamic  Are you trying to create the “right” logic model?  Time consuming – and just paperwork  Are you doing this for you and your program or for someone else?

20. Questions?

21. Your Turn

22. Outputs Output Measurement Outcomes Outcome Measurement Implement cross training between aging and developmental disabilities (DD) staff Number of cross training sessions held Increase in staff knowledge of aging and DD language, processes, and services Pre/post test to demonstrate increase in knowledge Conduct outreach to hospital discharge planners on HCBS available to eligible individuals At least four lunch & learns held with hospital discharge planners by the end of FY 09 Better understanding of ADRC concept and how to access LTC information and referral Survey of hospital discharge planners to assess ADRC understanding Conduct targeted outreach with eligibility staff focused on ADRC model and the "Aging/DD overlap" Number of regional meetings with eligibility coordinator Greater awareness of and sensitivity to all family members in need of assistance among eligibility staff Survey of eligibility staff to assess eligibility staff’s understanding Expand local resource database At least 10 new DD resources added to database each month Consumers have increased awareness of aging and DD resources Consumer satisfaction survey (add question specific to ADRC resources) Implement marketing strategy Number of brochures distributed, ADRC presentations made, public service announcements made Increase in ADRC call volume Increase in ADRC call volume measured by call logs month to month Create ADRC specific mission statement ADRC mission statement is created by the end of FY 2009 ADRC mission drives the activities of the ADRC New ADRC activities assessed for alignment with mission prior to implementation

23. Getting Ready to Create Logic Models  What are your assumptions about ADRC?  What impact would you like to have with your ADRC?  What changes are needed to achieve your desired impact?  What will you have to do to create those changes?  How will you know those changes have occurred?

24. Fully Functioning ADRC Criteria  Awareness and information  Assistance  Access  Target populations  Critical pathways to long term support  Partnerships & stakeholder involvement  IT/MIS  Evaluation activities  Staffing and resources