PROGRAM PLANNING,IMPLEMENTATION & EVALUATION

The Service Delivery ModelLink Brenda Thompson Jamerson, Chair

Services to Youth Facet

May 8-12, 2013

PROGRAM VS. EVENT

PROGRAM• A collection of related projects or events working in

alignment towards a common cause

EVENT• Something that happens: an occurrence• A one-time effort• A noteworthy happening• A social occasion or activity

GENERAL DEFINITIONS

Support and enhance chapter’s efforts to delivery and sustain transformative programs that:

1. Address problems, find solutions, and positively impact critical needs of the community

2. Are comprehensive, accountable and replicable3. Yield measurable outcomes and impacts4. Promote collaboration and partnerships5. Are aligned and integrated with Signature Programs and

National Initiatives, and;6. Institutionalize our Service Delivery Model.

PROGRAMMING GOALS

THE SERVICE DELIVERY MODEL

A graphic that shows the relationship between inputs, outputs, and outcomes relative to a problem

we are trying to solve.

WHAT IS A SERVICE DELIVERY MODEL?

Connects activities with impact Provides continuity

Continued improvement

WHY USE A SERVICE DELIVERY MODEL?

• 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

SERVICE DELIVERY MODEL

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

PLANNING PROCESS

• 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.

SERVICE MODEL PLANNING ELEMENTS

• 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.

SERVICE MODEL PLANNING ELEMENTS

An evaluation plan to assess the program can be superimposed using the Service Delivery Model

format.

Evaluation involves asking key questions.

EVALUATION PLANNING

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?

EVALUATION PLANNING

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?

EVALUATION PLANNING

Terms to know Situation (What is the problem or need?)

Inputs (What we invest)

Outputs (What we do and who we reach)

Outcomes (Changes or results)

External Factors (Influence)

Assumptions (Principles)

Evaluation (Assessment of expected outcomes)

SERVICE MODEL PLANNING ELEMENTS

Key Questions:• 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?

DEVELOPING YOUR SERVICE MODEL

• 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.

HOW TO GET STARTED

• 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.

HOW TO GET STARTED

• A good objective is clear and S.M.A.R.T.

Specific: Does the objective clearly specify what will be accomplished and by how much?

Measurable: Is the objective measurable?

Appropriate: Does the objective make sense in terms of what is desired to be accomplished?

Realistic: Is the objective achievable given the available resources and experience.

Time-based: Does the objective specify by when it will be achieved?

ARE YOU BEING ‘SMART’?

• 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.

EXECUTE THE PLAN

Summarize and analyze all of the data gathered

ASK THE KEY QUESTIONS

EVALUATE

• 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.

WRITING THE REPORT

• PROGRAM PLANNING AND OPERATIONS Met reporting requirements: due date, abstract/summary, and

impact statement completed. Indicate Facet(s) involved; umbrella; consideration for an

award (SDM and program budget form documentation required).

Program Description/Problem Addressed is clearly stated. Measurable goals and objectives are listed. Activities (outputs) are appropriate for the goals/objectives of

the program. Number of people served was appropriate to the goals of the

program. Method used to determine the group served reflected a need in

the community. Consistent and active participation by group(s) targeted. Chapter support and participation was evident.

PROGRAM REVIEW CRITERIA

• COLLABORATION Collaboration with community resources Collaboration with local, state or federal agencies/community groups

• BUDGET & FINANCE Realistic budget defined and executed Supplemental funding (including in-kind) sought and received

• IMPACT AND EVALUATION Program operated more than one year Sustainability/institutionalization is planned and pursued Evaluation strategy in place and utilized Outcomes/results are identified

• PUBLICITY AND PUBLIC RELATIONS Effective communication to and publicized in the community Community participation, support and recognition are evident

PROGRAM REVIEW CRITERIA

Situation (The Problem) Priorities Mission/Vision (what drives the outcome?) Inputs/Resources (what you need to accomplish your

activities) Outputs – Participation (who are you serving?) Outcomes – Short Term (expected changes in 1-2 years) Outcomes – Medium Term (expected changes in 3-4 years) Outcomes – Long Term Impact (long term societal changes) External Factors Assumptions Evaluation-Indicators: Specific data tracked to measure

progress, e.g., surveys, record reviews, observations, etc. Organization Budget

SERVICE DELIVERY MODEL AWARD CONSIDERATION

Service Model information and template Biennium Report template Sample evaluation form Sample press release Sample registration form (with photo permission) Sample calendar/milestone chart Donor database Speakers database Vendor and Facility database Partner database Chapter skills database Etc.

YOUR PROGRAM TOOLBOX

PlanningExecution EvaluationRecording

AWARD WINNING PROGRAM

THANK YOU!