Logic models: a tool for telling your programs performance story

McLaughlin, John A.; Jordan, Gretchen B.

doi:10.1016/s0149-7189(98)00042-1

Cited by 531 publications

(356 citation statements)

References 4 publications

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“…Para avaliação da adequação da assistên-cia pré-natal, elaborou-se um modelo lógico 27 , apresentado na Figura 1. As áreas sombreadas serão apresentadas e discutidas neste artigo.…”

Section: Methodsunclassified

Avaliação da adequação da assistência pré-natal na rede SUS do Município do Rio de Janeiro, Brasil

et al. 2012

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A persistência de desfechos perinatais negativos no Município do Rio de Janeiro, Brasil, sugere problemas na qualidade da assistência pré-natal. A última investigação realizada nessa cidade mostrou adequação de apenas 38% dessa assistência. O objetivo deste estudo é avaliar a adequação da assistência pré-natal na rede do SUS do Município do Rio de Janeiro. Foi realizado um estudo transversal, em 2007-2008, por meio de entrevistas com 2.422 gestantes em atendimento nos serviços de pré-natal de baixo risco. Para avaliação da adequação da assistência, foi utilizado o índice PHPN, com as recomendações do Programa de Humanização do Pré-natal e Nascimento, do Ministério da Saúde, e um índice PHPN ampliado, em que foram acrescentados procedimentos clinico-obstétricos, prescrição de sulfato ferroso suplementar e ações educativas. Foi encontrada adequação de 38,5% para o PHPN e 33,3% para o PHPN ampliado. Estratégias de ampliação da captação precoce das gestantes e melhor utilização dos contatos com os serviços para a realização de ações de atenção à saúde são prioritárias para a reversão desse quadro.

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Section: Methodsunclassified

Avaliação da adequação da assistência pré-natal na rede SUS do Município do Rio de Janeiro, Brasil

et al. 2012

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“…For several decades, logic models have been used as tools in this conceptualisation process (McLaughlin & Jordan, 1999). A logic model is a diagrammatic representation or 'road map' of a programme that depicts its target populations, resources, activities and intended results (Dwyer & Makin, 1997;Kaplan & Garrett, 2005;W.K Kellogg Foundation, 2001).…”

Section: Using a Logic Model Approach To Investigate Anti-dopingmentioning

confidence: 99%

Anti-doping education for coaches: Qualitative insights from national and international sporting and anti-doping organisations

Patterson

Backhouse

Duffy

2016

Sport Management Review

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Within anti-doping efforts, an emphasis has been placed on the importance of providing education programmes to key stakeholder groups, including coaches. Yet, very little is known about current coach education provision in the anti-doping domain across countries and sports. Therefore, this study aimed to: 1) establish the current status of antidoping education for coaches; 2) gain an understanding of the system through which antidoping education is provided to coaches; and, 3) explore the opportunities for future education provision. This was done through semi-structured interviews with thirteen individuals responsible for managing anti-doping education within national and international sporting and anti-doping organisations. Most stakeholders acknowledged the importance of providing education programmes for coaches; some already had provision in place and others were in the process of developing programmes. However, the current focus is on sportspeople and the degree to which sporting and anti-doping organisations are able to devise, implement and evaluate anti-doping education programmes for coaches is hindered by the contextual constraints they face. These include a lack of resources and limited interagency coordination, as well as challenges to overcome negative perceptions of 'anti-doping' efforts. Taken together, the findings indicate that policy expectations regarding anti-doping education for coaches are not being fully operationalised, and this situation is unlikely to change without: 1) greater direction and regulation of the system through which education is provided; 2) frequent and effective communication and cooperation between Code signatories; and, 3) increased fiscal and human capital investment at every level of the sporting hierarchy.Ultimately, until anti-doping education is shown to be a key priority for decision makers within sporting organisations (i.e., chief executives and board members), it is unlikely to become a central priority for coaches.

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“…Knowing what customers value, and why, According to Micheli and Kennerley (2005, 125) few attempts were made during the 1990s to provide public and non-profit organisations with performance measurement systems devoted explicitly for their needs. Micheli and Kennerley's (2005) criticize existing performance models, including a modified balance scorecard (Gooijer, 2000), a logic model tool (McLaughlin and Jordan, 1999), and a location/action matrix model (Boland and Fowler, 2000), as merely adaptations of private sector frameworks with "few concessions made to the unique characteristics of organizations in the public and nonprofit sectors" (Micheli and Kennerley, 2005, 128-129). However, Weinstein and Bukovinsky (2009) describe the successful development and implementation of the balances scorecard at the Boston Lyric Opera and conclude that the ability to demonstrate measurable results has greatly assisted the obtaining of grants and other funding sources.…”

Section: Output-outcome Frameworkmentioning

confidence: 99%

New performance measurement and management control systems

Watts

McNair-Connolly

2012

Journal of Applied Accounting Research

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Purpose -Focusing on how performance management systems support control, this article seeks to provide two "next-generation" performance scorecards -the Performance Wheel, suitable for most organizations and the Small Business Performance Pyramid, which acknowledges the unique requirements of small business. This development considers the historical development, increasing variety and often the poorly integrated status of performance measurement systems -one of business management's most important tools.Design/methodology/approach -The paper considers the issues of various performance measurement models -the Performance Pyramid, the Results and Determinants mode, the Balanced Scorecard -through the integration of perspectives, metrics and terminology. Further, it integrates the emphases of different approaches into a menu from which each enterprise can select the wisest option.Findings -The Performance Wheel and the Small Business Performance Pyramid suggest these seemingly different models of control can be reduced to one overarching model. It incorporates and addresses the identified weaknesses of previous models and provides a comprehensive model of performance management that can be adapted to meet the needs of any form of enterprise -small to large, service to not-for-profit to manufacturing.Research limitations/implications -The implication for business is the development of two equally important models that allow the optimal application of practice to align with organizational-specific decision making.Originality/value -These new models overcome the "top-down" or "bottom-up" shortcomings of popular systems, incorporate the insights of enterprise control and integrate the importance of mission, strategy, critical success factors and key performance indicators as they apply to organizations. Design/methodology/approach -The paper considered the issues of various performance measurement models-the Performance Pyramid, the Results and Determinants mode, the Balanced Scorecard-through the integration of perspectives, metrics and terminology. Further, it integrates the emphases of different approaches into a menu from which each enterprise can select the wisest option.Findings -The Performance Wheel and the Small Business Performance Pyramid suggest these seemingly different models of control can be reduced to one overarching model. It incorporates and addresses the identified weaknesses of previous models and provides a comprehensive model of performance management that can be adapted to meet the needs of any form of enterprise-small to large, service to not-for-profit to manufacturing.Research limitations/implications -The implication for business is the development of two equally important models that allow the optimal application of practice to align with organizational-specific decision making.3 Originality/value -These new models overcome the "top-down" or "bottom-up"shortcomings of popular systems, incorporate the insights of enterprise control and integrate the importance of mission, strategy, ...

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Logic models: a tool for telling your programs performance story

Cited by 531 publications

References 4 publications

Avaliação da adequação da assistência pré-natal na rede SUS do Município do Rio de Janeiro, Brasil

Avaliação da adequação da assistência pré-natal na rede SUS do Município do Rio de Janeiro, Brasil

Anti-doping education for coaches: Qualitative insights from national and international sporting and anti-doping organisations

New performance measurement and management control systems

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