Developing a Framework or Model of Change:
Outline with Links to Tools for Developing a Framework or Model of Change
- Describe the intended uses of your framework or model of change:
Chapter 2, Section 1: Developing a Logic Model or Theory of Change- To convey the purpose and direction of your initiative or effort (i.e., the outcomes sought and how you will get there)
- To show how multiple factors interact to influence the problem or goal
- To identify actions and interventions more likely to lead to the desired result
How will your organization or effort use its framework or model of change?
- Outline your initiative or program's vision and mission:
Chapter 8, Section 2: Proclaiming Your Dream: Developing Vision and Mission Statements- Vision - summarize your statement of your initiative's dream for the future. It should be:
- Easy to communicate
- Uplifting/inspiring to those involved in the effort
- A reflection of the perspectives of the community it represents
What's your group's vision for the effort?
- Mission - provide your group's mission statement. It should communicate:
- What the group is going to do (e.g., "...by connecting and supporting children and caring adults.")
- What is going to do it (e.g., "Promote caring relationships...")
What's your group's vision for the effort?
- Vision - summarize your statement of your initiative's dream for the future. It should be:
- State the objectives of your initiative or effort:
Chapter 8, Section 3: Creating Objectives
- Summarize all of the specific measurable results of your initiative or program that you anticipate. These should include behavioral changes and related community-level outcomes.:
Chapter 38, Section 9: Gathering and Using Community-Level Indicators
Chapter 38, Section 10: Community-Level Indicators: Some Examples - State your assumptions and hypotheses regarding the personal and environmental factors contributing to the problem or goal. Discover these using multiple strategies:
- Forward logic (But why?) - ask why you this problem exists. What brought it about? What maintains it?
Chapter 17, Section 4: Analyzing Root Problems of Problems: The "But Why?" Technique - Reverse logic (But how?) - ask how this problem might be solved or goal accomplished?
- Identify what personal factors (e.g., knowledge, belief, skills) contribute to the problem or goal
Chapter 17, Section 3: Defining and Analyzing the Problem - Identify the environmental factors (e.g., supports and services; access, barriers, and opportunities; consequences of efforts; policies and broader conditions) that contribute to the problem or goal.
Chapter 17, Section 3: Defining and Analyzing the Problem
- Forward logic (But why?) - ask why you this problem exists. What brought it about? What maintains it?
- Summarize all of the specific measurable results of your initiative or program that you anticipate. These should include behavioral changes and related community-level outcomes.:
- Describe the appropriate scope or level of your framework or model of change:
- The overall initiative - may include all strategies and relationships used to affect change and bring about improvement for the overall problem or goal (e.g., reduce violence; promote caring relationships)
- A particular initiative or program - may include only the components and elements of a specific aspect of the overall effort (e.g., education programs; policy change)
- A specific work plan for an action or model for cooperation among stakeholders or participating agencies
Chapter 8, Section 7: Identifying Action Steps in Bringing About Community and System Change
Which level will your model of change describe?
- Identify ALL components to include in the logic model or model of change. Include:
Chapter 17, Section 6: Generating and Choosing Solutions
Chapter 19, Section 2: Understanding Risk and Protective Factors: Their Use in Selecting Potential Targets and Promising Strategies for Interventions- Purpose or mission - What the group is going to do and why?
Chapter 8, Section 2: Proclaiming Your Dream: Developing Vision and MIssion Statements - Context and conditions under which the problem or goal exists and which may affect the outcome (e.g., history of the effort, broad cultural and environmental factors, political situation, economic conditions).
Chapter 3, Section 2: Understanding and Describing the Community
Chapter 17, Section 3: Defining and Analyzing the Problem - Inputs: Resources and barriers - include both resources and supports available and constraints or barriers to meeting the initiative's objectives
Chapter 3, Section 8: Identifying Community Assets and Resources - Activities or interventions - what the initiative or program does to bring about change and improvement (e.g., enhancing support, modifying access)
Chapter 8, Section 7: Identifying Action Steps in Bringing About Community and System Change - Outputs - direct results or products of the group's activities
(e.g., number of people trained or activities conducted)
Chapter 38, Section 9: Gathering and Using Community-Level Indicators
Chapter 38, Section 10: Community-Level Indicators: Some Examples - Effects - more broadly measured outcomes or results (may include immediate, intermediate, and longer-term effects)
- Purpose or mission - What the group is going to do and why?
- Using the components, draft a picture of the framework or model of change. Include:
Chapter 2, Section 1: Developing a Logic Model or Theory of Change- An expected time sequence (what occurs before what) to arrange the components and elements of the framework or model.
- Arrows or other methods to communicate directions of influence and sequences of events. Some arrows may point in both directions to show and interaction or mutual influence.
- Check for the completeness of your logic model.
Chapter 2, Section 1: Developing a Logic Model or Theory of Change- Select a case situation (real or hypothetical) in which you can obtain feedback about your logic model
- Check for the usefulness of the elements of the model (e.g., Was it understandable?)
- Check for the completeness of the model (e.g., What was missing?)
- Revise and add to make it more complete.
After testing the usefulness of the model with a case situation, what revisions did you make?
- Once all current components and elements are identified and incorporated into the framework or logic model, put it to use. Uses may include:
- Orienting those doing and supporting the work - use to explain how the elements of the initiative or program work together, where contributors fit in, and what they need to be able to make it work.
Chapter 10, Section 6: Providing Staff Orientation Programs
Chapter 11, Section 3: Providing Volunteer Orientation Programs
Chapter 15, Section 3: Providing Support for Staff and Volunteers - Planning - use to clarify your initiative or program's strategies, identify targets and outcomes, prepare a grant proposal, identify necessary partnerships, and estimate timelines and needed resources for the effort.
- Implementation - use to determine what elements you have and don't have in your initiative or program, develop a management plan, and make mid-course adjustments.
- Communication and advocacy - use to justify to others why the initiative/program will work and to explain how investments will be used
- Implementation - use to determine what elements you have and don't have in your initiative
- Communication and advocacy - use to justify to others why the effort will work and to explain how investments will be used.
- Evaluation - use to document accomplishments, identify differences between the ideal program and the currently operating one, determine which indicators will be used to measure success and frame questions about attribution (of cause and effect) and contribution of the program/initiative to the mission.
How might you put your model of change to work within your organization or community now? In the future?
- Orienting those doing and supporting the work - use to explain how the elements of the initiative or program work together, where contributors fit in, and what they need to be able to make it work.
- Revise the model (as needed) to adapt the elements and incorporate newly emerging ones. Using the model and seeing the interconnectedness of its components will allow you to:
- Link the path of activities to intended effects or outcomes
- Plan expansion of activities to reach your goals
- Understand the boundaries of your program or initiative
- Adjust course to allow for unanticipated changes
- Develop a new framework for an extended effort or new initiative
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Copyright © 2007 by the University of Kansas for all materials provided via the World Wide Web in the ctb.ku.edu domain.
Work Group for Community Health and Development
at the University of Kansas.Copyright © 2007 by the University of Kansas for all materials provided via the World Wide Web in the ctb.ku.edu domain.