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1. Logic model of the National SOC Expansion Evaluation
Needs
|
Inputs
|
Activities
|
Proximal
outcomes
|
Distal
outcomes
|
SOC
success limited to local communities
Need
for detailed information on how to plan and implement expansion
of SOCs across multiple sectors (i.e., necessary services,
supports, system processes, infrastructure)
Insufficient
coverage of SOCs across larger geographic areas
Lack
of culturally relevant services impedes access to hard-to-reach
populations
Some
retraction of SOC components after CMHI funding ends
Lack
of understanding of barriers to expansion
Difficulty
sustaining mature systems
Innovations
in some areas (e.g., integrated financing) of lagged behind
others (e.g., individualizing care)
Lack
of data to inform successful SOC expansion
Insufficient
blending of health and mental health reform efforts
|
TRAC
system for collecting performance indicators
Previous
experiences with, and findings from, local and national
evaluation of CMHI community grants
|
Jurisdiction
level
|
Expand
role of family and youth organizations in governance
Increase
multi-sector participation in governance
C
hange
financial arrangements
Expand
service array
Expand
geographic area
Improve
understanding of needs and preferences of hard-to-reach
populations
Improve
contractual arrangements
Develop
diverse and skilled workforce
Monitor
and improve system performance
S
ocial marketing to promote SOCs and
increase public
awareness
|
System
more responsive to child and family needs and preferences
M
echanisms
in place to facilitate multi-sector collaboration at system level
Increase
pool of financial resources
Sufficient
trained professional personnel
Continual
data-driven system improvement
G
reater public awareness of children’s mental health
|
Expansion
of SOCs across jurisdiction
Greater
geographic area covered
Sustainable
systems that embody SOC principles and values
Reduced
public stigma
G
reater public support of SOCs
|
Local-system
level
|
Expand
family and youth involvement in program management and service
delivery
Improve
outreach to hard-to-reach and vulnerable populations
I
ncrease
interagency collaboration in program planning and implementation
Maximize
financing options
Expand
SOC to cover more children and families
Reduce
barriers to access
Expand
local service array including diverse
Provide
full array of services
Support
SOC direct service delivery
Expand
EBT options
Monitor
EBT fidelity and program performance
B
uild and support diverse workforce (e.g., training)
|
Programs
and services more responsive to child and family needs and
preferences
M
ore
children and families seek services
Structures
and procedures facilitate coordination across agencies and
organizations
Increased
resources for service delivery
Reduce
costs across service sectors
Continual
quality improvement
Delivery
of quality care
Faithful
implementation of EBTs
R
educed staff turnover
Continual
program improvement
|
Enduring
structures to support SOC at local level
Expansion
of programs that embody SOC principles
Increase
in number of clients served
More
stable work force
Better
continuity of care
E
nduring good quality practice
|
Child
and family level
|
Strength-based
assessment
P
rovide
individualized care
Promote
full family and child participation
Provide
culturally relevant care
Deliver
quality EBTs
Provide
family services
Coordinate
direct care across agencies
|
C
hildren
receive appropriate and effective care
Family
needs met
Child
and family engage fully in service process
Improved
treatment completion
Greater
satisfaction with services
|
Reduction
of child symptom severity
Improvement
in child social functioning
Reduction
of caregiver strain
Improvement
in family interactions
|
File Type | application/vnd.openxmlformats-officedocument.wordprocessingml.document |
Author | Wendy Kissin |
File Modified | 0000-00-00 |
File Created | 2021-01-25 |