Designing and Managing Programs: An Effectiveness-Based Approach, 3rd Edition (SAGE Sourcebooks for the Human Services) by Dr. Peter M. Kettner Robert M. Moroney Dr. Lawrence L. Martin

Author:Dr. Peter M. Kettner, Robert M. Moroney, Dr. Lawrence L. Martin
Language: eng
Format: epub
Tags: Sage Publications, 2007
ISBN: 141295195X

08-Kettner-45385.qxd 10/18/2007 12:57 PM Page 141

Chapter 8

Designing Effective

Programs

CHAPTER OVERVIEW

The purpose of this chapter is to explain:

• The rationale for breaking programs down into elements

• The need for a precise definition for each element

• The systems model and the ways in which it provides a framework for program design

• How the program hypothesis and program objectives fit together with the elements of program design

The following topics are covered in this chapter:

• The significance of program design

• Designing the elements of a system

• Defining the elements of a program

Inputs

Throughputs

Outputs

Outcomes

• The relationship between objectives and system components

• Specifying the program hypothesis

141

08-Kettner-45385.qxd 10/18/2007 12:57 PM Page 142

142

PLANNING, DESIGNING, AND TRACKING THE INTERVENTION

The Significance of Program Design

Like the earlier phases of effectiveness-based program planning discussed in the previous chapters, program design is an activity that requires careful analysis and attention to detail. As used here program design refers to identifying and defining the elements that go into the delivery of a service. In some ways the concept of program design is similar to protocols as used in research and treatment practice. Protocols are formal sets of procedures to be followed during the conduct of research or treatment.

For many years, the whole notion of program design was all but over-looked or taken for granted in planning programs. For the vast majority of social service programs, program design involved simply hiring caseworkers, assigning clients, and instructing the workers to provide casework services. Although this approach is simple in its design and allows maximum flexibility for practitioners, it fails to deal with critical questions of relevance of services provided, accountability, and measurement of effectiveness, and fails to take advantage of research knowledge and best practices.

Let us explore these issues by contrasting two programs for elderly, isolated seniors. Program A has five caseworkers, each of whom carries 30 cases. Caseworkers decide how often to meet with clients. When they meet, they attempt to determine needs and to find resources in the community to meet those needs. After each session, caseworkers write narrative recordings of case activity in the case record.

Program B is structured differently. Program B has an intake and screening worker, two case managers, a meal coordinator, a transportation coordinator, and a socialization and recreation specialist. Program B staff identify at-risk seniors in the community, transport them to the senior center, screen and assess to determine unmet needs using scaled instruments, and build a case plan designed to meet unmet needs to the greatest extent possible, including (at a minimum) a daily noon meal and transportation to and from the center.

When a client completes Program A, a caseworker writes a narrative explanation of why the client is no longer in the program and describes the client’s progress and status as of the point of termination. On completion of Program B, a case manager administers a posttest on nutrition, social isolation, and general mobility and secures agreement from the client to participate in a 6-month follow-up evaluation. In Program B’s case records, case managers record test scores, itemize barriers, and code the

08-Kettner-45385.

Download

Copyright Disclaimer:
This site does not store any files on its server. We only index and link to content provided by other sites. Please contact the content providers to delete copyright contents if any and email us, we'll remove relevant links or contents immediately.