Informal Conflict Management System Evaluation

APPENDIX B: Program Logic Model

Program Logic Model

The program logic model outlines the activities, outputs and intended outcomes of the ICMS.  The results were expected to be achieved over a five-year period, from 2007-2008 to 2012-2013.

ICMS Logic Model

ICMS Logic Model

[Description]

The activities, outputs and intended outcomes are further described below.

1. Activities

The activities of the ICMS are organized according to the key ‘supporting pillars’ of Culture, Commitment and Services.

Culture

Commitment

Services

2. Outputs

Outputs typically include direct products or services stemming from the activities of an organization, policy, program or initiative, and usually within the control of the organization itself. In the case of ICMS, outputs for culture include training materials, presentation decks and communications materials, as well as those posted on the ICMS Website.  With respect to commitment, the key outputs are completed meetings with labour representatives, as well as with internal partners such as Human Resources.  Each meeting focuses on agendas dedicated to internal collaboration among partners, as well as the development of plans, process documents and commitment charts that define key responsibilities/accountabilities.

3. Immediate Outcomes

Immediate outcomes are usually directly attributable to a policy, program or initiative's outputs. In terms of time frame and level, these are short-term outcomes and are often at the level of an increase in awareness of a target population.  Each pillar contributes to promoting knowledge of ICMS services. Within the direct influence of ICMS is the imparting of information to recipients and partners that enables them to be fully aware of the range of ICMS services, as well as their potential benefits.  Recipients, therefore, become more aware of the techniques and alternative ways of managing conflict which they can use in the workplace when conflict naturally occurs from time to time.  Knowledge of ICMS also permits recipients to better understand how to obtain and use ICMS services to further support their efforts at conflict management.  Finally, better knowledge gives partners an opportunity to know their potential role and responsibilities in supporting the sustainability of the ICMS program.

4. Intermediate Outcomes

Intermediate outcomes are typically expected to logically occur once one or more immediate outcomes have been achieved. In terms of time frame and level, these are medium-term outcomes and are often at the change of behaviour level among a target population. From the immediate outcome (knowledge), two key impacts are achieved.  Armed with knowledge and support from ICMS, department managers and employees (potential recipients of ICMS services) will, firstly, be better able to apply techniques and alternative methods to successfully manage conflict as it arises.  Secondly, ICMS will have encouraged and supported employees in freely obtaining ICMS services when needed based on a sound understanding of how these services can be of benefit.

5. Ultimate Outcomes

The ultimate outcomes are the highest-level outcome that can be reasonably attributed to a policy, program or initiative in causal manner, and is the consequence of one or more intermediate outcomes having been achieved.  These outcomes usually represent the raison d'être of a policy, program or initiative. They are long-term outcomes that represent a change of state of a target population. From the intermediate outcomes, a culture of workplace collaboration will be developed where conflict can be respected and more easily resolved. Employees and managers will have an improved ability to resolve conflict on their own through the knowledge and techniques they have incorporated into day-to-day practice as conflict arises. However, they will have no hesitancy to access ICMS Services when they determine from a sound understanding of ICMS services that these services are needed for their particular conflict management circumstance.

6. Strategic Outcome

Ultimate outcomes of individual programs, policies or initiatives contribute to the higher-level departmental strategic outcomes. The strategic outcome under the Program Activity Architecture (PAA) is: Managing the Department and providing common services.  Other source documents elaborate on the outcomes desired by the Department with respect to ICMS. The People Component of the MAF identifies the following indicator of performance: ICMS is in place; the organization consulted unions, and staff were informed.

The HRM Plan for Justice Canada provides the most in depth elaboration of a desired departmental outcome for ICMS comparable to the Ultimate Outcome in the logic model as follows: All key players in the management of informal and formal conflict have the appropriate knowledge and tools to resolve conflict in its earliest stage and at the lowest level possible.