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-HRD 473/573 Application Assignment- LOGIC MODEL ASSIGNMENT (150 POINTS) Students: Please access and carefully review the “Kellogg Logic Model Guide” via the articles tab in the course menu. CAREFULLY READ the Table of Contents, Introduction, all prefaced material, and all of chapter 1. Select one of the three Logic Models mentioned in Chapter 1 and create an illustrated model (a figure) for an HRD-focused program worthy of evaluation. You may use the contents of a program you have attended if you wish. Or, you may create your own program and illustrate it with a model (a figure). For example, a training program for orientation, coaching, mentoring, leadership, sexual harassment, diversity, safety or any other program that you believe adds value to human resource development in a workplace environment, not an educational setting such as a primary, elementary, or post-secondary institution (college). NOTE: Students must fully understand the definition of evaluation and what evaluation is and is not. I encourage you to review chapter one of Russ-Eft and Preskill (2009) to refresh your memory. In addition to the above-mentioned, fully address the following assignment criteria: 1. Illustrate your model and position it with an appropriate title and table on page two of your paper. 2. Populate the elements with appropriate items (see page 3 of the Kellogg’s Logic Model guide). 3. On page three, add text material explaining the major elements (i.e., inputs/resources, activities, outputs, outcomes, & impact) you selected for your model and offer some rationale as to why the elements (or constructs) and items within the major elements are important to the model. Refer to each element of the model as you offer explanations and rationale. This is not a 30-minute assignment. Expect to spend 2-3 hours on this 150-point assignment valued at 15% of your semester grade. The overarching goal of this assignment is to broaden your perspective on what variables should be identified and considered when evaluating an HRD-focused program. Numerous variables influence a program’s outcome. NOTE: Previous students’ papers for this assignment have ranged from 4-6 pages (single-spaced) with a cover page and References page. In fact, for this assignment I prefer that you use single space. Finally, PROOF your paper to ensure that you have followed all instructions AND addressed the above-mentioned criteria as would be expected in the workplace assignment and that your sentences are cohesive (connected to your topic) and fully demonstrate the application of textbook material in your evaluation model
W.K. Kellogg FoundationLogic Model Development Guide
Using Logic Models to Bring Together Planning, Evaluation, and ActionLogic Model Development GuideTo help people help themselves through the practicalapplication of knowledge and resources to improvetheir quality of life and that of future generations.Updated January 2004W.K. Kellogg FoundationOne East Michigan Avenue EastBattle Creek, Michigan 49017-4058www.wkkf.orgTo receive additional copies of the Logic Model Development Guide,please call 1/800/819-9997 and request item #1209.W.K. KELLOGGFOUNDATION
Introduction…………………………………………………………………………………………….IIIChapter 1Introduction to Logic Models …………………………………………………………………………….1The What and Why of the Logic Model ………………………………………………………………1Logic Model Definition ………………………………………………………………………………..1Logic Model Purpose ……………………………………………………………………………………3Trip Planning Logic Model Example………………………………………………………………..3Why Use a Logic Model?……………………………………………………………………………………5Program Success …………………………………………………………………………………………….5Program Investments ……………………………………………………………………………………..6Simple Logic Model Basics ………………………………………………………………………………..7Logic Model Development………………………………………………………………………………7Reading a Logic Model ………………………………………………………………………………….7Other Logic Model Examples …………………………………………………………………………….8Theory Model …………………………………………………………………………………………….10Outcomes Model …………………………………………………………………………………………11Activities Model …………………………………………………………………………………………..12Chapter 2Developing a Basic Logic Model for Your Program ………………………………………………15Demonstrating Progress Toward Change …………………………………………………………….16Exercise 1 – Describing Results …………………………………………………………………………16Exercise 1 Checklist…………………………………………………………………………………………20Exercise 2 – Describing Actions…………………………………………………………………………21Exercise 2 Checklist…………………………………………………………………………………………23Program Implementation Template – Exercise 1 & 2 …………………………………………..25Chapter 3Developing a Theory-of-Change Logic Model for Your Program…………………………….27Exercise 3 – Constructing a Program Theory ……………………………………………………….28Program Planning …………………………………………………………………………………………28Exercise 3 Checklist……………………………………………………………………………………….33Program Planning Template – Exercise 3…………………………………………………………..34Page I Logic Model Development GuideContentsChapter 4Using Your Logic Model to Plan for Evaluation ………………………………………………….35Exercise 4 – Posing Evaluation Questions …………………………………………………………..35Formative/Summative Evaluation Questions ……………………………………………………35Evaluation Vantage Points Context, Implementation, Outcomes …………………………36Focus Areas, Audiences, Questions, Information Use …………………………………………38Audiences and Evaluation………………………………………………………………………………42Exercise 4 Checklist ……………………………………………………………………………………..43Evaluation Planning Template – Exercise 4 …………………………………………………………44Exercise 5 – Establishing Indicators……………………………………………………………………45Indicators of Success……………………………………………………………………………………..45Exercise 5 Checklist ……………………………………………………………………………………..47Indicators Development Template – Exercise 5 ………………………………………………..48Resource Appendix …………………………………………………………………………….49Forms Appendix ……………………………………………………………………………………53Page II Logic Model Development GuideIntroductionIf you don’t know where you’re going, how are you gonna’ know when you get there?–Yogi BerraIn line with its core mission – To help people help themselves through the practical application of knowledgeand resources to improve their quality of life and that of future generations – the W.K. Kellogg Foundation hasmade program evaluation a priority.As our staff and grantees work on a spectrum of social improvement programs, the need for shaping and contributing to the body of knowledge regarding evaluationbecomes increasingly clear. Our first guide, the W.K. Kellogg Foundation Evaluation Handbook, was published in 1998, and has been made available to nearly 7,500 people.The Evaluation Handbook is a practical, step-by-step manual for conducting evaluations.With the Handbook, we introduced the conceptof the program logic model and the ways in which applying this concept has added value to ourown work.The program logic model is defined as a picture of how your organization does its work – the theory andassumptions underlying the program.A program logic model links outcomes (both short- and long-term)with program activities/processes and the theoretical assumptions/principles of the program.The W.K. Kellogg Foundation Logic Model Development Guide,a companion publication to the EvaluationHandbook, focuses on the development and use of the program logic model.We have found the logicmodel and its processes facilitate thinking, planning, and communications about program objectives andactual accomplishments.Through this guide, we hope to provide an orientation to the underlying principles and language of the program logic model so it can be effectively used in program planning,implementation, and dissemination of results.The premise behind this guide – and our view of the role of evaluation in programming – is simple:Good evaluation reflects clear thinking and responsible program management. Over the years, ourexperience in using logic models in initiatives such as the Kellogg Youth Initiative Partnerships,Devolution, ENLACE (Engaging Latino Communities for Education), and the Native AmericanHigher Education Initiative, to name just a few, has provided ample evidence of the effectiveness ofthese methods.Learning and using tools like logic models can serve to increase the practitioner’s voice in the domainsof planning, design, implementation, analysis, and knowledge generation.The process of developing themodel is an opportunity to chart the course. It is a conscious process that creates an explicit understanding of the challenges ahead, the resources available, and the timetable in which to hit the target. Inaddition, it helps keep a balanced focus on the big picture as well as the component parts.In general, logic modeling can greatly enhance the participatory role and usefulness of evaluation as amanagement and learning tool. Developing and using logic models is an important step in buildingcommunity capacity and strengthening community voice.The ability to identify outcomes and anticipate ways to measure them provides all program participants with a clear map of the road ahead. Mapin hand, participants are more confident of their place in the scheme of things, and hence, more likelyto actively engage and less likely to stray from the course – and when they do, to do so consciouslyand intentionally. Because it is particularly amenable to visual depictions, program logic modeling canbe a strong tool in communicating with diverse audiences – those who have varying world views anddifferent levels of experience with program development and evaluation.Page III Logic Model Development GuideIntroductionThe Logic Model Development Guide contains four chapters and two comprehensive appendices.Chapter 1 presents a basic introduction to the logic model as an action-oriented tool for programplanning and evaluation. It also offers an array of sample logic models.Chapter 2 consists of exercises and examples focused on the development of a simple program logicmodel. Exercises include practical examples, checklists for reviewing content quality, and a templatefor developing a logic model.Chapter 3 gives instructions on how to expand a basic logic model to explore and explain the theoryof-change that describes the rationale for your program.A template and checklist are provided.Chapter 4 offers two exercises that afford the reader with an introduction to how the basic logicmodeling techniques introduced in the previous chapters can be applied to inform thinking aboutwhat should be included in an evaluation plan.Templates and checklists are also provided.The Resources Appendix provides logic model development resources – references and Web sites worthvisiting.The Forms Appendix includes blank templates to copy when developing your own logic models.AcknowledgementsThis work builds on the experience of many at the W.K. Kellogg Foundation who pioneered the application of logic modeling to their initiatives. For example, logic models were first used with the KelloggYouth Initiative Partnerships (KYIP). In this application, the models were instrumental in helping staffestablish program direction, implementation, an evaluation framework, and outcomes across three sites.In KYIP, logic modeling was used to facilitate and guide the development of the specific assumptionsand processes that ultimately led to the transition of the initiative from a WKKF-operated program to acommunity-owned program.WKKF program staff, including Tyrone Baines, Phyllis Meadows, GeraldSmith, Judy Watson Olson, Steve Peffers, Joyce Brown, and John Seita were instrumental in these efforts.Our work in developing the Logic Model Development Guide began at the request of Kellogg FoundationProgram Director Blas Santos who expressed a need for user-friendly tools and processes to support thework of grantees in Latin America and the Caribbean.The Logic Model Development Guide represents a collaborative effort.We particularly want to acknowledge the efforts of the Kellogg Foundation’s former director of evaluation, Ricardo Millett, and histeam of evaluation managers, including Astrid Hendricks-Smith and Mark Lelle, who have since leftthe organization.Their tireless work among staff and grantees continues to promote the use of logicmodels to plan, design, and manage initiatives. Dale Hopkins and Karin Ladley were instrumental inbringing the material to print.We also wish to acknowledge the work of the Kellogg Foundation VicePresidents of Programs Rick Foster, Gail McClure, Dan Moore, and Gloria Smith, along with SeniorVice President of Programs Anne Petersen, who have underscored the importance of evaluation,embraced the logic model approach, and adopted it as a valued program support tool.Special thanks are extended to Cynthia Phillips, a primary writer and consultant throughout thedevelopment of this guide, and Work Volk Consultants, LLP, for formatting and editorial assistance.Thanks, also, to Beverly Parsons of In Sites;Andrew Hahn and the students at the Florence HellerGraduate School for Advanced Studies in Social Welfare, Brandeis University; Marc Osten, SummitConsulting Collaborative; Sally Bond,The Program Evaluation Group; Joel Meister and Eva Moya,University of Arizona;Amy Coates-Madsen and staff at Maryland Association of NonprofitOrganizations; and Gail Randall, Greater Worchester Community Foundation.–The Program Staff of the W.K. Kellogg FoundationPage IV Logic Model Development GuideIntroduction to Logic ModelsChapter One defines logic models and explains their usefulness to program stakeholders. Youwill learn the relevance of this state-of-the-art tool to program planning, evaluation, andimprovement.Effective program evaluation does more than collect, analyze, and provide data. Itmakes it possible for you – program stakeholders – to gather and use information,to learn continually about and improve programs that you operate in or fund.The W.K. Kellogg Foundation believes evaluation – especially program logic modelapproaches – is a learning and management tool that can be used throughout a program’slife – no matter what your stake in the program. Using evaluation and the logic modelresults in effective programming and offers greater learning opportunities, better documentation of outcomes, and shared knowledge about what works and why. The logicmodel is a beneficial evaluation tool that facilitates effective program planning, implementation, and evaluation.The What and Why of the Logic ModelThe WHAT: Logic Model DefinitionBasically, a logic model is a systematic and visual way to present and share your understanding of the relationships among the resources you have to operate your program, theactivities you plan, and the changes or results you hope to achieve.Figure 1. The Basic Logic Model.The most basic logic model is a picture of how you believe your program will work. It useswords and/or pictures to describe the sequence of activities thought to bring about changeand how these activities are linked to the results the program is expected to achieve.Page 1 Logic Model Development GuideA program logic model is apicture of how your program works – the theoryand assumptions underlying the program. …Thismodel provides a road mapof your program, highlighting how it is expectedto work, what activitiesneed to come before others,and how desired outcomesare achieved (p. 35).W.K. KelloggFoundation EvaluationHandbook (1998)Chapter 1Resources/Inputs Activities Outputs Outcomes Impact1 2 3 4 5Your Planned Work Your Intended ResultsThe Basic Logic Model components shown in Figure 1 above are defined below. Thesecomponents illustrate the connection between your planned work and your intended results.They are depicted numerically by steps 1 through 5.YOUR PLANNED WORK describes what resources you think you need to implementyour program and what you intend to do.
Resources include the human, financial, organizational, and community resources aprogram has available to direct toward doing the work. Sometimes this componentis referred to as Inputs.
Program Activities are what the program does with the resources. Activities are theprocesses, tools, events, technology, and actions that are an intentional part of the programimplementation. These interventions are used to bring about the intended programchanges or results.YOUR INTENDED RESULTS include all of the program’s desired results (outputs, outcomes, and impact).
Outputs are the direct products of program activities and may include types, levels andtargets of services to be delivered by the program.
Outcomes are the specific changes in program participants’ behavior, knowledge, skills,status and level of functioning. Short-term outcomes should be attainable within 1 to 3years, while longer-term outcomes should be achievable within a 4 to 6 year timeframe.The logical progression from short-term to long-term outcomes should be reflected inimpact occurring within about 7 to 10 years.
Impact is the fundamental intended or unintended change occurring in organizations,communities or systems as a result of program activities within 7 to 10 years. In the current model of WKKF grantmaking and evaluation, impact often occurs after the conclusion of project funding.The term logic model is frequently used interchangeably with the term program theory inthe evaluation field. Logic models can alternatively be referred to as theory because theydescribe how a program works and to what end (definitions for each employed by leadingevaluation experts are included in the Resources Appendix).The What: How to “Read” a Logic ModelWhen “read” from left to right, logic models describe program basics over time fromplanning through results. Reading a logic model means following the chain of reasoningor “If…then…” statements which connect the program’s parts. The figure below showshow the basic logic model is read.Page 2 Logic Model Development GuideMost of the value in a logicmodel is in the process ofcreating, validating, andmodifying the model …The clarity of thinkingthat occurs from buildingthe model is critical to theoverall success of the program (p. 43).W.K. Kellogg FoundationHandbook (1998)Chapter 1Figure 2. How to Read a Logic Model.The WHY: Logic Model Purpose and Practical ApplicationThe purpose of a logic model is to provide stakeholders with a road map describing thesequence of related events connecting the need for the planned program with the program’s desired results. Mapping a proposed program helps you visualize and understandhow human and financial investments can contribute to achieving your intended programgoals and can lead to program improvements.A logic model brings program concepts and dreams to life. It lets stakeholders try an idea onfor size and apply theories to a model or picture of how the program would function. Thefollowing example shows how the logic model approach works. (If you are familiar with logicmodels, you may wish to skip ahead to the section entitled “Why Use A Logic Model?”)Page 3 Logic Model Development GuideSample Factorsinfluencing the trip:• Family members’ schooland work schedules• The holidays• Winter weather• Frequent Flier availabilitySample Activities:• Creating/checking familyschedules• Gathering holiday flightand FF information• Getting airporttransportation• Notifying Iowa relativesAn Example:We are proposing an inexpensive family trip from Charleston, South Carolina, to Des Moines, Iowa,to visit relatives during December school holidays. The seasonal trip we dream of taking fromCharleston to Des Moines is the “program.” Basic assumptions about our trip “program” are:• We want to visit relatives between 12/10/00 and 1/5/01 while the children are out of school.• We will fly from South Carolina to Iowa because it takes less time than driving and becausefrequent flier (FF) miles are available.• Using frequent flier miles will reduce travel costs.We have to determine the factors influencing our trip, including necessary resources, such as, thenumber of family members, scheduled vacation time, the number of frequent flier miles we have,round trip air reservations for each family member, and transportation to and from our home tothe airport. The activities necessary to make this happen are the creation of our own family holidayschedule, securing our Iowa relative’s schedule, garnering air line information and reservationsand planning for transportation to and from the airport.Resources/Inputs Activities Outputs Outcomes ImpactCertainresources areneeded tooperate yourprogramIf you haveaccess tothem, then youcan use themto accomplishyour plannedactivitiesIf youaccomplishyour plannedactivities, thenyou willhopefully deliverthe amount ofproduct and/orservice thatyou intendedIf youaccomplishyour plannedactivities to theextent youintended, thenyour participantswill benefit incertain waysIf thesebenefits toparticipants areachieved, thencertain changesin organizations,communities,or systemsmight beexpected tooccur1 2 3 4 5Your Planned Work Your Intended ResultsIn this example, the results of our activities – or outputs – are mostly information, such asfamily schedules, flight schedules, and cost information based on the time frame of the trip.This information helps identify outcomes or immediate goals. For instance, if we makereservations as soon as possible, we are able to find flights with available frequent flier slotsand probably have more options for flights that fit within the time frame. Knowing this,our outcomes improve – reservations made well in advance result in flight schedules andairline costs that suit our timeline and travel budget. Longer-term impact of our trip is notan issue here, but might be projected as continued good family relationships in 2010.Using a simple logic model as a trip-planning tool produced tangible benefits. It helpedus gather information to influence our decisions about resources and allowed us to meetour stated goals. Applying this process consistently throughout our trip planning positions us for success by laying out the best course of action and giving us benchmarks formeasuring progress – when we touch down in Charlotte and change planes forCincinnati, we know we’re on course for Des Moines.Typical logic models use table and flow chart formats like those presented here to catalogue program factors, activities, and results and to illustrate a program’s dimensions.Most use text and arrows or a graphic representation of program ideas. This is what ourtrip planning “program” could look like in logic model format.It was easy to organize travel plans in a flow chart, but we could also choose to organize anddisplay our thinking in other ways. A logic model does not have to be linear. It may appearas a simple image or concept map to describe more complex program concepts. Settling ona single image of a program is sometimes the most difficult step for program stakeholders.Page 4 Logic Model Development GuideYou can’t do “good” evaluation if you have a poorlyplanned program.Beverly Anderson Parsons(1999)Resources/Inputs Activities Outputs Outcomes ImpactHolidayflightschedulesFamilyschedulesFrequentflyerholidayoptionsHolidayweatherCreatefamilyscheduleGetholidayflight infoGetticketsArrangegroundtransportTicketsfor allfamilymembersFrequentflyer milesusedMoneysavedFamilymembersenjoyvacationContinuedgoodfamilyrelations1 2 3 4 5Your Planned WorkTrip PlanningYour Intended ResultsTrip Results•••••••••••••Chapter 1Why Use a Logic Model?As you can see from the travel plan example, logic models are useful tools in many ways.Because they are pictorial in nature, they require systematic thinking and planning tobetter describe programs. The visual representation of the master plan in a logic modelis flexible, points out areas of strength and/or weakness, and allows stakeholders to runthrough many possible scenarios to find the best. In a logic model, you can adjustapproaches and change courses as program plans are developed. Ongoing assessment,review, and corrections can produce better program design and a system to strategicallymonitor, manage, and report program outcomes throughout development andimplementation.Effective evaluation and program success rely on the fundamentals of clear stakeholderassumptions and expectations about how and why a program will solve a particular problem, generate new possibilities, and make the most of valuable assets. The logic modelapproach helps create shared understanding of and focus on program goals and methodology, relating activities to projected outcomes.Logic Models Better Position Programs For SuccessMany evaluation experts agree that use of the logic model is an effective way to ensureprogram success. Using a logic model throughout your program helps organize and systematize program planning, management, and evaluation functions.
In Program Design and Planning, a logic model serves as a planning tool to developprogram strategy and enhance your ability to clearly explain and illustrate program concepts and approach for key stakeholders, including funders.Logic models can help craft structure and organization for program design and build inself-evaluation based on shared understanding of what is to take place. During the planning phase, developing a logic model requires stakeholders to examine best practiceresearch and practitioner experience in light of the strategies and activities selected toachieve results.
In Program Implementation, a logic model forms the core for a focused managementplan that helps you identify and collect the data needed to monitor and improveprogramming.Using the logic model during program implementation and management requires you tofocus energies on achieving and documenting results. Logic models help you to considerand prioritize the program aspects most critical for tracking and reporting and makeadjustments as necessary.
For Program Evaluation and Strategic Reporting, a logic model presents programinformation and progress toward goals in ways that inform, advocate for a particular program approach, and teach program stakeholders.Page 5 Logic Model Development GuideIf program plannersdon’t have any hypothesesguiding them, theirpotential for learning fromthe initiative is low, andthe program is probablyin trouble (p. 1).Everything You Wanted toKnow About Logic Modelsbut Were Afraid to Ask,Connie Schmitz andBeverly Anderson Parsons(1999)The bane of evaluation is apoorly designed program.Ricardo Millett, Director,WKKF Evaluation UnitWe all know the importance of reporting results to funders and to community stakeholders alike. Communication is a key component of a program’s success and sustainability.Logic models can help strategic marketing efforts in three primary ways:• Describing programs in language clear and specific enough to be understood and evaluated.• Focusing attention and resources on priority program operations and key results for thepurposes of learning and program improvement.• Developing targeted communication and marketing strategies.The Table below describes the relationship between a successful program and the benefitsderived from the use of logic models.How Logic Models Better Position Programs Toward Success.Logic Models Strengthen the Case for Program InvestmentClear ideas about what you plan to do and why – as well as an organized approach tocapturing, documenting, and disseminating program results – enhance the case forinvestment in your program.Page 6 Logic Model Development GuideProgram ElementsPlanning and DesignProgramImplementation andManagementEvaluation,Communication, andMarketingCriteria for Program Success1Program goals and objectives,and important side effects arewell defined ahead of time.Program goals and objectives areboth plausible and possible.Relevant, credible, and useful performance data can be obtained.The intended users of the evaluation results have agreed on howthey will use the information.Benefits of Program Logic Models2Finds “gaps” in the theory or logic of aprogram and work to resolve them.Builds a shared understanding of whatthe program is all about and how theparts work together.Focuses attention of management on themost important connections betweenaction and results.Provides a way to involve and engagestakeholders in the design, processes,and use of evaluation.1 Wholey, J. S., Hatry, H. P., & Newcomer, K. E. (Eds.). (1994). Handbook of Practical Program Evaluation.San Francisco: Jossey-Bass Publishers.2 Barley, Z., Phillips, C., & Jenness, M. (1998). Decoding Program Logic Models. Workshop presented at theAnnual Meeting of the American Evaluation Association, Chicago, IL, November, 1998.There are many ways toconduct evaluations, andprofessional evaluators tendto agree that there is no“one best way” to do anyevaluation. Instead, goodevaluation requires carefully thinking through thequestions that need to beanswered, the type of program being evaluated, andthe ways in which theinformation generated willbe used. Good evaluation,in our view, should provideuseful information aboutprogram functioning thatcan contribute to programimprovement.W.K. Kellogg FoundationEvaluation UnitChapter 1Developing a Program Logic Model Requires a Simple Image and aStraightforward ApproachA picture IS worth a thousand words. The point of developing a logic model is to comeup with a relatively simple image that reflects how and why your program will work.Doing this as a group brings the power of consensus and group examination of values andbeliefs about change processes and program results.Logic Models Reflect Group Process and Shared UnderstandingFrequently, a professional evaluator is charged with developing a logic model for programpractitioners. But a logic model developed by all stakeholders – program staff, participants, and evaluators – produces a more useful tool and refines program concepts andplans in the process. We recommend that a logic model be developed collaboratively in aninclusive, collegial process that engages as many key stakeholders as possible. This guideprovides a step-by-step process to assist program planners.Like Programs, Logic Models Can Change Over TimeAs a program grows and develops, so does its logic model. A program logic model ismerely a snapshot of a program at one point in time; it is not the program with its actualflow of events and outcomes. A logic model is a work in progress, a working draft thatcan be refined as the program develops.Simple Logic Model BasicsCreating a logic model:What they look like and what needs to be includedLogic models come in as many sizes and shapes as the programs they represent. A simplemodel focuses on project-level results and explains five basic program components. Theelements outlined below are typical of the model promoted by United Way of America tosupport an outcomes-based approach to program planning and evaluation.Developing and Reading a Basic Logic ModelRead from left to right, logic models describe program basics over time, beginning withbest practice information or knowledge about “what works” from successful programpractitioners and other trusted authorities. Reading a logic model means following thechain of reasoning or “If…then…” statements which connect the program’s parts. The graybox in the left column defines the assumptions stated in “If…then…” terms.Page 7 Logic Model Development GuideLOGIC MODELIF…THENAssumptions:• Certain resources areneeded to operate yourprogram.• If you have access tothem, then you can usethem to accomplishyour planned activities.• If you accomplish yourplanned activities, then,you will, it is hoped,deliver the amount ofproduct and/or servicethat you intended.• If you accomplish yourplanned activities to theextent intended, thenyour participants willbenefit in specific ways.• If these benefits to participants are achieved,then certain changes inorganizations, communities, or systems mightoccur under specifiedconditions.Building a Logic Model by Basic Program ComponentsAs you conceptualize your program, begin by describing your basic assumptions and thenadd the following program components in the order that they should occur.
Factors are resources and/or barriers, which potentially enable or limit program effectiveness. Enabling protective factors or resources may include funding, existing organizations,potential collaborating partners, existing organizational or interpersonal networks, staffand volunteers, time, facilities, equipment, and supplies. Limiting risk factors or barriersmight include such things as attitudes, lack of resources, policies, laws, regulations, andgeography.
Activities are the processes, techniques, tools, events, technology, and actions of theplanned program. These may include products – promotional materials and educationalcurricula; services – education and training, counseling, or health screening; andinfrastructure – structure, relationships, and capacity used to bring about the desiredresults.
Outputs are the direct results of program activities. They are usually described in termsof the size and/or scope of the services and products delivered or produced by the program.They indicate if a program was delivered to the intended audiences at the intended“dose.” A program output, for example, might be the number of classes taught, meetingsheld, or materials produced and distributed; program participation rates and demography;or hours of each type of service provided.
Outcomes are specific changes in attitudes, behaviors, knowledge, skills, status, or level offunctioning expected to result from program activities and which are most oftenexpressed at an individual level.
Impacts are organizational, community, and/or system level changes expected to resultfrom program activities, which might include improved conditions, increased capacity,and/or changes in the policy arena.Thinking about a program in logic model terms prompts the clarity and specificityrequired for success, and often demanded by funders and your community. Using a simple logic model produces (1) an inventory of what you have and what you need to operate your program; (2) a strong case for how and why your program will produce yourdesired results; and (3) a method for program management and assessment.Other Logic Model ExamplesIn practice, most logic models are more complex and fall into one of three categories: thetheory approach model (conceptual), outcome approach model, or activities approachmodel (applied) – or a blend of several types. It is not unusual for a program to use allthree types of logic models for different purposes. No one model fits all needs, so you willPage 8 Logic Model Development GuideChapter 1need to decide exactly what you want to achieve with your logic model – and where youare in the life of your program – before deciding on which model to use.Types of Logic Models: Emphasis and StrengthsDescriptions of Three Approaches to Logic Models:Which Fits Your Program?
Theory Approach Models emphasize the theory of change that has influenced thedesign and plan for the program. These logic models provide rich explanation of thereasons for beginning to explore an idea for a given program. Sometimes they haveadditional parts that specify the problem or issue addressed by the program, describethe reasons for selecting certain types of solution strategies, connect proven strategiesto potential activities, and other assumptions the planners hold that influence effectiveness. These models illustrate how and why you think your program will work. Theyare built from the “big picture” kinds of thoughts and ideas that went into conceptualizing your program. They are coming to be most often used to make the case ingrant proposals. Models describing the beginnings of a program in detail are mostuseful during program planning and design.Page 9 Logic Model Development GuideTypes of Logic Models:Emphasis and StrengthsA program is a theory andan evaluation is its test. Inorder to organize the evaluation to provide a responsible test, the evaluatorneeds to understand thetheoretical premises onwhich the program is based(p. 55).Carol Weiss (1998)Intended Results BeginningsShould contributeto the results youexpect based onthis theory ofchangeIf your assumptionsabout the factorsthat influence yourissues hold true…Planned WorkThen, the activities youplan to do which buildon these assumptions…Evaluation,Communication,MarketingImplementationPlanning &DesignGrant ProposalReports& OtherMediaManagementPlantheory typeoutcomes typeactivities typeProgramLogicModelwhat we havedone so farhow we will dowhat we say we will dowhat wehopeto do
Outcomes Approach Models focus on the early aspects of program planning andattempt to connect the resources and/or activities with the desired results in a workableprogram. These models often subdivide outcomes and impact over time to describeshort-term (1 to 3 years), long-term (4 to 6 years), and impact (7 to 10 years) that mayresult from a given set of activities. Although these models are developed with a theoryof change in mind, this aspect is not usually emphasized explicitly. Models that outlinethe approach and expectations behind a program’s intended results are most useful indesigning effective evaluation and reporting strategies.
Activities Approach Models pay the most attention to the specifics of the implementationprocess. A logic model of this type links the various planned activities together in amanner that maps the process of program implementation. These models describewhat a program intends to do and as such are most useful for the purposes of programmonitoring and management. This type provides the detailed steps you think you willneed to follow to implement your program. It shows what you will actually do in yourcommunity if your proposal is funded. Models that emphasize a program’s plannedwork are most often used to inform management planning activities.Working Through Theory ApproachLogic Models Emphasizes AssumptionsA theory approach logic model links theoretical ideas together to explain underlying program assumptions. The focus here is on the problem or issue and the reasons for proposing the solution suggested in your program’s approach. Remember, the theory logic modelis broad and about “big ideas,” not about specific program “nuts and bolts.”Noted evaluator and program theorist Carol Weiss (1998) explains that for program planning, monitoring, and evaluation, it is important to know not only what the programexpects to achieve but also how. We must understand the principles on which a programis based, a notion not included in evaluation until recently. Discussions about thewhethers, hows, and whys of program success require credible evidence and attention to thepaths by which outcomes and impacts are produced.The theory logic model is suitable for use by funders and grantees. A case example of itsuse is provided below.In this case, the model describes a WKKF cluster initiative’s (Comprehensive CommunityHealth Models of Michigan) programming strategy or its theory of change. Notice thatthis model places emphasis on “Your Beginnings” by including the assumptions identifiedby program planners as the principles behind the design of the initiative.Page 10 Logic Model Development GuideThe purpose of using program logic models inWKKF grantmaking is tohelp internal and externalstakeholders understandhow the Foundation’sinvestment will contributeto achieving the intendedgoals. This understandingshould help these variousstakeholders makeinformed decisions aboutprogram priorities, fundingpriorities, assistance tograntees, evaluation of programming impact, andmarketing, communication, and marketing strategies.W.K. KelloggFoundationEvaluation Handbook(1998)Chapter 1Working with Outcome Approach Models Highlights Activities andProgram ImplementationOutcome approach logic models display the interrelationships between specific programactivities and their outcomes. On the next page is an example drawn from the CalhounCounty Health Improvement Program, funded under the Comprehensive CommunityHealth Models of Michigan initiative.This linear, columnar model emphasizes the causal linkages thought to exist among program components. The arrows show which sets of activities program developers believedwould contribute to what outcomes. These statements serve as logical assertions about theperceived relationship among program operations and desired results and are the hallmarkof the logic model process.Notice that this model emphasizes “Your Intended Results” in the greatest relative detailand anticipates achievement outside the time allotted for the initiative.Page 11 Logic Model Development GuideThese models help build acommon understandingbetween managers andevaluators…. Such agreement is a prerequisite forevaluation work that islikely to be useful to management. [These models]display the key events(inputs, activities,outcomes) that could bemonitored and the assumedcausal linkages that couldbe tested in evaluationsof the program.Joseph S. Wholey,Harry P. Hatry, andK.E. Newcomer (1994)AssumptionsHealth is a community issue andcommunities will form partnershipsto resolve health care problems.Commnities can influence andshape public and market policy atthe local, state, and national levels.External agents, working inpartnership with communities, canserve as catalysts for change.Shifting revenues and incentives toprimary care and prevention willimprove health status.Information on health status andsystems is required for informeddecision making.Your Beginnings Your Planned Work Your Intended ResultsInputs Activities Outputs Outcomes ImpactActiveParticipationin the ReformProcessInclusiveCommunityDecisionMakingCommunity-wideCoverage andAccessComprehensive,IntegratedHealth CareDelivery SystemCommunity HealthAssessmentCommunity-basedHealth InformationSystemsImprovedHealth StatusIncreasedHealth CareSystemEfficiencyMore EffectiveDistribution ofCommunityHealth CareResourcesAdministrativeProcesses forHealth Data,Policy, andAdvocacyExternalTechnicalAssistanceConsumersProvidersPayersStaffExample of a Theory Logic model (Adapted from WKKF’s Comprehensive Community Health Models ofMichigan).Using the Activities Approach Models to Track OutcomesThe activities approach logic model also connects program resources and activities todesired results but does so in very great detail. Each outcome is usually dealt with separately by the activities and events that must take place to keep the program on track.The model emphasizing “Your Planned Work” can be used as a work plan or management tool for program components and in conjunction with other models.Notice how it points out what program activities need to be monitored and what kind ofmeasurements might indicate progress toward results. Below is one model describing theconnections between project tasks and outcome achievement for the community coveragestrand from the outcome approach example provided earlier.Page 12 Logic Model Development GuideNot only will a logic modelclarify each element of yourprogram, it will enable youto respond to the question:“To what do I want to beheld accountable?”.The Evaluation Forum(1999)Activities that encourageconsumers, providers, and payersto seek support, and achievecommon goals.Activities that increase consumerawareness and access to healthpromotion, disease prevention,and primary care services.Activities that increase linkagesamong medical, health, andhuman service systems.Activities that lead to thedevelopment of a communityaccess and coverage plan.Activities that lead to thedevelopment of a communityhealth information network.Activities that lead to thedevelopment of a communityhealth assessment andreporting program.Inputs Activities OutputsConsumers,providers, andpayers toparticipate ingovernanceprocesses.Sufficient staff withexpertise andleadership skills toimplement theprogram at thelocal level.Sufficient externaltechnicalassistance tosupport staff inprogramimplementationConsumers, providers, andpayers serving on the CCHIPGoverning Board seek, support,and achieve common goals.Increased community access andparticipation in health promotion,disease prevention, andprimary care services.Linkages are forged amongmedical, health, and humanservice systems.Third-party administered contractfor community-wide coverageis in place.Fiber-optic information networkis in place (CHIN).Community health assessment andreporting program is in place.CCHIP Governing Board isdeemed inclusive andaccountable by thecommunity stakeholders.Increased numbers of communitymembers utilize the healthpromotion, disease prevention,and primary care service providedImproved access/coverage for theinsured, under-, and non-insuredin the community.Improved Health StatusCommunity members utilize theCHIN for information collection,storage, analysis, and exchange.Information provided by theHealth Report Card is used tomake community health decisions.Outcomes ImpactYour Planned Work Your Intended ResultsChapter 1Example of an Outcome Approach model (example drawn from the Calhoun County Health ImprovementProgram, funded under the Comprehensive Community Health Models of Michigan initiative).Adapted from the Calhoun County Health Improvement Program, one site of WKKF’s ComprehensiveCommunity Health Models of Michigan initiativeThere Is No Best Logic ModelTry several on for size. Choose the model that fits your program best and provides theinformation you need in the format that is most helpful. Like anything else, it takes practice to use logic models as effective program tools. We learn through trial and error tofind what works best for what program. Don’t hesitate to experiment with program logicmodel design to determine what works best for your program. And don’t be concerned ifyour model doesn’t look like one of the case examples.The following show how the logic model forms gather information that can be usedthroughout your program’s life – from defining the theory on which your program reststo evaluating program impact.Page 13 Logic Model Development GuideInsurance market issues areidentified and documented.Insurance market issues areprioritized based on potentialfor successful reform.The Purchasing Alliance willidentify insurance market issuesand strategies to reform thoseidentified issues will bedeveloped and implemented. High priority issues areidentified and examined.Strategies to reform thehigh priority issues identifiedhave been developed.Change agents with sufficientcapacity and resources tosuccessfully execute insurancemarket reform are identified.Equitable access tocommunity-wide coverage.Change agents contracted toimplement insurance marketreform (minimum of 2).% decrease of peopleuninsured (201).% decrease of new Medicaideligible consumersachieving coverage beforein the hospital (203).% in Medicaid participatingproviders, using $1000threshold level (204).Deliverable–6Your Planned Work Your Intended ResultsMilestone Activities Outputs OutcomesActivities to increase beneficiaryenrollment and providerparticipation in Medicaid andother third party sponsoredinsurance andreimbursment plans (2P1)How to use a Logic Model Through the Life of Your Program:Page 14 Logic Model Development GuideCLARIFYING PROGRAM THEORY:
PROBLEM OR ISSUE STATEMENT: Describe the problem(s) your program is attemptingto solve or the issue(s) your program will address.
COMMUNITY NEEDS/ASSETS: Specify the needs and/or assets of your community thatled your organization to design a program that addresses the problem.
DESIRED RESULTS (OUTPUTS, OUTCOMES AND IMPACTS): Identify desired results, orvision of the future, by describing what you expect to achieve near- and long-term.
INFLUENTIAL FACTORS: List the factors you believe will influence change in your community.
STRATEGIES: List general successful strategies or “best practices” that have helpedcommunities like yours achieve the kinds of results your program promises.
ASSUMPTIONS: State the assumptions behind how and why the change strategies willwork in your community.
Program Planning
Program Implementation
Program EvaluationDEMONSTRATING YOUR PROGRAM’S PROGRESS:
OUTPUTS: For each program activity, identify what outputs (service delivery/implementationtargets) you aim to produce.
OUTCOMES: Identify the short-term and long-term outcomes you expect to achieve foreach activity.
IMPACT: Describe the impact you anticipate in your community in 7 to 10 years with eachactivity as a result of your program.
ACTIVITIES: Describe each of the activities you plan to conduct in your program.
RESOURCES: Describe the resources or influential factors available to support your programactivities.PROGRAM EVALUATION QUESTIONS AND INDICATORS:
FOCUS AREA: From your program theory logic model, list the components of the mostimportant aspects of your program.
AUDIENCE: Identify the key audiences for each focus area. Who has an interest in yourprogram?
QUESTIONS: For each focus area and audience, list the questions they may have aboutyour program.
INFORMATION USE: For each audience and question you have identified, identify the waysyou will use the evaluation information.
INDICATORS: Describe what information could be collected that would indicate the status ofyour program and its participants for each question.
TECHNICAL ASSISTANCE: Indicate the extent to which your organization has the evaluationand data management expertise to collect and analyze the data that relates to this indicator.Strategies AssumptionsProblem or Issue InfluentialFactorsDesired Results(outputs, outcomes,and impact)Community Needs/Assets123 45 6Focus Area Question Indicators Technical AssistanceNeeded “RESOURCESIn order to accomplishour set of activities wewill need the following:ACTIVITIESIn order to address ourproblem or asset we willaccomplish the followingactivities:OUTPUTS SHORTWe expect that onceaccomplished theseactivities will producethe following evidenceor service delivery:SHORT & LONG-TERMOUTCOMESWe expect that if accomplished these activitieswill lead to the followingchanges in 1-3 then 4-6years:IMPACTWe expect that if accomplished these activitieswill lead to the followingchanges in 7-10 years:EvaluationFocus AreaAudience Question UseChapter 1For more detail, see the ProgramPlanning Template on p. 57.For more detail, see the EvaluationPlanning Template on p. 59.For more detail, see the IndicatorsDevelopment Template on p. 61.For more detail, see the ProgramImplementation Template on p. 54.Developing a Basic Logic Model For Your ProgramDrawing a picture of how your program will achieve resultsWhether you are a grantseeker developing a proposal for start-up funds or agrantee with a program already in operation, developing a logic model canstrengthen your program. Logic models help identify the factors that willaffect your program and enable you to anticipate the data and resources you will need toachieve success. As you engage in the process of creating your program logic model, yourorganization will systematically address these important program planning and evaluationissues:• Cataloguing of the resources and actions you believe you will need to reach intendedresults.• Documentation of connections among your available resources, planned activities andthe results you expect to achieve.• Description of the results you are aiming for in terms of specific, measurable, action-oriented, realistic and timed outcomes.The exercises in this chapter gather the raw material you need to draw a basic logic modelthat illustrates how and why your program will work and what it will accomplish. Youcan benefit from creating a logic model at any point in the life of any program. The logicmodel development process helps people inside and outside your organization understandand improve the purpose and process of your work.Chapter 2 is organized into two sections – Program Implementation, and Program Results.The best recipe for program success is to complete both exercises. (Full-size masters of eachexercise and the checklists are provided in the Forms Appendix at the back of the guide foryou to photocopy and use with stakeholder groups as you design your program.)Exercise 1: Program Results. In a series of three steps, you describe the results you plan toachieve with your program.Exercise 2: Program Resources and Activities by taking you through three steps that connect the program’s resources to the actual activities you plan to do.The Mytown ExampleThroughout Exercises 1 and 2 we’ll follow an example program to see how the logicmodel steps can be applied. In our example, the folks in Mytown, USA, are striving tomeet the needs of growing numbers of uninsured residents who are turning to MemorialHospital’s Emergency Room for care. Because that care is expensive and not the best wayto offer care, the community is working to create a free clinic. Throughout the chapters,Mytown’s program information will be dropped into logic model templates for ProgramPlanning, Implementation, and Evaluation.Page 15 Logic Model Development GuideChapter 2Over the past few years, Ihave markedly changed myapproach to logic modeling.I have become convincedthat it makes a considerable difference if you do theoutcomes before planningthe activities.I definitely advocate doingthe outcomes first! I findthat people come up withmuch more effective activities when they do. Use themotto, “plan backward,implement forward.”Beverly Anderson Parsons,WKKF Cluster EvaluatorNovice logic modelers may want to have copies of the Basic Logic Model Template infront of them and follow along. Those readers with more experience and familiarity maywant to explore the text and then skip ahead to the completed Basic Logic Model for theMytown Example on page 34.Demonstrating Progress Toward ChangeThe Importance of Documenting ProgressAccording to many funders, grant applications frequently lack solid descriptions of howprograms will demonstrate their effectiveness. Some grantees think activities are ends untothemselves. They report the numbers of participants they reach or the numbers of training sessions held as though they were results.Conducting an activity is not the same as achieving results from the accomplishment of thatactivity. For example, being seen by a doctor is different from reducing the number of uninsured emergency room visits. Tracking data like meetings held or patients enrolled doesmonitor your program’s implementation and performance, but those data are outputs (activity data), not outcomes (which refer to the results you expect to achieve in future years).“Do the outcomes first” is sage advice. Most logic models lack specific short- and longterm outcomes that predict what will be achieved several years down the road. Specifyingprogram milestones as you design the program builds in ways to gather the data requiredand allows you to periodically assess the program’s progress toward the goals you identify.For that reason, Exercise 1 isn’t filled out from left to right. This exercise asks you to“do the outcomes first.” We will focus our attention first on what we have called “yourintended results.”As you implement your program, outcome measures enhance program success by assessing your progress from the beginning and all along the way. That makes it possible tonotice problems early on. The elements (Outputs, Outcomes, and Impact) that compriseyour intended results give you an outline of what is most important to monitor and gaugeto determine the effectiveness of your program. You can correct and revise based on yourinterpretation of the collected data.Exercise 1 – Describing ResultsDescribe the results you desire – Outputs, Outcomes and ImpactIf you were running the Mytown Free Clinic, how would you show that your desired outcome (a reduction in uninsured emergency care) didn’t result from a mass exodus of uninsured residents from Mytown, USA, or a sudden increase in number of employees offeredhealth insurance coverage by local businesses?Page 16 Logic Model Development GuideChapter 2How will you demonstrate that your program contributed to the change you intend? Awell-crafted logic model can assert it is reasonable to claim that your program made a substantive contribution to your intended change. When programs operate in real communities where influences and forces are beyond your control, evaluation is generally moreabout documenting a program’s contribution than about proving something. Communitybased initiatives operate in complex environments where the scientific certainty of “proof”is seldom attainable. This is where logic models can be especially helpful.INSTRUCTIONS: Exercise 1 will use the Basic Logic Model Development Template. Inparticular, you will use the information presented in the gray text boxes that follow aboutthe Mytown example program to determine what results are intended for this program.Example information about outcomes, impacts, and outputs are provided. You will fill inthe blank Basic Logic Model Development Template to illustrate first the outcomes andimpacts sought and then the outputs. You can then look at the completed template onpage 25 to see compare your interpretation with that produced by the Mytown folks.Exercise 1 uses the Basic Logic Model Development TemplateOutcomes and Impacts should be SMART:• Specific• Measurable• Action-oriented• Realistic• TimedPage 17 Logic Model Development GuideResourcesIn order to accomplish our set ofactivities we willneed the following:ActivitiesIn order to addressour problem orasset we will conduct the followingactivities:OutputsWe expect that oncecompleted or underway these activitieswill produce the following evidence ofservice delivery:Short- & LongTerm OutcomesWe expect that ifcompleted or ongoing these activitieswill lead to the following changes in1–3 then 4–6 years:ImpactWe expect that ifcompleted theseactivities will leadto the followingchanges in7–10 years:Some logic models number the lists within a column to aid discussion. Some tabular logicmodels use rows to order and show the relationships among components. Some logicmodels, like the outcome and activity examples provided in Chapter One, use a box andarrow format to illustrate the “causal linkages” demonstrating how your resources, activities, outputs, outcomes, and impact connect to form chains. These depictions add to theclarity of your logic model/evaluation plan. However, for the most basic of logic models,the inventory approach we illustrate is sufficient to capture your thinking about how aprogram will work. The other techniques will improve its utility, but the most importanttask is to first get the component parts categorized and described. Once you have completed the inventory table for this and Exercise 2 feel free to experiment with identifyingthe relationships among the items across columns.Short-term outcomes are results you expect to achieve one to three years after a programactivity is under way.Short-term outcomes are specific changes in things like attitudes, behaviors, knowledge,skills, status, or level of functioning expected to result from program activities. These usually are expressed at an individual level among program participants.Long-term outcomes are results you expect to achieve in four to six years.Long-term outcomes are also specific changes in things like attitudes, behaviors, knowledge, skills, status, or level of functioning expected to result from program activities.These usually build on the progress expected by the short-term outcomes.Page 18 Logic Model Development GuideEXAMPLES: Signed Memorandum of Agreement from the local technical college donatingclinic space, change in participants’ attitudes about the need for a medical home, increase innumbers of scheduled annual physicals, increased patient follow-up visits, change in staff’sawareness of patient scheduling challenges, increased appropriate referrals from ER’s.Insert Mytown’s short-term outcomes in the Short- and Long-Term Outcomes Column of theBasic Logic Model Development Template.EXAMPLES: The clinic serves as a medical home for 500 uninsured patients. The clinic hassustained funding sources: patient co-payments ($10/visit) provide 20% of the Clinic’s operating costs, United Way provides 20%, Memorial Hospital donates 20%, the Medical Societycontributes 20% and an endowment established at the Community Foundation provides thefinal 20%. An annual golf tournament organized by the Kiwanis Club funds special clinic projects. There has been a 25% reduction in uninsured emergency care since Mytown Free Clinicopened five years ago. In the Clinic’s fifth year there is a 15% reduction in uninsured ER visits. Seventy-five volunteer administrators and 300 volunteer medical professionals regularlyserve at the clinic each year. Five companies donate all necessary medical supplies. Grantfunds purchase the computers and software needed to create electronic patient records. Forfive years patient satisfaction ratings have been 90%.Insert Mytown’s long-term outcomes in the Short- and Long-Term Outcomes column of theBasic Logic Model Development Template.Chapter 2Impact refers to the results expected seven to ten years after an activity is under way – thefuture social change your program is working to create.Impacts are the kinds of organizational, community, or system level changes expected toresult from program activities and which might include improved conditions, increasedcapacity, and/or changes in the policy arena.Outputs are data about activities.They are the direct results of program activities. They are usually described in terms ofsize and scope of the services or products delivered or produced by the program. Theyindicate whether or not a program was delivered to the intended audiences at the intended“dose.” A program output, for example, might include the number of classes taught, meetings held, materials distributed, program participation rates, or total service deliveryhours.Page 19 Logic Model Development GuideEXAMPLES: Specific reduction in inappropriate emergency room use, increased donations ofclinic supplies to meet identified needs, a stable supply of medical volunteers, an endowmentsupporting 35% of the clinic’s operating funds, 900 patients served/year.Insert Mytown’s impacts in the Impact Column of the Basic Logic Model DevelopmentTemplate.EXAMPLES: Number of patients referred to the Free Clinic from Memorial ER/year, the number of patients screened/year, the number of qualified patients enrolled in the Free Clinic/year,the average number of patient visits/day, the total number of patient visits/year, the numberand specialties of medical volunteers, the number of volunteer administrators trained, thenumber and locations of clinic posters distributed, the number of potential patients calling forinformation/ month.Insert Mytown’s outputs in the Outputs Column of the Basic Logic Model DevelopmentTemplate.Exercise 1 Checklist:Review what you have created using the checklist below to assess the quality of your draft.Page 20 Logic Model Development GuideProgress Toward Results Quality Criteria
A variety of audiences are taken into consideration whenspecifying credible outputs, outcomes, and impacts.
Target participants and/or partners are described and quantified as outputs (e.g. 100 teachers from 5 rural high schools).
Events, products, or services listed are described as outputsin terms of a treatment or dose (e.g. 30 farmers will participate in at least 3 sessions of program, or curriculum will bedistributed to at least 12 agencies).
The intensity of the intervention or treatment is appropriatefor the type of participant targeted (e.g. higher-risk participants warrant higher intensities).
The duration of the intervention or treatment is appropriatefor the type of participant targeted (e.g. higher-risk participants warrant longer duration).
Outcomes reflect reasonable, progressive steps that participants can make toward longer-term results.
Outcomes address awareness, attitudes, perceptions, knowledge, skills, and/ or behavior of participants.
Outcomes are within the scope of the program’s control orsphere of reasonable influence.
It seems fair or reasonable to hold the program accountablefor the outcomes specified.
The outcomes are specific, measurable, action-oriented, realistic, and timed.
The outcomes are written as change statements (e.g. thingsincrease, decrease, or stay the same).
The outcomes are achievable within the funding and reportingperiods specified.
The impact, as specified, is not beyond the scope of the program to achieve.CommentsRevisionsNotYetYes■ ■■ ■■ ■■ ■■ ■■ ■■ ■■ ■■ ■■ ■■ ■■ ■■ ■Chapter 2Exercise 2 – Describing ActionsLinking It All TogetherExercise 2 illustrates exactly how you plan to put your program theory to work. It leadsyou to identify the resources and activities your program will need to achieve your intended results. This exercise documents your knowledge of the community resources you haveavailable and specific activities your program will implement.Program rationales in grant proposals are usually strong. Grantees tend to have a verygood sense of what they want to do. However, they frequently fail to make specificconnections between their program and related best practice literature and practitionerwisdom that could and should support their approach and their work.To connect actions to program results, this exercise links your knowledge of what workswith specific descriptions of what your program will do. It requires you to anticipate whatwill be needed to support program activities. The elements that comprise your programimplementation act as a game plan for the program you propose.Most logic models list activity items and resources (like planning meetings, curriculumpurchase or design, training workshops, and service delivery). Depending on the natureof your effort, other types of products and processes may be included. Managementoriented logic models also include program and evaluation development, staff and volunteer training, recruitment of partners and participants, and the publicity needed to supportyour work along the way.As mentioned earlier, if your program addresses multiple issues you may find it helpful togo through the exercises for each issue in turn and then aggregate them into a largermodel that highlights the relationships among issues.We recommend referring to a literature review on the problem your program is designedto address when you specify program activities. From this explicit knowledge of whatworks, you can more clearly connect the abstract strategies supporting the program to itsconcrete activities.When Exercise 2 is complete and you are satisfied that you have an accurate inventory ofthe Mytown program’s component parts, transfer the information to the Basic LogicModel Development Template. Remember you have already filled in the three columnson the right with what you have learned about the intended results for the Mytown program example.What activities are planned? Based on what you know about effective ways to solveproblems or build assets, what specific activities have you planned?Page 21 Logic Model Development GuideI would emphasize thatpeople may well changetheir minds about theactivities that are the mostuseful after having donethe results work.Beverly Anderson Parsons,WKKF Cluster EvaluatorWhat resources are needed? Once you have specified what you plan to do, determine theresources you will need to support the solutions your program proposes. For some typesof programs, it may also be helpful to describe the influential factors you are counting onto support your efforts in the community.Page 22 Logic Model Development GuideEXAMPLES: Personnel Committee launches and completes search for full-time director.Director is hired and oriented to the board and the community. Board and staff visit theAnywhere Free Clinic to learn from its experience and to select documents to replicate (i.e.,policies and procedures, job descriptions, equipment needs, budgets, funding strategies, volunteer and patient records). Board and staff conduct program-planning retreat. Based uponAnywhere’s funding plan, board secures Free Clinic’s first-year funding. Marketing Committeecreates public relations campaign in collaboration with Volunteer Committee to secure volunteers and patients. Facility Committee creates and completes MOA with technical college tosecure a clinic facility. Quality Assurance Committee creates evaluation plan in cooperationwith Memorial Hospital’s Emergency Room staff and the local Chamber of Commerce.Summarize Mytown’s activities in the Activities column of the Basic Logic ModelDevelopment TemplateEXAMPLES: Medical Society/Memorial Hospital Task Force for the Uninsured will become aFree Clinic Board of Directors and secure a 501(c)(3) status from the IRS. The Board willrecruit 7–10 additional representatives from drug companies, the local technical school,Mytown’s United Way, the Chamber of Commerce, the Community Foundation, the VolunteerCenter, the Nurses Association, etc. During a 6-month planning period, board committees willbe launched; staff will be recruited/hired/oriented; a site visit will be conducted; and theClinic’s first-year’s funding ($150,000/year) will be secured. Committees will create an MOAwith Memorial Hospital and the Medical Society to secure equipment required: 5 exam tables,7 desks, 5 blood pressure cuffs, 5 otoscopes, 5 stethoscopes, 5 PDR’s, 1 set of scales, 10thermometers, three computers, one first aid emergency kit.Summarize Mytown’s resources in the Resources column of the Basic Logic ModelDevelopment Template.Chapter 2Exercise 2 Checklist:Review what you have created using the checklist below to assess the quality of your draft.Page 23 Logic Model Development GuideTheory into Action Quality Criteria
Major activities needed to implementthe program are listed.
Activities are clearly connected to thespecified program theory.
Major resources needed to implementthe program are listed.
Resources match the type of program.
All activities have sufficient andappropriate resources.Not Comments/RevisionsYetYes■ ■■ ■■ ■■ ■Here we include a flowchart that summarizes the steps to complete your basic logicmodel. Keep in mind that you could use this inventory style template to then furtherdescribe the relationships among the components using numbered items, rows, or boxesand arrows as we mentioned earlier.Flowchart for Exercises 1 & 2 –Describing Results, Resources, and ActivitiesPage 24 Logic Model Development GuideExercise 1 Describing ResultsExercise 2 Describing Resources and ActivitiesStep 1.1For each of the specific activities you have planned to do, whatshort-term and then long-term outcomes do you expect toachieve as indicators of the progress made by your programtoward its desired results?Step 1.2For each of the specific activities that you have planned to do,what outputs (service delivery or implementation targets) do youhope to reach through the operation of your program?Step 1.3For each of the specific activities you have planned to do, whatimpact do you expect to achieve in your community?Step 2.1Knowing what you know about what works to solve problems orbuild assets as specified in the theory of change for your program, what specific activities have you planned to do?Step 2.2What resources are available to your program to support thespecific activities you have planned to do (for some programs, itmay also be important to state those influential factors you arecounting on to support your work)?RESOURCES ACTIVITIES OUTPUTS OUTCOMES IMPACTRESOURCES ACTIVITIES OUTPUTS OUTCOMES IMPACTRESOURCES ACTIVITIES OUTPUTS OUTCOMES IMPACTRESOURCES ACTIVITIES OUTPUTS OUTCOMES IMPACTRESOURCES ACTIVITIES OUTPUTS OUTCOMES IMPACTChapter 2OUTCOMESOUTPUTSIMPACTACTIVITIESRESOURCES34512Page 25 Logic Model Development Guide RESOURCES In order to accomplish our set of activities we will need the following: • IRS 501(c)(3) status • Diverse, dedicated board of directors representing potentialpartners• Endorsement fromMemorial Hospital,Mytown MedicalSociety, and UnitedWay• Donated clinic facility• Job descriptions forboard and staff• First year’s funding($150,000)• Clinic equipment• Board & staff orientation process• Clinic budgetACTIVITIESIn order to address ourproblem or asset we willaccomplish the followingactivities:• Launch/completesearch for executivedirector• Board & staff conductAnywhere Free Clinicsite visit• Board & staff conductplanning retreat• Design and implementfunding strategy• Design and implementvolunteer recruitmentand training• Secure facility for clinic• Create an evaluationplan• Design and implementPR campaignOUTPUTSWe expect that onceaccomplished theseactivities will producethe following evidenceor service delivery:• # of patients referredfrom ER to theclinic/year• # of qualified patientsenrolled in theclinic/year• # of patient visits/year• # of medical volunteersserving/year• # of patient flyers distributed• # of calls/month seeking info about clinicSHORT- AND LONGTERM OUTCOMESWe expect that if accomplished these activitieswill lead to the followingchanges in 1–3 then 4–6years:• Memorandum ofAgreement for freeclinic space• Change in patient attitude about need formedical home• Change in # ofscheduled annual physicals/follow-ups• Increased # ofER/physician referrals• Decreased volume ofun-reimbursed emergencies treated inMemorial ERIMPACTWe expect that if accomplished these activitieswill lead to the followingchanges in 7–10 years:• Patient co-paymentssupply 20% of clinicoperating costs• 25% reduction in # ofuninsured ERvisits/year• 300 medical volunteersserving regularly eachyear• Clinic is a United WayAgency• Clinic endowmentestablished• 90% patient satisfactionfor 5 years.• 900 patientsserved/yearLogic Model DevelopmentProgram Implementation Template – Exercise 1 & 2Page 26 Logic Model Development GuideDeveloping a Theory-of-Change Logic ModelFor Your ProgramDrawing a picture of why your program should succeedWhether you are a grantseeker developing a proposal for start-up funds or agrantee with a program already in operation, developing a logic model canstrengthen your program. Logic models help identify the factors that willaffect your program and enable you to anticipate the data and resources you will need toachieve success. As you engage in the process of creating your program logic model, yourorganization will systematically address these important program planning and evaluationissues:• Description of the change strategy that your program supports.• Definition of the problem you are attempting to address.• Quantification of the scope of the needs or assets that make the case for your selectionof the problem you address.• Acknowledgement of the factors that may influence your ability to create change inyour community.• Application of best practice research that supports plausible solution strategies for identified problem area.• Statement of your assumptions about why your selected strategies will work in yourcommunity in the ways you described.Exercise 3: Program Planning constructs a program theory. Successful programs createchange and are built on a solid knowledge of what works – your program’s theory.Exercise 3 guides you through a series of six steps that diagram the fundamental theorythat supports your program. This supports and builds upon the basic logic model. Inmost cases, if you are developing a new program, this step should come first to informyour preliminary thinking. We have placed it after basic logic models because it is aslightly more complex exercise.Page 27 Logic Model Development GuideChapter 3Exercise 3 – Constructing a Program TheoryProgram PlanningThe Importance of Framing Your Problems or Issueswith Sound Program TheoryImagine you work for a funding organization. Each quarter you review a mountain of grantproposals from worthy organizations doing good work. All of them need money. Whatinformation would you require to determine which programs to fund? Funders tell us theylook for organizations that have done their homework by clearly defining the problem theyplan to address, describing the reasons behind their approach, and outlining how they anticipate measuring their achievements. Funding decisions are more favorable if you candemonstrate clearly how and why they will succeed. Logic models help you do just that.Most grantees know what they want to do in their communities; Exercise 1 makes asound case for how and why funders should invest in your program.It is crucial to begin program design with the basics. Funders encourage grantees to start byclearly and succinctly explaining the problems they plan to address. Completing Exercise 1describes the issues your program will address, identifies the needs and assets of your community that are related to your issues, and specifies why certain results are desired. Fundersand donors generally limit their investments to certain areas of interest, so if your programaddresses several issues, you may want to construct a logic model for each one.Exercise 3 Uses The Theory-of-Change TemplatePage 28 Logic Model Development GuideStrategies AssumptionsProblem or Issue InfluentialFactorsDesired Results(outputs, outcomes,and impact)Community Needs/Assets12345 6Logic Model DevelopmentProgram Planning Template – Exercise 1Chapter 3INSTRUCTIONS: Exercise 3 will use the Theory-of-Change Template. In particular,you will use the information presented in the gray text boxes that follow about theMytown example program to determine what theory-of-change was used to design anddevelop this program. Example information about influential factors, the problem, community needs/assets, strategies, and assumptions are provided. You will fill in the blankTheory-of-Change Template provided in the Forms Index (p. 57) to illustrate the program theory for the Mytown example. You can then look at the completed template onpage 34 to compare your interpretation with that produced by the Mytown folks.What problems are you attempting to solve or what issues are you striving to address? Awell-constructed program theory points toward your program’s eventual effectiveness.Begin your problem statement explaining concisely the issue you will address, stating theissue either as a community problem or asset. Your theory-of-change logic model will bebuilt upon this statement, which illustrates how the program will function and what itexpects to achieve in your community. It is smart to refer to research about your program’s problem or issue in your statement; Internet searches can provide other successfulprogram or “best practice” information.What needs or assets led you to address this issue? If a community needs assessment hasbeen conducted or if you have prioritized community needs and capacity, data exist thatmake your case stronger and more specific by identifying and targeting your program’sparticipants and activities. Documentation of community needs and assets also helps yourevaluation plan later on. It can become a baseline providing indicators that measureprogress made by your program over time. (Discussed in more detail in Chapter 4.)Page 29 Logic Model Development GuideDOCUMENTED NEEDS/ASSETS EXAMPLE: Memorial Hospital’s Annual Report states that28% of uninsured male patients, aged 40–55, received emergency room care in the previousyear. Last year’s United Way Community Needs Assessment identified health care for theuninsured as the #1 community health care issue. The Medical Society and MemorialHospital’s Task Force on the Uninsured is researching ways to address the needs of the uninsured AND reduce costly, inappropriate ER use.Insert Mytown’s community needs/assets in the Community Needs/Assets box of theTheory-of-Change Template.PROBLEM STATEMENT EXAMPLE: There are increasing numbers of uninsured male workers,aged 40–55, in Mytown, USA, due to local plant closings. As the bottom line of hospitalsshrink, the costs of uninsured care in local emergency rooms are negatively affecting localhealth systems. To meet the human and financial needs of Mytown, USA, an accessible, freemedical home must be created to offer medical care and health education for Mytown’s uninsured residents.Insert Mytown’s Problem or Issue in the Problem or Issue box of the Theory-of-ChangeTemplateWhat are your desired results? Identify what you expect your program to achieve in thenear and longer term. These become your outputs, outcomes and impact.What influential factors (protective and/or risk) could influence change in your community?What are the potential barriers and/or supports that might impact the change you hopefor? Are there policies or other factors that could affect your program?Page 30 Logic Model Development GuideDESIRED RESULTS EXAMPLE: Increase accessible, affordable health care for the uninsuredand reduce the incidence of un-reimbursed care provided in emergency rooms. Create a freeclinic that combines an appropriate, accessible, free medical home and patient education toreduce the numbers of uninsured males, aged 40–55, seeking care in emergency rooms.Anticipate a 15% increase in males, aged 40–55, with a free medical home and a 25%decrease in the incidence of uninsured men seeking care in the ER within 5 years.Insert Mytown’s desired results (notice these are targeting men, which is more specific thanin the basic logic model example) in Desired Results box of the Theory-of-Change Template.INFLUENTIAL FACTOR EXAMPLE: There is documented need for a free clinic. In its Reportfor the New Millennium, the Mytown Chamber of Commerce projects a 35% increase in thenumber of small businesses unable to afford employee health care benefits over the next fiveyears. There is strong community support for a free clinic. At the request of Mytown UnitedWay, Memorial Hospital and The Medical Society have created a joint task force to explorethe creation of a free clinic.Insert Mytown’s influential factors in the Influential Factors box of the Theory-of-ChangeTemplate.Chapter 3Flowchart for Exercise 3Page 31 Logic Model Development GuideStrategies AssumptionsProblem or Issue InfluentialFactorsDesired Results(outputs, outcomes,and impact)Community Needs/Assets123 45 6Strategies AssumptionsProblem or Issue InfluentialFactorsDesired Results(outputs, outcomes,and impact)Community Needs/Assets123 45 6Strategies AssumptionsProblem or Issue InfluentialFactorsDesired Results(outputs, outcomes,and impact)Community Needs/Assets123 45 6Strategies AssumptionsProblem or Issue InfluentialFactorsDesired Results(outputs, outcomes,and impact)Community Needs/Assets123 45 6Strategies AssumptionsProblem or Issue InfluentialFactorsDesired Results(outputs, outcomes,and impact)Community Needs/Assets123 45 6Strategies AssumptionsProblem or Issue InfluentialFactorsDesired Results(outputs, outcomes,and impact)Community Needs/Assets123 45 6Program Planning – Clarifying Program Theory1 Problem or Issue StatementDescribe the problem(s) your program is attempting tosolve or the issue(s) your program will address.2 Community Needs/AssetsSpecify the needs and/or assets of your community thatled your program to address the problem(s) or issue(s).3 Desired Results (Outputs, Outcomes, andImpacts)Identify your desired results, or vision of the future, bydescribing what you expect to achieve, near- or longterm, if your program is funded.4 Influential FactorsList the factors (e.g., protective or risk factors, existingpolicy environment, or other factors) you believe willinfluence change in your community.5 StrategiesList general, successful strategies or “best practices”your research identified that have helped communitieslike yours achieve the kinds of results your programpromises.6 AssumptionsState the assumptions behind how and why the identified change strategies will work in your communityFor more detail, see the Program (e.g., principles, beliefs, ideas).Planning Template – Exercise 3on p. 34.Why do you believe your program will work? Look for strong rationale based on “bestpractice” research that connects what you plan to do with why your approach will succeed.Funders are eager for evidence that supports why you propose the solutions you do. It’s agood idea to relate your approach to similar change strategies that have proven effective incommunities like yours. Reviewing literature and past evaluation reports from other programs (or your own work) will provide you with ample information to construct your program rationale. The Internet makes it easier to research effective program strategies.Why will your approach be effective? After you make the case for selecting a specific strategyfrom among the alternatives you researched, state out loud why this strategy is needed andwhy it will work in your community. It is important early on to document instances thatdescribe the general condition of public reaction to your problem/issue and possible solutions.You should draw direct conclusions about the statement of need and capacities in your community in your assumption. In addition, it should be quite apparent how your programintends to function as an intervention – to solve identified problems or build existing assets.We list assumptions last in this exercise because in this abstracted learning format, thelogic modeler has the benefit of all the information that supports assumptions. They areeasier to spot and articulate with all the facts in front of you. In real-world conditions,assumption are best stated up-front – much earlier in the logic model developmentprocess – many basic logic models we have seen include a supporting page with the diagram that lists the assumptions that belie the model drawn.Page 32 Logic Model Development GuidePROGRAM STRATEGY EXAMPLE: A clinic using volunteer medical professionals reducedemergency room care visits in Anothertown, USA, in 1997 by 25%. A free clinic in Mytown,USA, using volunteer medical professionals could provide crucial, affordable medical homesfor growing numbers of uninsured residents preventing costly, inappropriate emergencyroom use by males 40–55 experiencing coronary emergencies.Insert Mytown’s strategies in the Strategies box of the Theory-of-Change Template.ASSUMPTION EXAMPLE: As proven in Anothertown, access to affordable medical carereduces the incidence of emergency visits by providing appropriate, preventive primary care.A free medical clinic should prove successful in Mytown, because of its history of extraordinary volunteerism. Mytown’s Medical Society officially encourages its 400 medical professional members to volunteer 20 hours each year to help medically underserved communityresidents. Mytown’s Nursing Association is also interested in collaborating with a free clinic.Memorial Hospital has agreed to assist in planning and funding a free clinic. There is precedence for lending free facilities to medical projects serving those in need. Mytown’s technicalcollege donates space for Mytown’s volunteer dental clinic. Mytown’s Free Clinic will bestrongly supported by the people, businesses and institutions of Mytown, USA.Insert Mytown’s assumptions in the Assumptions box of the Theory-of-Change Template.Chapter 3Exercise 3 Checklist:After completing Exercise 3 and constructing your program theory, you can use the following checklist to assess the quality of your draft. It’s helpful if someone other than themodel’s creators reviews the first program draft and completes the checklist, too.Page 33 Logic Model Development GuideExercise Three Checklist
The problems to be solved/or issues to be addressed bythe planned program are clearly stated
There is a specific, clear connection between theidentified community needs/assets and the problems tobe solved (or issues to be addressed).
The breadth of community needs/assets has beenidentified by expert/practitioner wisdom, a needsassessment and/or asset mapping process.
The desired results/changes in the community and/orvision for the future ultimately sought by programdevelopers are specific.
Influential factors have been identified and cited fromexpert/practitioner wisdom and/or a literature review.
Change strategies are identified and cited fromexpert/practitioner wisdom and/or literature review.
The connection among known influential factors andbroad change strategies has been identified.
The assumptions held for how and why identifiedchange strategies should work in the community areclear.
There is consensus among stakeholders that the modelaccurately describes the proposed program and itsintended results.CommentsRevisionsNotYetYes■ ■■ ■■ ■■ ■■ ■■ ■■ ■■ ■■ ■Page 34 Logic Model Development Guide Strategies Assumptions Problem or Issue InfluentialFactorsDesired Results(outputs, outcomes,and impact)Community Needs/Assets123456Logic Model DevelopmentProgram Planning Template – Exercise 3• Create a free clinic staffed primarily by volunteer physicians,nurses, and pharmacists as in Anywhere, USA• Ask doctors to see patients for free in their ownpractices/Columbia, SC• Mytown has a history of successful volunteer programs• The Medical Society will encourage volunteers and provide on-goingsupport• The clinic can find and operate in donated space• The hospital will support a free clinic to improve patient health and tosave money• Chamber predicts increasein # of small businessesunable to offer employeehealth insurance• There is a strongcommunity support fora free clinic generated bythe Uninsured Task Force• 3 major corporate leadershave expressed interest ina free clinic• Increased #’s of uninsured workers• Local plant closings limit jobs• Costs of uninsured ER care are rising• Hospitals cannot fund free ER care forever• Memorial Hospital’s Annual Report states that 28% ofuninsured, male patients are seen in ER• United Way Assessment lists health care for uninsured asa top priority• Memorial & Medical Society formed Task Force onuninsured to research solutions• Increased access toaffordable health care foruninsured Mytown residents• Create a free clinic to offeraffordable health care
education• Decrease # of uninsuredpatients seeking care in ER• Increase # of uninsuredpatients with a medical homeUsing Your Logic Model to Plan for EvaluationThinking through program evaluation questions in terms of the logic model components you have developed can provide the framework for your evaluation plan.Having a framework increases your evaluation’s effectiveness by focusing on questions that have real value for your stakeholders.• Prioritization of where investment in evaluation activities will contribute the most useful information for program stakeholders.• Description of your approach to evaluation.There are two exercises in this chapter; Exercise 4 deals with posing evaluation questionsand Exercise 5 examines the selection of indicators of progress that link back to the basiclogic model or the theory-of-change model depending on the focus of the evaluation andits intended primary audiences.Exercise 4 – Posing Evaluation QuestionsThe Importance of “Prove” and “Improve” QuestionsThere are two different types of evaluation questions – formative help you to improveyour program and summative help you prove whether your program worked the way youplanned. Both kinds of evaluation questions generate information that determines theextent to which your program has had the success you expected and provide a groundwork for sharing with others the successes and lessons learned from your program.Benefits of Formative and Summative Evaluation Questions 3Page 35 Logic Model Development GuideChapter 4Formative Evaluation – ImproveProvides information that helps you improveyour program. Generates periodic reports.Information can be shared quickly.Focuses most on program activities, outputs, and short-term outcomes for the purpose of monitoring progress and makingmid-course corrections when needed.Helpful in bringing suggestions for improvement to the attention of staff.Summative Evaluation – ProveGenerates information that can be used todemonstrate the results of your program tofunders and your community.Focuses most on program’s intermediateterm outcomes and impact. Although datamay be collected throughout the program,the purpose is to determine the value andworth of a program based on results.Helpful in describing the quality and effectiveness of your program by documenting itsimpact on participants and the community.3 Adapted from Bond, S.L., Boyd, S. E., & Montgomery, D.L.(1997 Taking Stock: A Practical Guide to EvaluatingYour Own Programs, Chapel Hill, NC: Horizon Research, Inc. Available online at http://www.horizon-research.com.Looking at Evaluation from Various Vantage PointsHow will you measure your success? What will those investing in your program or yourtarget audience want to know?A clear logic model illustrates the purpose and content of your program and makes it easier to develop meaningful evaluation questions from a variety of program vantage points:context, implementation and results (which includes outputs, outcomes, and impact).What Parts of Your Program Will Be Evaluated?Using a logic model to frame your evaluation questions.Remember you can draw upon the basic logic model in Exercises 1 and 2 and the theoryof-change model in Exercise 3. Feasibility studies and needs assessments serve as valuableresources for baseline information on influences and resources collected during programplanning.Context is how the program functions within the economic, social, and political environment of its community and addresses questions that explore issues of program relationships and capacity. What factors might influence your ability to do the work you haveplanned? These kinds of evaluation questions can help you explain some of the strengthsand weakness of your program as well as the effect of unanticipated and external influenceson it.Page 36 Logic Model Development GuideInfluencesResourcesActivities Outouts Short-TermOutcomesIntermediateOutcomes ActivitiesContextRelationships& CapacityImplementationQuality &QuantityOutcomesEffectiveness, Magnitude,& Satisfactionand/orFormative Evaluation Summative EvaluationWhat aspects of our situationmost shaped our ability todo the work we set out todo in our community?What did our programaccomplish in ourcommunity?What is our assessmentof what resulted from ourwork in the community?What have we learnedabout doing this kindof work in a communitylike ours?Chapter 4OutputsImplementation assesses the extent to which activities were executed as planned, since aprogram’s ability to deliver its desired results depends on whether activities result in thequality and quantity of outputs specified. They tell the story of your program in terms ofwhat happened and why.Outcomes determine the extent to which progress is being made toward the desiredchanges in individuals, organizations, communities, or systems. Outcome questions seekto document the changes that occur in your community as a result of your program.Usually these questions generate answers about effectiveness of activities in producingchanges in magnitude or satisfaction with changes related to the issues central to yourprogram.Page 37 Logic Model Development GuideSample CONTEXT QUESTIONS: Can we secure a donated facility? With the low morale created by high unemployment, can we secure the financial and volunteer support we need?How many medical volunteers can we recruit? How many will be needed each evening? Howwill potential patients find out about the clinic? What kind of medical care will patients need?How can we let possible referral sources know about the clinic and its services? What supplies will we need and how will we solicit suppliers for them? What is it about the free clinicthat supports its ability to reduce the numbers of patients seeking care in MemorialHospital’s ER?SAMPLE IMPLEMENTATION QUESTIONS: What facility was secured? How many patientswere seen each night/month/year? What organizations most frequently referred patients tothe clinic? How did patients find out about the clinic? How many medical volunteers serveeach night/month/year? What was the value of their services? What was the most commondiagnosis? What supplies were donated? How many patients per year did the Clinic see in itsfirst/second/third year?SAMPLE OUTCOME QUESTIONS: How many inappropriate, uninsured patients sought medical care in Memorial’s ER in the Clinic’s first/second/third year? Was there a reduction in unfunded ER visits? How did the number of uninsured patients compare to previous yearswhen the clinic was not operating? What was the cost/visit in the Free Clinic? What is thecost/visit in Memorial’s ER? How do they compare? What were the cost savings to MemorialHospital? How satisfied were Clinic patients with the care they received? How satisfied werevolunteers with their service to the Clinic?Creating FocusThough it is rare, you may find that examining certain components of your program issufficient to satisfy your information needs. Most often, however, you will systematicallydevelop a series of evaluation questions, as shown in the Flowchart for EvaluationQuestion Development.Flowchart for Evaluation Question DevelopmentEvaluation Focus AreaWhat is going to be evaluated? List thosecomponents from your theory and/or logicmodel that you think are the most importantaspects of your program. These areas willbecome the focus of your evaluation.AudienceWhat key audience will have questionsabout your focus areas? For each focusarea you have identified, list the audiencesthat are likely to be the most interested inthat area.QuestionWhat questions will your key audience haveabout your program? For each focus areaand audience that you have identified, listthe questions they might have about yourprogram.Information UseIf you answer a given question, what willthat information be used for? For eachaudience and question you have identified,list the ways and extent to which you plan tomake use of the evaluation information.Page 38 Logic Model Development GuideThe use of program theoryas a map for evaluationdoesn’t necessarily imply thatevery step of every possibletheory has to be studied.…Choices have to be madein designing an evaluationabout which lines ofinquiry to pursue. …Thetheory provides a picture ofthe whole intellectual landscape so that people canmake choices with a fullawareness of what they areignoring as well as whatthey are choosing to study…Weiss (1998)EvaluationEvaluationFocus AreaAudience Question UseEvaluationFocus AreaAudience Question UseEvaluationFocus AreaAudience Question UseEvaluationFocus AreaAudience Question Use124Chapter 4For more detail, see the EvaluationPlanning Template – Exercise 4on p. 44.12341EVALUATIONFOCUS AREA2AUDIENCEQUESTION3INFORMATION USE4What is going to be evaluated?For each area on which your program focuses, list the most important aspects of yourprogram theory and logic model. Focus your evaluation on them.Focus Area Examples:The benefits of asking and answering evaluation questions depend on how clear you areabout the purpose of your evaluation, who needs to know what when, and the resourcesyou have available to support the evaluation process.Page 39 Logic Model Development GuideContext Examples — Evaluating relationships and capacity. How will the Free Clinic recruitand train effective board and staff members? What is the best way to recruit, manage, retainand recognize medical and administrative volunteers and other Clinic partners? What is themost effective way to recruit and retain uninsured patients? How will the operation of a FreeClinic affect Memorial Hospital’s expenses for providing uninsured medical care in its ER?How many patients can Clinic volunteers effectively serve on a regular basis? What is theideal patient/volunteer ratio?Insert focus areas into Focus Area Column of Evaluation Questions Development Templatefor Evaluation Planning, Exercise 4.Implementation Examples – Assessing quality and quantity. How many major funding partners does the clinic have? How are volunteers and patients scheduled? How many medicalvolunteers serve Clinic patients on a regular basis? What is the value of their services? Whatis the most common diagnosis at the Clinic? What is the most common diagnosis of uninsured patients seen in Memorial’s ER? How long do patients wait to be seen at the Clinic? Isthere a patient or volunteer waiting list?Insert focus areas into Focus Area Column of Evaluation Questions DevelopmentTemplate for Evaluation Planning, Exercise 4.Outcomes – Measuring effectiveness, magnitude and satisfaction. Has the clinic increasedaccess to care for a significant number of Mytown’s uninsured citizens? How many residentsof Mytown, USA, do not have health insurance? How many patients does the Clinic serve on aregular basis? What is that ratio? What is the cost per visit in the Clinic and Memorial’s ER?How do the costs compare? What is the satisfaction level of Clinic patients and volunteerswith Clinic services and facilities? How many donors does the Clinic have? What is their satisfaction with Clinic services and facilities? How effectively is the Clinic educating, engaging andinvolving its partners? What organizations have officially endorsed the Clinic? What is theboard and staff’s satisfaction with clinic operations, facilities and services?Insert focus areas into Focus Area Column of Evaluation Questions Development Templatefor Evaluation Planning, Exercise 4.What Information Will Your Program’s Audiences Want?As shown below, program audiences will be interested in a variety of different kinds ofinformation. Donors may want to know if their money did what you promised it would.Patients might want to know how many patients the clinic serves and how many volunteers it has. Physicians donating their time and talent could be interested in the financialvalue of their contributions. If you ask your audiences what they want to know, you’ll besure to build in ways to gather the evaluation data required.How often do you have to gather data? Whether a question is more formative or summative in nature offers a clue on when information should be collected.• Formative information should be periodic and reported/shared quickly to improveyour efforts.• Summative tends to be “before and after” snapshots reported after the conclusion of theprogram to document the effectiveness and lessons learned from your experience.Page 40 Logic Model Development GuideAudienceProgramManagementand StaffParticipantsCommunityMembersPublic OfficialsFundersTypical QuestionsAre we reaching our target population?Are our participants satisfied with our program?Is the program being run efficiently?How can we improve our program?Programming decisions, day-to-day operationsDid the program help me and people like me?What would improve the program next time?Is the program suited to our communityneeds?What is the program really accomplishing?Who is the program serving?What difference has the program made?Is the program reaching its target population?What do participants think about the program?Is the program worth the cost?Is what was promised being achieved?Is the program working?Is the program worth the cost?Evaluation UseProgramming decisions,day-to-day operationsDecisions about continuing participation.Decisions about participation and support.Decisions about commitment and support.Knowledge about theutility and feasibility ofthe program approach.Accountability andimprovement of futuregrantmaking efforts.Chapter 4Involve Your Audience in Setting PrioritiesProgram developers often interview program funders, participants, staff, board and partnersto brainstorm a list of all possible questions for a key area identified from their programtheory or from their logic models. That list helps determine the focus of the evaluation.Involving your audience from the beginning makes sure you gather meaningful information in which your supporters have a real interest.Prioritization is a critical step. No evaluation can answer all of the questions your program’s audiences may ask. The following questions can help you narrow your number ofindicators: How many audiences are interested in this information? Could knowing theanswer to this question improve your program? Will this information assess your program’s effectiveness?The final focus for your evaluation is often negotiated among stakeholders. It is important to keep your evaluation manageable. It is preferable to answer a few importantquestions thoroughly than to answer several questions poorly. How well you can answeryour questions will depend on the time, money, and expertise you have at your disposalto perform the functions required by the evaluation.What key audiences will have questions about your evaluation focusareas?For each focus area that you identified in the previous step, list the audiences that arelikely to be most interested in that area. Summarize your audiences and transfer to theAudience Column of the Evaluation Questions Development Template for EvaluationPlanning, Exercise 4.Context – Relationships and CapacityImplementation – Quality and QuantityOutcomes – Effectiveness, Magnitude, and SatisfactionPage 41 Logic Model Development GuideExample audiences: Medical professionals, Memorial Hospital Board and Staff (especially ERstaff), Medical associations, Foundations, The Chamber of Commerce, United Way, TheTechnical College, uninsured residents, medical supply companies, local media, public officials.Example audiences: Funders, In-kind donors, Volunteers, Board, Staff, Patients, PublicOfficials, The media, Medical associations, Local businesses, Health care organizations.Example audiences: Funders, In-kind donors, Medical and administrative volunteers, Board,Staff, Patients, Public Officials, The media, Medical associations, Local businesses, Healthcare organizations.What questions will key audiences ask about your program?For each focus area and key audience you identified in the previous step, list the questionsyour stakeholders ask about your program. Insert summaries in the Question Column ofthe Evaluation Questions Development Template for Evaluation Planning, Exercise 4 (onpage 44).Sample of Key Audience Questions:• Who are the collaborative partners for this program? What do they provide?• What is the budget for this program?• How many staff members does the program have?• How many patients does the clinic serve?• How many visits per year does the average patient have?• What is the most common diagnosis?• Does the clinic save the hospital money?• How does the organization undertake and support program evaluation?• How are medical volunteers protected from lawsuits?• How satisfied are patients, volunteers, board and staff with the clinic’s services?• What do experts say about the clinic?• How many uninsured patients still seek inappropriate care in the ER? Why?How will the evaluation’s information be used?For each question and audience you identified in the previous step, list the ways andextent to which you plan to make use of the evaluation information. Summarize audienceuse of information. Insert in the Use Column of the Evaluation Questions DevelopmentTemplate for Evaluation Planning, Exercise 4.Context – Relationships and Capacity Examples• Measure the level of community support.• Assess effectiveness of community outreach.• Assess sustainability of Clinic funding sources.• Improve volunteer and patient recruitment methods.• Secure additional Clinic partners.Implementation – Quality and Quantity Examples• Assess optimal number of volunteers and patients to schedule per session to improveoperating effectiveness while maintaining patient and volunteer satisfaction.• Measure patient, volunteer, staff, board, donors and community satisfaction with clinic.• Determine cost savings per visit. Share information with local medical and businessgroups to encourage their support.Page 42 Logic Model Development GuideChapter 4Outcomes and Impact – Examples of Effectiveness, Magnitude, and Satisfaction• Cost savings of Clinic – use to obtain additional volunteer and financial support fromMemorial Hospital.• Patient satisfaction survey results – use to improve patient services and satisfaction.• Analysis of most frequent referral sources – use to present information seminars to ERstaff, social service workers and unemployment insurance clerks to increase patient referrals and intakes.• Analysis of most prevalent patient diagnoses – use to create relevant patient health education newsletter. Patient tracking system will measure impact of education program.Exercise 4 Checklist: After completing Exercise 4 you can use the following checklist toassess the quality of your draft.Page 43 Logic Model Development GuidePosing Questions Quality Criteria Yes Not CommentsYet Revisions
A variety of audiences are takeninto consideration whenspecifying questions.
Questions selected are those withthe highest priority.
Each question chosen gathersuseful information.
Each question asks only onequestion (i.e. “extent of X, Y,and Z” is not appropriate).
It is clear how the questionrelates to the program’s logicmodel.
The questions are specific aboutwhat information is needed.
Questions capture lessonslearned about your work alongthe way.
Questions capture lessonslearned about your programtheory along the way.■■■■■■■■■■■■■■■■Page 44 Logic Model Development GuideEvaluationFocus AreaRelationshipsOutcomesAudienceFundersMedical VolunteersPatientsStaffFunders/DonorsVolunteersPatientsStaffQuestionIs the program cost effective?Are volunteers & patients satisfied with Clinicservices?What is the most common diagnosis?How will medical volunteers be protected fromlawsuits?Am I receiving quality care?How long can I receive care here?Are we reaching our target population?How do patients find us? What’s our best promotional approach?Program Budget?Cost/visit?Visits/month/year?Cost savings for Memorial Hospital?Volunteers/year?Patient satisfactionPatient & volunteer satisfactionCommon DRG(?)UseCost benefits/fundraisingProgram promotion/fundraisingQuality assurance/PlanningVolunteer recruitmentProgram improvement & planning” “Evaluation/program promotionEvaluation and/or improvementCost benefit analysis“Annual Report/program promotion/public relationsAnnual Report/program promotion/fundraisingAnnual Report/volunteer recruitmentProgram improvements/staff training“Logic Model DevelopmentEvaluation Planning Template – Exercise 4Exercise 5 – Establishing IndicatorsOne of the biggest challenges in developing an evaluation plan is choosing what kind ofinformation best answers the questions you have posed. It is important to have generalagreement across your audiences on what success will look like. Indicators are the measures you select as markers of your success.In this last exercise you create a set of indicators. They are often used as the starting pointfor designing the data collection and reporting strategies (e.g., the number of uninsuredadults nationally, statewide, in Mytown, USA, or the number of licensed physicians inMytown). Often organizations hire consultants or seek guidance from local experts to conduct their evaluations. Whether or not you want help will depend on your organization’slevel of comfort with evaluation and the evaluation expertise among your staff.Examples and Use of Indicators.Page 45 Logic Model Development GuideThe biggest problem is usually that people are tryingto accomplish too manyresults. Once they engage ina discussion of indicators,they start to realize howmuch more clarity theyneed in their activities.I also find that it is important that the program, notthe evaluator, is identifyingthe indicators. Otherwise,the program can easily discredit the evaluation bysaying they don’t think theindicators are important,valid, etc.Beverly Anderson Parsons,WKKF Cluster EvaluatorFocus AreaInfluential FactorsResourcesActivitiesOutputsOutcomes &ImpactsIndicatorsMeasures of influential factors – mayrequire general population surveysand/or comparison with national datasets2.Logs or reports of financial/staffingstatus.Descriptions of planned activities.Logs or reports of actual activities.Descriptions of participants.Logs or reports of actual activities.Actual products delivered.Participant attitudes, knowledge,skills, intentions, and/or behaviorsthought to result from your activities3.How to Evaluate1Compare the nature and extentof influences before (baseline)and after the program.Compare actual resourcesacquired against anticipated.Compare actual activitiesprovided, types of participantsreached against what wasproposed.Compare the quality and quantity of actual delivery againstexpected.Compare the measures beforeand after the program4.1 This table was adapted from A Hands-on Guide to Planning and Evaluation (1993) available from the National AIDSClearinghouse, Canada.2 You may want to allocate resources to allow for the assistance of an external evaluation consultant to access national databases or perform statistical analyses.3 Many types of outcomes and impact instruments (i.e. reliable and valid surveys and questionnaires) are readily available.The Mental Measurement Yearbook published by the Buros Institute (http://www.unl.edu/buros/) and the ERICClearinghouse on Assessment and Evaluation (http://ericae.net/) are great places to start.4 You may need to allocate resources to allow for the assistance of an external evaluation consultant.Our advice is to keep your evaluation simple and straightforward. The logic model techniques you have been practicing will take you a long way toward developing an evaluationplan that is meaningful and manageable.Determine the kinds of data you will need and design methods to gather the data (i.e.,patient registration forms, volunteer registration forms, daily sign-in sheets, national, stateand local statistics). Sometimes, once an indicator (type of data) is selected, programplanners set a specific target to be reached as an agreed upon measure of success (forexample 25% decrease in the numbers of inappropriate ER visits).As in the previous exercises use the space below to loosely organize your thoughts. Then,once the exercise is completed and assessed, use the Indicator Development Template onpage 61 to record your indicators and technical assistance needs.Filling in the Flowchart for Indicator DevelopmentWhat information will be gathered to “indicate” the status of yourprogram and/or its participants?Column 1: Focus Areas – From the information gathered in Exercise 4, transfer the areason which your evaluation will focus into column one (for example, patient health, volunteer participation, sustaining supporting partnerships).Column 2: Questions – transfer from Exercise 4 the major questions related to each focusarea – big questions your key audiences want answered. Remember to keep your evaluation as simple as possible.Column 3: Indicators – Specify the indicators (types of data) against which you willmeasure the success/progress of your program. It’s often helpful to record the sources ofdata you plan to use as indicators (where you are likely to find or get access to these data).Column 4: Technical Assistance – To what extent does your organization have the evaluation and data management expertise needed to collect and analyze the data that related toeach indicator? List any assistance that would be helpful – universities, consultants,national and state data experts, foundation evaluation departments, etc.Page 46 Logic Model Development GuideFocus Area Question Indicators Technical AssistanceNeeded“1 2 3 4Chapter 4Exercise 5 Checklist: Review what you have created using the checklist below to assessthe quality of your evaluation plan.Page 47 Logic Model Development Guide
The focus areas reflect thequestions asked by a varietyof audiences. Indicatorsrespond to the identified focusareas and questions.
Indicators are SMART–Specific, Measurable, Actionoriented, Realistic, and Timed.
The cost of collecting data onthe indicators is within theevaluation budget.
Source of data is known.
It is clear what data collection,management, and analysisstrategies will be mostappropriate for each indicator.
Strategies and requiredtechnical assistance have beenidentified and are within theevaluation budget for theprogram.
The technical assistanceneeded is available.Establishing IndicatorsQuality CriteriaYes NotYetCommentsRevisions■■■■■■■■■■■■■■Page 48 Logic Model Development Guide Focus Area Relationships Outcomes Question Are volunteers & patients satisfied w/ clinic care? Are we reaching our target population?How do patients find theclinic?Does the clinic save thecommunity $?What does the clinic provide?How has volunteeringaffected doctors, nurses,administrators and patients?Indicators• Patient satisfaction surveys• Volunteer satisfaction tests• % of clinic patients vs. % of uninsured citizensin Mytown, USA• # of qualified clinic patients/year• Annual analysis of telephone referral log• Referral question on patient intake form• Cost/visit• # of uninsured patients seen in hospital ER –beginning the year before clinic opened• Most common diagnosis• Hospital cost/visit for common diagnosis• Annual volunteer survey• Patient satisfaction survey• # of volunteers/year• # of volunteers donating to clinic operationsTechnical AssistanceNeededAnywhere’s patient satisfaction surveysAnywhere’s volunteer surveyReports from Chamber of CommercePatient database creationTelephone log databaseAnywhere’s patient intake formBudget figures; patient service recordsTracking database softwareStrategic direction for analysisDRG workbook/tables (hospital staff)Input from hospital billing staffAnywhere surveys and analysis instrumentsVolunteer management databaseDonor database (Raiser’s Edge?)Logic Model DevelopmentIndicators Development Template – Exercise 5This Appendix provides information on print and electronic resources available to support youin your logic model development process.
Logic Model Information and ExamplesUniversity of Nevada, Reno Western CAPT web sitehttp://www.unr.edu/colleges/educ/captta/prev/evaluate.htmBJA Evaluation web sitehttp://www.bja.evaluationwebsite.orgSchmitz, C. C. & Parsons, B. A. (1999). Everything you wanted to know about logic modelsbut were afraid to ask. Battle Creek, MI: W.K. Kellogg Foundation.
United Way of America’s Outcome ModelsUnited Way of America web sitehttp://www.unitedway.org/outcomes/contents.htmMeasuring program outcomes: A practical approach.United Way of America701 North Fairfax StreetAlexandria, VA 22314(703) 836-7100
Definitions and Information on Program Theory and EvaluationProgram Theory Definitions• A plausible and sensible model of how a program is supposed to work (Bickman, 1987, p. 5).• The set of assumptions about the relationships between the strategy and tactics the programhas adopted and the social benefits it is expected to produce (Rossi, Freeman, & Lipsey,1999, p.98).• The full chain of objectives that links inputs to activities, activities to … outputs, … outputs to… outcomes, and … outcomes to ultimate goals constitutes a program’s theory(Patton, 1997, p. 218).• A set of interrelated assumptions, principles, and/or propositions to explain or guide socialactions (Chen, 1990, p. 40).• An explanation of the causal links that tie program inputs to expected program outputs(Weiss, 1998, p. 55).• A chain of causal assumptions linking program resources, activities, intermediate outcomes,and ultimate goals (Wholey, 1987, p. 78).Page 49 Logic Model Development GuideResources AppendixBickman, L. (Ed.). (1987). Using program theory in evaluation. New Directions forProgram Evaluation Series (no. 33). San Francisco: Jossey-Bass.Chen, H. T. (1990). Theory driven evaluations. Newbury Park, CA: Sage.Wholey, J. S. (Ed). (1987). Organizational excellence: Stimulating quality and communicating value. Lexington, MA: Lexington Books.Wholey, J. S., Hatry, H. P., & Newcomer, K. E. (Eds.). (1994). Handbook of PracticalProgram Evaluation. San Francisco: Jossey-Bass Publishers.Weiss, C. H. (1998). Evaluation: Methods for studying programs and policies. (2nd Ed).Upper Saddle River, NJ: Prentice Hall.
W.K. Kellogg Foundation Logic Model ExamplesW.K. Kellogg Foundation Web sitehttp://www.wkkf.orgW.K. Kellogg Foundation Evaluation Handbook.To order contact:W.K. Kellogg FoundationP.O. Box 550Battle Creek, MI 49015(800) 819-9997[item number 1203]Parsons, B. A. (1999). Making logic models more systemic. A paper presented at the AnnualMeeting of the American Evaluation Association, Orlando, FL, November 1999.Parsons, B. A., Schmitz, Co (1999) Everything You Wanted to Know About Logic ModelsBut Were Afraid to Ask. A paper presented at the Annual Meeting of the AmericanEvaluation Association, Orlando, FL, November 1999.
Information about Logic Model Development and UseThe Evaluation Forum (1999). Outcomes for success.The Evaluation Forum1932 First Avenue, Suite 403Seattle, WA 98101(206) 269-0171Page 50 Logic Model Development GuideResources AppendixFreddolino, P. P. (1999). The program logic model: What it is and how to teach it. A preconference workshop presented at the 1999 Conference of the Michigan Association forEvaluation, East Lansing, MI, May.Targeting Outcomes of Programs.http://deal.unl.edu/TOP/synopsis.htmInnovation Network, Inc. electronic logic model development toolhttp://www.inetwork.org
Evaluation Planning InformationW.K. Kellogg Foundation Web sitehttp://www.wkkf.orgW.K. Kellogg Foundation Evaluation Handbook.To order contact:W.K. Kellogg FoundationP.O. Box 550Battle Creek, MI 49015(800) 819-9997[item number 1203]Taking Stock.http://www.horizon-research.orgThe Evaluation Forum (1994). A field guide to outcome-based program evaluation.The Evaluation Forum1932 First Avenue, Suite 403Seattle, WA 98101(206) 269-0171Rossi, P. H., Freeman, H. E., & Lipsey, M. W. (1999). Evaluation: A systematic approach.Thousand Oaks, CA: Sage.Patton, M. Q. (1997). Utilization-focused evaluation: The new century text. ThousandOaks, CA: Sage.Page 51 Logic Model Development GuidePage 52 Logic Model Development GuideThis Appendix provides the worksheet templates and checklists for exercises 1-5:Logic Model Development Program Planning and ImplementationExercises 1 and 2 TemplateExercise 1 ChecklistExercise 2 ChecklistTheory-of-Change Logic Model Development PlanningExercise 3 TemplateExercise 3 ChecklistLogic Model Development Evaluation and Indicators DevelopmentExercise 4 TemplateExercise 4 ChecklistExercise 5Exercise 5 ChecklistPage 53 Logic Model Development GuideForms AppendixPage 54 Logic Model Development Guide RESOURCES In order to accomplish our set of activities we will need the following: ACTIVITIES In order to address our problem or asset we will accomplish the following activities: OUTPUTS We expect that once accomplished these activities will produce the following evidence or service delivery: SHORT- & LONG-TERM OUTCOMES We expect that if accom- plished these activities will lead to the following changes in 1–3 then 4–6 years: IMPACT We expect that if accom- plished these activities will lead to the following changes in 7–10 years:Logic Model DevelopmentProgram Implementation Template – Exercise 1 & 2Forms AppendixExercise 1 ChecklistPage 55 Logic Model Development GuideProgress Toward Results Quality Criteria – 1
A variety of audiences are taken into consideration whenspecifying credible outputs, outcomes, and impacts.
Target participants and/or partners are described and quantified as outputs (e.g. 100 teachers from 5 rural high schools).
Events, products, or services listed are described as outputsin terms of a treatment or dose (e.g. 30 farmers will participate in at least 3 sessions of program, or curriculum will bedistributed to at least 12 agencies).
The intensity of the intervention or treatment is appropriatefor the type of participant targeted (e.g. higher-risk participants warrant higher intensities).
The duration of the intervention or treatment is appropriatefor the type of participant targeted (e.g. higher-risk participants warrant longer duration).
Outcomes reflect reasonable, progressive steps that participants can make toward longer-term results.
Outcomes address awareness, attitudes, perceptions, knowledge, skills, and/ or behavior of participants.
Outcomes are within the scope of the program’s control orsphere of reasonable influence.
It seems fair or reasonable to hold the program accountablefor the outcomes specified.
The outcomes are specific, measurable, action-oriented, realistic, and timed.
The outcomes are written as change statements (e.g. thingsincrease, decrease, or stay the same).
The outcomes are achievable within the funding and reportingperiods specified.
The impact, as specified, is not beyond the scope of the program to achieve.Comments/RevisionsNotYetYes■ ■■ ■■ ■■ ■■ ■■ ■■ ■■ ■■ ■■ ■■ ■■ ■■ ■Exercise 2 ChecklistPage 56 Logic Model Development GuideTheory into Action Quality Criteria
Major activities needed to implementthe program are listed.
Activities are clearly connected to thespecified program theory.
Major resources needed to implementthe program are listed.
Resources match the type of program.
All activities have sufficient andappropriate resources.Not Comments/RevisionsYetYes■ ■■ ■■ ■■ ■Forms AppendixPage 57 Logic Model Development Guide Strategies Assumptions Problem or Issue InfluentialFactorsDesired Results(outputs, outcomes,and impact)Community Needs/Assets12345 6Logic Model DevelopmentProgram Planning Template – Exercise 3Exercise 3 ChecklistPage 58 Logic Model Development GuideExercise Three Checklist
The problems to be solved/or issues to be addressed bythe planned program are clearly stated
There is a specific, clear connection between theidentified community needs/assets and the problemsto be solved (or issues to be addressed).
The breadth of community needs/assets has beenidentified by expert/practitioner wisdom, a needsassessment and/or asset mapping process.
The desired results/changes in the community and/orvision for the future ultimately sought by programdevelopers are specific.
Influential factors have been identified and cited fromexpert/practitioner wisdom and/or a literature review.
Change strategies are identified and cited fromexpert/practitioner wisdom and/or literature review.
The connection among known influential factors andbroad change strategies has been identified.
The assumptions held for how and why identifiedchange strategies should work in the community areclear.
There is consensus among stakeholders that the modelaccurately describes the proposed program and itsintended results.Comments/RevisionsNotYetYes■ ■■ ■■ ■■ ■■ ■■ ■■ ■■ ■■ ■Forms AppendixPage 59 Logic Model Development GuideLogic Model DevelopmentEvaluation Planning Template – Exercise 4EvaluationFocus AreaAudience Question UseExercise 4 ChecklistPage 60 Logic Model Development GuidePosing Questions Quality Criteria Yes Not Comments/Yet Revisions
A variety of audiences are takeninto consideration whenspecifying questions.
Questions selected are those withthe highest priority.
Each question chosen gathersuseful information.
Each question asks only onequestion (i.e. “extent of X, Y,and Z”) is not appropriate).
It is clear how the questionrelates to the program’s logicmodel.
The questions are specific aboutwhat information is needed.
Questions capture lessonslearned about your work alongthe way.
Questions capture lessonslearned about your programtheory along the way.■■■■■■■■■■■■■■■■Forms AppendixPage 61 Logic Model Development Guide Focus Area Question Indicators Technical Assistance NeededLogic Model DevelopmentIndicators Development Template – Exercise 5Exercise 5 ChecklistPage 62 Logic Model Development Guide
The focus areas reflect thequestions asked by a varietyof audiences. Indicatorsrespond to the identified focusareas and questions.
Indicators are SMART–Specific, Measurable, Actionoriented, Realistic, and Timed.
The cost of collecting data onthe indicators is within theevaluation budget.
Source of data is known.
It is clear what data collection,management, and analysisstrategies will be mostappropriate for each indicator.
Strategies and requiredtechnical assistance have beenidentified and are within theevaluation budget for theprogram.
The technical assistanceneeded is available.Establishing IndicatorsQuality CriteriaYes NotYetComments/Revisions■■■■■■■■■■■■■■Forms Appendix
EV3815Item #12090305 5M SCGPrinted on Recycled PaperOne MichiganAvenue EastBattle Creek, MI49017-4012USA269-968-1611TDD on siteFacsimile: 269-968-0413www.wkkf.orgW.K.KELLOGGFOUNDATION
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