LOGIC MODEL OVERVIEW A logic model is a tool which visually describes the linkages between goals, activities, and expected outcomes for a program. Logic models are frequently characterized as a roadmap which illustrates how an activity can create change. It depicts the sequence of events that is expected to create change and help address a problem or issue. Logic models show the logical relationship between the need you will address, the services you will provide or the activities you will do, and the changes you expect to see as the result. The links between the parts of the logic model are often referred to as a series of if then relationships: if we have and, [then] we can (do) and, which will [then] result in and. Logic models have five key components: Inputs Activities (services or strategies) Outputs Outcomes Impact A statement of assumptions is very useful to include with the model. Logic models can be visually represented in many ways such as a flow chart, a map or a table. The only rule for a logic model is that it be presented on one page. As described in the diagram below, the program Inputs (resources) enable the desired Activities, which will generate the desired Outputs (direct products of program activities), which will result in the desired Outcomes (specific changes in program participants behavior, knowledge, skills) which will contribute to the desired results (or Impact). Inputs Activities Outputs Outcomes Impact Enable Generate Result In Contribute to The process of developing a logic model provides many benefits to a program. Here are a few: Brings detail to broad goals; helps in planning, evaluation, implementation, and communication. Identifies gaps in program logic and clarifies assumptions to improve likelihood of success. Builds understanding and promotes consensus about program purpose and operation. Makes underlying beliefs and assumptions explicit. Clarifies what is appropriate to evaluate, and when, so resources are used wisely. Summarizes complex programs to communicate more effectively with stakeholders, funders, and audiences. Logic Model Overview FINAL 11/21/2012 1 PHAO Toolkit: Logic Model Page 1
LOGIC MODEL TEMPLATE Instructions: For assistance in completing this logic model, refer to the Logic Model Instructions and Definitions of Terms for definitions and guiding questions. Underlying Beliefs and Influential Factors that Affect the Program (ASSUMPTIONS) What is the PROBLEM/ISSUE? What to Do? (ACTIVITIES/SERVICES/ STRATEGIES) What Will The Activities Produce or Deliver? (OUTPUTS) What Changes Will the Activities Create and What Will the Change Achieve? SHORT TERM (OUTCOMES) INTERMEDIATE TERM LONG TERM What Resources Do We Have/Need? (INPUTS) What Will Be Achieved? (IMPACT) Logic Model Template REVISED FINAL 1/16/2014 1 PHAO Toolkit: Logic Model Page 2
LOGIC MODEL INSTRUCTIONS AND DEFINITIONS OF TERMS USED IN TEMPLATE Note: Terms are listed in order of appearance in Logic Model Template. Also the terms coalition and organization are used interchangeably in these definitions. The intent is that the templates can be used by a wide variety of organizations not just coalitions. Assumptions What are the underlying beliefs about how the program will bring about change? What are the basic principles behind the design of your program? Why do you think that this program will work? What are your beliefs about the community and environment you are working in? Make sure these assumptions are confirmed by all members of the program planning team before beginning. Faulty assumptions can create many problems in using the logic model as a tool for understanding the theory behind a program along with actually implementing the program. Assumptions should also describe external factors that impact your program such as positive and negative influences, and culture, economics and demographics. These too should be confirmed before beginning the program. Problem or Issue What problems are you attempting to solve or what issues are you striving to address? A wellconstructed problem statement concisely explains the issue you will address. Inputs What will be invested in order to address the stated problem or issue? What resources are necessary? Resources include the human, financial, organizational, and community resources a program has available to direct toward doing the work. Think about resources that you already have as well as those that you need. Examples of inputs include staff, volunteers, community partners, time, money, research findings, materials, equipment, and technology. Activities/Services/Strategies This section of the logic model asks you to describe what you will do what will be done to achieve the program objectives, outcomes and goals. Activities are the processes, tools, events, technology, and actions that are an intentional part of the program implementation. These interventions are used to bring about the intended program changes or results. These activities are based on having access to the resources that you noted in the previous section. If you have access to those resources, then you can use them to accomplish your planned activities. As you outline these activities, you could include a clear identification of early activities and later activities. Here are a few examples of activities: form Logic Model Glossary REVISED FINAL 1/16/2014 1 PHAO Toolkit: Logic Model Page 3
partnerships with community organizations, implement curriculum, create and disseminate educational materials, train health care professionals in clinical guidelines, conduct workshops and meetings, deliver services, facilitate access to information, work with the media, etc. Outputs Outputs are the direct, tangible results or products of the planned activities what we get. Again, this step is based on the previous step if you accomplish your planned activities, then you will hopefully deliver the amount of product and/or service that you intended. Essentially the question being answered is, what amounts of activities or services are being provided? These early work products often serve as documentation of progress. Examples of the types of amounts of activities and services are as follows: number of participants that attend a program, number of hours of community forums, number of brochures distributed, number of monthly newsletters sent, community activities held, etc. Outcomes Outcomes are the desired results of the program what we achieve. They are specific changes in program participants behavior, knowledge, skills, status and level of functioning and are most often expressed at the individual level. Here is the if then statement associated with outcomes: if you accomplish your planned activities to the extent you intended, then your participants will benefit in certain ways. Outcomes may be thought of as being at three levels: short term, intermediate term, and long term. Describing outcomes as one of these depends on the objective, the length of the program, and expectations of the program or intervention. What is identified as a long term outcome for one program could be an intermediate outcome for another. Short Term Outcomes are the immediate effects of the program or intervention activities. They often focus on the knowledge and attitudes of the intended audience. An example of a short term outcome is as follows: Parents who graduate from the program have improved communication and parenting skills. Intermediate Term Outcomes are benefits that can be expected soon, but not immediately. They tend to be behavior, normative, and policy changes. An example of an intermediate outcome is as follows: Parents who complete the program have more confidence in their parenting abilities one year after graduating from the curriculum. Long Term Outcomes refer to the desired results of the program and may take years to accomplish. Benefits can be changed incidence and altered behaviors. An example of a long term outcome is as follows: More children in ABC County receive all recommended immunizations on schedule. Logic Model Glossary REVISED FINAL 1/16/2014 2 PHAO Toolkit: Logic Model Page 4
Impact The impact of a program is the big picture change. Impact is defined as being the organizational, community, and/or system level changes expected to result from program activities (could take as long as 7 10 years). The if/then statement associated with impacts is, If these benefits to participants are achieved, then certain changes to organizations, communities, or systems might be expected to occur. The program impact moves from an individual level outcome (as described in the Outcomes) to a population level change, for example, decrease in the rate of death due to heart disease. Logic Model Glossary REVISED FINAL 1/16/2014 3 PHAO Toolkit: Logic Model Page 5
Logic Model Resources Communities That Care Curriculum http://store.samhsa.gov/product/communities That Care Curriculum/PEP12 CTCPPT Equips communities with information to create a public health prevention approach to target youth problem behaviors such as violence, delinquency, and substance abuse. Includes 50 PPTs that cover strategic consultation, training, and research based tools. Enhancing Program Performance with Logic Models http://www.uwex.edu/ces/lmcourse/ The University of Wisconsin Extension Program offers the Enhancing Program Performance with Logic Models online training course. Module 1 of the program, Logic Model Basics, is a simple, user friendly section that covers the general purpose of, and uses for, logic models, as well as the many types of logic models used by organizations today. Everything You Wanted to Know About Logic Models But Were Afraid to Ask http://www.insites.org/documents/logmod.htm This paper funded by the W.K. Kellogg Foundation covers common questions about logic models, including what they are and how they are used. Identifying and Selecting Evidence Based Interventions for Substance Abuse Prevention Strategic Prevention Framework State Incentive Grant (SPF SIG) Program: Revised Guidance Document (January 2009) http://store.samhsa.gov/product/identifying and Selecting Evidence Based Interventions for Substance Abuse Prevention/SMA09 4205 Describes the Strategic Prevention Framework (SPF), a 5 step planning process to guide states and communities in substance abuse prevention activities. Promotes Logic Model Resources Final 11/21/2012 1 PHAO Toolkit: Logic Model Page 6
implementation of evidence based practices for prevention in communities across the country. Introduction to Process Evaluation in Tobacco Use Prevention and Control http://www.cdc.gov/tobacco/tobacco_control_programs/surveillance_evaluation/process_eval uation/index.htm Published in 2008, this guide will help state and federal program managers and evaluation staff design and implement valid, reliable process evaluations for tobacco use prevention and control programs. It also provides a framework for understanding the links between inputs, activities, and outputs and for assessing how these relate to tobacco use prevention and control programs outcomes. Introduction to Program Evaluation for Comprehensive Tobacco Control Programs, Centers for Disease Control and Prevention http://www.cdc.gov/tobacco/tobacco_control_programs/surveillance_evaluation/evaluation_ manual/index.htm The Centers for Disease Control and Prevention, Office on Smoking and Health developed this "how to" guide for planning and implementing evaluation activities. The purpose of this manual is to assist state tobacco control program managers and staff in the planning, design, implementation, and use of comprehensive evaluations of tobacco control efforts. Logic Model Toolkit https://protect.omni.org/sites/rpsco/documents/logic%20model%20toolkit.pdf OMNI Institute s Regional Prevention Services (RPS) is a regionally based consulting project, funded by the Colorado Department of Human Services (CDHS) under the Division of Behavioral Health (DBH). The RPS Project provides dedicated training, consultation, and support to Colorado agencies, communities, and coalitions working with children, youth, and families. The Logic Model Toolkit provides a clear, step by step approach to developing a logic model. Planning Primer: Developing a Theory of Change, Logic Models and Strategic and Action Plans http://www.cadca.org/resources/series/primers This primer provides clear guidelines for assisting your coalition to develop the products that you need to carry out a comprehensive community plan to reduce substance abuse Logic Model Resources Final 11/21/2012 2 PHAO Toolkit: Logic Model Page 7
rates. It also helps you understand the dynamic planning process needed for coalition work. The Power of Proof: An Evaluation Primer, Tobacco Technical Assistance Consortium http://www.ttac.org/power of proof/ The Power of Proof: An Evaluation Primer is a series of online educational tools produced by the Tobacco Technical Assistance Consortium (TTAC). These tools are designed to help tobacco control professionals demonstrate the success of their programs through evaluation. This series will give those who are new to evaluation, and those who want to brush up on their skills, access to a collection of introductory information, tools, and resources from experts in the field. The Power of Proof series includes these parts: Part 1: Setting the Stage Part 2: Evaluation Planning Part 3: Writing Objectives Part 4: Data Collection Part 5: Types of evaluation Part 6: Interpreting the Data Part 7: Reporting Results WK Kellogg Foundation Logic Model Development Guide http://www.wkkf.org/knowledge center/resources/2006/02/wk Kellogg Foundation Logic Model Development Guide.aspx Nonprofits today are being pressed to demonstrate the effectiveness of their program activities by initiating and completing outcome oriented evaluation of projects. This guide was developed to provide practical assistance to nonprofits engaged in this process. In the pages of this guide, we hope to give staff of nonprofits and community members alike sufficient orientation to the underlying principles of "logic modeling" to use this tool to enhance their program planning, implementation, and dissemination activities. WK Kellogg Foundation Evaluation Handbook http://www.wkkf.org/knowledge center/resources/2010/w K Kellogg Foundation Evaluation Handbook.aspx This handbook provides a framework for thinking about evaluation as a relevant and useful program tool. It was written primarily for project directors who have direct responsibility for the ongoing evaluation of W.K. Kellogg Foundation funded projects. Logic Model Resources Final 11/21/2012 3 PHAO Toolkit: Logic Model Page 8