Types of evaluation examine different aspects of performance Resources (Inputs) ActivitiesOutputs Short-Term Outcomes Intermediate Outcomes (through customers) Long-Term Outcomes & Problem Solution for Customers Reached External Influences and Related Programs (mediating factors) Sources: Gretchen B. Jordan, Sandia National Laboratories; and adapted from Wisconsin Extension Service website ( Outcome or Impact Evaluation: What are the outcomes associated with the program? Intended and unintended? Did the program cause the outcomes? Process Evaluation: Is the program being implemented as planned? Market Assessment: Is there a need? Has context changed?

Levels of Logic Models and Uses Level Uses Communication/ Audience Program design and planning Metrics and evaluation Performance Spectrum Bullet lists under each element of the logic showing budget lines, major activities, and performance measurement areas Serves as an overview of the program and its performance plan (not necessarily showing the logic) Links budget lines to general categories of activities and shows general sequence of outcomes to those who help with planning. Displays measures, but not helpful in defining them or anything but the broadest evaluation issues Conceptual Logic 8 – 10 circles or boxes (few words) including a sequence of outcomes; Accompanies other logic and/or short text Provides “elevator story” for introduction of program, particularly to people who know little about it For a strategic plan, or preparation for topics at a stakeholder meeting to design or redesign a program; Helps define a few key metrics and evaluation issues at a gross or portfolio level because it describes the “theory” of how the program should work High Level Logic Full 8 1/2 x 11 page diagram, with boxes, with a few pages of text and/or pages of key metrics and evaluation questions Quick guide to new managers and staff, stakeholders Provides enough detail that sub- programs and projects can design their part to help meet the larger program goals. Useful for general definitions of key metrics, especially intermediate outcome metrics, enough to write a work statement for contractor Detailed Logic 11 x 17 page or multiple pages of logic (could include drill down for portfolio logic), with tables of metrics and evaluation questions and perhaps text to explain Fairly complete guide for program staff and performers; excellent information for program evaluator For AOP or design of a new program or major redesign; Helps keep program on track technically. Helps with specific definition of metrics; provides enough information for evaluators to draft specific questions and to know what groups to contact for data Generic Logic Usually high level, but the broader the scope covered, the more boxes Explains theory of program to those with similar programs who haven’t yet done a logic model Provides a general model for planning a portfolio of programs Defines common portfolio metrics and evaluation issues