1. Mapping the logic behind your programming
Pennsylvania Primary Prevention Institute 2017

2. “But I can’t explain how I do the magic that is our program…!”
I sit at my desk
Something happens
The world is a better place
Alexis

3. What is a logic model?
Logic modeling offers an organized way of defining your program goals, services, and measurable outcomes by producing:
An inventory of what you have and what you need to operate your program
A strong case for how and why your program will produce desired results
A method for program management and assessment
Lucy

4. Main Components
Problem Statement:
Goal Statement:
Lucy

5. Problem Statement Briefly explain what needs to change
Why is there a need for intervention?
What community problem does my program solve?
Include: who, what, why, where, when & how?
Record our problem statement for drinking and driving

6. Problem Statement
Let’s create a problem statement.

7. Goal Statement Capture the overall purpose of your program
What are you trying to accomplish over the life of the program?
Goal statement = solution to your problem statement
Goals should:
Include the intended results of the program
Specify the target population
Draw people’s attention to Goal Tips on page 8! Record’s the group’s goal statement.

8. Goal Statement
Let’s create a goal statement.

9. Activities The actions required to implement your program
What will you do with resources to achieve goal?
Examples: developing products, providing services, engaging in policy advocacy, building infrastructure
Look at tips & examples on page 11 & 12
Activities are the processes, techniques, tools, events, technology, and actions of the planned program. These may include products – promotional materials and educational curricula; services – education and training, counseling, or health screening; and infrastructure – structure, relationships, and capacity used to bring about the desired results.

10. Your Activities
Transfer activities from the theory grid to the logic model

11. Resources (Inputs) Identify the available resources for your program
Consider: staff, financial, space, technology, equipment, materials
Call attention to the table on the bottom of page 9

12. Needed Capacity
Identify the capacity you need for your program to be a success
Consider: staff, financial, space, technology, equipment, materials

13. Group Activity:
What resources do we have?
What capacity do we need?

14. Outputs
Measurable, tangible, and direct products of program activities
Expressed in terms of size and/or scope of services
Quantities: # classes taught, # of clients served, curricula developed
DOES NOT reveal anything about quality
Page 12 for examples & tips. STRESS: these are not OUTCOMES, they lead to outcomes. They are what you DO.
Outputs are the direct results of program activities. They are usually described in terms of 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, meetings held, or materials produced and distributed; program participation rates and demography; or hours of each type of service provided.

15. Outcomes
The changes that occur or the difference that is made during or after the program
What difference does the program make?
What does success look like?
Should be: phrased in terms of change & measurable
Outcomes are specific changes in attitudes, behaviors, knowledge, skills, status, or level of functioning expected to result from program activities and which are most often expressed at an individual level.

16. Types of Change
Knowledge
Attitude
Belief
Behavior

17. Target of Change Individual, client-focused Family or community
Systemic
Organizational
Outcomes vary. Its’ not only the individual that you want to change/address.

18. SMART Outcomes and Impacts should be SMART: Specific Measurable
Action-oriented
Realistic
Timed

19. Now apply to your own program…
Outputs
Outcomes
Impact

20. Assumptions
Conditions that are necessary to program success BUT that you believe already exist
Can refer to facts or special circumstances in our community, region, and/or field
What assumptions do we make about:
The key elements and components of our programs
The logic that connects our program to our intended impact
Our community
Our movement

21. External and Influential Factors
Changes in these contextual factors may require program adjustments
External and Influential Factors
Culture
Physical Environment
Economic Structure
Housing Patterns
Demographics
Experience of participants
Surrounding environment that can affect program success positively or negatively
Can include politics, program history, other initiatives existing in your agency and within the community, and social norms.
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, staff and volunteers, time, facilities, equipment, and supplies. Limiting risk factors or barriers might include such things as attitudes, lack of resources, policies, laws, regulations, and geography.

22. BOTH! You might have to go in both directions depending on where you are in your process. You might start with defining your impact and figure out what you need to do in order to achieve that impact. You might have a program and be working towards determining what the impact of that program is. Ultimately, when your logic model is completed, you should be able to move fluidly from left to right AND from right to left

23. Where do I start? Gather a team! Lucy
Determine the purpose of the logic model
Who will use it? For what purpose?
Set boundaries for the logic model
how specific should it go?
Who will the end users be and what boundaries would meet their needs?
Requires us to be transparent to make informed decisions
Requires sharing power across departments and positions
Photo:

24. Put the Logic Model to Work
Build Clarity
Communicate
Tell your story
Evaluate