OVERARCHING GOAL: LOGIC MODEL DATE: INPUTS → OUTPUTS → OUTCOMES Short-term outcomes and Long-term outcomes reflecting Mobilized Resources Activities and Interventions Specific processes to measure measures program objectives Enter the people and things to be Enter the key activities and What tells you the activities and Enter the changes that are Enter the downstream changes called into action (now or in the interventions planned, as of today. interventions are being done expected to be seen – in real life – that are expected to occur after very near future) that will directly correctly and reaching their after the activity or intervention the short-term changes cumulate contribute to meeting the goal. This intended target(s)? Enter them reaches its intended target. Try to or trigger other mechanisms of would include partners, structures, here as a list of potential process think of short-term indicators that action. Focus on those that you funding, and any practical or measures. are specific to that activity, to help can monitor and are directly instrumental resources. Stick to the you understand its unique effect relevant to your set of program ones that are relevant to the amongst other activities being objectives. activities and interventions planned. done. ASSUMPTIONS EXTERNAL FACTORS (root cause analyses, prior learning/experience) (barriers/facilitators) Enter a few key pieces of information that lead you to believe that the activities and interventions planned Consider the context of the work, such as the local history, culture, and environment (both political and are the right ones. Be aware that your assumptions can change as new information is acquired through natural). Develop a short list of relevant barriers and facilitators. Some of them you might consider to learning and quality improvement, so don’t be afraid to revise these as you go. be unpredictable or beyond your control, but others might later be amenable to change and should be kept under watch. REMEMBER: THIS IS JUST A SHAPSHOT OF YOUR CURRENT UNDERSTANDING OF HOW THINGS OUGHT TO WORK! Adapted from University of Wisconsin Extension Program Development and Evaluation resources: http://www.uwex.edu/ces/pdande/evaluation/evallogicmodel.html
OVERARCHING GOAL: LOGIC MODEL DATE: INPUTS → OUTPUTS → OUTCOMES Mobilized Resources Activities and Interventions Specific processes to measure Short-term outcomes and measures Long-term outcomes reflecting program objectives Enter the people and things to be called into action (now or in the very near future) that will directly contribute to meeting the goal. This would include partners, structures, funding, and any practical or instrumental resources. Stick to the ones that are relevant to the activities and interventions planned. Enter the key activities and interventions planned, as of today. What tells you the activities and interventions are being done correctly and reaching their intended target(s)? Enter them here as a list of potential process measures. Enter the changes that are expected to be seen – in real life – after the activity or intervention reaches its intended target. Try to think of short-term indicators that are specific to that activity, to help you understand its unique effect amongst other activities being done. Enter the downstream changes that are expected to occur after the short-term changes cumulate or trigger other mechanisms of action. Focus on those that you can monitor and are directly relevant to your set of program objectives. ASSUMPTIONS (root cause analyses, prior learning/experience) EXTERNAL FACTORS (barriers/facilitators) Enter a few key pieces of information that lead you to believe that the activities and interventions planned are the right ones. Be aware that your assumptions can change as new information is acquired through learning and quality improvement, so don’t be afraid to revise these as you go. Consider the context of the work, such as the local history, culture, and environment (both political and natural). Develop a short list of relevant barriers and facilitators. Some of them you might consider to be unpredictable or beyond your control, but others might later be amenable to change and should be kept under watch. REMEMBER: THIS IS JUST A SHAPSHOT OF YOUR CURRENT UNDERSTANDING OF HOW THINGS OUGHT TO WORK! Adapted from University of Wisconsin Extension Program Development and Evaluation resources: http://www.uwex.edu/ces/pdande/evaluation/evallogicmodel.html