the logic model an introduction. slide 2 innovation network, inc. who we are national nonprofit...
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The Logic ModelAn Introduction
Slide 2Innovation Network, Inc.
Who We Are
National nonprofit organization Committed to evaluation as a tool for empowerment Work with nonprofits at the grassroots level Build evaluation capacity of nonprofits and funders so
they can better serve their communities Practice a participatory approach
1625 K Street, NW11th FloorWashington, DC 20006(202) 728-0727 x 107 (Veena) and x 109 (Ehren)Website: www.innonet.org
Slide 3Innovation Network, Inc.
Our Relationship with 2005 Fellows
What we’re doing Logic models Evaluation plans
Why we’re doing it Replicable, sustainable, social impact Development of programs Improve outcomes Make your case to funders, constituents
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Purpose of this Session
To start thinking of evaluation as a tool for empowerment
To be able use a logic model as a springboard to evaluate your program
To develop an understanding of how evaluation can help your organization become more effective
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Theory of Change
Theory of Change: how and why your initiative works Theory based on:
Wisdom & experience, Research and evaluation, or Best practices.
One purpose of evaluation is to test your theory
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Logic Model
Picture of a program: what you are putting into it, what you are doing, and what you are trying to achieve
Helps clarify theory of change, fills possible gaps Builds common understanding, especially about
the relationship between actions and results Basis for subsequent evaluation
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Elements of Logic Model
Organizational Capacity Building Board of Directors Nonprofit Status/ Fiscal
Sponsorship Operations/ Financial
Management Fundraising/ Development
Program Development/ Implementation Needs Assessment Curriculum Development Volunteer Recruitment
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Logic Model
Resources
The resources dedicated to or consumed by the program
Activities
The actions that the program takes to achieve desired outcomes
Outputs
The tangible, direct results of a program’s activities
Outcomes
The benefits to clients, communities, systems, or organizations
Program Goals: overall aims or intended impacts
External Factors: what else affects the program
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The Logic Model: If-Then
Resources Activities
You need certain resources to be able to run your program.
IF you have access to those resources, THEN you can accomplish your activities.
IF you can accomplish these activities, THEN you will have delivered the services you planned.
IF you have delivered the services as planned, THEN there will be benefits for the clients, communities, systems, or organizations your program serves.
Outputs Outcomes
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Before you begin, decide:
The scope of the logic model: defining the “program”
The time frame to be covered
Where to start
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Program Goals
Clear statements identifying the ultimate results you want to achieve Improve access to health care for people with limited
English proficiency in the service area.
To promote positive youth development by increasing participating teens’ sense of belonging, positive interactions with others and increased interest in the arts.
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Women’s Training and Employment Program
Resources Activities Outputs Outcomes
Program Goal: Participating women achieve economic self-sufficiency
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Resources
Resources dedicated to or consumed by the project Human resources Facilities Equipment/supplies Partners Technology
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Women’s Training and Employment Program
TeachersJob placement counselorsSpaceTechnology
Resources
Program Goal: Participating women achieve economic self-sufficiency
Activities Outputs Outcomes
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Activities
The actions a program takes to achieve desired outcomes
Activity Groups: Outreach Training Job Placement Job Counseling
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Women’s Training and Employment Program
Teachers
Job placement counselors
Space and Technology
TrainingDevelop curriculumSelect participantsCoordinate training logisticsDeliver trainings
Resources
Activities
Outputs Outcomes
Program Goal: Participating women achieve economic self-sufficiency
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Outputs
The tangible direct results of program activities
# of newsletters distributed # of training workshops held # of people trained Board manual
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Women’s Training and Employment Program
# completing courses
# receiving job placement assistance
# receiving 3 on-the-job visits
Components
Provide training in marketable skills and money mgmt
Provide job placement assistance
Provide on-the-job visits
ActivitiesOutputs
OutcomesTeachers
Job placement counselors
Space and Technology
Resources
Program Goal: Participating women achieve economic self-sufficiency
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Outcomes
The changes we expect to occur as a result of our work
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Types of change
New knowledge
Increased skills
Changed attitudes, opinions or values
Changed motivation or aspirations
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Types of change
Modified behavior
Changed conditions
Changed decisions
Changed policies
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Types of Outcomes
Client/Individual
Family and Community
Systemic
Organizational
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Outcomes should:
Represent changes that can logically be expected to result from activities articulated in logic model
Be within the program’s sphere of influence Be generally accepted as valid by various stakeholders
of the program Be phrased in terms of change Be measurable
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Chain of Outcomes
Short-term – What changes do you expect to see? Intermediate - What changes would you want to see
after that? Long-term – What changes would you hope to see
after that?
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Women’s Training and Employment Program
# of participants:
completing courses
receiving job placement assistance
receiving 3 on-the-job visits
ActivitiesComponents
Provide training in marketable skills and money mgmt
Provide job placement assistance
Provide on-the-job visits
Participants move into higher paying jobs
Outputs
Long-TermOutcomes
Program Goal: Participating women achieve economic self-sufficiency
Resources: Teachers, Job placement counselors, Space and Technology
Participants have improved job and money management skills
Short-TermOutcomes
Participants obtain full-time paid employment
IntermediateOutcomes
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External Factors
Context of the program
Political Economic Social/cultural Geographic
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Summary of Today’s Discussion
Reviewed the core components of a logic model Outlined how you can identify those components within your
program Further resources are available in workbook
Contact us if you have additional questions: Veena – 202.728.0727 x 107 – [email protected] Ehren – 202.728.0727 x 109 – [email protected]
More resources: www.innonet.org/services/echoing_green
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Next Steps and Due Dates
Develop draft logic models First drafts due to us by June 21 We review/offer feedback July 16 at conference Revised models due to us by September 15
Develop evaluation plans We distribute evaluation plan template and workbook at
conference First drafts due to us by (TBD) Feedback and revised plans (TBD)
Slide 29Innovation Network, Inc.
Thanks for Your Participation!
Measure results.
Make informed decisions.
Create lasting change. Innovation Network, Inc.1625 K Street, NW
11th FloorWashington, DC 20066(202) 728-0727 ext. 109
Website: www.innonet.org