Logic model

Definition

The logic model is a general framework for describing work in an organization. In its simplest form, it analyzes work into four categories: inputs, activities, outputs, and outcomes. These represent the logical flow from (1) inputs (resources such as money, employees, and equipment) to (2) work activities, programs or processes, to (3) the immediate outputs of the work that are delivered to customers, to (4) outcomes or results that are the long-term consequences of delivering outputs.

The logic model is typically displayed in a block diagram:

Variations on the Theme

Following the early development of the logic model in the 1970's by Joseph Wholey and others, many refinements and variations have been added to the basic concept. These have incorporated language that is more familiar to a particular field.

University Cooperative Extension Programs in the US have developed a more elaborate logic model, called the Program Action Logic Model, which includes six steps:

Inputs (What we invest)
Outputs:
- Activities (the actual tasks we do)
- Participation (Who we serve; customers & stakeholders)
Outcomes - Impacts
Short Term (Learning: awareness, knowledge, skills, motivations)
Medium Term (Action: behavior, practice, decisions, policies)
Long Term (Consequences: social, economic, environmental etc.)

In front of Inputs, there is a description of a Situation and Priorities. These are the considerations that determine what Inputs will be needed.

The University of Wisconsin Extension offers a series of <a href="http://www.uwex.edu/ces/pdande/evaluation/evallogicmodel.html" target="_blank">guidance documents</a> on the use of logic models. There is also an extensive <a href="http://www.uwex.edu/ces/pdande/evaluation/evallogicbiblio.html" target="_blank">bibliography</a> of work on this program logic model (note: some of these links are broken).

Uses of the Logic Model

1. Program Planning
One of the most important uses of the logic model is for program planning. Here it helps managers to 'plan with the end in mind' [Stephen Covey], rather than just consider inputs (e.g. budgets, employees) or just the tasks that must be done. By placing the focus on ultimate outcomes or results, planners can think backwards through the logic model to identify how best to achieve the desired results. Planners therefore need to understand the difference between the categories of the logic model.

2. Performance Evaluation
The logic model is often used in government or not-for-profit organizations, where the mission and vision are not aimed at achieving a financial benefit. In such situations, where profit is not the intended result, it may be difficult to monitor progress toward outcomes. A program logic model provides such indicators, in terms of output and outcome measures of performance. It is therefore important in these organizations to carefully specify the desired results, and consider how to monitor them over time. Often, such as in education or social programs, the outcomes are long-term and mission success is far in the future. In these cases, intermediate or shorter-term outcomes may be identified that provide an indication of progress toward the ultimate long-term outcome.

Traditionally, government programs were described only in terms of their budgets. It is easy to measure the amount of money spent on a program, but this is a poor indicator of mission success. Likewise it is relatively easy to measure the amount of work done (e.g. number of workers or number of years spent), but the workers may have just been 'spinning their wheels' without getting very far in terms of ultimate results or outcomes. The production of outputs is a better indicator that something was delivered to customers, but it is still possible that the output did not really meet the customer's needs, was not used, etc. Therefore, the focus on results or outcomes has become a mantra in government and not-for-profit programs.

The <a href="http://www.whitehouse.gov/omb/budget/fy2002/mgmt.pdf target=_blank">President's Management Agenda</a> (2002) is an example of the increasing emphasis on results in government. It states:

Government likes to begin things — to declare grand new programs and causes. But good beginnings are not the measure of success. What matters in the end is completion. Performance. Results.

This document refers to results seventy times.