Logic  Models  &  Indicators  1,  2    

Logic  models  frame  the  context  and  assumptions  underpinning  your  initiative  and  evaluation,  as  well  as  visually  represent  the  relationships  between  your  objectives,  activities,  and  the  intended  effects.  As  you  progress  to  the  point  of  developing  a  strategic  direction  and  devise  ways  to  measure  your  progress,  building  a  logic  model  can  be  a  tool  to  anchor  key  decisions  and  guide  future  steps.      Using  a  logic  model  increases  the  likelihood  of  success  for  your  initiative  and  evaluation  because  it:  

• Becomes  a  reference  point  for  everyone  involved  in  the  initiative;  • Helps  identify  potential  obstacles  so  they  can  be  addressed;  and  • Can  be  revised  to  reflect  changes  in  context,  resources,  activities,  or  expectations  

 For  evaluation  purposes  in  particular,  a  logic  model  is  useful  for:  

• Determining  what  to  evaluate;  • Knowing  what  information  to  collect  (indicators)  and  when  to  collect  data;  and  • Deciding  data  collection  methods,  sources,  and  instruments  

 Although  there  is  no  single  template  for  building  a  logic  model,  some  standard  rules  apply.  Specifically,  a  logic  model  should  be:  

• Displayed  on  a  single  (1)  page  • Visually  engaging  and  easy  to  follow  • Appropriate  in  its  level  of  detail  • Comprised  of  two  aspects:  1)  process,  and  2)  outcomes  

 The  basic  components  of  a  logic  model  are  diagramed  and  defined  below7.  A  tool  for  building  your  own  logic  model  is  included  as  part  of  this  Action  Guide.    

   

§ Inputs:  the  resources  that  go  into  your  initiative  –  what  you  invest.  They  may  include  financial,  personnel,  or  in-­‐kind  resources.  

                                                                                                               1  Centers  from  Disease  Control  &  Prevention.  (nd).  Evaluation  Guide:  Developing  and  Using  a  Logic  Model.  Atlanta,  GA:  National  Center  for  Chronic  Disease  Prevention  and  Health  Promotion.  2  W.K.  Kellogg  Foundation.  (2004).  Logic  Model  Development  Guide.  Battle  Creek,  MI.  

§ Activities:  the  events  undertaken  by  the  initiative  or  stakeholders  to  produce  the  desired  outcomes  –  what  you  do.  

§ Outputs:  the  direct,  tangible  results  of  activities  –  what  you  get.  They  are  usually  described  in  terms  of  the  number  of  people  served  and/or  the  scope  of  services  and  products  produced  by  the  initiative.  

§ Outcomes/Impacts:  the  desired  results  of  the  initiative  –  what  you  achieve.  They  may  include  observed  changes  in  frequency  or  rates  of  health-­‐related  attitudes,  behaviors,  or  outcomes.  They  may  also  be  organizational,  community,  or  system-­‐level  changes  such  as  improved  infrastructure,  the  ability  to  generate  funding,  increased  capacity,  or  changes  in  policy.    

§ Assumptions:  the  beliefs  you  have  about  the  initiative  and  resources  involved.  They  are  typically  based  on  research,  best  practices,  and  past  experiences.  

§ Contextual  Factors:  describe  the  environment  and  external  factors  that  interact  and  may  influence  the  initiative.  These  are  typically  conditions  over  which  you  have  little  or  no  control  to  change.  

 In  the  most  basic  sense,  an  indicator  is  the  specific  information  or  evidence  that  needs  to  be  collected  in  order  to  indicate  the  status  of  your  initiative  and  measure  the  outcome  that  is  expected  to  change.  The  following  table8  organizes  some  common  indicators,  by  focus  area.    

Focus  Area   Indicators;     Instruments   How  to  Evaluate  

Influential  Factors  Levels  of  knowledge,  skills,  intentions,  policies  

Population  surveys  or  key  informant  interviews  

Compare  the  extent  of  influences  before  and  after  your  initiative  

Resources  Amount  of  funding  or  personnel    

Financial  or  staffing  logs/reports  

Compare  actual  resources  acquired  or  utilized,  against  what  was  anticipated  

Activities  

Description  of  planned  activities  

Logs/reports  of  actual  activities,  feedback  from  participants  

Compare  actual  activities  provided  and  types  of  participants  reached,  against  what  was  proposed  

Outputs  

Activities,  services  and/or  products  planned    

Reports  of  activities,  services,  and/or  actual  products  delivered  

Compare  the  quantity  and  quality  of  activities  and/or  products  of  what  was  actually  delivered,  against  what  was  expected  

Outcomes  &  Impacts  

Frequency  or  rate  of  a  health  outcome  or  health  behavior  thought  to  result  from  your  initiative    

Population  surveys  or  state  or  national  data  sets  

Compare  the  measures  before  and  after  your  initiative  

 Important  Distinction:  Outputs  are  measures  of  implementation  –  they  assess  quantity  and  quality  of  specific  activities,  and  can  usually  be  tracked  right  away.  Outcomes  are  measures  of  effectiveness  –  they  assess  changes  during  or  after  the  initiative,  or  compared  to  other  initiatives,  and  usually  need  to  be  monitored  over  time  in  order  to  be  realized.