This document discusses the basics of logic modeling for managing nonprofit programs. It explains that logic models begin with inputs, activities, outputs, and outcomes. Inputs are resources dedicated to the program, activities are what the program does with the inputs, outputs are direct products of activities, and outcomes are benefits for participants. A logic model captures these constructs and considers whether inputs and activities lead to outputs and outcomes. Program outcome management systems use logic models to plan strategies, illustrate program strategy for staff and stakeholders, and allow for data collection and reporting. Logic models can show that activities and outputs can lead to multiple initial outcomes, and underlying assumptions are inserted into the logic chain. Successful program directors will tweak logic models to make differences in outcomes and consider how

1. The Fine Points of
Logic Modeling to
Manage Non-profit
Programming

2. Lets start with “The Basics” All program
design will begin with the following
constructs
Inputs:Inputs:
Resources dedicated to orResources dedicated to or
consumed by the programconsumed by the program

3. The Basics
Activities:Activities:
What the programWhat the program
does with the inputsdoes with the inputs
to fulfill its missionto fulfill its mission

4. The Basics
Outputs:Outputs:
The direct products ofThe direct products of
the program activitiesthe program activities

5. The Basics
Outcomes:Outcomes:
Benefits for participantsBenefits for participants
during and after programduring and after program
activitiesactivities

6. The Basics
INPUTS ACTIVITIES OUTPUTS
OUTCOMES
Program logic begins here as every program director needs
to capture the constructs above and consider whether the
inputs plus the activities necessarily lead to the outputs and
outcomes hoped for.

7. The Basics
Program Outcome Management SystemsProgram Outcome Management Systems
• Provide planning tools to develop strategies that delineateProvide planning tools to develop strategies that delineate
the kinds of activities, the quantity of raw materials neededthe kinds of activities, the quantity of raw materials needed
and logic behind strategiesand logic behind strategies
•Clearly illustrate program strategy for staffers andClearly illustrate program strategy for staffers and
stakeholdersstakeholders
• Allow for data collection and focus points for criticalAllow for data collection and focus points for critical
tracking and reporting of data, troubleshooting andtracking and reporting of data, troubleshooting and
discussion of correction points and omissionsdiscussion of correction points and omissions

8. The Basics
Frequently, activities and outputsFrequently, activities and outputs
can lead to more than one initialcan lead to more than one initial
outcome this happens often inoutcome this happens often in
more complicated programmore complicated program
modelsmodels

9. The Basics
Some say that logic models tend to be tooSome say that logic models tend to be too
technical and fail to provide adequate rationaletechnical and fail to provide adequate rationale
for the public and most stakeholdersfor the public and most stakeholders
In these cases, underlying assumptions areIn these cases, underlying assumptions are
inserted into the logic chain.inserted into the logic chain.

10. Theory of Change in the area of Neighborhood Capacity DevelopmentTheory of Change in the area of Neighborhood Capacity Development
Outreach activities
Technical assistance
Resource Development
training
Leadership Development
training
Creating “new neighbor”
welcome groups
Create or augment “Crime
watch” groups
# of new residents
involved
# of new groups
initiated
# of outreach
activities
# of grant proposals
created / monies
received
# of issues
addressed
# of activities
initiated
Neighborhood /
Community
residents are
acquainted, share
a sense of
belonging, feel
safer as a result of
engagement
Improved
functioning of
Neighborhood
Associations
[N.A.’s]
ActivitiesOutputsOutcomes
InputsAssumptions
Residents
Office supplies
and equipment
Facilities
Staff
Funding
Volunteer input
Community
involvement
Marketing/PR
Accounting
support
#1
Influx of new
residents will
support N.A.
functioning
#2
Fundraising and addi-
tional resources will
support menu of N.A.
activities
New issues and ac-
tivities garner support
for potential members
Residents are un-
aware of benefits of
strong N.A.
Residents can bene-
fit from training in
new methods
Residents who are
acquainted are 1] more
likely to re-invest in the
neighborhood 2] more
likely to sense security
protection from
neighbors
Outputs
# participating in pro-
jects or being engaged
# of grants distributed
# of applications distrib-
uted
Distribute grant applica-
tions
Screen applications
Provide rules and details
Assumptions
Residents want to
interact and contrib-
ute to communityResidents fear &/or
distrust neighbors
Indicator
N.A. is regis-
tered and has
created a
neighborhood
plan
Institutional assets
are unresponsive
LLegendegend
• Outcome 1
• 2nd tier ac-
tivities for
Outcome 1
• Outcome 2
• Assumptive
barriers
• Indicator
Assumptions
are highlighted

11. The Basics
Successful Program Directors will findSuccessful Program Directors will find
tweaking points where alterations couldtweaking points where alterations could
make notable differences in the programmake notable differences in the program
outcomes and forecast how theoutcomes and forecast how the
assumptions alter the overall strategyassumptions alter the overall strategy
Note: Agency Directors will find that strategic planning efforts begunNote: Agency Directors will find that strategic planning efforts begun
without meaningful program logic tweaks do not bode well for overallwithout meaningful program logic tweaks do not bode well for overall
organizational strength and longevityorganizational strength and longevity