The document explains the concept of logic models, illustrating their role in program evaluation by visually representing the relationship between program activities and intended outcomes. It discusses the benefits of using logic models for planning, communication, and consensus-building while also acknowledging their limitations, such as not capturing actual outcomes or the complexities of human relationships. Additionally, it highlights the importance of an asset-based community development approach, encouraging residents to identify and utilize their strengths for effective community engagement.

1. Logic
Models,
Program
Evaluation,
and other
Frightening
Topics

3. What is a logic model?
It’s the graphic depiction of
the relationship between
your program’s activities
and its intended effects.

4. Headache Get Pills Take Pills Feel Better
(SITUATION) (INPUT) (OUTPUT) (OUTCOME)

6. What does a logic model look like?

8. What is the
situation?
What are
we going
to do?

9. Why use a logic model?

10. Helps in planning
& evaluation
Helps in
Brings detail to implementation &
broad goals communications
Logic
Model

11. Build understanding &
promote consensus about
what the program is, and
how it will work.
Make your underlying Get Everybody on
beliefs explicit. the Same Page
Summarize complex
programs to communicate
with stakeholders and
funders.

12. Hierarchy of Effects
Bennett and Rockwell, 1995,
“Targeting Outcomes of Programs”
Social, Economic,
& Environmental
Improvements
Actions Changes in behaviors
and practices
Learning Changes in knowledge,
attitudes, skills, aspirations
Reactions Degree of satisfaction with program; level of interest;
feelings toward activities, educational methods
Participation Number and characteristics of people reached;
frequency and intensity of contact
University of Wisconsin Extension

13. Specific
Measurable
Attainable
Realistic
Timely

14. WHO is going to do
WHAT, WHEN, WHY,
and TO WHAT STANDARD?

15. Limitations of Logic Models

16. They represent reality, but are not reality
(Human relationships are not mathematic formulas).

17. Programs/projects are not linear
(Nothing ever goes exactly as planned).

18. They focus on expected outcomes, not on actual outcomes.
(positive or negative unintended consequences)

19. They have a tendency to assess what is easiest to measure
rather than what is most valuable.

20. There can be causal attribution issues (Variables may not be
isolated and many factors are influencing outcomes).

21. They don’t address whether you are doing the right thing,
only what you did

22. Some Things to Remember

23. Theory of Change
IF > THEN, IF >THEN, IF > THEN, IF > THEN

24. Cartoon by Sidney Harris
"I think you should be more explicit here in step two."

25. We measure what we value
and value what we measure.

26. Quality of Life vs. Standard of Living

27. Never a
number
without
a story;
never a
story
without a
number

30. Asset
Based
Community
Development

31. Asset-Based
Internally-Focused
Relationship-Driven

32. We all have assets and deficits.

33. ABCD
Needs Based Asset Based
Focus on Focus on
deficiencies effectiveness
People are
consumers of People are
services producers
Residents observe Residents
as issues are being participate and
addressed are empowered

34. Individuals
Everybody!
Associations
Social Assets
Institutions
Public, private, nonprofit
Physical Assets
Buildings, natural assets
Exchange
Financial transactions, etc.

35. Associations & Institutions
• Consensus • Control
• Care • Production
• Citizens • Consumers
• Capacities • Needs

37. Individual Skills/Assets Inventory
Inventory Tool 1A
Name_________________________ Phone________________________ Date__________________________
Health Construction & Repair Food
Caring for the Elderly Painting Catering
Caring for the Mentally Ill Plumbing Preparing for Many People
Caring for the Sick Electrical Serving to Many People
Caring for Disabled People Carpentry Operating Commercial Equipment
EMT or Emergency First Aid Brick and Masonry Baking
Nursing Experience Wall Papering Meat Cutting and Preparation
Nutrition Furniture Repairs Bartending
Exercise Locksmith or Lock Repairs
Building Garages Transportation
Office Dry-wall and Taping Driving a Car
Typing (WPM______) Cabinetmaking Driving a Van
Taking Phone Messages Welding and Soddering Driving a Bus
Writing Business Letters Concrete Work Driving a Tractor-Trailer
Receiving Phone Orders Heating and Cooling Systems Driving a Commercial Truck
Operation Switchboard Flooring and Carpeting Operating Farm Equipment
Bookkeeping Roofing Driving Emergency Vehicles
Computer Information Entry Other_________________________
Computer Word Processing Supervision
Other_______________________ Maintenance Writing Reports
Floor Cleaning/Refinishing Filling Out Forms
Child Care Carpet Cleaning Working with a Budget
Infant Care (0-1 yr) Household Cleaning Recording of Activities
Child Care (1-6 yrs) Lawn Mowing and Yard Work Writing Proposals or Grants
Adolescent Care (7-13) Gardening Planning Projects
Taking Kids on Field Trips Tree and Shrubbery Care Supervising Projects
Pre-school Care Other_________________________
Source: Vitalizing Communities, Community Guide , 1999, J. Allen, S. Cordes, and J. Hart, p. 28

38. “What are you “What are you most concerned
good at?” (assets) or passionate about?” “We need you.”

40. COYOTE & BADGER

41. ?

42. “The best way
to have a good
idea is to have
lots of ideas.”
- Linus Pauling

46. MY BROTHER’S COLLEGE
ROOMMATE IS NOW A MAJOR
LEAGUE BASEBALL PLAYER.
I BAKE GREAT
CHOCOLATE CHIP
COOKIES

48. Look over your group’s collective assets.
Form action ideas from these assets.
Brainstorm actions that connect these assets
to accomplish goals related to your issue.

49. Cluster the assets you have connected.
Tell others in the group what you are
thinking.
Other people can add assets to your
cluster or start a new cluster.
Action 1 Action 2 Action 3
– Asset – Asset – Asset
– Asset – Asset – Asset
– Asset – Asset
– Asset

50. John Hamerlinck
john@mncampuscompact.org
320-308-4271
www.mncampuscompact.org