Positioning for Sustainability:

Developing a Logic Model

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Welcome!
The Developing a Logic Model Quick Course is provided by the Georgia Health Policy Center (GHPC)
to assist you and your local partners in undertaking the process of developing a logic model. The
quick course includes a process to use in developing a logic model, suggestions to consider for each
step in the process, and examples of logic models to use as a reference.

The information in this quick course is intended to help you take action in developing a logic model.
For more background information and understanding of logic models, see the CHSD e-learning
module, “Logic Models” available on ruralhealthlink.org at http://ruralhealthlink.org/Resources/e-
Learning.aspx . That module reviews the basics of logic models and explains how they can be used
strategically. Whether you are brand-new to logic models or have completed them for years, this
course can help you develop a logic model that is more useful, effective, and targeted to the needs
of your organization.

A well-developed logic model can serve as both a compass and measuring stick for your
organization – keeping you moving in the proper direction and giving you an indication of your
progress toward your goals. This quick course is designed to help you produce a well-designed
logic model. The course is organized into the following sections:
1. Getting Ready
2. Approaching the Development of a Logic Model
3. Developing Your Logic Model
4. Reviewing Your Initial Draft
Appendix: Examples of Completed Logic Models & Blank Template

For maximum impact, review the quick course in its entirety before determining who to engage in
helping you develop your logic model. Who you choose to include in the development process is a
strategic decision – one that should align to the desired purpose(s) of the logic model.

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1. Getting Ready
Using Logic Models Strategically: Defining the Purpose of your Logic
Model
Logic models are effective tools for organizations because they present a simplified picture of a
program; show the logical relationships among resources invested, the activities that take place,
and the outcomes that occur as a result; and they help explain the “theory of change” (how and
why we expect a program to produce results.)

Logic models can be used for more than just evaluation. They can be used strategically to
contribute to improved program impact, partner collaboration, and communication efforts. When
you have a strategic mindset in developing your logic model it helps you see opportunities to use it.
These opportunities may arise in the following ways:

• Building Collaboration: Involving stakeholders and incorporating broad perspectives in early

logic model discussions creates a shared sense of “why you are doing what you are doing in
the way that you are doing it”.
• Planning: Creating a logic model helps you plan for success by setting priorities, establishing
realistic goals, and selecting interventions supported by solid rationale.
• Management: Logic models can inform daily decisions by creating a “touchstone” for
managers and staff, creating a shared language, and developing a persistent focus on how
day-to-day activities can translate into stated goals.
• Communication: Logic models can help convey otherwise complex ideas and activities for a
broad range of audiences and serve as a “snapshot” of your entire program.
• Evaluation: A logic model helps you test the connections between the things your program
does and the impact those programs create. This makes it easier to decide what and where
to measure.

It is important for you to be clear about the purpose of the logic model before beginning the actual
development of it. The purpose serves as your touchstone and helps inform who is involved and
how you will use it after completion.

Questions to consider:

1. Reflecting on some of the uses listed above, describe your purpose for developing a logic model.

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Identifying and Engaging Stakeholders
Engaging the right stakeholders in your logic model development process can help foster input,
participation and power-sharing among those people and organizations that have an investment in
the design, implementation, and outcomes of the program. This activity helps increase the chances
that the program design and evaluation will be successful. Further, it can improve the evaluation’s
credibility, clarify roles and responsibilities, enhance cultural competence, identify opportunities to
leverage existing resources, and avoid real or perceived conflicts of interest.

Consider the following groups when identifying stakeholders to invite and engage in the logic
model development process:

• Internal leaders and staff

• Community and civic leaders
• Clients and program users
• Funders and potential funders
• Related organizations, especially those that represent less powerful groups or individuals
• Evaluators

Questions to consider:

2. Based on your intended purpose and use(s) of the logic model, who needs to be involved in the
logic model development process?

3. How will you recruit and engage key stakeholders to be a part of the logic model process?

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Gathering Evidence
The logic model development process is aided greatly by compiling information that stakeholders
perceive as trustworthy and relevant for answering their questions about your program approach.
Such evidence can be from a variety of sources that may include: peer reviewed articles, evidence-
based/promising practices, evaluation data from a similar program, or discussions with program
coordinators or participants. Consideration should be given to whether the evidence is credible,
relevant, and accessible to the stakeholders you intend to engage.

Questions to consider:

4. What types of information or data do you need to support your particular program approach?

5. Where will you find information, evidence, theory, and examples of what others have done/are
doing to inform your particular program approach?

6. Describe your plan to collect, catalog and share this evidence with stakeholders engaged in the
logic model development process.

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2. Approaching the Development of a Logic
Model
Logic models are more effective when developed collaboratively utilizing the perspectives and
experience of staff and stakeholders. One key to identifying the right people to bring to the table is
to have clearly identified the scope of the logic model.

Logic models can be narrow or broad and organizations may use multiple logic models at once –
perhaps one for the entire organization and one for each, unique program. In planning the
development of your logic model, it’s very useful to have clearly answered the question, “What is
the scope…?”
• For a single intervention or program?
• For a multi-year intervention?
• For an entire area of programming?
• For your entire organization?

With the scope defined, you can evaluate the options for approaching the development process.
The approach you choose should best fit your current situation. Generally, there are two
approaches to developing a logic model:

• We are already in the implementation stage but need to clarify and/or revise strategies and
outcomes
o If this is the case, then you may find using the Forward Logic Approach, a left-to-
right method of developing a logic model, more useful.
• We are in the early stages of planning and have a great deal of flexibility in defining
strategies and outcomes
o If this is the case, then you may find using the Reverse Logic Approach, a right-to-
left method of developing a logic model, more useful.

However, these are general guidelines and you may find that you prefer to always use one or the
other because it seems to make more sense to you and your group.

Questions to consider:

7. What is the scope of your logic model and which approach do you think will be most useful to
you as you develop your own logic model?

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3. Developing Your Logic Model
Given the approach identified in the previous step, use the corresponding steps below to take your
team through the development process. This process is more fully explained in the e-Learning
module available at http://ruralhealthlink.org/Resources/e-Learning.aspx. The template shown in
this quick course is available as a Word® attachment in the module. We have included a blank logic
model template in the appendix section of the Quick Course which you can print and use as a
worksheet as you develop your logic model.

Some of information shared in this section is from a CDC program evaluation guide found
at http://www.cdc.gov/dhdsp/programs/nhdsp_program/evaluation_guides/docs/logic_model.pdf
.

Forward Logic Approach

This is a “left-to-right” process (when viewing a logic model) of connecting a series of “If, then”
statements that help you identify and connect activities to anticipated outcomes.

Ask yourself how you can complete the following to describe your program:
If we have ___ and _____, we can (do) ______ and ______, which will result in___ and _____.

The first two blanks list the resources available to conduct your program, the third and fourth
blanks describe the activities to be conducted, and the final two blanks list the expected results of
those activities.

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Example of the Forward Logic Approach
“If we have an evidenced-based diabetes self-management program, trained diabetes educators,
and clinical partners, then we can offer self-management education to diabetic patients. If patients
participate in diabetes self-management education, then they will increase their knowledge about
lifestyle factors that affect diabetes, improve their diets, and increase their physical activity which
will result in improving their A1c levels and other clinical measures, which will ultimately improve
health status and quality of life for diabetics.”

Put Into Action

Start with the Resources/Inputs section of the logic model template, complete it, and then ask your
team to help answer the series of “If-then” questions to work across the template until you define
the Impact.

Reverse Logic Approach

This is a “right-to-left” process (when viewing a logic model) of connecting a series of “but how”
statements that help you identify anticipated outcomes and connected activities based on the
desired impact.

Ask yourself how you can complete the following to describe your program:
Our intended impact is ____, and that occurs when ____ which is a result of _____ when we do
_____ which requires _____.

The first blank lists the impacts, the second blank lists the outcomes, the fourth describes the
outputs, the fifth identifies the activities, and the final blank lists the resources/inputs.

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Example of the Reverse Logic Approach
“Our intended impact is to improve the health status and quality of life for diabetics, and that
occurs when A1c and other clinical measures are at recommended levels. These measures will
improve as a result of increased knowledge, improved diets, and increased physical activity,
resulting from participation in diabetes self-management education that requires clinical partners,
trained diabetes educators, and an evidenced-based diabetes self-management program.”

Put Into Action

Start with the Impact section of the logic model template, complete it, and then ask your team to
help answer the series of “but how?” questions to work across the template until you define the
Resources/Inputs.

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4. Reviewing Your Initial Draft
The process of arriving at the initial draft of your logic model with your stakeholders may only
require a single meeting of a few hours or it may take multiple conversations over the course of
weeks. Either way, it is good practice to conduct a review of the initial draft before using it to plan,
manage and communicate. It can be challenging to maintain both perspectives – that of the overall
approach/plan and that of the definition of each element – during the development process. This
review allows for thoughtful reflection that may find areas for improvement prior to use.

Answer questions of yourself/group in three areas:

1. “Leaps of Logic”
o Does it make sense/is it logical?
o Do the relationships between elements make sense? Can these activities be
expected to produce these outcomes?
o Will this program work given some of the contextual factors (i.e., those things
external to the program that can impact implementation, positively or negatively)?
2. Effectiveness as a Communication Tool
o Is it clear and concise?
o Could someone outside of the development process understand your logic model?
3. Process Check
o How will you build re-visiting your logic model into your program management
cycle?
o Review your original purpose for doing the logic model. How can you make sure that
you will use it in that way?

If needed, make any further revisions to your logic model based on your review of the initial draft.

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Appendix
Examples of Completed Logic Models and Blank Template
The two examples listed are good examples of logic models that fulfilled the purpose for each
organization. A summary of the organization’s purpose, process for engaging stakeholders, and
evidence gathered is provided to help demonstrate the importance of these components in
developing a logic model.

Following the two examples is a blank template you can use as a worksheet to develop your logic
model. It is available as a Word® attachment in the Logic Models e-learning module found
at http://ruralhealthlink.org/Resources/e-Learning.aspx.

Example 1: Georgia Southern University – Project ADEPT Diabetes logic model

Program Description: Project ADEPT (Applied Diabetes Education Program using Telehealth) seeks
to improve the health status of diabetics in rural southeast Georgia by using telehealth to bring
evidence-based diabetes education services to a high-need four-county service area.

• Purpose: The Project ADEPT logic model was developed to serve as a foundation for the
program evaluation plan, providing a clear picture of program activities and expected
outcomes. Ultimately, the project intends to use this evaluation data to make the case for
program continuation and support.
• Engagement of Stakeholders: The logic model was developed through a process that
included leadership staff from each of the three primary implementing agencies (i.e., the
university, local FQHC network, and state telehealth partnership), as well as community
input via the FQHC’s Advisory Board. The partners provided input on what data they
currently collect that could be used for the program evaluation, what staff they could
dedicate to the effort and the best way to collect information from the program
participants.
• Gather research/evidence: Project ADEPT is based upon the evidence-based AADE7 Self-
Care Behaviors framework developed by the American Association for Diabetes Educators
to create measurable behavior change among diabetic patients. The framework, supported
by extensive scientific literature, guides patients through seven self-management behaviors
critical in effective diabetes self-management. They used the framework to help identify the
health indicators that they would measure.

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Example 2: Rural Health Network Logic Model

Program Description: Health and Wellness Cooperative of Northern Region (HWCNR) was created
to address the identified need to strengthen primary care in the northern corner of a Midwest
state. The goals of the Network Development project are to increase access to quality care for
residents and visitors, collaborate to strengthen the health care delivery system, and empower
patients and providers through education. Activities focus on chronic disease care coordination,
collaboration with providers, and adoption of the Patient-Centered Medical Home (PCMH) model.

• Purpose: The Network logic model was developed to serve as a “snapshot” of the two main
focus areas where Network partners were focusing their efforts: the development of a
formalized structure to support their collaboration, and the creation of a program to
support the implementation of a PCMH model across the region. The partners use the logic
model as a “check” to ensure that they are minding infrastructure and partnership
development while simultaneously developing materials and supports to further the
adoption of the PCMH model.
• Engagement of Stakeholders: The logic model was developed as part of a larger strategic
planning process. A representative from each Network member organization participated in
the development of the logic model. They worked together to define the key long term
outcomes and impacts for this project and ensured that they aligned with the Network’s
mission and vision. From there, they worked backwards to develop outcomes, outputs and
activities.
• Gather research/evidence: Network partners dedicated time to look at some of the
literature on health network development and structure. Additionally, Network partners
reached out to other more mature networks and conducted brief, informal interviews with
them to gather insights and lessons learned related to the development of their
networks. The Network chose the Chronic Care Model developed by the McColl Institute as
the model for their program approach as it considers the complex interrelationships driving
health outcomes. The Network used this model to focus its program strategies at the
individual, community, and systems level with the ultimate goal of achieving a quality,
integrated primary care delivery system and improved outcomes for patients.

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 Logic Model Template
INPUTS ACTIVITIES OUTPUTS OUTCOMES IMPACTS
In order to accomplish In order to address our We expect that once We expect that if accom- We expect that if accom-
our set of activities, we problem, we will accomplish accomplished these plished these activities will plished these activities will
will need the following: the following activities: activities will produce the lead to the following lead to the following
following evidence of changes in both the short changes in 7–10 years:
service delivery: and long-term:
PROGRAM:

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Adapted from the W.K. Kellogg Foundation Logic Model Development Guide
http://ww2.wkkf.org/default.aspx?tabid=75&CID=281&NID=61&LanguageID=0
Congratulations on completing an important step toward sustainability. As you continue your
important work in the community, continue to think and act strategically, and build your capacity
related to the components of the Sustainability Framework©. In a year or so you may choose to
reassess your performance, taking time to both celebrate progress and make new plans for
continued improvement. Your logic model will serve as a key tool in tracking your progress and
adjusting your plans moving forward. Positioning for sustainability is an ongoing effort and a focus
on these components will greatly expand your options in the future.

I Community Health Systems Development I Georgia Health Policy Center

I 14 Marietta Street, NW I Suite 221 I Atlanta, GA 30303 I (404) 413-0314

© 2013 by Board of Regents of the University System of Georgia by and on behalf of Georgia State University
and the Georgia Health Policy Center

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