Basic Logic Model Workshop Dawn Martz Senior Program Officer, Foellinger Foundation Mike Stone Evaluation Consultant, Impact Strategies, Inc. Community Interests Grant Applications December 2009

Welcome and Introductions Cheryl Taylor, President Foellinger Foundation

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Learn to use FDO in our monthly Grant Basics I Class

Strategic Intent Serving children and families by supporting effective nonprofits

Guidelines by Calendar Year The Foundation will not accept grant applications for capital support. No change to this guideline. The Foundation will not accept grant applications for programs new to the organization. No change to this guideline. The Foundation will not accept grant applications for multi-year support. The Foundation will accept grant applications for multi-year support in their strategic intent categories. The Foundation will only accept one application from an organization per calendar year. The Foundation will only accept one application for operating or program support from an organization per calendar year. The purpose of the Strengthening Organizations grant category would be restricted to organizational strategic restructuring. All eligible organizations may apply for Strengthening Organizations support to address organizational effectiveness as outlined in the Foundation’s evaluation materials or for an exploratory phase of strategic restructuring. Grant requests may not exceed $10,000.

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Effectiveness “Organizational effectiveness is the ability of an organization to fulfill its mission by measurably achieving its objectives through a blend of sound management, strong governance and a persistent rededication to assessing and achieving results.” Grantmakers for Effective Organizations

Uses of Evaluation Adapted from Michael Q. Patton PurposeEvaluation TypeUsesPrimary Audience Render judgments OutcomesDecisions about program funding, continuation, or expansion Internal (Foundation staff, board) Improve programs ImplementationIdentify program strengths and weaknesses, clarify a program’s model Internal and External (Grantees, foundation staff) Generate knowledge ClusterInform future programming and/or policy External (Grantees, policy- makers, other foundations)

Basic Evaluation Concepts Outputs/Outcomes Outputs – “What did you do?” Outcomes – “What difference did it make?” Outcomes/Indicators Outcomes – Benefits to participants Indicators – Concrete evidence Program/Operating

The Logic Model A visual representation of the relationship among: the various resources you have to operate your program; the activities you plan to do; the changes or results you hope to achieve. Source: Logic Model Development Guide, W.K. Kellogg Foundation

Elements of the Logic Model Inputs: “We need these resources to operate.” Activities: “If we have those resources, then we can engage in these activities.” Outputs: “If we engage in those activities, then we can deliver this amount of service.” Outcomes: “If we deliver that amount of service, then our participants will benefit in these specific ways.”

Measurement Framework Key outputs Key outcomes Indicators and targets

Key Outputs Select outputs that reflect the program’s key activities Identify targets as “productivity goals” Describe how the data will be collected

Targets Performance goals or benchmarks How many? How much? How often?

Measuring Outputs: Example Key Output: number of participantd Target: 150 participants from 5 sites Data Source/Collection: attendance sheets collected at the end of the program

Key Outcomes Select two outcomes that reflect your organization’s core mission Be realistic about how far out you want to go

Indicators Concrete evidence that the outcomes are being achieved.

Indicators in Context Outcome: Participants develop an interest in the performing arts Indicator: Parents, youth workers, or teachers report increased level of interest among participants Target: 90% will report an increase

Group Exercise

Time to work on individual logic models