Organization Name: Wounded Warriors
Program Name: Family Support
|Inputs||Program Activities/Processes||Outputs||Short-term outcomes||Intermediate outcomes||Long-term outcomes|
|Supporting Families psychologically and financially |
Developing economic policies for the affected families
Offering credit families
Providing emotional support and counseling the affected accordingly
|50 households |
An approximate of $100,000 needed
Issuing $2000 to each household head
Giving $10 to each community worker
|Saving Lives |
Creation of awareness among families as regards to economic life
Joining of broken marriages and families
Monitoring the progress the affected in society
|Safeguarding the very survival of society |
Improved standards of living among the affected
Prevention of moral decay caused by catastrophes
Advising relevant authorities on the way forward
|Strengthening the country’s economy |
Eradication of poverty and strengthening family lives
Economically healthy society
Effective implementation of programs related to the affected families
The logic model has emerged as a desired tool in developing performance measures in both governmental and private sectors. It is mostly utilized in professional evaluation of programs in communities. It is also used in referencing office management and budgeting of national resources.
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Logic model is a participatory approach that aims at strengthening the relationship between managers and employees, employees and stakeholders, as well as offering a culturally competent structure for generating substantial programs (Poister, 2003).
There is a preferred method as far as logic modeling is concerned. It is advisable that logic models must connect service inputs to outputs.
The systems generated should be implemented to capture clearly the outcome of information. This means that policy makers in non-profit organizations should participate in program modification and perfection that would probably benefit accomplices and actually strengthen funding (Bryson, 2004).
On the other hand, the outcomes of any program are identified after considering some factors. The outcomes of a program can be short, intermediate-term or long-term. Irrespective of the above categories, they all aim at answering one question, which is ‘what happened after the program had been implemented’.
Short-term outcomes are influenced by two major factors, which are awareness and knowledge base of the affected (Poister, 2003). Clients are usually affected after identifying the problem facing them. Through raising awareness, clients are in a position to increase their knowledge bases.
Conversely, intermediate-term outcomes are identified after a certain program has changed the practices that are common to clients or communities.
The program could also change behavior patterns among families. Other changes that affect intermediate-term outcomes include strategies employed by governments or non-profit making organizations, technologies utilized in disseminating a program and leadership policies exercised by organizations.
Furthermore, long-term outcomes are closely related to intermediate-term outcomes. When people’s economic conditions are enhanced, long-term outcomes can possibly be observed. Financial assistance and economic empowerment tend to improve people’s social conditions, which would further diminish violence in society. This is a sign of long-term outcome of any given program.
People affected by calamities are mostly rendered homeless (Bryson, 2004). Some are forced to spend their nights in the cold. In this case, they are exposed to harsh environmental conditions. On the other hand, improving people’s financial bases tend to minimize environmental degradation. This means that people are able to afford housing, which would in turn improve the quality of life.
Alternatively, long- term outcomes are manifested by the safety of the environment. Finally, a policy maker is able to identify a long-term outcome by observing people’s political behavior, such as voting. Economically healthy people are tempted to participate in leadership by voting for leaders and presenting their candidature during elections.
Bryson, M. (2004). Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement (3rd ed.). San Francisco: Jossey-Bass.
Poister, H. (2003). Measuring Performance in Public and Nonprofit Organizations. San Francisco: Jossey-Bass.
Silverman, D. (2001). Interpreting qualitative data: methods for analyzing talk, text and interaction (2nd ed.). London: Sage