Rochester Area Logic Model

ROCHESTER AREA LOGIC MODEL

SAMPLE FOR CAPITAL PURCHASE AND ASSOCIATED TRAINING

Program/Project: Technology Upgrade Program/Project Time Frame: April 1999-March 2000

Agency: XYZ Agency Date: December 11, 1998

Program/Project Goal: Improve organization’s efficiency, effectiveness and financial stability

INPUTS

ACTIVITIES

OUTCOMES (* = those to be tracked and reported on)

SHORTER-TERM LONGER-TERM

bullet$20,000
bullet4 staff members, avg. 2 hours/week each for one year
bulletBoard of Directors
bullet2 consultants, total of 75 hours
bullet2 volunteers, total of 100 hours
bulletVendors of equipment, software, training
bulletFiberoptics for new equipment
bullet2 computer workstations
bulletABC software

 

 

 

 

 

 

 

 

 

 

 

 

bulletResearch organization’s needs regarding acquiring and disseminating information, and best ways to meet these needs (staff, volunteers, board and consultant)
bulletPurchase and install 2 new workstations and ABC software (staff and consultant)
bulletConvert to new computer system (consultant)
bulletTrain 4 staff (8 hours each for 3, 32 hours for 1, on use of new equipment and software)
bulletCreate Web site (consultant)
bulletMaintain Web site , 2 hrs/wk (staff and volunteers)
 
bulletStrengthened use of information systems* (LT 1,2,3,4)
bulletSystems fully Y2K compatible
bulletDonor and potential donor recordkeeping computerized
bulletInternet used to gather and disseminate information
bulletItems previously contracted out created in-house, high quality (monthly newsletters, annual report, 4 special event invitations, 10 program flyers)
bulletEmail used daily by staff
bulletInternet used by staff and vols. to gather information on best practices, program development, potential funders – minimum of 1 hr/wk
bullet1/4ly report on best practices created and circulated by staff
bulletIncreased community knowledge of agency’s services (LT3)
bulletReduced communication costs* (LT4)
bulletBroadened base of income* (LT4)
bulletDatabase of current and potential donors created
bulletDatabase used to identify at least 2 new funding sources
 
  1. Efficient use of staff and volunteer time maximized
  2. Increased staff and volunteer knowledge of best practices, program development*
  3. Increased use of agency by clients *
  4. Agency financial stability strengthened *