Logic Models and Strategic Alignment: Structuring Innovation for Impact

The previous weeks generated insights about community needs and creative intervention ideas. Now these ideas must be structured into programs that can be implemented, funded, and evaluated.

This requires strategic alignment: connecting activities to outcomes through explicit logic that can be communicated, tested, and refined.

Goals and SMART Objectives

From Vision to Accountability

Goals express aspirations. Objectives create accountability.

Goal (Broad):

"Reduce diabetes burden in our community"

Objectives (Specific):

"By December 2026, increase the proportion of at-risk adults (BMI ≥25) who complete a diabetes prevention program from 8% to 25% in target zip codes."

The SMART Framework

Objectives must be:

Specific: Clear about what will change and for whom

• Not: "Improve health outcomes"
• Yes: "Increase diabetes screening rates among Hispanic adults ages 40-65"

Measurable: Quantifiable with available data

• Not: "People will know more about diabetes"
• Yes: "80% of participants will correctly identify 3+ diabetes warning signs"

Achievable: Realistic given resources and context

• Not: "Eliminate diabetes in our county"
• Yes: "Reduce new diabetes diagnoses by 15%"

Relevant: Connected to the identified problem and community priorities

• Not: "Increase clinic revenue"
• Yes: "Increase access to preventive services in underserved neighborhoods"

Time-bound: Clear timeline for achievement

• Not: "Eventually increase screening"
• Yes: "Within 24 months of program launch"

Three Levels of Objectives

Process Objectives: What the program will do

• Number of sessions delivered
• Number of people served
• Proportion of target population reached

Impact Objectives: Short-term changes (1-3 years)

• Knowledge gains
• Attitude shifts
• Behavior changes
• Environmental modifications

Outcome Objectives: Long-term changes (3+ years)

• Health status improvements
• Disease incidence reduction
• Quality of life enhancement

Common Objective Errors

Too Vague:

"Raise awareness about diabetes" What does awareness mean? How will you measure it?

Activity Disguised as Objective:

"Conduct 12 community workshops" This is an activity, not a change in the target population.

Unmeasurable:

"Empower community members" How will you know if empowerment occurred?

Unrealistic Scope:

"Reduce diabetes prevalence by 50% in one year" Population-level change takes longer than program-level change.

The Theory of Change

Why Before How

Before building a logic model, articulate your Theory of Change—the narrative explaining why your activities will lead to your outcomes.

Logic Model: Shows what you'll do and what will result Theory of Change: Explains why the logic model makes sense

Articulating Causal Pathways

A theory of change makes explicit:

1. Context: What conditions must exist for the program to work?
2. Mechanisms: How do activities produce change?
3. Assumptions: What must be true for this to work?
4. Barriers: What could prevent success?

Example Theory of Change

"We believe that adults at risk for diabetes don't participate in prevention programs because programs aren't accessible (wrong times, wrong locations, wrong languages) and don't feel relevant to their lives. If we create a community-based program that meets in familiar locations, at convenient times, in preferred languages, and incorporates cultural food traditions, then participation will increase. We assume that increased participation will lead to behavior change because the evidence-based curriculum effectively teaches self-management skills when people actually attend."

Surfacing Assumptions

Every program has hidden assumptions. Common ones include:

"If we build it, they will come"

• Do people know about the program?
• Can they access it (transportation, time, cost)?
• Do they trust the provider?

"If we provide information, people will change"

• Is lack of information the actual barrier?
• Do people have the skills and resources to act on information?
• Are environmental factors preventing action?

"Community partners will sustain the program"

• Do partners have the capacity?
• What's their incentive to continue?
• What resources will they need?

Challenging Assumptions

For each assumption, ask:

• What evidence supports this assumption?
• What could prove this assumption wrong?
• How would we know if this assumption failed?
• What would we do if it failed?

Building the Logic Model

The Left Side: Inputs and Activities

Inputs (Resources): Everything needed to implement the program:

• Funding sources and amounts
• Staff positions and qualifications
• Equipment and supplies
• Partnerships and relationships
• Existing infrastructure

Activities (Actions): What the program will do:

• Services delivered
• Products created
• Events conducted
• Relationships developed

Quality Check: Do we have sufficient inputs for these activities?

The Right Side: Outputs and Outcomes

Outputs (Deliverables): Direct products of activities:

• Number of people served
• Number of sessions completed
• Materials distributed
• Events held

Outcomes (Changes): Changes resulting from outputs:

• Short-term: Knowledge, awareness, skills
• Medium-term: Behavior, practice, decision-making
• Long-term: Conditions, status, quality of life

Output vs. Outcome: The Critical Distinction

This is the most common logic model error.

Outputs (What we produce):

• 150 people completed the program
• 12 workshops delivered
• 500 brochures distributed

Outcomes (What changes):

• Participants increased physical activity by 30 minutes/week
• 70% of participants maintained weight loss at 6 months
• Diabetes incidence decreased by 15% in target population

Programs are accountable for outputs. But funders and communities care about outcomes.

The Impact Column

Beyond outcomes, logic models often include impact—the ultimate societal-level change the program contributes to:

• Reduced health disparities
• Improved population health
• Strengthened community capacity
• Policy change

Programs rarely cause impact alone, but they contribute to it.

Validating the Logic Model

"If-Then" Testing

Read the logic model left to right using If-Then statements:

"IF we have these inputs (staff, funding, partnerships), THEN we can conduct these activities (workshops, counseling, outreach)."

"IF we conduct these activities, THEN we will produce these outputs (150 graduates, 12 workshops)."

"IF we produce these outputs, THEN we will see these outcomes (behavior change, improved health markers)."

Identifying Logical Gaps

When If-Then statements don't flow logically, you've found a gap:

Gap Example:

"IF we distribute brochures, THEN people will change their diet."

Missing Links:

• Do people read brochures?
• Does reading change knowledge?
• Does knowledge change motivation?
• Does motivation change behavior?
• Do people have access to healthier options?

Each gap requires additional activities or acknowledging assumptions.

The "So What?" Test

For each activity, ask "So what?"

• We'll conduct 12 workshops. So what?
• 150 people will attend. So what?
• They'll learn about healthy eating. So what?
• They'll change their eating habits. So what?
• Their health markers will improve. So what?
• Their risk of diabetes will decrease.

If you can't answer "So what?" you haven't connected to meaningful outcomes.

Strategic Alignment

Connecting Components

A well-aligned program shows clear connections:

• Needs assessment → Problem statement → Objectives: Objectives address the identified problem
• Theory of change → Activities: Activities are justified by the theory
• Objectives → Evaluation plan: Evaluation measures what objectives claim
• Resources → Activities: Sufficient resources for planned activities

Misalignment Warning Signs

Objectives don't match activities: The logic model includes activities unconnected to stated objectives

Resources don't match ambitions: Outcomes claim more than inputs can deliver

Evaluation doesn't match claims: Evaluation measures outputs when objectives promise outcomes

Theory doesn't match evidence: Activities aren't supported by research

Using the Logic Model

A completed logic model serves multiple purposes:

Communication: Explains the program to stakeholders Planning: Guides implementation decisions Evaluation: Defines what to measure Accountability: Creates shared expectations Adaptation: Shows where adjustments might be needed

Course Navigation

• Week 1: Systems Thinking
• Week 2: AI-Augmented Needs Assessment
• Week 3: Human-Centered Design
• Week 4: Logic Models (You are here)
• Week 5: Intervention Design
• Week 6: Agile Implementation
• Week 7: Resource Mobilization
• Week 8: Evaluation & Storytelling