Logic Models for Charities Explained

A logic model is a visual, one-page summary of how your charity programme works — showing the logical chain from the resources you invest, through the activities you deliver, to the changes you expect to see. It is one of the most practical planning and communication tools available to UK charities.

TL;DR: A logic model is a simplified diagram showing how your programme's inputs lead to activities, outputs, outcomes, and impact. It is simpler and more linear than a Theory of Change, making it ideal for programme planning and funder reporting. The National Lottery Community Fund and most major UK trusts expect applicants to demonstrate clear programme logic. Plinth helps you collect outcome data against each stage of your logic model.

What Is a Logic Model?

A logic model is a concise, usually one-page diagram that maps the intended cause-and-effect relationships within a programme. It reads from left to right (or top to bottom) and answers the question: "If we invest these resources and deliver these activities, what results do we expect and why?"

Definition: A logic model is a graphic representation of the logical relationships between the resources (inputs), activities, outputs, and outcomes of a programme. It provides a structured way to articulate how a programme is intended to work, making it easier to plan delivery, design evaluation, and communicate with funders and stakeholders.

The concept was popularised in UK charity work through the Big Lottery Fund (now the National Lottery Community Fund), which included logic model templates in its evaluation guidance from 2010 onwards. Today, most grant applications to major UK funders include some form of programme logic — whether labelled as a logic model, results chain, or programme framework.

How Is a Logic Model Different from a Theory of Change?

A logic model and a Theory of Change are related but distinct tools. Many charities use both — the Theory of Change for strategic thinking and the logic model for operational planning and funder communication.

Think of a logic model as the executive summary and a Theory of Change as the full report. The logic model shows what you expect to happen; the Theory of Change explains why you expect it to happen.

The Five Components of a Logic Model

Every logic model contains the same five core components, arranged in a causal sequence.

1. Inputs (Resources)

Inputs are everything you invest in your programme to make it happen. This includes funding, staff time, volunteer hours, facilities, equipment, partnerships, and expertise. Being explicit about inputs helps you and your funders understand the true cost of delivery.

2. Activities

Activities are what you do with your inputs — the services, events, and interventions your programme delivers. Examples include training workshops, one-to-one counselling sessions, community events, outreach visits, or online learning modules.

3. Outputs

Outputs are the direct, countable products of your activities. They measure volume and reach, not change. Examples: 120 people attended workshops, 45 counselling sessions delivered, 8 community events held. According to NCVO data, outputs remain the most commonly reported metric in the UK charity sector, though funders increasingly require outcomes alongside them.

4. Outcomes

Outcomes are the changes that occur as a result of your programme — changes in knowledge, skills, attitudes, behaviours, or circumstances experienced by your beneficiaries. Outcomes are what funders most want to see, and what tools like Plinth are designed to help you measure.

Short-term outcomes typically occur during or immediately after the programme (e.g., increased knowledge). Medium-term outcomes emerge in the weeks and months following (e.g., behaviour change). Long-term outcomes may take years to materialise (e.g., sustained employment).

5. Impact

Impact is the broader, systemic change your programme contributes to — the "so what?" at the end of the chain. Impact is rarely attributable to a single programme, but your logic model should show how your outcomes contribute to wider change. For example, a youth employability programme contributes to the broader impact of reduced youth unemployment in a local area.

How to Create a Logic Model: Step by Step

Step 1: Clarify the programme boundaries

Define exactly which programme or project the logic model covers. Is it the entire organisation's work, a single funded project, or a specific service within a larger programme? Trying to capture too much in one logic model defeats the purpose.

Step 2: Start with outcomes, then work backwards

Although the logic model reads left to right (inputs to impact), the most effective way to build one is to start with outcomes. Ask: "What changes do we want to see in the people we work with?" Then work backwards: "What activities produce those changes? What resources do we need to deliver those activities?"

This outcomes-first approach ensures your logic model is driven by intended results rather than existing activities. The Centre for Youth Impact advocates this approach, noting that charities which start with outcomes when designing programmes tend to measure them more effectively.

Step 3: Be specific and measurable

Avoid vague language. "Improved wellbeing" is too broad for a logic model. "Participants report improved mental wellbeing as measured by the Short Warwick-Edinburgh Scale" is specific enough to be measured and reported. Each outcome should be something you can credibly collect evidence for using tools like Plinth's outcome surveys.

Step 4: Keep it to one page

If your logic model extends beyond one page, you are trying to include too much detail. Either narrow the scope or create separate logic models for sub-programmes. The power of a logic model is its simplicity — if it takes more than two minutes to understand, it needs simplifying.

Step 5: Test it with your team

Share the draft with frontline staff, volunteers, and — if possible — beneficiaries. They will quickly spot gaps, unrealistic assumptions, or missing steps. A logic model that makes sense in a boardroom but not on the frontline is not fit for purpose.

Worked Example: Logic Model for a Youth Mentoring Programme

Below is a complete logic model for a fictional charity running a youth mentoring programme in an urban area with high deprivation.

Programme: Pathways Mentoring — 12-month structured mentoring for young people aged 14-18 not in education, employment, or training (NEET) or at risk of becoming NEET.

Inputs:

• £85,000 annual funding (trust and local authority)
• 2 full-time programme coordinators
• 30 trained volunteer mentors
• Partnership with 6 local employers
• Office and meeting space
• Plinth platform for data collection and reporting

Activities:

• Recruit, train, and support volunteer mentors (DBS-checked, 20 hours initial training)
• Match mentors with young people based on interests and goals
• Weekly one-to-one mentoring sessions (1 hour each)
• Monthly group workshops covering CV writing, interview skills, financial literacy
• Termly employer visits and work experience placements
• Quarterly progress reviews with young person, mentor, and coordinator

Outputs:

• 60 young people enrolled per year
• 45 young people completing 9+ months of mentoring
• 720 one-to-one mentoring sessions delivered
• 12 group workshops held
• 30 work experience placements arranged

Short-term outcomes (0-6 months):

• 80% of participants report increased confidence (measured via pre/post survey)
• 75% demonstrate improved goal-setting skills (assessed by mentor)
• 70% report feeling more positive about their future

Medium-term outcomes (6-12 months):

• 60% of completers progress into education, employment, or training
• 50% report improved relationships with family and peers
• 45% achieve at least one recognised qualification or certificate

Long-term outcomes (1-3 years):

• 50% of completers sustain education, employment, or training for 12+ months
• Participants report sustained improvements in wellbeing and self-efficacy

Impact:

• Reduced NEET rates among 14-18 year olds in the target area
• Stronger social networks and community cohesion

This example demonstrates the level of specificity funders expect. Note how each outcome is measurable and tied to a realistic indicator. According to ONS data, 946,000 young people aged 16-24 were NEET in the UK in Q3 2025 (12.7%) — programmes like this target a population with genuine, evidenced need.

How to Use Your Logic Model for Funder Reporting

A logic model is not just an application tool — it structures your entire reporting relationship with funders.

During the application

Include your logic model in the application to show you have thought through how the funded work will create change. Most funders prefer a visual diagram with a brief supporting narrative. The Esmée Fairbairn Foundation, Lloyds Foundation, and National Lottery Community Fund all value clear programme logic in applications.

During delivery

Use the logic model as your monitoring framework. Track outputs and outcomes against the indicators in your model. Plinth's monitoring and reporting features allow you to set up dashboards that track progress against each element of your logic model in real time, rather than scrambling to compile data at reporting deadlines.

At reporting time

Structure your funder reports around the logic model. Report against each column: what resources were used, what activities were delivered, what outputs were produced, and — crucially — what outcomes were achieved. Where outcomes fell short of expectations, explain why and what you learned.

The Charity Digital Skills Report 2025, surveying 672 charities, found that 68% of small charities remain in the early stages of digital adoption. For these organisations, a simple logic model combined with basic outcome measurement through Plinth represents a significant step forward from unstructured narrative reporting.

Common Mistakes to Avoid

Listing activities instead of outcomes

The most frequent error is a logic model where the "outcomes" column contains activities or outputs in disguise. "Delivered 12 workshops" is an output. "Participants demonstrate improved financial literacy" is an outcome. Always ask: "What changed for people?" not "What did we do?"

Making it too ambitious

Your logic model should reflect what your programme can realistically achieve with the resources available. Claiming your six-week course will "eliminate poverty" undermines your credibility. Keep outcomes realistic and proportionate to the scale of your intervention.

Forgetting external factors

No programme operates in isolation. Economic conditions, policy changes, and participants' wider circumstances all affect outcomes. Acknowledge these external factors, even if your logic model does not formally include them. Funders respect honesty about what you can and cannot control.

Never revisiting it

A logic model created for a grant application and never looked at again is a missed opportunity. Use it as a living tool for programme management, team discussions, and service improvement.

Frequently Asked Questions

Do all funders require a logic model?

Not all, but most major UK funders expect to see clear programme logic in some form. The National Lottery Community Fund, many trusts and foundations, and local authority commissioners increasingly require a logic model or equivalent. Even where it is not explicitly required, including one strengthens your application.

Can we use a logic model for the whole organisation?

You can create an organisational logic model, but it works best at programme level. If your charity runs multiple distinct programmes, create a separate logic model for each. An organisational-level model tends to be too high-level to be useful for planning or measurement.

How detailed should the outcomes be?

Specific enough to measure, but not so detailed that your logic model becomes cluttered. Three to five outcomes per programme is usually right. Each should have a clear indicator and a realistic target. Use your logic model outcomes to design your outcome measurement surveys.

What if our programme does not follow a linear pathway?

Most charity programmes are not purely linear — participants may enter at different points, follow different pathways, or experience outcomes in different orders. A logic model simplifies this into a representative sequence. If your programme is genuinely complex with multiple distinct pathways, a Theory of Change may be more appropriate.

How do logic models relate to the Social Value Act?

The Public Services (Social Value) Act 2012 requires public bodies to consider social, economic, and environmental wellbeing when commissioning services. A logic model helps you articulate the social value your programme creates, making it directly relevant when bidding for local authority contracts or commissioned services.

Recommended Next Pages

• Theory of Change for Charities — The more detailed strategic framework that complements a logic model.

• The Complete Guide to Outcome Measurement — How to measure the outcomes identified in your logic model.

• Measuring Grant Impact — Strategies for tracking and reporting the impact of funded work.

• Programme Management Software for Charities — Tools for managing the delivery side of your logic model.

Last updated: February 2026