Government Performance Logic Model


	This diagram illustrates how the Government Performance Logic Model ties everything together and delineates the role of each program in the achievement of agency goals. As the top arrows indicate, the first step is to determine the desired end outcomes and to define what success in those areas would look like. Working backward from these end outcomes and their accompanying measures, you determine strategies for their achievement and then define the workload activities and necessary inputs of human and financial resources. Once the outcomes, outputs, and inputs for the agency’s mission-oriented programs have been specified, the role that each of the function-oriented programs play in the achievement of agency goals needs to be determined.
	The five-year strategic plan contains outcomes and strategies. Government agencies craft annual performance plans based on their budgets and annual operations plans. The human capital plan ensures the employment of a workforce capable of carrying out the activities specified in the logic model. Competitive sourcing and contracting deal with the decision to make or buy, and the e-government plan indicates the ways in which IT can assist in the accomplishment of agency goals. Performance budgeting addresses how to pay for all of these organizational activities and outputs, and improved financial management ensures cost-effectiveness. SES performance plans hold managers accountable for the specific goals they are charged with achieving. And, the accountability and performance report ties everything together.