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recreational opportunities, making certain that prisoners have appropriate access to families and legal counsel, etc. The prisoners, then, directly consume the services the prison staff provides through their correctional program. The prisoners are the clients. All residents, however, are the beneficiaries of these services in that they are afforded protection and safety. A program is simply a related set of activities consistently pursued and systematically applied with purposeful intent, that intent being - at least within the outcome measurement framework - to change something in a client or a client group. A program then does'not necessarily have to be organizationally bound. It may require staff, but it does not require a discreet organizational chart, an independent administrator, or its own suite of offices. A program may actually be the shared responsibility of the entire staff of an entire division or department. A good example is the Community and Economic Development's Capacity Building Program which can be found in the following pages of this section. The Department of Community and Economic Development holds a variety of contracts with community based and non-profit organizations to provide staff support and management to these groups and their volunteers. The purpose is to provide opportunities that address obstacles that impede individual and organizational self-sufficiency. The contracts are not the sole responsibility of any single division; the contracts are dispersed across a variety of divisions. Non-profit organization management and the related efforts of capacity building, however, is viewed as a coherent program for which all divisions are responsible simply because the activities engaged and the services provided are consistent and systematic across all the client groups who share the common characteristics of being organized into non-profits requiring management and staff support. In this sense, the purposeful intent across all divisions providing services is to change the client groups into functioning bodies capable of conducting business. The divisions share a homogenous client need, a related set of activities, and a common purpose when managing non-profits; they share a program in effect. When we talk about outcomes in this document, we are always talking about incremental changes in clients or client groups. It is important to understand that outcomes contribute to but are different from impact Impact is a community wide phenomenon. It is the net result of all the outcomes of all those programs being offered in a specific geographic area, including programs operating independently of the City. Citywide goals are an expression of the impact the City wishes to have through its programs. It should also be recognized that others outside of municipal government hold some responsibility for contributing to the desired impact. This document reflects the contribution of each program's outcomes to specific impacts (goals). In order to better understand the components of the logic models that follow this introduction, it maybe helpful to provide some overall definitions. Outcome measurement as an evaluation tool deals with the logical relationships among inputs, activities, outputs and outcomes. Inputs are simply the resources that programs have at their disposal, including those that constrain them. Inputs -- the resources programs have -- include staff, volunteers, funding sources, specialized equipment, etc. They also include ordinances, regulatory bodies, accrediting standards, and all those structures that place boundaries on programs. Activities are the things programs actually do - to educate, to prepare, to update, to maintain, to repair, etc. Activities are obviously actions, not things. Outputs, on the other hand, are very much things. They are the products emerging from activities. (If the activity, for example, is to educate, then the products might include the number of classes offered, the number of newsletters produced, or the number of C-2