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tutoring sessions engaged.) Outputs are the things that all programs track and benchmark annually in order to gauge productivity and cost-effectiveness. Outputs are always expressed as a number, a target, reflecting the desired level of productivity required far the outcome. The outcome measurement model does not abandon traditional benchmarking of outputs. In fact, it relies upon such measures to help in determining cost effectiveness. This model adds the benchmarking of outcomes as an additional dimension of programmatic evaluation so that cost effectiveness can be discussed in terms of tangible changes among clients or outcomes. Like outputs, outcomes must also have a target, a numerical expression of the desired level of change among clients. Targets are often not realistic until there are at least baseline data and, preferably, at least one year of benchmarking. During 1999 (when preparing the 2000 Budget}, the City began the process of collecting data on outcomes using indicators established through the use of these logic models. Ldicators, of course, are nothing more than a quantitative measure of performance with a specif c outcome. It is important to remember that indicators are not necessarily direct measures of changes in clients; they are often just indications of such changes, which is why it is best to cross validate Endings and evaluations with multiple indicators. A logic morsel is simply a format for expressing the progression from inputs to outcomes. It attempts to apply the `~f ...then "proposition of logic. Within outcome measurement, the proposition should read something like this: 1. if a program has these inputs (resources and constraints}, then it can engage these activities (actions); 2. if it engages these activities, then it can produce these outputs (things}; 3. if it produces these outputs, then it will effect these outcomes (changes); 4. if it effects these outcomes, then it will contribute to these citywide goals. Included as an integral part of the Iogic model is the Linkage between each program`s outcome (representing departmental goals and objectives) and the corresponding citywide goal(s). The City's eight broad goals (as outlined earlier in this document) are repeated here for the reader's ease. Each Iogic model references the citywide goals using a letter which would correspond as follows: GOAL A: The Community's Economy Improve South Bend's economy to ensure a vigorous local business climate; ample employment, business and investment opportunities for all our customers; and a tax base that is sufficient to meet the needs of the City, its residents and other customers. GOAL B: The Community's Pablic Safety and Civility Improve South Bend's public safety and civility to ensure that every resident and other customers can live, work, play, run a business and raise a family in a humane, pleasant and safe environment; have adequate, affordable and timely access to all forms of emergency services; and can contribute and participate in a community where people of different backgrounds live in mutual respect and harmony. GOAL C: The Community's Quality of Life C-3