The document outlines a project goal, purpose, outputs, activities, and inputs to improve communication between teachers and managers at a school in Ecuador. The goal is for teachers and managers to have a more open and respectful relationship, improving institutional results. The purpose is for them to learn more effective communication. Key outputs include more frequent and constructive meetings, with activities like weekly staff meetings and one-on-one sessions. Inputs require commitment from managers and teachers to improve their communication processes.

1. 1 The term employees refers to the teachers of the Gonzalo Cordero Crespo School in Quito, Ecuador sincethe EFQM questionnairewas administered to teachers only. Therefore, terms
employees and teachers are used interchangeably.
Project description Objectively verifiable
indicators of achievements
Sources and means of
verification
Assumptions
Goal Teachers and managers have a more
open, communicative and respectful
relationship, which produces better
results at the institutional level.
Measures of goal achievement:
• 80% of teachers and managers
feel satisfied with
communication practices within
6 months of project’s beginning.
• 80% of teachers and managers
improve their individual
performance within 6 months of
project’s beginning.
• Observation
• Self-evaluation
• Managers and employees
maintain the politics of
communicative culture within the
institution
• Improved communication
contributes to better job
performance
Purpose Teachers and managers have learned
to communicate more effectively.
Conditions that will indicate that
purpose has been achieved: End of
project status
• 80% of teachers and managers
report that communication has
become more effective within the
last 6 months
• Observation
• Self-evaluation
• The institution has a system and
a communicative culture among
all members
Outputs
1. Meetings between managers and
employees1 are more frequent.
Magnitude of outputs necessary and
sufficient to achieve purpose
1. Managers hold at least 1 staff
meeting per week and five one-
on-one/open-door meetings per
week.
• Observation
• Self-evaluation
• Managers are fully committed
to improving communication
process.
• Employees feel comfortable
communicating with managers
Cuestionario EFQM Core Problem
1.D El equipo directivo es accesible y escucha al personal. Gonzalo Cordero Crespo School: Quito, Ecuador
Heather Williams & Jorge Rengifo, Socioeducational Projects: Interactive Activity 2

2. 2. Communication between managers
and employees is constructive.
3. Communication between managers
and employees is respectful.
2. 95% of reports of meetings are
considered positive and
constructive.
3. 95% of employees and
managers report positive
interactions during meetings.
• managers and employees are
aware of principles of effective
communication and are able to
put them into practice
Activities
1. a) Hold staff meetings once a week
b) have one-on-one meetings when
necessary
c) managers have an open-door policy
2. a) managers gather information
from employees and ask for their
opinions, suggestions, and concerns
b) managers keep their messages
positive
c) managers communicate clear
expectations for employees
3.a) Managers set ground rules with
employees regarding appropriate and
inappropriate communication
b) Managers keep employees up to
date with issues affecting them
Inputs
1) managers
Employees
2) managers
Employees
Written records of meetings with
employees
Well-planned meetings
Written lists of employee
expectations
3) List of communication ground
rules
Lists of communication ground
rules
Records of meetings
• no economic investment
necessary, just strategies to
improve communication
between managers and
employees
• research on effective
communication practices in the
workplace
• record-keeping
• time investment for meetings
• All members of the institution
demonstrate the attitudes and
skills necessary to improve
communication.
• Managers can set aside time for
weekly staff meetings, one-on-
one meetings, and open door
meetings
• employees feel comfortable
enough to communicate with
managers
• managers are willing to listen to
employees
• managers set up effective
communication ground rules
• All activities will be carried out
in full compliance with the
activity schedules.

3. Helpful Resources
Norad (1999). The Logical Framework Approach (LFA). Handbook for objectives-oriented planning. Fourth
edition. (Main book). Retrieved http://www.ausaid.gov.au/.
Practical Concepts Incorporated (1979). A manager’s guide to a scientific approach to design & evaluation.
Washington DC.