This document provides guidance on conducting baseline studies for projects. It defines a baseline as measurements of key conditions before a project begins in order to assess change. Baseline data is important for planning, monitoring, evaluation and accountability. A baseline study is a data collection exercise to determine baseline conditions for indicators. The document outlines when a baseline study is necessary, such as for indicators that require rigorous data collection and analysis, as well as options for reconstructing a baseline if one was not originally conducted.
This document discusses business policies and provides definitions and principles of sound business policies. It defines policies as general statements that guide decision-making and action in an organization. A sound business policy should be flexible, easily understandable, precise and written, consistent, fair and equitable, practicable, stable, and reviewed periodically. There are different levels of policies, including basic/top management policies, middle management policies, departmental policies, written and verbal policies, implied policies, and functional policies. An organization can compile all written policies into a policy manual for easy reference and implementation review.
Function of social welfare administrationKamran Khan
The document discusses the key functions of social welfare administration including planning, organizing, staffing, directing, coordinating, reporting, and budgeting. It provides details on each function and their importance in achieving organizational goals and delivering social services. Planning involves preparing objectives and programs in advance. Organizing divides work and establishes structure. Staffing deals with human resource management. Directing and coordinating ensure tasks are completed efficiently. Reporting keeps stakeholders informed. Budgeting allocates financial resources and acts as a control mechanism. Overall, the functions work together to transform social policies into services delivered to communities.
This document discusses project implementation and management. It covers the key aspects of project implementation from activation onwards and factors that affect implementation. Project management is defined as planning and directing a project from inception to completion. A good project manager should have working knowledge in multiple fields, understand managerial problems, delegate tasks, and know the objectives and management process of the project.
Understand the Meaning of Research, Social Research & Social Work Research and How Social Workers should do Research ?Social Work Research is the application of Research methods to the production of knowledge that Social Workers need to solve problems they confront in the practice of Social Work.Learn the types of Types of Social Work Research
This document outlines objectives and content for a lesson on group decision making. The objectives include differentiating between individual and group decision making, explaining the group decision making process, discussing effective group leaders, and listing advantages and disadvantages of group decisions. The content outline covers defining groups and decisions, comparing individual and group processes, group formation stages, characteristics of effective groups and leaders, and approaches to group decisions like consensus, negotiation and voting. It also addresses conditions that can foster groupthink and how to avoid it.
Organisation involves determining activities, arranging them into units, and assigning roles and responsibilities. It is important for attaining objectives, defining hierarchies and responsibilities, and minimizing friction. There are formal and informal structures. Formal structures include organization charts showing divisions of work, reporting relationships, and communication channels. Informal structures comprise unofficial working relationships. Common structures include functional (grouping similar tasks), divisional (grouping by product, geography, customers, or process), matrix (combining functional and divisional), team, network, and entrepreneurial. The choice of structure impacts organizational culture and ability to change directions.
Community organization aims to involve various organizations and institutions to meet community needs. It develops integration within the community and empowers people through cooperation. Community organization is defined as a process of discovering and addressing social welfare needs by coordinating resources and directing them toward realizing group ideals and developing members' potential. It deals with program relationships rather than direct service. The primary goal of community organization is to maintain an effective adjustment between scarce resources and community needs.
As a student of MSW final year, first time I presented this PPT at RCU's P G Halakatti, P G Centre, Vachana Sanagama,Toravi, Vijayapur. This is a wonderful experience and opportunity to me..
This document discusses business policies and provides definitions and principles of sound business policies. It defines policies as general statements that guide decision-making and action in an organization. A sound business policy should be flexible, easily understandable, precise and written, consistent, fair and equitable, practicable, stable, and reviewed periodically. There are different levels of policies, including basic/top management policies, middle management policies, departmental policies, written and verbal policies, implied policies, and functional policies. An organization can compile all written policies into a policy manual for easy reference and implementation review.
Function of social welfare administrationKamran Khan
The document discusses the key functions of social welfare administration including planning, organizing, staffing, directing, coordinating, reporting, and budgeting. It provides details on each function and their importance in achieving organizational goals and delivering social services. Planning involves preparing objectives and programs in advance. Organizing divides work and establishes structure. Staffing deals with human resource management. Directing and coordinating ensure tasks are completed efficiently. Reporting keeps stakeholders informed. Budgeting allocates financial resources and acts as a control mechanism. Overall, the functions work together to transform social policies into services delivered to communities.
This document discusses project implementation and management. It covers the key aspects of project implementation from activation onwards and factors that affect implementation. Project management is defined as planning and directing a project from inception to completion. A good project manager should have working knowledge in multiple fields, understand managerial problems, delegate tasks, and know the objectives and management process of the project.
Understand the Meaning of Research, Social Research & Social Work Research and How Social Workers should do Research ?Social Work Research is the application of Research methods to the production of knowledge that Social Workers need to solve problems they confront in the practice of Social Work.Learn the types of Types of Social Work Research
This document outlines objectives and content for a lesson on group decision making. The objectives include differentiating between individual and group decision making, explaining the group decision making process, discussing effective group leaders, and listing advantages and disadvantages of group decisions. The content outline covers defining groups and decisions, comparing individual and group processes, group formation stages, characteristics of effective groups and leaders, and approaches to group decisions like consensus, negotiation and voting. It also addresses conditions that can foster groupthink and how to avoid it.
Organisation involves determining activities, arranging them into units, and assigning roles and responsibilities. It is important for attaining objectives, defining hierarchies and responsibilities, and minimizing friction. There are formal and informal structures. Formal structures include organization charts showing divisions of work, reporting relationships, and communication channels. Informal structures comprise unofficial working relationships. Common structures include functional (grouping similar tasks), divisional (grouping by product, geography, customers, or process), matrix (combining functional and divisional), team, network, and entrepreneurial. The choice of structure impacts organizational culture and ability to change directions.
Community organization aims to involve various organizations and institutions to meet community needs. It develops integration within the community and empowers people through cooperation. Community organization is defined as a process of discovering and addressing social welfare needs by coordinating resources and directing them toward realizing group ideals and developing members' potential. It deals with program relationships rather than direct service. The primary goal of community organization is to maintain an effective adjustment between scarce resources and community needs.
As a student of MSW final year, first time I presented this PPT at RCU's P G Halakatti, P G Centre, Vachana Sanagama,Toravi, Vijayapur. This is a wonderful experience and opportunity to me..
This document outlines the public policy formulation process. It begins with defining key concepts like policy and public policy. The public policy formulation process has four phases - initiation, generation, implementation, and evaluation. The initiation phase involves agenda-setting, identifying policy issues, and stakeholder engagement. The generation phase is when policies are formulated and drafted. Implementation involves enacting the policies. Evaluation is monitoring and assessing the policies. The document provides details on steps like policy analysis and stakeholder consultation that are part of the initiation and generation phases of the public policy formulation process.
The document discusses the concept of organization, defining it as a system of cooperative activities between two or more people to achieve common goals. It also defines organization as an entity, a group of people, a structure, and a process. The importance of organization is outlined as providing order, encouraging specialization, improving administration, stimulating creative thinking, facilitating communication, and helping expand an enterprise. Organization is summarized as a process of identifying and grouping work, defining responsibility and authority, and establishing relationships to enable effective teamwork toward shared objectives.
DIAGNOSING ORGANISATIONAL CULTURE BY USING OCAISiti Rizki
The document discusses organizational culture and introduces the Organizational Culture Assessment Instrument (OCAI) to diagnose culture. The OCAI is based on the Competing Values Framework which includes four main culture types: clan, adhocracy, market, and hierarchy. It involves assessing six key aspects of culture to determine an organization's current and preferred cultures. Understanding differences can provide insights for initiatives to improve performance by better aligning culture and goals.
This document discusses the principles and history of social group work. It provides definitions of social group work and outlines its basic assumptions. Some key points:
1. Social group work aims to help individuals through guided group interaction and experiences to address personal and social issues. It recognizes the power of small groups to enable personal and social change.
2. The origins of social group work can be traced back to recreational organizations in the late 19th century that aimed to provide communal benefits. It developed formally in the 1930s with the establishment of social group work as a method within social work.
3. Social group work is based on the assumption that humans are social beings and that purposeful group experiences and interactions can help address
This document outlines methods of community organization, including community action, promotion, coordination, and phases of community organization. It describes the phases as study, analysis, assessment, discussion, organization of action, evaluation, modification, and continuation. Community action involves achieving goals through participation of community members in planning and executing plans. Promotion builds cooperation and responsibility among community members. Coordination avoids duplication by organizing community activities. The phases involve understanding issues, prioritizing problems, discussing solutions, implementing plans, assessing outcomes, and continuing or modifying the process.
This document provides an overview of policy analysis, outlining several key points:
- It defines policy analysis and describes it as a process used to determine what a policy will or has achieved. Approaches include descriptive analysis of existing policies and prescriptive analysis to formulate new policies.
- The importance of policy analysis is highlighted, such as assessing situations, seeking acceptance, providing opportunities for modification, and facilitating evidence-based decision making.
- Several models of policy analysis are described, including process, substantive, eightfold path, logical-positivist, and participatory policy analysis.
- The use of indicators and outcomes to evaluate policies is discussed, noting they can measure results at the population, agency
Community empowerment for rural developement sameera thilakarathnaSameera Thilakarathna
This document discusses community empowerment for rural development. It defines community empowerment as a process that enables communities to gain greater control over decisions that affect their lives. The key aspects of community empowerment are making communities confident, inclusive, organized, cooperative and influential. Community empowerment encourages active community participation in identifying problems and solutions. It builds on local strengths and resources to ensure sustainability. Some challenges to community empowerment include lack of community participation in decision making and resistance to change. Examples of community empowerment projects in Sri Lanka include rural agricultural development programs and village uplifting programs focused on road development, drug prevention, and milk production.
The document discusses various phases and methods involved in community organization. It begins by outlining key phases like study, analysis, assessment, decision making, organization, action, evaluation and modification. It then examines specific methods that can be used in each phase, such as surveys, interviews, meetings and committees for gathering and analyzing information. The summary emphasizes that community organization involves systematic planning, assessment of community needs and resources, and collective decision making and action to address issues in a sustainable manner.
This document discusses public policy, including definitions of public policy, the policy development process, and key stakeholders. Some key points:
- Public policy is a course of action by governments to address public issues through laws, regulations, or actions. It involves identifying problems, setting agendas, making policies, budgeting, implementing, and evaluating policies.
- The policy development process is iterative, involving problem identification, agenda setting, policymaking, budgeting, implementation, and evaluation. Stakeholders like government, interest groups, media, and the public play roles in this process.
- Policies can take different forms like legislation, programs, or informal practices. Policy instruments are tools used to achieve policy objectives,
This document discusses community mobilization for health promotion. It defines a community and community mobilization. The objectives of community mobilization are to create awareness of health issues, motivate community participation, and support communities to address their own health needs. Key steps in community mobilization include creating awareness, motivating communities, sharing information, and supporting communities to generate their own resources. Factors that influence community acceptance of health services include knowledge, beliefs, attitudes, values, social influence, and accessibility of services.
Social mapping is a participatory rural appraisal tool that involves creating a visual map of a community with local stakeholders. It shows the relative locations of households and social groups or organizations. This helps outsiders understand community structures and local perceptions. Key steps include deciding the area to map, drawing landmarks and facilities, locating households, and analyzing the results through guided discussions about community resources, institutions, land use, and demographics. The goal is to facilitate local analysis rather than create an exact map.
1. A group is defined as a collection of individuals who interact regularly and work together to achieve common goals. They share beliefs and norms.
2. There are four main types of groups: primary/secondary and formal/informal. Primary groups are formed based on social characteristics while secondary groups have a formal structure. Formal groups are created by an organization for a task while informal groups share interests.
3. Groups have different roles that members take on such as work roles to accomplish tasks, maintenance roles to support the group, and potential blocking roles that can disrupt the group. Role ambiguity and role conflict can occur within groups.
Community organization is a social work process aimed at meeting community needs and developing integration. It involves conscious community efforts to control affairs democratically and access high-quality services through recognized relationships between organizations. Community organization assists groups in recognizing common needs and meeting them. Its objectives include analyzing available resources and services, gaining facts about human needs, bringing people into all phases of the process, stimulating interest in social problems, determining priorities, developing service standards, and identifying gaps. Principles of community organization are that it is a means, not an end, individuals and groups differ, communities have self-determination rights, social needs form the organization base, self-interest guides programming, coordination enables growth, structures should be simple, services distributed equ
This document discusses social welfare administration. It covers the importance of social welfare administration, functions like determining goals and policies, areas of administration like organization and planning, and principles such as meeting community needs. It also discusses personal policies, the responsibilities of executives, orientation and training, evaluation purposes and types, and report writing. The overall purpose is to explain how social welfare programs are administered effectively.
The document discusses policies, procedures, vision, mission, values, and goals for organizations. It provides examples of policies and procedures from cooperatives and explains that policies outline general guidelines while procedures provide specific steps for implementation. Together, policies and procedures help organizations achieve goals and objectives in a standardized, compliant, and efficient manner.
This document discusses the nature and types of groups, as well as the stages of group development. There are two main types of groups - formal groups, which are established by managers to achieve organizational goals, and informal groups, which form naturally among employees to meet social needs.
Group development occurs in five stages - forming, storming, norming, performing, and adjourning. In the forming stage, new groups learn how to work together and establish roles and processes. Storming involves increased conflict as groups clarify roles and structures. During norming, effective conflict resolution strategies emerge. Performing groups work most effectively through flexible roles to accomplish goals. Finally, adjourning focuses on concluding group activities and disengaging
This document discusses the key components of establishing an effective monitoring and evaluation (M&E) system for international development programs, including: 1) conducting a causal analysis to identify the problem, its causes, and desired outcomes of the program; 2) developing a logical framework (logframe) that outlines the goals, objectives, indicators, and assumptions of the program; and 3) creating an indicator matrix that defines each indicator and outlines the data collection methods, responsibilities, analysis, and use of data. The document emphasizes starting M&E planning early and involving stakeholders to ensure the feasibility and ownership of the M&E system.
Here are the key steps in developing operational definitions:
1. Identify the factor or variable you want to measure
2. Write a draft definition in your own words
3. Review the definition with others to refine language and ensure common understanding
4. Finalize the definition and document it clearly for those collecting data
5. Periodically review definitions and refine as needed over time
Clear, precise operational definitions are essential to ensure consistent and accurate measurement. Taking the time up front to develop them pays off in the quality of the data collected and insights generated.
This document outlines the public policy formulation process. It begins with defining key concepts like policy and public policy. The public policy formulation process has four phases - initiation, generation, implementation, and evaluation. The initiation phase involves agenda-setting, identifying policy issues, and stakeholder engagement. The generation phase is when policies are formulated and drafted. Implementation involves enacting the policies. Evaluation is monitoring and assessing the policies. The document provides details on steps like policy analysis and stakeholder consultation that are part of the initiation and generation phases of the public policy formulation process.
The document discusses the concept of organization, defining it as a system of cooperative activities between two or more people to achieve common goals. It also defines organization as an entity, a group of people, a structure, and a process. The importance of organization is outlined as providing order, encouraging specialization, improving administration, stimulating creative thinking, facilitating communication, and helping expand an enterprise. Organization is summarized as a process of identifying and grouping work, defining responsibility and authority, and establishing relationships to enable effective teamwork toward shared objectives.
DIAGNOSING ORGANISATIONAL CULTURE BY USING OCAISiti Rizki
The document discusses organizational culture and introduces the Organizational Culture Assessment Instrument (OCAI) to diagnose culture. The OCAI is based on the Competing Values Framework which includes four main culture types: clan, adhocracy, market, and hierarchy. It involves assessing six key aspects of culture to determine an organization's current and preferred cultures. Understanding differences can provide insights for initiatives to improve performance by better aligning culture and goals.
This document discusses the principles and history of social group work. It provides definitions of social group work and outlines its basic assumptions. Some key points:
1. Social group work aims to help individuals through guided group interaction and experiences to address personal and social issues. It recognizes the power of small groups to enable personal and social change.
2. The origins of social group work can be traced back to recreational organizations in the late 19th century that aimed to provide communal benefits. It developed formally in the 1930s with the establishment of social group work as a method within social work.
3. Social group work is based on the assumption that humans are social beings and that purposeful group experiences and interactions can help address
This document outlines methods of community organization, including community action, promotion, coordination, and phases of community organization. It describes the phases as study, analysis, assessment, discussion, organization of action, evaluation, modification, and continuation. Community action involves achieving goals through participation of community members in planning and executing plans. Promotion builds cooperation and responsibility among community members. Coordination avoids duplication by organizing community activities. The phases involve understanding issues, prioritizing problems, discussing solutions, implementing plans, assessing outcomes, and continuing or modifying the process.
This document provides an overview of policy analysis, outlining several key points:
- It defines policy analysis and describes it as a process used to determine what a policy will or has achieved. Approaches include descriptive analysis of existing policies and prescriptive analysis to formulate new policies.
- The importance of policy analysis is highlighted, such as assessing situations, seeking acceptance, providing opportunities for modification, and facilitating evidence-based decision making.
- Several models of policy analysis are described, including process, substantive, eightfold path, logical-positivist, and participatory policy analysis.
- The use of indicators and outcomes to evaluate policies is discussed, noting they can measure results at the population, agency
Community empowerment for rural developement sameera thilakarathnaSameera Thilakarathna
This document discusses community empowerment for rural development. It defines community empowerment as a process that enables communities to gain greater control over decisions that affect their lives. The key aspects of community empowerment are making communities confident, inclusive, organized, cooperative and influential. Community empowerment encourages active community participation in identifying problems and solutions. It builds on local strengths and resources to ensure sustainability. Some challenges to community empowerment include lack of community participation in decision making and resistance to change. Examples of community empowerment projects in Sri Lanka include rural agricultural development programs and village uplifting programs focused on road development, drug prevention, and milk production.
The document discusses various phases and methods involved in community organization. It begins by outlining key phases like study, analysis, assessment, decision making, organization, action, evaluation and modification. It then examines specific methods that can be used in each phase, such as surveys, interviews, meetings and committees for gathering and analyzing information. The summary emphasizes that community organization involves systematic planning, assessment of community needs and resources, and collective decision making and action to address issues in a sustainable manner.
This document discusses public policy, including definitions of public policy, the policy development process, and key stakeholders. Some key points:
- Public policy is a course of action by governments to address public issues through laws, regulations, or actions. It involves identifying problems, setting agendas, making policies, budgeting, implementing, and evaluating policies.
- The policy development process is iterative, involving problem identification, agenda setting, policymaking, budgeting, implementation, and evaluation. Stakeholders like government, interest groups, media, and the public play roles in this process.
- Policies can take different forms like legislation, programs, or informal practices. Policy instruments are tools used to achieve policy objectives,
This document discusses community mobilization for health promotion. It defines a community and community mobilization. The objectives of community mobilization are to create awareness of health issues, motivate community participation, and support communities to address their own health needs. Key steps in community mobilization include creating awareness, motivating communities, sharing information, and supporting communities to generate their own resources. Factors that influence community acceptance of health services include knowledge, beliefs, attitudes, values, social influence, and accessibility of services.
Social mapping is a participatory rural appraisal tool that involves creating a visual map of a community with local stakeholders. It shows the relative locations of households and social groups or organizations. This helps outsiders understand community structures and local perceptions. Key steps include deciding the area to map, drawing landmarks and facilities, locating households, and analyzing the results through guided discussions about community resources, institutions, land use, and demographics. The goal is to facilitate local analysis rather than create an exact map.
1. A group is defined as a collection of individuals who interact regularly and work together to achieve common goals. They share beliefs and norms.
2. There are four main types of groups: primary/secondary and formal/informal. Primary groups are formed based on social characteristics while secondary groups have a formal structure. Formal groups are created by an organization for a task while informal groups share interests.
3. Groups have different roles that members take on such as work roles to accomplish tasks, maintenance roles to support the group, and potential blocking roles that can disrupt the group. Role ambiguity and role conflict can occur within groups.
Community organization is a social work process aimed at meeting community needs and developing integration. It involves conscious community efforts to control affairs democratically and access high-quality services through recognized relationships between organizations. Community organization assists groups in recognizing common needs and meeting them. Its objectives include analyzing available resources and services, gaining facts about human needs, bringing people into all phases of the process, stimulating interest in social problems, determining priorities, developing service standards, and identifying gaps. Principles of community organization are that it is a means, not an end, individuals and groups differ, communities have self-determination rights, social needs form the organization base, self-interest guides programming, coordination enables growth, structures should be simple, services distributed equ
This document discusses social welfare administration. It covers the importance of social welfare administration, functions like determining goals and policies, areas of administration like organization and planning, and principles such as meeting community needs. It also discusses personal policies, the responsibilities of executives, orientation and training, evaluation purposes and types, and report writing. The overall purpose is to explain how social welfare programs are administered effectively.
The document discusses policies, procedures, vision, mission, values, and goals for organizations. It provides examples of policies and procedures from cooperatives and explains that policies outline general guidelines while procedures provide specific steps for implementation. Together, policies and procedures help organizations achieve goals and objectives in a standardized, compliant, and efficient manner.
This document discusses the nature and types of groups, as well as the stages of group development. There are two main types of groups - formal groups, which are established by managers to achieve organizational goals, and informal groups, which form naturally among employees to meet social needs.
Group development occurs in five stages - forming, storming, norming, performing, and adjourning. In the forming stage, new groups learn how to work together and establish roles and processes. Storming involves increased conflict as groups clarify roles and structures. During norming, effective conflict resolution strategies emerge. Performing groups work most effectively through flexible roles to accomplish goals. Finally, adjourning focuses on concluding group activities and disengaging
This document discusses the key components of establishing an effective monitoring and evaluation (M&E) system for international development programs, including: 1) conducting a causal analysis to identify the problem, its causes, and desired outcomes of the program; 2) developing a logical framework (logframe) that outlines the goals, objectives, indicators, and assumptions of the program; and 3) creating an indicator matrix that defines each indicator and outlines the data collection methods, responsibilities, analysis, and use of data. The document emphasizes starting M&E planning early and involving stakeholders to ensure the feasibility and ownership of the M&E system.
Here are the key steps in developing operational definitions:
1. Identify the factor or variable you want to measure
2. Write a draft definition in your own words
3. Review the definition with others to refine language and ensure common understanding
4. Finalize the definition and document it clearly for those collecting data
5. Periodically review definitions and refine as needed over time
Clear, precise operational definitions are essential to ensure consistent and accurate measurement. Taking the time up front to develop them pays off in the quality of the data collected and insights generated.
This document provides an overview of development project planning and management. It discusses key concepts like the project cycle, stakeholder analysis, logical framework analysis, and monitoring and evaluation. The project cycle typically involves identification, appraisal, negotiation, implementation, monitoring, and evaluation stages. Tools like stakeholder analysis and logical frameworks are used during planning to design clear objectives and ensure stakeholder participation. Regular monitoring tracks project performance, while evaluation assesses overall impact and lessons learned. Managing the trade-offs between comprehensive planning and flexibility is also discussed.
The document discusses the process of collecting qualitative data through various methods such as observations, interviews, documents, and audiovisual materials. It provides details on purposeful sampling strategies, gaining access to research sites and participants, developing data collection forms like interview protocols, and ethical considerations in qualitative data collection. The key steps and advantages and disadvantages of different qualitative data collection methods are also outlined.
The document provides an overview of Six Sigma, including:
1) It defines Six Sigma as a methodology for continuous improvement and creating high quality products and processes using statistical tools.
2) It discusses the origins and growth of Six Sigma at Motorola and GE in the 1980s-1990s.
3) It describes the DMAIC methodology used for process improvement projects and the roles of Master Black Belts, Black Belts, and Green Belts in a Six Sigma organization.
This document provides guidance on data collection for paraeducators. It explains that data collection is an important part of supporting student achievement and should be implemented under the direction of the teacher. Paraeducators often assist with behavioral data collection to inform student support strategies. The document reviews different data collection methods including frequency, interval, duration, and latency recording and provides examples. It stresses the importance of summarizing and interpreting data to evaluate interventions.
The document discusses program evaluation approaches for non-profits with limited budgets and timeframes. It outlines steps in the evaluation process including setting goals, developing a logic model, collecting and analyzing data, and using findings. Evaluations aim to set direction, expand impact, and ensure accountability. While limitations exist, evaluations seek to understand programs from stakeholders' perspectives in a credible, systematic way. The best uses of data are to inform future programming and demonstrate performance.
This document provides a project management plan template for an economic development department. It includes sections on the project introduction and background, executive summary, scope, work breakdown structure, cost and staffing management plans, stakeholder analysis, implementation plan, risk management plan, procurement management plan, log frame, evaluation plan, and annexures including a target setting worksheet and reporting template. The template provides guidance on the key elements to include in each section to effectively plan and manage the project.
192020 Capella University Scoring Guide Toolhttpsscor.docxaulasnilda
1/9/2020 Capella University Scoring Guide Tool
https://scoringguide.capella.edu/grading-web/gradingdetails 1/7
MHA-FP5064
u03a1 - Health Information System Implementation
Learner: Monna , Joseph
OVERALL COMMENTS
Mona
This paper is not very clear and specific. You have very genialized explanations of data and are not discussing
data requirements from meaningful use and merit-based incentives. Also you are not supporting the data needs
with CURRENT academic sources. You only have 2 references both from well over 10 years ago. You need
research current trends and best practices from recent sources.
See the rubric below for more specifics.
RUBRICS
1/9/2020 Capella University Scoring Guide Tool
https://scoringguide.capella.edu/grading-web/gradingdetails 2/7
CRITERIA 1
Outline a plan for collecting and analyzing data.
COMPETENCY
Incorporate project management principles into health care administration management and leadership.
NON_PERFORMANCE: Does not outline a plan for collecting and analyzing data.
BASIC:
Outlines a plan for collecting and analyzing data that is impracticable or unlikely to yield limited data for
analysis.
PROFICIENT: Outlines a plan for collecting and analyzing data.
DISTINGUISHED:
Outlines a plan for collecting and analyzing data. Provides a concise and well-articulated outline that
identifies specific data needs and a clear approach to analysis.
Comments:
I am not see a plan that alignes with current trends in health care. Plan needs to address specific data that
would common in an EHR and meet current legislative requirments.
(20%)
1/9/2020 Capella University Scoring Guide Tool
https://scoringguide.capella.edu/grading-web/gradingdetails 3/7
CRITERIA 2
Propose criteria for evaluating organizational needs.
COMPETENCY
Incorporate project management principles into health care administration management and leadership.
NON_PERFORMANCE: Does not propose criteria for evaluating organizational needs.
BASIC:
Proposes criteria for evaluating organizational needs that may lead to erroneous conclusions.
PROFICIENT: Proposes criteria for evaluating organizational needs.
DISTINGUISHED:
Proposes criteria for evaluating organizational needs, and provides relevant, credible evidence that
clearly validates the proposed criteria.
Comments:
Very unclear and is not alinging with best practices from AHIMA, HIMSS or Health IT,gov. Research
current oversight organizations
(16%)
1/9/2020 Capella University Scoring Guide Tool
https://scoringguide.capella.edu/grading-web/gradingdetails 4/7
CRITERIA 3
Outline a plan for generating reports.
COMPETENCY
Incorporate project management principles into health care administration management and leadership.
NON_PERFORMANCE: Does not outline a plan for generating reports.
BASIC:
Outlines a plan for generating reports that is impracticable or unlikely to provide all of the information
necessary to support sound decision making.
PROFICIENT: Outlines a ...
This document provides an overview of the logical framework approach for project planning and management. It describes the key elements of a logical framework including goals, objectives, outputs, inputs/activities, indicators, and assumptions. It outlines the phases and 8 steps to develop a logical framework matrix including defining the goal and objectives, identifying outputs and activities, and specifying indicators, means of verification, and assumptions. The advantages of the logical framework are that it helps design comprehensive and feasible plans, provides a structure for monitoring and evaluation, and reduces project management time and effort.
What Makes a Good Performance Management Plan? A new tool for managersMEASURE Evaluation
The document provides guidance on what makes a good performance management plan (PMP). It outlines 14 key factors for a quality PMP, including having a clear results framework, indicators that reflect project objectives, and practical plans for collecting high-quality data. A good PMP is easy to follow, with the right level of indicators to assess results while still being manageable. It also identifies costs for implementation and opportunities for evaluation. Developing a strong PMP upfront helps guide effective management and decision making.
The document discusses the key steps in developing an effective evaluation plan, including identifying stakeholders, budgeting, establishing procedures, collecting and analyzing data, reporting results, and using the evaluation to improve programs. An evaluation plan should identify evaluation questions, data needs, collection methods, timelines, and staffing. It should produce a report that clearly presents changes, their causes, costs, and recommendations for strengthening the program. Avoiding pitfalls like attribution errors and using all collected data helps ensure an useful evaluation.
Collaborative 2 ingrid margarita and sandraSandra Guevara
This document provides guidance on project evaluation. It discusses what project evaluation is, its importance in project design and implementation, additional benefits like project improvement and capacity building. It outlines the planning, data collection, analysis, and reporting process for evaluations. Key steps include examining issues and objectives, establishing a team, identifying the purpose, focusing on improvement, assessing outcomes and impacts, and creating a report to synthesize findings. The goal is to help determine what is and is not working to improve the project.
WritingUpResearchAStatisticalPerspectivemehedi hasan
This document provides guidance on writing up research reports with a statistical perspective. It aims to help natural resources researchers report their results in a way that clearly demonstrates the evidence base for their conclusions. The document discusses the key components of a good research report, including objectives, materials and methods, data analysis, results presentation and interpretation, and conclusions. It emphasizes the need for sufficient methodological and statistical detail to show how the evidence links to the original research objectives. The intended audience is natural resources researchers, but the principles discussed also apply to other fields of research. The overall goal is to support teams in producing technical reports that meet their intended purpose and allow proper evaluation of the research.
This document outlines the steps to effectively evaluate a socio-educational project. It discusses:
1) Defining project evaluation and why it is important for improving project design and implementation.
2) The basic steps in planning a project evaluation including establishing objectives, collecting data, analyzing results, and creating a report.
3) Additional considerations like who should conduct the evaluation, associated costs, and ethical guidelines.
This document discusses various aspects of field monitoring and information management for projects. It covers:
- The purpose of monitoring is to regularly collect and analyze project data to make adjustments and ensure accountability. Evaluation analyzes a project at stages to see if objectives were achieved and provides lessons.
- A monitoring work plan outlines monitoring events like surveys, reviews, and deadlines. It identifies who is responsible for each indicator and activity.
- Data quality is important and should be assessed through audits. Regular data review meetings assess progress, trends, and plans.
- Collecting valid, reliable, precise, and timely data according to standards ensures good quality for effective program design and decisions. Feedback loops are also important for
PROJECT CHARTER TEMPLATE GENERAL PROJECT INFORMATIONProject Na.docxwkyra78
PROJECT CHARTER TEMPLATE
GENERAL PROJECT INFORMATION
Project Name:
Project Sponsor:
Project Manager:
Email Address:
Phone Number:
Organizational Unit:
Process Impacted:
Expected Start Date:
Expected Completion Date:
Expected Savings:
Estimated Costs:
Green Belts Assigned:
Black Belts Assigned:
PROBLEM, ISSUE, GOALS, OBJECTIVES, DELIVERABLES
Problem or Issue:
Purpose of Project:
Business Case:
Goals/Metrics:
Expected Deliverables:
PROJECT SCOPE & SCHEDULE
Within Scope
Outside of Scope
PROJECT RESOURCES & COSTS
Project Team
Support Resources
Special Needs
PROJECT BENEFITS & CUSTOMERS
Process Owner
Key Stakeholders
Final Customers
Expected Benefits
PROJECT RISKS, CONSTRAINTS, ASSUMPTIONS
Risks:
Constraints:
Assumptions:
DISCLAIMER
Any articles, templates, or information provided by Smartsheet on the website are for reference only. While we strive to keep the information up to date and correct, we make no representations or warranties of any kind, express or implied, about the completeness, accuracy, reliability, suitability, or availability with respect to the website or the information, articles, templates, or related graphics contained on the website. Any reliance you place on such information is therefore strictly at your own risk.
Test for Understanding Study Guide
PSYC 3003 Week 6
This test contains 45 items with a time limit of 60 minutes. Because there is not a written Application Assignment covering quasi-experimental designs this week, approximately 2/3 of the test items are drawn from Chapter 14, and 1/3 are drawn from Chapter 7.
This study guide is available to help you organize your focus and preparation as you prepare to take the Test for Understanding on the content presented in the Learning Resources assigned for this week. Read the assigned chapters and take notes as needed on the topics listed within this guide.
Please note:The Course Instructor is available throughout the courseto assist you in your achievement of a better understanding of the course content; however, the Instructor will not provideyou with the answers to the study guide.
Chapter 7 – Naturalistic Methods
1. Be able to distinguish among examples of the following naturalistic research designs and corresponding methodology:
a. Observational
b. Case studies
c. Archival
2. Be familiar with how the following sampling methods are conducted:
a. Time
b. Event
c. Individual
3. What is systematic observation? Which of the above listed sampling methods involves this approach?
4. Be able to identify examples of methodology that involves the use of behavioral categories.
5. Be able to distinguish among the differences, and identify examples of, the following terms:
a. Acknowledged participant
b. Unacknowledged participant
c. Acknowledged observer
d. Unacknowledged observer
6. Why is interrater reliability important when collecting naturalistic observation data? How is interrater reliability conducted?
7. What is a ...
Monitoring and evaluation is a vital component that determines the effectiveness of a corporation's assistance by establishing clear links between past, present and future initiatives and results. The process helps in improving the programme performance and achieving desired results. It provides opportunities for fine-tuning, re-orientation and planning of the programme effectively, without which it becomes impossible to measure the success and impact of the programme even if the approach is right.
How to write an development project evaluation report. Format and principle guidelines for mid-term and for completed projects. This format can be used for any kind of development project.
Management of Library and information CentresSundar B N
in this document BLIS Paper 2 Management of Library and information Centres of KSOU 2019 August Question Paper is Solved.
Subscribe to Vision Academy YouTube Channel
https://www.youtube.com/channel/UCjzpit_cXjdnzER_165mIiw
Minnesota State University Moorhead MHA 625 Health PrTatianaMajor22
Minnesota State University Moorhead
MHA 625
Health Program Planning and Evaluation
Needs Assessment and Process Theory Activity– Worth 50 points
Purpose: The purpose of this activity is to determine a health problem supported by needs assessment data to determine an
appropriate program plan/project, as well as draft an appropriate Effect and Process Theory Diagram.
Assignment Details: In this assignment you will determine a health problem, look at how the need would be determined (discuss
needs assessment data/processes), discuss what data would be extracted to determine need, draft a summary of a program
plan/project and diagram a program theory/logic model of effect theory related to that program plan.
1. Background of organization – discuss the organization that is impacted by this problem.
2. Brief summary of problem – what is an existing problem within an organization (or that you found interesting in a literature
review/article)?
3. Discuss how the need was assessed. What determined that a problem existed? The purpose of the need assessment in
relation to program planning/evaluation is briefly summarized and supported by literature.
4. Discuss what data would need to be extracted to determine the need. State what data sources would be utilized/accessed in
during the needs assessment. The role of data in relation to program planning/evaluation is briefly summarized and supported
by literature.
5. Provide a brief summary of the potential program plan/project (what is the intended intervention)?
6. Draft a diagram of the Effect and Process Theory related to this program plan/project. Refer to page 193 – figure 7-4 for
elements/example of the diagram to include (your diagram would relate to your proposed plan/project). Make sure you include
organizational plan inputs and service utilization plan inputs as well as intervention theory.
7. Utilize at least 3 scholarly references when completing this activity.
8. Utilize APA format when completing this activity – paper should have title page and reference page and follow APA format.
9. The paper should be approximately 2-4 pages without title and reference pages.
10. Submit to the assignment dropbox per the calendar due dates.
11. Utilize this information in your final narrated Health Program Project PowerPoint
Course Learning Outcomes (CLO) that apply to this assignment:
• CLO 1: Identify methods to assess the needs of the community to improve the health of a population
http://www.mnstate.edu/
• CLO 2: Analyze models of program development in order to identify the essential elements of effective program evaluation
• CLO 7: Critique assessment and evaluation data
Program Domains and Competencies that apply to this assignment:
Domain #1: Leadership – the ability to inspire individual and organizational excellent, create and attain a shared vision and
successfully manage change to attain the organization’s strategic ends and successful perf ...
FINC 335 Project Description Stage 2 Due at the End of WeeShainaBoling829
FINC 335 Project Description Stage 2
Due at the End of Week 6
This project is closely aligned with the course outcomes and Finance program
objectives. Completion of this project can be used as part of a portfolio to show
potential employers that you are skilled at performing company valuations and
financial statement analysis. Consider adding these skills to your résumé.
Part 1: Bond Performance Analysis and Interest Rate Trends (40% of the project grade)
Based on the course material presented in Week 3
The information on bonds can be found on the Bond section of the FINRA Market Data
Center. To find the information on bonds, click on Search tab in the middle of the screen
(under Market Center Bond Guide). Under Quick Search, complete the Issuer Name and
Symbol fields, then click Show Results.
If you cannot find a particular bond on the FINRA site, check the Bonds page on Markets
Insider. To find information on bonds, scroll down the page, type the name of the company
in the window under Bond Finder, then click on the magnifying glass.
Find quotations of five to eight corporate bonds that contain a price under "Last Sale" and
Ratings of Moody's and Standard & Poor's (S&P) 500. Not all companies list their bonds on
this website. You can use bonds from the same company or choose different companies.
Choose the bonds with different maturities, different coupon payments, and so on. Be
creative!
1. To grade your project your professor needs to see the information on the bonds
you chose. Copy the bonds quotations into your project.
2. What were the last prices of the bonds (from the Last Sale column)? What does this
price mean?
3. Assume the par value of the bond is $1,000.
a. How much will an investor pay for a bond purchased at the price listed in the
Last Sale column?
b. Calculate the annual coupon interest payments.
Show your work in your project.
4. The YTM is listed in quotations of the bonds (in the Last Sale column, Yield). What
does it mean? (No calculations are required for this section.)
5. Calculate the Macaulay duration and modified duration of these bonds. Use an
online duration calculator. Present the results of your calculations in your project.
How will changes in interest rates affect the bonds' prices?
6. Using the forecast of interest rates (short-term and long-term) that you found in
Stage 1 of the project, create a forecast of the bonds' prices. Explain your results.
http://finra-markets.morningstar.com/BondCenter/Default.jsp
http://finra-markets.morningstar.com/BondCenter/Default.jsp
https://markets.businessinsider.com/bonds
https://markets.businessinsider.com/bonds
https://umuc365-my.sharepoint.com/personal/candace_orsetti_umgc_edu/Documents/dqydj.com
7. Write at least two pages of analysis of the bonds. Answer the following questions,
explaining each answer.
a. If you are going to buy a bond, which bond would you choose? Why?
b. What connections are there among ...
Introduction to monitoring and evaluation Ungaluk Program 2015Martin Comeau
The document provides guidance on developing a monitoring and evaluation (M&E) plan for projects funded by Ungaluk. It recommends including objectives, activities, indicators, data collection sources and methods, expected results, and timelines. Objectives and activities are monitored against indicators to evaluate progress. Information is collected from sources like participants, staff, and records using methods like surveys and interviews. The M&E plan supports assessing outcomes and improving future projects.
This document provides guidance on monitoring and evaluation for partnership-based programs. It discusses the importance of changing the mindset around M&E from merely justifying expenditures to a collaborative learning process. Donors are encouraged to make M&E a learning partnership rather than a performance test. Effective M&E requires a balanced mix of quantitative and qualitative methods. Numbers alone do not capture impact; seeking contributions to meaningful change is more important. Both donors and partner organizations must commit to supporting M&E throughout implementation and using findings to strengthen future work.
This document provides an overview of key concepts and methods for evaluating programs, including:
1. SWOT analysis, the steps in program evaluation, milestone charts, Gantt charts, PERT, critical path method, Bennett's hierarchy of evaluation, and the logical framework approach.
2. It describes each method at a high level - for example, that SWOT analysis identifies strengths, weaknesses, opportunities, and threats, and that the critical path method uses mathematical calculations to schedule project activities.
3. Bennett's hierarchy presents a logic model for educational programs with 7 steps from inputs to end results, showing how the program causes changes in knowledge and practice.
The document provides an overview of the IFRC Framework for Evaluation, which guides how evaluations are planned, managed, conducted, and utilized by the IFRC Secretariat. The framework promotes reliable, useful, and ethical evaluations to contribute to organizational learning, accountability, and the IFRC's mission. It outlines key parts of the framework, including evaluation criteria to guide what is evaluated and standards and processes to guide how evaluations are conducted. The framework is intended to guide those involved in evaluations and inform stakeholders about expected practices.
AEA Presentation - Zurich Alliance for Community Flood Resilience sgchaplowe
Presentation at the American Evaluation Association conference, Chicago 2015, on the Zurich Alliance for Community Flood Resilience, a partnership between the Zurich Insurance Group, the International Institute for Applied Systems Analysis (IIASA), the Wharton Business School’s Risk Management and Decision Processes Center, the International Federation of Red Cross and Red Crescent Societies (IFRC), and the NGO Practical Action. Highlights key lessons for the development of a flood resilience measurement standard to measure and assess the impact of community based flood resilience interventions, demonstrating the benefits of pre-event risk reduction.
The document discusses RAMP (Rapid Mobile Phone-based Surveys), a mobile data collection methodology developed by the IFRC to conduct surveys more efficiently during emergencies. RAMP uses mobile phones and web-based software to reduce the time and costs of surveys while improving quality. It allows for real-time monitoring and analysis of data. The presentation provides an overview of how RAMP works and its potential benefits for emergency contexts like rapid needs assessments, distribution monitoring, and disease surveillance. Challenges include connectivity issues and RAMP's limitations for very long questionnaires.
This module provides guidance on integrating environmental considerations into project design, monitoring, and evaluation for post-disaster humanitarian aid projects. It discusses why addressing the environment is important, and how to incorporate environmental factors into each stage of the typical project cycle. Specifically, it offers steps for integrating the environment into project planning, goal statements, outputs, activities, assumptions, risks, and indicators. It also provides methods for monitoring environmental impacts and analyzing the collected data for evaluation purposes. The overall aim is to improve outcomes for disaster-affected communities while promoting sustainable environmental practices.
The document discusses the key components of developing a comprehensive monitoring and evaluation (M&E) system for humanitarian and development programs, including developing a causal analysis framework, logical framework (logframe), indicator matrix, and data collection and analysis plan. These components form the foundation of an M&E system by clarifying the desired changes, objectives, indicators, and methods for collecting and analyzing data. The document provides guidance on planning an M&E system early in project design to ensure feasibility, understanding, and ownership of the system.
This document is an M&E guide produced by the International Federation of Red Cross and Red Crescent Societies (IFRC) to provide guidance on establishing effective project/programme monitoring and evaluation systems. The guide outlines key M&E concepts and a six-step process for developing an M&E plan that includes identifying stakeholders and their needs, planning for data collection and analysis, reporting, and ensuring adequate human and financial resources for M&E. The goal is to help IFRC and partner staff design and implement M&E systems that provide accurate and timely information for effective management and demonstration of results.
1. Baseline Basics
May 2013 (living draft)
Planning and Evaluation Department (PED), Geneva
International Federation of Red Cross and Red Crescent Societies (IFRC)
www.ifrc.org/MandE
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TABLE OF CONTENTS
1. Purpose & audience of this guide........................................................................2
2. What is a baseline? ..............................................................................................2
3. Why is baseline data important? ........................................................................3
4. Is a baseline study necessary, and if so what kind? ...........................................4
5. When conduct a baseline study?.........................................................................5
6. Who conducts a baseline study? .........................................................................5
7. How to plan for a baseline study?.......................................................................6
8. Reconstructing Baseline Data ...........................................................................11
9. Resources............................................................................................................13
1. Purpose & audience of this guide
This guide is intended to support NS and other IFRC project1
teams and stakeholders to conduct reliable and useful
baseline studies that help better measure and deliver services to those in need. It is meant to be succinct, but with enough
information to practically guide the user to plan for and implement a baseline study, pointing to additional resources for
further reference. Feedback is welcome, and can be sent to PED@IFRC.org.
2. What is a baseline?
A “baseline” refers to measurements of key conditions (indicators) before a project begins, from which change and
progress can be assessed. Sometimes baseline data is available, other times a baseline study is needed to determine
baseline conditions. As this guide highlights, there are a variety of different scenarios for and ways to conduct baseline
studies. The specific methodology will depend on a variety of project-specific factors, ranging from specific indicators to
time and budget.
1
“Project” will be used throughout this guide, but the concepts in this guide apply as well to programs (typically consisting of multiple projects at a
larger scale and duration) and other similar service delivery interventions using baseline studies.
Using baseline data may actually be more common than you think! For
example, you may record your weight prior to a diet to monitor your
progress and later determine whether your diet made any difference.
Recognize the guide to the left? If not, you should! It is the IFRC
Project/Programme Monitoring and Evaluation Guide, and it is an important
resource to complement this guide, with further information key monitoring
and evaluation (M&E) topics. The guide and other IFRC planning,
monitoring, evaluation and reporting (PMER) resources can be found at
www.ifrc.org/mande.
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In addition to “baseline,” there are other related terms that are important to understand relative to baselines. Table 1
below defines key concepts useful to understand when working with baselines:
Terms Definitions Further explanations
Baseline
Data that measures conditions
(appropriate indicators) before
project start for later
comparison .
Baseline data provides a historical point of reference to: 1) inform
program planning, such as target setting, and 2) monitor and
evaluation change for program implementation and impact
assessment.
Baseline
Study
Data collection and analysis
exercise to determine the
baseline conditions (indicators).
If resources are invested into a baseline study, it is important to
budget and plan for an endline study of the same baseline
conditions (indicators) using the same methodology for reliable
comparison.
Needs
Assessment2
Exercise to identify if and what
needs exist, and inform how to
best address such needs.
A needs assessment is different from a baseline study. A needs
assessment identifies needs, and informs whether and how to
intervene (the project design); A baseline study measures specific
conditions after a project has been designed, based on the indicators
(e.g. in the logframe). Data from needs assessments may be used in
a baseline study, but only if it reliably captures the relevant
conditions.
Evaluation
Exercise to reflect upon and
judges the worth (value) of
what has been done.
A baseline study is not an evaluation, but can be an important part
of an evaluation, providing important data to measure change and
assess performance.
Target
The specific, planned level of
result to be achieved (e.g. for
an indicator) within an explicit
timeframe.
Targets are critical to motivate the project team, establish clear
expectations, and compare with actual performance to assess and
adjust project implementation. A baseline value for an indicator is
not a target, but helps to inform realistic target setting.
Benchmark
A target to based on an existing
industry standard, minimum
requirement, or best practice. A
benchmark can be used to help
set a specific indicator target,
and to compare and assess the
indicator performance (against
industry standards).
While a baseline measures the actual conditions (indicators) prior to
implementation, a benchmark is an industry-recognized reference
point or standard against for the indicator. Like a baseline
measurement, a benchmark can be used to: 1) help set a specific
indicator target, 2) compare with and assess indicator performance.
However, they are different. For example, a baseline value for an
indicator measuring actual water availability following a disaster
may be .5 litres per person per day, while the benchmark is 1.5
litres, (based on the international Sphere Standards).
3. Why is baseline data important?
Without baseline data, it can be very difficult to plan, monitor and evaluate future performance. Baseline data help to set
achievable and realistic indicator targets for each level of result in a project’s design (e.g. logframe), and then determine
and adjust progress towards these targets and their respective results. Additional reasons for conducting baseline studies
include:
ü Inform project management decision-making, providing a reference point to determine progress and adjust
project implementation to best serve people in need.
ü Assess measurability of the selected indicators and fine tune the systems for future measurement.
ü Uphold accountability, informing impact evaluation to compare and measure what difference the project is
making.
2
In addition to IFRC’s own needs assessment resources, such as vulnerability capacity assessments (VCAs) and the Guidelines for Assessment in
Emergencies, readers may be interested in the World Bank’s “ A Guide to Assessing Needs.”
4. IFRC Planning & Evaluation Department – May 2013
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ü Promote stakeholder participation, providing a catalyst for discussion and motivation among community
members and project partners on the most appropriate means of action.
ü Shape expectations and communication strategies by assisting by sharpening communication objectives, and
focusing content of media materials.
ü Convince and provide justification to policy-makers and donors for a project intervention.
ü Support resource mobilization for and celebration of accomplished project results compared to baseline
conditions.
ü If conducted properly, baseline results can be generalized and used to inform service delivery for communities
with similar characteristics.
4. Is a baseline study necessary, and if so what kind?
Before embarking on a baseline study, it is first important to determine whether one is really require, and if so, Step 1 in
the Checklist for Baseline Planning (below) discusses the importance to determine the purpose and scope of the baseline
study. We recommend consulting expertise if needed, such as the PMER resource people in your IFRC zone or regional
office. The table below summarizes four common scenarios for obtaining baseline data to help you consider baseline
studies.
No Study
Needed
Sometimes the baseline data is already known.
o For example, the indicator value may be known to be "0" prior to the project start.
For instance, with an indicator for a disaster preparedness project, "# of
communities that have conducted a vulnerability capacity assessment," it may
already be known that none of the communities have conducted a VCA.
o Sometimes baseline data is already available from secondary data, such as the
project needs assessment or other reliable external resources.
“Light” Study
Needed
Sometimes the number of baseline indicators and the methods to measure them is not
excessive in time, capacity, and resources. For example, a combination of any of the
following may make a baseline study "lighter" in workload:
o Secondary data from the project needs assessment or other reliable external sources
may be available.
o Qualitative methods such as individual/group interviews, which can be less costly
than a household survey, may be sufficient to establish a baseline value for an
indicator.
o Some surveys can be relatively easy and low-cost to conduct, such as an online
survey.
“Heavy”
Study Needed
Sometimes it is necessary to have a more rigorous baseline study. For example, the
indicator for a water/sanitation project, “% children in target communities under 3 years of
age with diarrhea in the last two weeks," may require a household survey along with other
baseline indicators, which could involve developing a questionnaire, determining the sample
method, training enumerators, and statistically analyzing the data.
Reconstructing
Baseline Data
Sometimes a baseline study is needed, but it was not conducted prior or near to
program start. As discussed in Section 8 of this guide, this may occur for a variety of
reasons, but there are some methods to reconstruct the baseline measurements.
5. IFRC Planning & Evaluation Department – May 2013
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Baseline Study
5. When conduct a baseline study?
Before project start. In relation to the project
cycle, a baseline study should be conducted after the
initial needs assessment and project design, but prior to
the start of a project (Diagram 1). This will allow the
project team to assess pre-project conditions and set
specific targets for the indicators identified to measure
the results. Sometimes a baseline study is require well
before a project start to inform project development
(according to donor requirements), providing the basis
for any investment decision. But typically, the baseline
study is conducted after the project design (and
respected indicators) are determined from the needs
assessment.
It is important to recognize that a project may begin to
affect baseline conditions prior to the formal project
start.3
For example, once it is known that roads, water
supply, or other services are to be provided to certain
communities, speculators may begin to buy land and
families may start to make improvements to their
property. Many of these important changes may not be
captured, which can result in a baseline that
underestimates the effect of the project. As discussed in
Section 7, using recall methods can address this
problem and capture pre-project conditions.
After project start. While a pre-project baseline study is ideal, it is not uncommon for the study to be conducted
after the project has already been started. For instance, in an emergency operation, it may be necessary to deliver
services prior to conducting a reliable baseline. When speed is of the essence, baseline data should be collected
reasonably close to the project start, with “reasonable” being defined by the rapidity of change in the context. The greater
the time lag between the delivery of project activities and the baseline study, the more likely it will have a measurable
effect on the indicators; this can lead to an underestimation of the project’s overall impact. Section 7 of this guide
discusses how to reconstruct baseline data in the unfortunate circumstance when a baseline study during or near the
project start was not possible.
6. Who conducts a baseline study?
Who conducts the baseline will depend on the specific project context, but key considerations are reliability and
credibility/ownership of the baseline data. Typically the process is managed by the project team, but participatory
involvement of local stakeholders can build ownership and motivation for improving the baseline conditions. Sometimes,
it may be necessary to use external technical assistance, e.g. such as a consultancy to enumerate a statistical reliable
household survey. Another consideration is that those conducting a baseline study are methodologically competent, as
well as culturally and linguistically appropriate. Whoever conducts the baseline study, it will be important to identify
early in the process who will be leading/managing the overall process. Step 6 in the following section on planning a
baseline study provides further human resource considerations for the baseline study.
3
Kusek et al., 2004.
6. IFRC Planning & Evaluation Department – May 2013
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7. How to plan for a baseline study?
The following checklist summarizes six steps for planning a baseline study that mirror the recommended steps for M&E
planning in the IFRC Project/Programme Monitoring and Evaluation Guide, which can be referred to for addition
discussion of key concepts and practice.
CHECKLIST FOR PLANNING A BASELINE STUDY
1. Identify the purpose and scope of the baseline study
As discussed, the overall purpose of a baseline is to measure key conditions (indicators) before a project begins, which
can then be used to monitor and evaluate the project’s progress. However, it is important to refine the purpose and
scope of the baseline study.
£ Provide clear justification for the baseline study. It is important to communicate to other stakeholders the
rationale for the study and the required time and resources. This includes explaining the utility of the specific study
to ensure it does not duplicate existing research.
£ Identify and consult with the key stakeholders and intended audience of the study. This is important to
determine who to involve early in the planning process for ownership and to ensure the baseline will ultimately be
conducted and used most effectively.
Ø Partner collaboration! Oftentimes, especially in complex contexts such as a large scale emergency
operation, there are multiple projects by different organizations. If each organization conducts its own
baseline study, it can be counterproductive, resulting in “assessment fatigue” in the target population; this
can lead not only to unreliable data, but it can foster local resentment. Therefore, it is highly recommended
to collaborate and coordinate baseline studies with other implementing projects when possible.
£ Identify any baseline requirements/expectations. Related to the baseline justification, a baseline may be required
by a donor, the implementing and/or partner organizations, or based on internationally-agreed-upon standards and
best practices. There may also be local government requirements that are better to know and plan for early; for
instance, a baseline study of a school population may require parental permission approved by the Ministry of
Education. At IFRC, all secretariat-funded projects/programmes are required to conduct a baseline.
£ Identify the timing of the study. It is important to determine early on when the study will occur, and when it will
need to be repeated for comparison. For instance, will the data be collected and analysed prior to or during project
start (see Section 4). Related, when and how often will it be repeated for comparison – only the project start and
end, or will there be periodic measurement of baseline data during the project?
£ Identify the geographic and demographic scope of the study. Who and what localities will be included in the
study? This will be related to the specific sampling methodology (discussed below), and is an important
consideration to estimate need time and resources.
£ Identify any critical conditions/assumptions for the study. For example, the prevailing political, economic, and
cultural conditions. Is recent or expected extraordinary events such as natural disasters, political upheavals or
economic shocks? Are there planned national or religious holidays (e.g. Ramadan), political elections, or
seasonality concerns such as monsoon season or dry season that can affect the ability to conduct the baseline study,
as well as the reliability for the measurements?
£ Identify available budget for the study. Prior to detailing out the data collection methodology, it is important to
determine what amount of funding is available. Is funding provided by the donor, budgeted into the existing project
budget, or does it need to be secured and approved?
£ Develop a Terms of Reference (ToR) for the baseline study.4
Whether the baseline study will be conducted
externally (e.g. by a consultancy firm), internally (e.g. by the project team), or a combination of both, a ToR plays a
critical role summarizing the key elements of the baseline study. This not only assists in the planning of the
baseline, but in clarifying and communicating with key stakeholders to ensure understanding, ownership, and
support. The specific content of the ToR will depend on the project, but key sections to the ToR format typically
include:
1) Summary
2) Background
4
For further detail, refer IFRC, 2009, Preparing a Terms of Reference Guidelines & Example Format .
7. IFRC Planning & Evaluation Department – May 2013
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3) Purpose and Scope
4) Specific objectives – i.e. particular focus areas/questions for the study.
5) Methodology
6) Deliverables – i.e. the report and potential oral presentation of findings/conclusions.
7) Timeframe - schedule
8) Quality and ethical standards
9) Qualifications or description of the baseline study team
10) Application procedures – for studies for which an external team will be commissioned.
2. Plan for data collection (methodology) and management
As already discussed, the overall purpose of a baseline is to obtain reliable and useful data prior to a project start, which
can then be used to monitor and evaluate the project. However, it is important to refine the purpose and scope of the
baseline study.
£ Identify what is to exactly be measured. Identify the baseline indicators and assumptions from the project
design (logframe), and refer to any other relevant M&E planning tools, such as an M&E Plan table. 5
Baseline
studies typically concentrate on higher level indicators – e.g. outcome rather than output indicators that focus on
changes in knowledge, attitudes, and practice (behaviour). Oftentimes, the baseline indicators are industry-
recognized, such as Sphere or Cluster approach to humanitarian response indicators. Don’t forget to measure any
key assumptions (risks) that may be critical to monitor to ensure the successful project implementation. 6
£ Only measure what is necessary and sufficient. “Baseline data should provide the minimum information required
to assess the quality of the activity implementation and measure the development results. Anything more than this
is likely to be a waste of time, effort and resources and risks making replication of the baseline study difficult.” 7
£ Determine the appropriate data sources and methods for the baseline indicators. This will vary according to
the project context, which includes the types of indicators, the baseline scope (discussed above), and the available
budget and resources. Again, reference to thought already given to this should be made to the project logframe and
any existing M&E Plan. Key considerations include the balance of qualitative and quantitative data, and
triangulating data sources and methods.8
Ø Secondary data. Assess the availability of existing baseline data already collected by the project team,
organization, or other organizations/agencies: this can safe considerable time and resources. However,
whatever the secondary source, it is critical to ensure that it is reliable and relevant! Examples of
secondary data for baseline measurements include administrative records, census and survey data from
government agencies, studies from NGOs and donors, university research studies, media sources, financial
market data, etc. Occasionally data from a needs assessment or vulnerability capacity assessment (VCA)
can be used in a baseline study.
Ø Primary data. To what degree does the project team need to collect baseline data itself, and which
qualitative and quantitative methods are most suited to the baseline study? Data collection methods
involve trade-offs with respect to cost, precision, credibility, and timeliness. For example, quantitative
methods, such as household surveys tend to be more precise and objective, but can be costly and time
consuming. On the other hand, qualitative methods, such as individual interviews and focus group
discussions, may be preferable to measure key indicators that are difficult to quantify, or in situations
when a structured survey is not feasible. See Section 8 below on reconstructing baseline data to read
further on the use of individual and group interviews. Other qualitative approaches for baseline data
collection can include the use of audio-visual methods, as well as case studies and stories.
Ø Triangulate – mix methods and sources. It is good practice to triangulate or mix sources and/or methods
of data collection. For example, secondary and primary data can be used to complement and confirm data
accuracy and precision. Oftentimes a mixed methods approach combining both qualitative and
5
Refer to IFRC Project/Programme Monitoring and Evaluation Guide , page 32, for further discussion on M&E Plans.
6
There is a wealth of information on indicator development and use. References in this guide include IFRC 2011, Project/Programmer Monitoring and
Evaluation Guide; Caldwell 2011. Guidelines to CARE Malawi for the Design of Future Baseline and Evaluation Studies ; Church and Rogers 2006,
Designing for Results: Integrating Monitoring and Evaluation in Conflict Transformation Programs ; Kusek et al. 2004, Ten Steps to a Results-Based
Monitoring and Evaluation System
7
AusAid, 2005
8
There is a wealth of information on sources and methods: see footnote #7 above for some specifically provided in this guide.
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quantitative methods is preferable; for instance, qualitative research that is conducted first to inform the
development of a quantitative survey. The rule of thumb is not to overburden the data collection process
and resultant data – only what is necessary and sufficient to accurately measure the baseline indicators.
£ Determine the sampling requirements. A sample is a subset of a whole population selected to study and draw
conclusions about the population as a whole. Sampling (the process of selecting a sample) occurs whether the data
uses random (probability) samples for quantitative methods such as a survey, or purposeful (non-random) samples
for qualitative methods, such as interviews or focus groups.9
£ Prepare and pilot the data collection tools. It is important to carefully prepare data collection tools and guidance
so that baseline indicators will be consistently and reliable measured among data collectors in different locations
and at different times. This is critical for the comparability of the data, which is a primary function of conducting a
baseline. It is also extremely important to pre-test the data collection tools to ensure they are linguistically and
culturally appropriate. Management procedures and formats should designed according to the project’s needs, size
and complexity, and is often part of an organization’s overall data management system.
£ Prepare for data management. Data management should be timely and secure, and in a format that is practical
and user-friendly. Poorly managed data wastes time, money and resources; lost or incorrectly recorded data affects
not only the quality and reliability of the data but also all the time and resources invested in its analysis and use.
Data management includes consideration to data format, organization, availability, security, technology, and
quality control.10
£ Ensure data disaggregation by gender and other appropriate demographic characteristics. It is essential that
data collection and management tools disaggregate demographic for key population characteristics, including
gender, age, and any other relevant socioeconomic, ethnic, religious characteristics. It is critical to measure the
baseline situation of potentially marginalized populations to assess their degree of participation, access to services,
and empowerment. Planning for this in the during data collection/management will allow such important
characteristics to be examined and reported on during the data analysis.
£ Prepare for the target population. It is necessary to properly inform and gain permission from the target
communities prior to conducting a baseline (e.g. community leaders, elders) – this may occur earlier when initially
consulting with the key stakeholders. Later, during the actual data collection, it is necessary to individually inform
and gain consent from baseline participants – (this should be built into the data collection tools/guidance, discussed
above). Not only is this ethically responsible, (upholding the Red Cross and Red Crescent Fundamental Principles
and Code of Conduct), it also ensures that the baseline study respects local customs, culture, and dignity of human
subjects in the study.
3. Plan for data analysis
Data analysis is the process of converting collected (raw) data into usable information. It is important to have a clear
plan for data analysis, which should account for the purpose, timing, methods, and people responsible for the data
analysis. Key elements of data analysis include:11
£ Identify the purpose for analysis. What and how data is analysed will be largely determined by the specific
project indicators, and ultimately adequately capturing the pre-project conditions for later comparison and
assessment of the project.
£ Plan for timely data analysis. Accurate information is of little value if it is not timely. Depending on the methods
involved, it is important to plan for efficient data analysis so baseline values can inform realistic target setting of
the baseline indicators. It may be necessary to compromise between speed, frequency and accuracy. Timeliness can
be largely enhanced with effective use of data management and analysis technology, such as digital data collection
using mobile phones that utilize the internet to transfer data for efficient analysis. 12
£ Determine the appropriate data collection methods and tools. As with the data collection, it is important that
the data analysis methods and tools can be replicated in a consistent and reliable manner by different people and at
different times for the comparability of the data. Therefore, it is useful to clarify this in a data analysis
9
There is a wealth of information on sampling and surveys. For an overview, refer to IFRC 2011, Project/Programmer Monitoring and Evaluation
Guide, p. 36-38, and the Resources section (Annex 2) lists other useful resources . IFRC 2012, Rapid Mobile Phone-based (RAMP) survey, is a
valuable resource not only on the use of mobile phones for data collection, but practical sampling and survey information.
10
IFRC 2011, Project/Programmer Monitoring and Evaluation Guide , p. 43.
11
IFRC 2011, Project/Programmer Monitoring and Evaluation Guide , p. 48
12
IFRC 2012, Rapid Mobile Phone-based (RAMP) survey
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plan/guidance, which includes data preparation, the actual analysis, data validation and presentation. Related, it is
important to pre-test the data analysis methods to assess accuracy and amount of time needed. 13
4. Plan for information reporting and utilization
Reporting of the baseline data plays a critical role in how the data is immediately put to use to inform and motivate
project implementation, and how it is later put to use to compare with future measurements of the baseline indicators. It
is important to remember that reporting can be done in different formats according to audience and purpose:
£ Written baseline report. The baseline report is the end-product of the baseline study. The format and content will
be specific to the particular project and baseline indicators being reported on. For example, statistical survey data
may have a different presentation format (e.g. pie charts or graphs) than narrative data obtained from observation
and interviews. It is important that the report is complete, concise, and well-structure so that it is accessible and
user-friendly. It is worth noting that a baseline study does not typically include recommendations; it may inform
recommendation in an evaluative study, but its primary focus is on findings and conclusions. Following is an
example of a written baseline report format: 14
1) Title page
2) Acronyms
3) Executive summary
4) Table of contents
5) Introduction and background
6) Methodology (and methodological limitations)
7) Analysis of the findings
8) Conclusions
£ Baseline report dissemination. This can be a strategic decision that can help build recognition and support for the
project, and frame expectations among stakeholders. It also upholds transparency and accountability, and it is
important to note that it is an ethical responsibility to share critical findings related to health and other key
measures of target population safety and welfare. How the report is disseminated can raise awareness, and generate
further discussion and feedback. Typical outlets for written report dissemination include email, websites, and
delivery of printed report.
£ Oral presentation of findings. In addition to the written report, it is advisable to have an oral debrief and
presentation from the baseline study team. This helps to check accuracy of data, confirm findings, and provide
additional input and impressions to inform future action/recommendation. Furthermore, it keeps stakeholders
informed, reinforcing transparency, building ownership, and supporting organizational learning.
£ Beneficiary communication. It is an ethical responsibility to follow-up and communicate the baseline findings to
the target population, especially those directly involved in the study. Formats for communicating the baseline
findings should be appropriate to the target population; examples include community meetings (especially for
illiterate populations), summaries on notice boards using visuals, information pamphlets or devoted sections in the
local newspaper, radio spots, websites, etc. A critical reminder with beneficiary communication is that it should be
“two way,” meaning that it is not enough to just inform the target population of the findings, but to meaningfully
engage them and listen to their responses and perspectives. This upholds the participatory principles central to the
Red Cross Red Crescent Movement, and can be an important strategy to build stakeholder understanding, frame
expectations, and encourage ownership and support for the project. For instance, if community members discuss
starting conditions prior to a project, it can motivate their participation in the project, and their input can result in
innovative, sustainable solutions to future programming.
5. Plan for human resources and capacity building
The usefulness of a baseline study depends on the competence of those doing the data collection analysis, and reporting.
£ Identify the baseline study manager. First and foremost, it is important to identify the person who will take the
lead in managing the baseline study. Typically it is someone from the project team. However, it is important to
remember that the manager delegates and ensures that people follow-through and the study is completed according
13
For further information, refer to refer to IFRC 2011, Project/Programmer Monitoring and Evaluation Guide , p. 38, and the Resources section (Annex
2) lists other useful resources, including WFP. 2011, How to consolidate, process and analyse qualitative and quantitative data
14
ASARECA, 2010. Guidelines for Project Baseline studies , p. 10
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to the ToR/schedule; they are not expected to do everything!
£ Assess the project team’s capacity to conduct the baseline study. This will largely depend on the scope and
complexity of the baselines study, and the project team members’ experience and expertise. Accurate data
collection is important, and both qualitative and quantitative data collection and analysis requires a degree of
expertise. For example, conducting a household survey requires experience with random sampling, questionnaire
development, proper enumeration, statistical analysis, and report writing. Such skills are not beyond a project team,
and ample guidance is available, but it is critical that data collection is reliable if it is to be useful.
£ Determine the extent of local participation. Participation of local stakeholders in the baseline data collection and
analysis can be empowering, building capacity and ownership to support project implementation and sustainability.
It can also be more culturally and linguistically appropriate, while saving money and time compared with using the
project staff or external consultants. On the other hand, the use of local people can require more time and cost to
train and manage them, and it can jeopardize the quality of data and analysis due to local bias. It is also dependent
on the capacity of local people, who may not be able to afford the time to be trained and participate in the baseline
study.
£ Determine the extent of outside expertise. Outside specialists are usually employed for technical expertise,
objectivity and credibility, to save time and/or as a donor requirement. It is important to anticipate this need early,
and to incorporate it into the baseline study ToR (discussed above) with ample time to commission external
expertise. There are a range of consultants that specialize in baseline studies/surveys, and sometimes it may be
possible to utilize local university students/professors or NGO staff.
£ Define roles and responsibilities. Whether the baseline study is to be internally, externally, or a combination of
both, it is important to clearly identify who will be responsible for the various parts of the study. IFRC recommends
that this is done as part of an M&E Plan.15
Key responsibilities include the development of data collection and
analysis methods and tools, enumerator training, data collection, data analysis, report writing and sharing, etc. It
can be helpful to refer to any M&E plan that may have been developed identifying key responsibilities and
scheduling.
£ Plan for any capacity building requirements. Once roles and responsibilities have been determined, it is
important to plan for any specific training requirements. Oftentimes, this includes enumerator or data collection
training for field work. It can also include specialized training for targeted individuals, such as sampling methods,
survey development, statistical analysis and use of statistical software programs, etc. Training can involve
employing an outside trainer, sending individuals to training workshops, online or academic courses, etc. However
capacity building needs are met, it is critical that baseline team members are competent to collect and analyse data
in a reliable manner, according to specified methods.
6. Prepare the budget for the baseline study
As noted in Step 1 above, it is best to determine and plan for the budget early on to 1) determine what is within the
financial capacity of the study and 2) best ensure adequate funding is available. Following are key considerations for
budget planning after the baseline study is considered in more detail through the above planning steps.
£ Itemize the baseline study budget. This includes: 1) human resources such as staffing, any external expertise,
training/capacity building, translation, data entry, etc., and 2) capital costs such as equipment, ravel and
accommodation, computer and software, printing, publication, dissemination, etc. It is best to prepare a spread
sheet clearly itemizing baselines expenses, following any format requirements form the implementing
organization/donor. It is recommended to provide any narrative necessary to justify each budget items.
£ Incorporate baseline costs into the project budget. It is better to include baseline costs as part of the project
overall budget, rather than as part of the organization’s overhead. This helps to ensure the true cost of the project is
reflected and secured in the budget, rather than later suggesting inefficiencies or poor planning.
£ Check any donor budget requirements and contributions. If the baseline study is required by the donor or
implementing organization, determine whether equivalent is provided. If multiple funding sources are utilized,
ensure that the budget is broken down by donor source, and identify any additional cost not covered.
£ Plan for contingency costs. Unexpected costs may arise during the baseline study, such as the need for additional
data collection/analysis to verify findings. Although budget planning seeks to avoid such risks, unexpected
expenses do arise and it is better to be prepared.
15
For further discussion on M&E Plans refer to IFRC Project/Programme Monitoring and Evaluation Guide , page 32.
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8. Reconstructing Baseline Data
Ideally, baseline data should be measured prior or near to program start (see Section 5). This can largely impede
measurement of impact and should be avoided as it undermines the very purpose of the baseline study. However this
may not be possible for a variety of reasons. For example, access to the target population may not be possible due to
natural or man-made circumstance, such a natural disaster or civil conflict. 16
Other reasons may include, “a lack of
awareness of the importance of baseline data, a lack of financial resources, or limited technical expertise. Even when
management recognizes its importance, administrative procedures (for example, recruiting and training M&E staff,
purchasing computers, or commissioning consultants) may create long delays before baseline data can be collected.” 17
When a baseline study is not conducted prior or near to program start, it may be possible to approximate baseline
conditions through a variety of methods.18
Even if a baseline can be conducted just prior to project start, a project may
begin to affect baseline conditions prior to the formal project start. For example, once it is known that roads, water
supply, or other services are to be provided to certain communities, speculators may begin to buy land and families may
start to make improvements to their property. Many of these important changes may not be captured, which can result in
a baseline that underestimates the effect of the project. Therefore, it may be important to reconstruct baseline conditions
in response to such pre-project influence.
Following are some key reminders when reconstructing baseline data:
Ø Triangulation. As discussed in Step 2 in the Checklist for Baseline Planning (above), it is good practice to
triangulate or mix sources and/or methods of data collection. This is especially critical when attempting to
reconstruct a picture of pre-project conditions.
Ø Use secondary data. Per Step 2 in the Checklist for Baseline Planning (above), examples of secondary data for
baseline measurements include census and survey data from government agencies, studies from NGOs and donors,
university research studies, media sources, financial market data, etc.
Ø Project data. Another form of secondary data not collected specifically for the baseline study is existing project
data. Baseline data may be obtained from any needs assessment, feasibility study or vulnerability capacity
assessment (VCA), as well as other internal project records, such as registration forms, on-going monitoring reports,
meeting minutes, etc.
Ø Ensure reliability of secondary/project data. It is worth stressing that secondary data should be relevant and
reliable to the specific baseline indicators.19
This means it should cover the appropriate population, time period, and
the indicators relevant for the baseline study. It is important to check the reputation of the data source, including
credentials; the motive/reasons for the measurement of the data, including any potential political or economic bias;
and that specific data collection, analysis, and quality control methodologies are rigorous for accurate measure of
what it is intended to measure.
Ø Recall. Recall involves surveys and individual or group interviews to obtain information relevant to the baseline
conditions/indicators. Depending on the project context, this can include questions regarding socioeconomic
conditions, access to services, participation and engagement, knowledge, attitudes, and behaviour, etc. While such
information is susceptible to selected-memory and bias, it can nevertheless help provide a measure over time. For
example, a survey or interview can ask, “Compared with two years ago, there has been an improvement in XXX
condition. Strongly disagree – Disagree – Agree – Strongly agree.” Sometimes recall can be triangulated by
respondent records, such as household or medical records. It is helpful to link recall to important reference points
with the respondent to help memory, such as significant events as elections, harvest, disasters, construction of
household or municipal roads, schools, etc.
Ø Key informant interviews. Related to recall, individual interviews can provide particular knowledge and experience
to triangulate. It is important to include a variety of key informants to obtain and triangulate different perspectives. It
is important to include not only community leaders, officials, and others of high status, but a purposeful sample that
includes representation of gender and age, and relevant demographic characteristics, especially potentially
marginalized populations (see Step 2 of the Checklist for Baseline Planning, above).
Ø Group interviews. Group recall through formats such as focus groups and participatory assessment techniques (e.g.
participatory rural/rapid assessments – PRAs) are useful to discuss and cross-check participants recall. Group
16
Church and Rogers 2006, Designing for Results: Integrating Monitoring and Evaluation in Conflict Transformation Programs .
17
Bamberger,. 2010.
18
For further discussion on reconstructing baselines: Bamberger,. 2010. Reconstructing Baseline Data for Impact Evaluation and Results Measurement ,
ASARECA, 2010. Guidelines for Project Baseline studies , p. 5.
19
For further discussion on secondary data, refer to IFRC Project/Programme Monitoring and Evaluation Guide , page 33.
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dynamics can create synergistic dialogue that can prompt participant’s memory, and provide consensus estimates
and prioritization. For instance, groups can provides estimates on volume and quantity of water, and prioritize
changes such as decrease in incident rate of diarrhoea. In addition to discussion, PRAs can also utilize charts, maps,
seasonal calendars, timelines, daily activity schedules, and group prioritization (Bamberger p.5). The group format
for an interview may be less intrusive on individuals who may feel more comfortable expressing themselves with
peers. However, there is a risk that group discussion is dominated by certain individuals with higher economic
status, political power, or education; therefore, it may be necessary to select discussion groups according to
demographic characteristics to minimize such risks.
13. 9. Resources
The following summarizes some key considerations particularly useful for baseline studies; all are open resources on the
internet, hyperlinked for easy access with a click on the title, (otherwise, search for the document titles using Google or
other search engines). There are a wealth of other resources available. First and foremost, refer to the IFRC (2011)
Project/Programmer Monitoring and Evaluation Guide which contains further information on M&E methods and
practices, and which has a Resources Section (Annex 2) that lists multiple other M&E resources useful for baseline
studies. Other IFRC planning, monitoring, evaluation, and reporting (PMER) resources can be accessed at
www.ifrc.org/mande. If you are feeling adventurous and want to do your own searches, enter “ baseline studies” into
Google or other search engines and you can spend hours navigating through multitudes of resources.
ASARECA, 2010. Guidelines for Project Baseline studies. The Association for Strengthening Agricultural Research in
Eastern and Central Africa.
AusAid, 2005. Baseline studies Baseline Study Guidelines. Australian Government Overseas Aid Program. Provides a
basic overview of baseline studies, with links to additional resources.
Bamberger, Michael. 2010. Reconstructing Baseline Data for Impact Evaluation and Results Measurement . PREM
Notes, November 2010, #4. The World Bank.
Caldwell, Rich. 2011. Guidelines to CARE Malawi for the Design of Future Baseline and Evaluation Studies . CARE
Malawi.
CARE, 2009. Guidelines for the implementation of Baseline study for women’s empowerment programmes funded by
Norad
Church, Cheyanne and Mark M. Rogers. 2006. Designing for Results: Integrating Monitoring and Evaluation in Conflict
Transformation Programs, Chapter 5: Baseline. Search for Common Ground.
FAO, 2004. Participatory Rural Communication Appraisal Starting with People, Chapter 5; Baseline Study in PRC. Food
and Agriculture Organization.
ICRC, and IFRC, 2008. Guidelines for Assessment Emergencies. International Committee of the Red Cross,
International Federation of Red Cross and Red Crescent Societies
IFRC. 2011. Project/Programmer Monitoring and Evaluation Guide. International Federation of Red Cross and Red
Crescent Societies, Planning and Evaluation Department. This provides a comprehensive overview of M&E
planning, including methods and practices applicable to baseline studies.
IFRC. 2013.
IFRC. 2013. Community Based Health and First Aid (CBHFA) PMER Toolkit. Translated into 4 languages, this toolkit
contains a survey guide for CBHFA.
IFRC. 2013. Vulnerability and Capacity Assessment (VCA) online resources. International Federation of Red Cross and
Red Crescent Societies.
IFRC. 2012. Rapid Mobile Phone-based (RAMP) survey. International Federation of Red Cross and Red Crescent
Societies. This is a valuable resource consisting of three volumes; it not only provides guidance on the use of
mobile phones for data collection, but also generic guidance on planning for and enumerating community
household surveys.
IFRC. 2009. Preparing a Terms of Reference Guidelines & Example Format. International Federation of Red Cross and
Red Crescent Societies, Planning and Evaluation Department.
United Nations. 2010. Monitoring Peace Consolidation: United Nations Practitioners´ Guide to Benchmarking .
Kusek, Jody Zall, and Ray Risk. 2004. Ten Steps to a Results-Based Monitoring and Evaluation System, Chapter 4:
Setting Baselines and Gathering Data on Indicators. The World Bank.
USAID. 2010. TIPS – Baselines and Targets. The United States Agency for International Development.
Walkins, Ryan, Maurya West Meisers, Yusra Laila Visser. 2012. A Guide to Assessing Needs. The World Bank.
WFP. 2011. How to Plan a Baseline. United Nations World Food Programme, Office of Evaluation.
WFP. 2011, How to consolidate, process and analyse qualitative and quantitative data . United Nations World Food
Programme, Office of Evaluation.