This slide-deck explains the concept of Data Driven Management (DDM) and it's application by CARE India in Bihar as a part of Integrated Family Health Initiative (IFHI) project funded by Bill & Melinda Gates Foundation. Later, in 2013, a much bigger, innovative and ambitious measurement effort called Concurrent Measurement and Learning (CML) was established as a part of Bihar Technical Support Program. The basic work on DDM during IFHI project created the basis for CML.
Conclave indrajit - evidence for policy & impact - 22 apr 2016 v2.1Indrajit Chaudhuri
1) CARE India worked in Bihar through its Bihar Technical Support Program (BTSP) to reduce maternal and child health indicators like MMR, NMR, and malnutrition. It tested and implemented innovative solutions in select districts from 2010-2013.
2) Four key solutions showed successful results - sub-center meetings, quality improvement and nurse mentoring in facilities, team-based goals and incentives for frontline workers, and a comprehensive mHealth solution.
3) These solutions were adopted and scaled up by the Bihar government based on the evidence from their measurement and learning efforts. For example, sub-center meetings were scaled up statewide and the mobile nurse mentoring approach was replicated in many other states. This
Monitoring, supervision, and evaluation are important parts of nutrition programs to ensure quality and effectiveness. Data is collected through the Nutrition Information System (NIS) and flows from communities to districts and provinces to assess key indicators like cure, death, and default rates against SPHERE standards. SQUEAC surveys help evaluate coverage and identify issues like low participation, high default rates, or mortality to improve programs. Regular reporting and review of data allows supervisors to monitor performance and make improvements through tools like checklists, reports, and output trackers.
Ic ts for social & behavioural change in healthpratyush227
The document discusses the use of information and communication technologies (ICTs) for social and behavioral change in health. It provides examples of several projects in India that have used mobile phones, tablets, and other ICT tools to disseminate health information, monitor health programs, train frontline health workers, and improve interpersonal communication in areas like maternal and child health. The document outlines challenges like digital exclusion but argues that with the right approach ICTs can be effective tools to promote health awareness, informed decision making, and positive behavioral changes at scale.
GH_16_Adopting Healthy CSPs_PPT_Mohammed_ Presentation at USAID_Crystal City ...Mohammed Ali
This document summarizes a health program in rural Ghana that aimed to improve maternal and child survival practices. Key points:
- The program was a partnership between CRS Ghana and the Ghana Health Service to encourage positive maternal/newborn health practices in East Mamprusi District.
- Baseline data showed high rates of maternal mortality, infant mortality, and low uptake of health services. The program deployed strategies like model mothers, community education sessions, and transportation improvements to increase access to and quality of care.
- Outcomes included significant reductions in mortality rates, increased usage of antenatal care, skilled birth attendance and postnatal care. Nutrition and malaria indicators also improved.
- The partnership strengthened
Anbrasi Edward, PhD, MPH, MBA, MSc, Associate Scientist, Johns Hopkins University Bloomberg School of Public Health and Jennifer Winestock Luna, MPH, Director of M&E Services for Realizing Global Health describe Program Evaluation Models and use a case study of a program in Yemen to lead participants through an example of monitoring and evaluation practices.
Divya Nair - Training of district officials on using data for decision-makingPOSHAN
Presentation by Divya Nair on "Training of district officials on using data for decision-making" at Developing a nutrition training roadmap to support India’s nutrition progress (17-18 Dec 2019)
Beyond Reporting: Monitoring and Evaluation as a Health Systems Strengthening...MEASURE Evaluation
This document discusses monitoring and evaluation (M&E) as a health systems strengthening intervention. It presents the World Health Organization's health systems framework, which depicts six building blocks of a health system: service delivery, health workforce, information, medical products and technologies, financing, and leadership and governance. The document argues that strengthening M&E systems can improve all six building blocks by increasing accountability, management, and use of data to strengthen programs. It acknowledges challenges like transitioning to more robust M&E systems and maintaining momentum for improvement.
Conclave indrajit - evidence for policy & impact - 22 apr 2016 v2.1Indrajit Chaudhuri
1) CARE India worked in Bihar through its Bihar Technical Support Program (BTSP) to reduce maternal and child health indicators like MMR, NMR, and malnutrition. It tested and implemented innovative solutions in select districts from 2010-2013.
2) Four key solutions showed successful results - sub-center meetings, quality improvement and nurse mentoring in facilities, team-based goals and incentives for frontline workers, and a comprehensive mHealth solution.
3) These solutions were adopted and scaled up by the Bihar government based on the evidence from their measurement and learning efforts. For example, sub-center meetings were scaled up statewide and the mobile nurse mentoring approach was replicated in many other states. This
Monitoring, supervision, and evaluation are important parts of nutrition programs to ensure quality and effectiveness. Data is collected through the Nutrition Information System (NIS) and flows from communities to districts and provinces to assess key indicators like cure, death, and default rates against SPHERE standards. SQUEAC surveys help evaluate coverage and identify issues like low participation, high default rates, or mortality to improve programs. Regular reporting and review of data allows supervisors to monitor performance and make improvements through tools like checklists, reports, and output trackers.
Ic ts for social & behavioural change in healthpratyush227
The document discusses the use of information and communication technologies (ICTs) for social and behavioral change in health. It provides examples of several projects in India that have used mobile phones, tablets, and other ICT tools to disseminate health information, monitor health programs, train frontline health workers, and improve interpersonal communication in areas like maternal and child health. The document outlines challenges like digital exclusion but argues that with the right approach ICTs can be effective tools to promote health awareness, informed decision making, and positive behavioral changes at scale.
GH_16_Adopting Healthy CSPs_PPT_Mohammed_ Presentation at USAID_Crystal City ...Mohammed Ali
This document summarizes a health program in rural Ghana that aimed to improve maternal and child survival practices. Key points:
- The program was a partnership between CRS Ghana and the Ghana Health Service to encourage positive maternal/newborn health practices in East Mamprusi District.
- Baseline data showed high rates of maternal mortality, infant mortality, and low uptake of health services. The program deployed strategies like model mothers, community education sessions, and transportation improvements to increase access to and quality of care.
- Outcomes included significant reductions in mortality rates, increased usage of antenatal care, skilled birth attendance and postnatal care. Nutrition and malaria indicators also improved.
- The partnership strengthened
Anbrasi Edward, PhD, MPH, MBA, MSc, Associate Scientist, Johns Hopkins University Bloomberg School of Public Health and Jennifer Winestock Luna, MPH, Director of M&E Services for Realizing Global Health describe Program Evaluation Models and use a case study of a program in Yemen to lead participants through an example of monitoring and evaluation practices.
Divya Nair - Training of district officials on using data for decision-makingPOSHAN
Presentation by Divya Nair on "Training of district officials on using data for decision-making" at Developing a nutrition training roadmap to support India’s nutrition progress (17-18 Dec 2019)
Beyond Reporting: Monitoring and Evaluation as a Health Systems Strengthening...MEASURE Evaluation
This document discusses monitoring and evaluation (M&E) as a health systems strengthening intervention. It presents the World Health Organization's health systems framework, which depicts six building blocks of a health system: service delivery, health workforce, information, medical products and technologies, financing, and leadership and governance. The document argues that strengthening M&E systems can improve all six building blocks by increasing accountability, management, and use of data to strengthen programs. It acknowledges challenges like transitioning to more robust M&E systems and maintaining momentum for improvement.
Evaluation of the Rwanda Community Performance-Based Financing ProgramRBFHealth
This study evaluates the impact of two interventions introduced as part of the Rwanda Community Performance-Based Financing Program to increase coverage of targeted maternal and child health services: rewards to cooperatives of community health workers and demand-side conditional in-kind transfers. The evaluation exploits experimental design with intervention randomly assigned at the sub-district level for a duration of two and a half years. The analysis finds no impact of the incentives to cooperatives of community health workers. However, conditional in-kind demand-side incentives are shown to significantly increase take up of timely antenatal and postnatal consultations.
Zimbabwe: Results-Based Financing Improves Coverage, Quality and Financial Pr...RBFHealth
A presentation by Dr. Gwinji, Permanent Secretary, Ministry of Health, Zimbabwe and Dr. Tafadzwa Goverwa- Sibanda, delivered during "Transforming Health Systems Through Results-Based Financing," an event held during the Third Global Symposium on Health Systems Research in Cape Town on September 30, 2014. This event was hosted by the Health Results Innovation Trust Fund at The World Bank, in partnership with the PBF Community of Practice in Africa.
South EIP Programme Support and Assurance 2018-19Sarah Amani
A brief summary of the focus of the work of the South of England Early Intervention in Psychosis (EIP) Programme in 2018-19 as we work across systems, organisations and teams to drive better quality and outcomes for people with early psychosis and their families.
Daniel Okiria is a Monitoring and Evaluation professional from Uganda seeking new opportunities. He has over 10 years of experience in M&E, project management, and data analysis. Currently he works as the M&E Officer for GOAL Uganda's DYNAMIC program, where he oversees M&E activities and data collection. Previously he has held roles managing surveys, collecting health facility data, and supervising enumerators. Okiria has a Post Graduate Diploma in Project Monitoring and Evaluation and a Bachelor's degree in Social Sciences. He is proficient in M&E tools, data analysis software, and mobile data collection applications.
Using routine health data and a collaborative quality improvement approach, ART and PMTCT outcomes were improved in Tanzania. Key achievements include:
1) Training staff in Tanga region on quality improvement methods which increased the number of personnel able to analyze care processes and measure improvements.
2) Outcomes such as reduced loss to follow up, increased CD4 testing and enrollment in PMTCT and ART services were observed in Tanga.
3) Partners coordinated using common indicators, standards and a collaborative approach to quality improvement which strengthened capacity to assess quality changes and spread knowledge.
4) Routine facility data was used to identify problems, monitor performance, and evaluate quality improvements over time.
This document discusses Intermountain Healthcare's strategy for implementing a telehealth program. It summarizes Intermountain's decision to build its own telehealth platform rather than buy from vendors due to existing internal resources and a desire for customization. The summary describes Intermountain's initial focus on tele-ICU and plans to expand to other specialties. Implementation best practices are also reviewed, including assessing leadership support, organizational culture and readiness, clinical workflows, technology, staffing models, and budget considerations.
The document discusses monitoring and evaluation techniques used to improve the quality of a public health program in India called the Diabetes Educator Program from 2007-2011. It outlines the program's objectives to develop diabetes educators as a recognized health profession and increase patient self-care. A monitoring and evaluation team used evidence-based quality improvement methods like the PDCA cycle and seven step problem-solving formula. Key activities included creating a health management information system to track performance and process indicators quarterly and ensure continuous quality improvement. The program achieved positive outcomes like reduced A1C levels and improved patient self-efficacy and well-being.
Collective intelligence in healthcare can help address system challenges.
The Health Consensus system gathers professionals' input using different methods to reach consensus on issues like assessing health plans, selecting quality indicators, and training.
Participants perceive the process as efficient and that their involvement provides value to useful and relevant contributions.
This document provides an overview of a workshop on data demand and use. The workshop objectives are to develop a framework for linking data with action, create an action plan for overcoming barriers to data use and improving information flow, and establish three commitments to improve data use in participants' jobs. The workshop covers various monitoring and evaluation concepts like results chains, indicators, baselines, and targets. It also discusses data demand and use, the context of decision making, barriers to data use, and descriptive data analysis techniques like service delivery analysis and unit cost analysis. Participants will learn a seven-step process for using information to make data-informed decisions.
Evaluating Change and Tracking ImprovementJane Chiang
This document summarizes the evaluation of innovation units at a hospital. It describes the evaluation process, data collected, and key findings. An evaluation steering committee oversees the evaluation in 90-day cycles. Data is collected through surveys, interviews, and observations. Findings show positive feedback from patients and staff regarding relationship-based care practices. Opportunities are identified in areas like documenting discharge dates and care team members. Next steps include continuing the evaluation, expanding to more units, and deepening analysis of specific measures to further optimize the innovation units.
Health Information System Measurement: Assessing, Monitoring, and EvaluatingMEASURE Evaluation
MEASURE Evaluation has developed tools and concepts for health information system (HIS) measurement in Phase IV. Strengthening an HIS is accomplished through assessment, identification, planning, implementation, and monitoring and evaluation of interventions based on the current state and context. Measurement requires a baseline assessment and monitoring of key indicators to evaluate specific HIS interventions. MEASURE is developing a catalog of HIS assessment and monitoring tools to be available in May 2017, which are cataloged by purpose, method, sampling, timing, level of health system assessed, and areas of the Health Information System Strengthening Model assessed. Examples of tools mentioned are PRISM, RAT, DQR, and MECAT.
Monitoring and Evaluation at the Community Level: A Strategic Review of ME...MEASURE Evaluation
This document summarizes MEASURE Evaluation's accomplishments and lessons learned from supporting community-level monitoring and evaluation (M&E) systems over Phase III. It describes key challenges faced in community-based M&E like low capacity and lack of resources. Best practices identified include involving stakeholders, intensive capacity building, and using simple tools. Gaps around data use and accessibility are discussed, along with recommendations for integrating community data and indicators, improving capacity building strategies, and taking a more strategic approach to community-based information systems.
The document summarizes an environmental scan project conducted for Children's Health Queensland's nursing workforce planning. The project identified key supply and demand factors that will impact the nursing workforce. It analyzed the current nursing workforce profile, population trends, and health risks. While some deliverables were not achieved due to limited time, most goals were met, including characterizing the nursing workforce and identifying consumer needs. The outcomes will help CHQ forecast nursing resource needs and develop strategies to attract and retain skilled nurses.
Mona Sinha, UNICEF - A social movement to end child marriage and dowry in Bih...POSHAN
Presentation made at an IFPRI event on "What Lies Beneath:
Women’s and Girls’ Wellbeing as a Critical Underpinning of India’s Nutritional Challenge" on December 10, 2018, in New Delhi
A Systematic Approach to the Planning, Implementation, Monitoring, and Evalua...MEASURE Evaluation
This document outlines a 6-step approach for monitoring and evaluating integrated health services at the national level. The steps include: 1) defining public health problems, 2) identifying primary points of care, 3) defining interventions and service packages, 4) creating a logic model, 5) conducting research and evaluation, and 6) using data for decision making. Strong M&E systems are needed to manage complexity, assess progress, generate information, refine programs, and produce evidence. National strategies should drive integration based on mortality and morbidity data. Standardized care, quality indicators, and interoperable health information systems are important for monitoring integrated services. Lessons learned should be shared globally.
Reflections on using diaries in the action research processPERFORM Consortium
We used diaries to encourage reflective practice among District Health Management Teams. This presentation provides some insights into the outcomes of this action research method.
Presentation given by me over skype on 30.10.2014 for http://appclub.im/events/details/11030
It is a modified version of talk given in Cracow in Poland for Mobiconf 2014 (http://www.slideshare.net/tomaszkustrzynski/092014-mobiconf-2014-v2-39838125)
The first report will be on how the data collected on the basis of the company's managers Shazam to make management decisions, evaluate projects and solve other important issues. Participants should be familiar with basic principles of Kanban methodology to better understand the essence of the report. The presentation will take place via Skype in English.
Collection Intelligence: Using data driven decision making in collection mana...Annette Day
This document summarizes presentations given at the Charleston Conference on using data to inform collection management decisions. It discusses how the North Carolina State University Libraries used various types of data in journal cancellation and database projects. For journal cancellations, the libraries gathered campus feedback on proposed cancellations and weighted rankings based on department affiliation and other metrics. Usage statistics, costs, and impact factors were also considered. A Collection Views database was created to map expenditures to academic departments to analyze budget allocation. The libraries also calculated return on investment for journal backfile purchases to demonstrate value over multiple years as costs were divided by cumulative usage.
Evaluation of the Rwanda Community Performance-Based Financing ProgramRBFHealth
This study evaluates the impact of two interventions introduced as part of the Rwanda Community Performance-Based Financing Program to increase coverage of targeted maternal and child health services: rewards to cooperatives of community health workers and demand-side conditional in-kind transfers. The evaluation exploits experimental design with intervention randomly assigned at the sub-district level for a duration of two and a half years. The analysis finds no impact of the incentives to cooperatives of community health workers. However, conditional in-kind demand-side incentives are shown to significantly increase take up of timely antenatal and postnatal consultations.
Zimbabwe: Results-Based Financing Improves Coverage, Quality and Financial Pr...RBFHealth
A presentation by Dr. Gwinji, Permanent Secretary, Ministry of Health, Zimbabwe and Dr. Tafadzwa Goverwa- Sibanda, delivered during "Transforming Health Systems Through Results-Based Financing," an event held during the Third Global Symposium on Health Systems Research in Cape Town on September 30, 2014. This event was hosted by the Health Results Innovation Trust Fund at The World Bank, in partnership with the PBF Community of Practice in Africa.
South EIP Programme Support and Assurance 2018-19Sarah Amani
A brief summary of the focus of the work of the South of England Early Intervention in Psychosis (EIP) Programme in 2018-19 as we work across systems, organisations and teams to drive better quality and outcomes for people with early psychosis and their families.
Daniel Okiria is a Monitoring and Evaluation professional from Uganda seeking new opportunities. He has over 10 years of experience in M&E, project management, and data analysis. Currently he works as the M&E Officer for GOAL Uganda's DYNAMIC program, where he oversees M&E activities and data collection. Previously he has held roles managing surveys, collecting health facility data, and supervising enumerators. Okiria has a Post Graduate Diploma in Project Monitoring and Evaluation and a Bachelor's degree in Social Sciences. He is proficient in M&E tools, data analysis software, and mobile data collection applications.
Using routine health data and a collaborative quality improvement approach, ART and PMTCT outcomes were improved in Tanzania. Key achievements include:
1) Training staff in Tanga region on quality improvement methods which increased the number of personnel able to analyze care processes and measure improvements.
2) Outcomes such as reduced loss to follow up, increased CD4 testing and enrollment in PMTCT and ART services were observed in Tanga.
3) Partners coordinated using common indicators, standards and a collaborative approach to quality improvement which strengthened capacity to assess quality changes and spread knowledge.
4) Routine facility data was used to identify problems, monitor performance, and evaluate quality improvements over time.
This document discusses Intermountain Healthcare's strategy for implementing a telehealth program. It summarizes Intermountain's decision to build its own telehealth platform rather than buy from vendors due to existing internal resources and a desire for customization. The summary describes Intermountain's initial focus on tele-ICU and plans to expand to other specialties. Implementation best practices are also reviewed, including assessing leadership support, organizational culture and readiness, clinical workflows, technology, staffing models, and budget considerations.
The document discusses monitoring and evaluation techniques used to improve the quality of a public health program in India called the Diabetes Educator Program from 2007-2011. It outlines the program's objectives to develop diabetes educators as a recognized health profession and increase patient self-care. A monitoring and evaluation team used evidence-based quality improvement methods like the PDCA cycle and seven step problem-solving formula. Key activities included creating a health management information system to track performance and process indicators quarterly and ensure continuous quality improvement. The program achieved positive outcomes like reduced A1C levels and improved patient self-efficacy and well-being.
Collective intelligence in healthcare can help address system challenges.
The Health Consensus system gathers professionals' input using different methods to reach consensus on issues like assessing health plans, selecting quality indicators, and training.
Participants perceive the process as efficient and that their involvement provides value to useful and relevant contributions.
This document provides an overview of a workshop on data demand and use. The workshop objectives are to develop a framework for linking data with action, create an action plan for overcoming barriers to data use and improving information flow, and establish three commitments to improve data use in participants' jobs. The workshop covers various monitoring and evaluation concepts like results chains, indicators, baselines, and targets. It also discusses data demand and use, the context of decision making, barriers to data use, and descriptive data analysis techniques like service delivery analysis and unit cost analysis. Participants will learn a seven-step process for using information to make data-informed decisions.
Evaluating Change and Tracking ImprovementJane Chiang
This document summarizes the evaluation of innovation units at a hospital. It describes the evaluation process, data collected, and key findings. An evaluation steering committee oversees the evaluation in 90-day cycles. Data is collected through surveys, interviews, and observations. Findings show positive feedback from patients and staff regarding relationship-based care practices. Opportunities are identified in areas like documenting discharge dates and care team members. Next steps include continuing the evaluation, expanding to more units, and deepening analysis of specific measures to further optimize the innovation units.
Health Information System Measurement: Assessing, Monitoring, and EvaluatingMEASURE Evaluation
MEASURE Evaluation has developed tools and concepts for health information system (HIS) measurement in Phase IV. Strengthening an HIS is accomplished through assessment, identification, planning, implementation, and monitoring and evaluation of interventions based on the current state and context. Measurement requires a baseline assessment and monitoring of key indicators to evaluate specific HIS interventions. MEASURE is developing a catalog of HIS assessment and monitoring tools to be available in May 2017, which are cataloged by purpose, method, sampling, timing, level of health system assessed, and areas of the Health Information System Strengthening Model assessed. Examples of tools mentioned are PRISM, RAT, DQR, and MECAT.
Monitoring and Evaluation at the Community Level: A Strategic Review of ME...MEASURE Evaluation
This document summarizes MEASURE Evaluation's accomplishments and lessons learned from supporting community-level monitoring and evaluation (M&E) systems over Phase III. It describes key challenges faced in community-based M&E like low capacity and lack of resources. Best practices identified include involving stakeholders, intensive capacity building, and using simple tools. Gaps around data use and accessibility are discussed, along with recommendations for integrating community data and indicators, improving capacity building strategies, and taking a more strategic approach to community-based information systems.
The document summarizes an environmental scan project conducted for Children's Health Queensland's nursing workforce planning. The project identified key supply and demand factors that will impact the nursing workforce. It analyzed the current nursing workforce profile, population trends, and health risks. While some deliverables were not achieved due to limited time, most goals were met, including characterizing the nursing workforce and identifying consumer needs. The outcomes will help CHQ forecast nursing resource needs and develop strategies to attract and retain skilled nurses.
Mona Sinha, UNICEF - A social movement to end child marriage and dowry in Bih...POSHAN
Presentation made at an IFPRI event on "What Lies Beneath:
Women’s and Girls’ Wellbeing as a Critical Underpinning of India’s Nutritional Challenge" on December 10, 2018, in New Delhi
A Systematic Approach to the Planning, Implementation, Monitoring, and Evalua...MEASURE Evaluation
This document outlines a 6-step approach for monitoring and evaluating integrated health services at the national level. The steps include: 1) defining public health problems, 2) identifying primary points of care, 3) defining interventions and service packages, 4) creating a logic model, 5) conducting research and evaluation, and 6) using data for decision making. Strong M&E systems are needed to manage complexity, assess progress, generate information, refine programs, and produce evidence. National strategies should drive integration based on mortality and morbidity data. Standardized care, quality indicators, and interoperable health information systems are important for monitoring integrated services. Lessons learned should be shared globally.
Reflections on using diaries in the action research processPERFORM Consortium
We used diaries to encourage reflective practice among District Health Management Teams. This presentation provides some insights into the outcomes of this action research method.
Presentation given by me over skype on 30.10.2014 for http://appclub.im/events/details/11030
It is a modified version of talk given in Cracow in Poland for Mobiconf 2014 (http://www.slideshare.net/tomaszkustrzynski/092014-mobiconf-2014-v2-39838125)
The first report will be on how the data collected on the basis of the company's managers Shazam to make management decisions, evaluate projects and solve other important issues. Participants should be familiar with basic principles of Kanban methodology to better understand the essence of the report. The presentation will take place via Skype in English.
Collection Intelligence: Using data driven decision making in collection mana...Annette Day
This document summarizes presentations given at the Charleston Conference on using data to inform collection management decisions. It discusses how the North Carolina State University Libraries used various types of data in journal cancellation and database projects. For journal cancellations, the libraries gathered campus feedback on proposed cancellations and weighted rankings based on department affiliation and other metrics. Usage statistics, costs, and impact factors were also considered. A Collection Views database was created to map expenditures to academic departments to analyze budget allocation. The libraries also calculated return on investment for journal backfile purchases to demonstrate value over multiple years as costs were divided by cumulative usage.
Data-Driven Decision-Making for Construction & Asset ManagementGeoEnable Limited
This presentation covers how; How BIM will affect us all
How can we add value to BIM; who Geospatial adds value to BIM; Opportunities for blending skills
Measuring Success introduces nonprofit professionals to proven techniques on how to move from anecdotal to data-driven decision making and steer your organization to success. Gain insights on how to focus your limited organizational time and energies on the issues that are supported by data instead of anecdotes. Learn techniques for using data to track and measure progress over time, report impact to stakeholders, and manage toward success.
Importance of Data Driven Decision Making in Enterprise Energy Management | D...Cairn India Limited
This document summarizes a presentation on the importance of data-driven decision making in enterprise energy management. It provides context on India's growing energy needs and challenges with access and reliability. It highlights the significant growth expected in India's building sector and commercial electricity use. The presentation outlines approaches to benchmarking building energy use and performance indicators. It provides benchmarking data for common building types in India such as offices, hospitals, hotels and shopping malls. The importance of data collection and benchmarking for evaluating energy efficiency opportunities and tracking performance over time is emphasized.
Big Data, Data-Driven Decision Making and Statistics Towards Data-Informed Po...Prof. Dr. Diego Kuonen
The document discusses big data, data-driven decision making, and data-informed policy making. It defines big data as large and complex data that requires new tools and techniques to analyze. It emphasizes that decision making should be based on data analysis rather than intuition alone. For policy making, data are crucial for monitoring progress, but statistics and data science are often underappreciated. Developing countries in particular lack reliable data for policy decisions.
This document discusses data-driven decision making and the role of emotions in decisions. It begins by introducing the topics to be covered: data creation, collation, information creation, collation, and decision making. It then discusses how data is created tactically but decisions require strategic data on options and impacts. Information technology helps integrate and filter data. Decisions inherently involve emotions as rewards and punishments shape choices even when data and options remain constant. Presenting options with emotional impacts, like consequences of inaction, can facilitate decisions. Understanding decision-makers' emotions allows effectively framing information to guide choices. Overall, the document argues decisions stem from both objective information and subjective emotions, so both must be considered to enable well-informed
This document discusses the importance of monitoring and evaluation (M&E) for programs and projects. It defines monitoring as an ongoing process of collecting and analyzing data to track progress and make adjustments, while evaluation assesses relevance, effectiveness, impact and sustainability. The key aspects of building an M&E system are agreeing on outcomes to measure, selecting indicators, gathering baseline data, setting targets, monitoring implementation and results, reporting findings, and sustaining the system long-term. A strong M&E system provides evidence of achievements and challenges, enables learning and improvement, and helps ensure resources are allocated to effective programs.
SSAWG 2018 strategic planning mini courseTamara Jones
This document outlines an agenda and presentation for a workshop on improving strategic and program planning. The full-day workshop covers the seven steps of strategic planning, including preparing to plan, information gathering, analyzing critical issues, developing a strategic plan document, resource planning, implementation, and monitoring and evaluation. Key aspects of strategic planning are defined, such as goals, objectives, strategies and critical success factors. The workshop aims to help participants understand how to create a strategic plan that translates their vision into measurable results and improves their organization's impact.
The Basics of Monitoring, Evaluation and Supervision of Health Services in NepalDeepak Karki
This presentation has made to health workers who have more than two decades of experience of managing/implementing public health programs in Nepal, especially at district level and below.
This document outlines the objectives and structure of a training on Monitoring and Evaluation (M&E) skills and expertise for researchers. The training aims to build M&E capacity among researchers to strengthen development evaluation. It will cover M&E framework and tool development, as well as program and project evaluation. The training is expected to equip researchers with M&E skills and expertise to become M&E specialists or professional research consultants.
This document provides an overview of results-based management (RBM) concepts used by UNDP Myanmar. It discusses the key principles of the Paris Declaration on aid effectiveness including ownership, alignment, harmonization, results, and mutual accountability. It then defines what constitutes a result and explains how to define results by analyzing the country situation, stakeholder needs, and desired outcomes. The document outlines different types of analysis used in RBM including causal, role/pattern, capacity, and rights-based analysis. It also discusses defining indicators, baselines and targets, and analyzing assumptions and risks. The goal of RBM is to focus on achieving development results and measure performance objectively.
The document outlines a MEAL workshop on ETH1224 held on December 6, 2022. It discusses various MEAL concepts including monitoring and evaluation, indicators, measuring success, developing a MEAL plan, data management and beneficiary counting. It also covers targeting and accountability to beneficiaries, complaint response mechanisms, and multi-stakeholder partnerships. Participants engaged in exercises on developing a MEAL plan for ETH1224 and differentiating monitoring from evaluation. The workshop aimed to strengthen Hundee's MEAL performance and address existing challenges in implementing the M&E system.
Identifying the basic purposes and scope of M&E. Describing the functions of an M&E plan. Identifying and understanding the main components of an M&E plan
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 introduction to program evaluation. It defines evaluation as the systematic collection of information to improve a program's effectiveness and involves asking good questions and using the answers to strengthen the program. The key reasons for conducting evaluations are to help with program design and planning, facilitate program improvement, provide justification and validation to funders, and involve multiple perspectives. The main steps of evaluation outlined are to clarify the program's mission and goals, establish measurable objectives, collect and analyze data, prepare reports on findings, and use that information to improve the program.
This document provides guidance on monitoring, evaluation, and learning (MEL) for organizations working with USAID. It outlines why MEL is important to support effective implementation, accountability, and decision-making. Key elements of a strong MEL system include developing indicators to track progress, ensuring high quality data, supporting evaluations, and applying lessons learned through collaboration and adaptation. The document provides recommendations on what to include in a MEL plan and how to structure MEL personnel, processes, and reporting.
Thomas Forissier - Training of district officials in UP in the strategic use ...POSHAN
Presentation by Thomas Forissier on "Training of district officials in UP in the strategic use of data" at Developing a nutrition training roadmap to support India’s nutrition progress (17-18 Dec 2019)
Performance Measurement for Local GovernmentsRavikant Joshi
This PPT was delivered Based on Local Government Financial Management Series- UN-HABITAT in 'Local Government Budgeting and Financial Management Course', December 16 - 20 2008 Khartoum, Sudan
This document outlines 10 steps for designing, building, and sustaining a results-based monitoring and evaluation system. It discusses conducting a readiness assessment, agreeing on outcomes to monitor and evaluate, selecting key indicators, collecting baseline data, setting targets for improvement, monitoring for results, conducting evaluations, reporting findings, using findings, and sustaining the system. Monitoring is defined as a continuous process of collecting data to compare performance to expected results, while evaluation assesses relevance, efficiency, effectiveness, impact and sustainability of interventions. Together, monitoring and evaluation support good public management by providing information on performance over time.
This document provides an overview of various tools, methods, and approaches for monitoring and evaluation (M&E) used by the World Bank. It discusses performance indicators, the logical framework approach, theory-based evaluation, formal surveys, rapid appraisal methods, participatory methods, public expenditure tracking surveys, cost-benefit and cost-effectiveness analysis, and impact evaluation. For each method, it provides a brief description, intended uses, advantages and disadvantages, typical costs and skills required, and references for more information. The document aims to strengthen understanding of M&E and clarify what activities and processes are involved.
This document provides an overview of various tools, methods, and approaches for monitoring and evaluation (M&E) used by the World Bank. It discusses performance indicators, the logical framework approach, theory-based evaluation, formal surveys, rapid appraisal methods, participatory methods, public expenditure tracking surveys, cost-benefit and cost-effectiveness analysis, and impact evaluation. For each method, it provides a brief description, intended uses, advantages and disadvantages, typical costs and skills required, and references for more information. The document aims to strengthen understanding of M&E and clarify what activities and processes are involved.
This document discusses the policy evaluation process. It begins by defining policy evaluation as determining the effectiveness and efficiency of government policies and identifying areas for change and improvement. It then outlines the main stages of the policy process and lists four standards for conducting policy evaluations: utility, feasibility, propriety, and accuracy. The two main types of evaluation are formative and summative. Formative evaluation aims to improve a project during implementation while summative evaluation assesses outcomes. The key steps in the policy evaluation process are defined as: defining purpose and scope, specifying the evaluation design, creating a data collection plan, collecting and analyzing data, drawing conclusions, and providing feedback for improvement.
The document provides guidance on developing goals and desired outcomes for teen pregnancy prevention programs using a Behavior-Determinants-Interventions (BDI) logic model. It explains that the BDI model clearly links a program's health goal, behaviors to be changed, determinants that influence behaviors, and interventions. It then outlines the 4-step process to complete the BDI model: 1) select a health goal, 2) identify behaviors affecting the goal, 3) select determinants linked to the behaviors, and 4) develop measurable outcome statements. The fictional FYN program then works through this process to create a BDI logic model for their teen pregnancy prevention program with the goal of reducing teen pregnancy rates.
PSY-520 Graduate Statistics
Topic 7 – MANOVA Project
Directions: Use the following information to complete the assignment. While APA format is not required for the body of this assignment, solid academic writing is expected, and documentation of sources should be presented using APA formatting guidelines, which can be found in the APA Style Guide, located in the Student Success Center.
A researcher randomly assigns 33 subjects to one of three groups. Group 1 receives technical dietary information interactively from an on-line website. Group 2 receives the same information from a nurse practitioner, while Group 3 receives the information from a video tape made by the same nurse practitioner.
The researcher looked at three different ratings of the presentation; difficulty, usefulness, and importance to determine if there is a difference in the modes of presentation. In particular, the researcher is interested in whether the interactive website is superior because that is the most cost-effective way of delivering the information.
Group
Usefulness
Difficulty
Importance
1
20
5
18
1
25
9
8
1
23
15
20
1
16
9
22
1
20
6
22
1
28
14
8
1
20
6
13
1
25
8
13
1
24
10
24
1
18
10
20
1
17
9
4
2
28
7
14
2
25
14
5
2
26
9
20
2
19
15
22
2
29
14
12
2
15
6
2
2
29
10
5
2
26
11
1
2
22
5
2
2
15
15
14
2
29
6
4
2
15
6
3
3
22
8
12
3
27
9
14
3
21
10
7
3
17
9
1
3
16
7
12
3
19
9
7
3
23
10
1
3
27
9
5
3
23
9
6
3
16
14
22
1. Run the appropriate analysis of the data and interpret the results.
2. How could this study have been done differently? Why or why not would this approach be better?
Discussion 1
Key Decision Criteria for selecting IT Sourcing Option
IT sourcing is a process of choosing or acquiring information technology resources from external sources outside of the organization. While traditionally sourcing was a way to reduce costs, companies see it now more like an investment designed to enhance capabilities, increase agility and profitability, or gain them a competitive advantage (Tome, 2018). IT Managers must consider four different sourcing options which are In-house, Insource, Outsource and Partnership. The following are the four key decision criteria that needs to be considered for selecting the appropriate sourcing option
Flexibility: Flexibility has two key factors which are response time and capability which defines the quickness and range of IT functionality respectively. Insourcing or a permanent IT staff, is also a highly flexible sourcing option. Outsourcing exhibits less flexibility because of the need to locate an outsourcer who can provide the specific function, negotiate a contract, and monitor progress. Partnerships enjoy considerable flexibility regarding capability but much less in terms of response time (McKeen & Smith, 2015).
Control: There are two dimensions in this criterion as well: ensuring that the delivered IT function complies with requirements and protecting intellectual assets. In-housing and Insourcing are ranked high for these f ...
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Data Driven Management - Visioning Slides CARE CML Indrajit
1. DATA DRIVEN MANAGEMENT
Overview and Application
A discussion on
How to Use Data in Management and Decision-
Making in Public Health Scenario in Bihar?
Suggestive slides for Visioning Workshop
Prepared by:
Indrajit Chaudhuri, CARE India
23rd July 2012
2. Indrajit Chaudhuri, 23rd July 2012
What is Data?
• Data is the value of different variables.
• Quantitative Data are generally represented by number or
percentage
• In the context of MCH, data on coverage, practices / behavior,
services provided etc. can provide understanding of
performance of the program. E.g.,
• No. of institution delivery (in a block / district)
• % of children received immunization
• No. of children breast-fed within one hour of delivery
• % of mothers who were visited at home by FLW thrice in first week after delivery
• No. of mothers received information on maternal complications by FLWs during last trimester
of pregnancy
Etc. etc.
• It is important to MEASURE / ASSESS to generate DATA
3. Indrajit Chaudhuri, 23rd July 2012
Why do we need data?
• For upward reporting:
– Calculation of cumulative national and sub-national estimates
– Planning
– Budget allocation
– Supports policy makers to develop policies and guidelines
• For decision making on the ground:
– Development of local-level strategies for implementation
– Targeting of issues on which performance is low
– Targeting of geographic areas or specific population groups
where indicators are poor
5. Indrajit Chaudhuri, 23rd July 2012
REASON FOR DATA
OFTEN NOT BEING USED
FOR DECISION MAKING
- specifically at the
implementation level
Information need for
managers at all level are
not assessed
Data collection decisions
are not made considering
the decision making need
at the implementation
level
Contextual data of
interest of Program
Managers are not
collected
Data is often not
available for the Program
Manager in a useable
form
Flow of data does not
ensure that it reaches
Program Managers at all
levels in a timely manner
And, also… Lack of
capacity to use the data
and realization of its
usefulness
6. Indrajit Chaudhuri, 23rd July 2012
What do we mean by Data Driven
Management?
• Data Driven Management (DDM) is the way of program management where
major decisions are taken on the basis of data.
• A Program Manager needs to take lots of decisions – day-to-day
implementation decisions, strategic decisions etc. – depending on the nature
of program and level of management.
• Any decision is taken on the basis of certain information. If the program
manager does not have those information – it may lead to wrong or imperfect
decisions.
• The Program Manager knows issues on which she needs to take decision. So,
she can identify well ahead what information she requires for taking those
decisions.
• In DDM, data is collected in order to provide those information to Program
Manager for facilitating the decision making process. Managers takes any
decision based on those data ensuring an objective decision-making process.
7. Indrajit Chaudhuri, 23rd July 2012
How Data Driven Management
works?
• Data Driven Management follows following few steps:
– Identification of information requirement:
– What all information do we need to manage the program and take
important decisions (at various levels) ?
– Preparing strategy for capturing those information:
– What data should be collected for making those information
available in a timely manner? How should those data be collected?
How should data flow?
– Analyzing Data in order to make relevant information available:
– How should the data be analyzed? How can the analysis of data be
presented in a usable form, which provide timely, optimal and
required information for decision-making?
– Using analyzed data for taking important program decisions –
mainly in terms of evaluating progress and setting future target
8. Indrajit Chaudhuri, 23rd July 2012
THE DATA DRIVEN MANAGEMENT
FRAMEWORK
MEASURE
IDENTIFY
GAPS
STRATEGIZE
TAKE
ACTION
Measure output /
outcome / impact
level indicator TO
GENERATE DATA
ANALYSE DATA to
identify low
performing areas
(SC / blocks etc.) &
reasons for low
performance
Prepare / modify
strategies and
prepare plans for
particular
geographic area
Measure again !
Take
appropriate
action as
per strategy
SET A TARGET – after
measuring each time as
reference for the next
assessment
9. Indrajit Chaudhuri, 23rd July 2012
Home visit by
FLW at right
time
Delivery of
appropriate
messages and
effective
counseling
Change in
behavior
Measure
Identify
Gaps
Strategize
Take
Action
Measure
Identify
Gaps
Strategize
Take
Action
Measure
Identify
Gaps
Strategize
Take
Action
Application of DDM Framework
An example of application of Data Driven Management Framework
in improving behavioral outcomes by applying it at for intermediary
outputs responsible for the final outcome
10. Indrajit Chaudhuri, 23rd July 2012
MEASURE
VARIOUS INDICATORS COULD BE MEASURED TO GENERATE DATA
Measuring the final impact is important. But, the changes in impact-level
indicators depend on changes in many smaller actions, which could be
measured through various output / outcome level indicators. Therefore, for
program managers, it is important to measure intermediary outcomes and
outputs – in order to identify the gaps clearly.
An example is used for describing this in the next slides…. In the example
first week PNC visits are taken as example.
11. Indrajit Chaudhuri, 23rd July 2012
FINALLY…
MEASURE
IMPACT
MEASURE
OUTCOMES
MEASURE
FREQUENCY
OF HOME
VISIT –
WHETHER
FLW VISITED?
WHETHER MESSAGES
WERE DELIVERED?
Home Visit by
FLWs during
the first week
of delivery Delivered message
on “nothing to be
applied on the
cord”
Clean cord care
practiced
Delivered message
on “skin to skin
care”
Thermal care
practiced
Delivered message
on “only breast
milk”
EBF practiced
Delivered message
on maternal
danger signs
Recognized &
treated of
maternal
complication
Reduced
Maternal
Mortality
Delivered message
on neonatal
danger signs
Recognized &
treated of
neonatal
complication
Reduced
Neonatal
Mortality
EXAMPLE
12. Indrajit Chaudhuri, 23rd July 2012
IDENTIFY GAPS
DATA COULD BE ANALYZED TO IDENTIFY GAPS
After measurement of indicators at various output and outcome level –
generated data are analyzed in order to identify gaps.
It is important to identify gaps in terms of:
• Where in the chain of output and intermediary outcomes is there a drop
in performance?
• Finding out specifically low performing regions: Blocks, Sub-centers or
catchment areas etc. which are not performing below the acceptable
standard
• Finding out socio-economic groups – where performance of some
indicators are low
13. Indrajit Chaudhuri, 23rd July 2012
EXAMPLE
ImpactOutcome 2Outcome 1
Output X
Action A
Action B
Output YAction C
Where in the chain is there a drop in
performance or achievement?
Which geographical areas are
low performing?
(with respect to a particular
indicator)
14. Indrajit Chaudhuri, 23rd July 2012
STRATEGIZE
STRATEGIES AND PLANS ARE PREPARED FOR MITIGATING THOSE GAPS
Data driven management helps in sharp identification of gaps – which
helps in building the strategy.
The preparation of strategy should consider the TARGET that is set after
measurement, which is specific to the indicator in the particular area.
15. Indrajit Chaudhuri, 23rd July 2012
TAKE ACTION
APPROPIATE ACTION SHOULD BE TAKEN AS PER STRATEGY
After the action is taken, measurement should be repeated. There should
be an agreed newly-set target and agreed time-frame within which the
changed strategy should reflect in the measurement.
If the measurement reveals large gap from the target – the process of gap
finding and re-strategizing should be repeated.
16. Indrajit Chaudhuri, 23rd July 2012
In the first three
quarters home visit
increased, but
advices did not
improve
0
20
40
60
80
Q1 Q2 Q3 Q4 Q5 Q6
% of women received 3
PNC visits by FLW
% of women received
any advice from FLW
% of women received
all advices from FLW
EXAMPLE PNC visit data of a particular area for consecutive quarters
Data is
continuously
measured and
analyzed in terms
of visit and advice
by FLWs
MEASURE &
ANALYSE
17. Indrajit Chaudhuri, 23rd July 2012
In the first three
quarters home visit
increased, but
advices did not
improve
Gap
identification
exercises show
poor content
delivery because
of lack of
capacity of FLWs
EXAMPLE PNC visit data of a particular area for consecutive quarters
Analysis of data of
visit and advice by
FLWs helps in
identifying gaps
0
20
40
60
80
Q1 Q2 Q3 Q4 Q5 Q6
% of women received 3
PNC visits by FLW
% of women received
any advice from FLW
% of women received
all advices from FLW
IDENTIFY
GAPS
18. Indrajit Chaudhuri, 23rd July 2012
0
20
40
60
80
Q1 Q2 Q3 Q4 Q5 Q6
% of women received 3
PNC visits by FLW
% of women received
any advice from FLW
% of women received
all advices from FLW
EXAMPLE PNC visit data of a particular area for consecutive quarters
Identification of
gaps help in
preparing better
strategies and plan
for improvement of
outcome
In the first three
quarters home visit
increased, but
advices did not
improve
Gap
identification
exercises show
poor content
delivery because
of lack of
capacity of FLWs
STRATEGIZE
Increased
emphasis on
content
delivery
19. Indrajit Chaudhuri, 23rd July 2012
0
20
40
60
80
Q1 Q2 Q3 Q4 Q5 Q6
% of women received 3
PNC visits by FLW
% of women received
any advice from FLW
% of women received
all advices from FLW
EXAMPLE PNC visit data of a particular area for consecutive quarters
Action taken as per
revised strategy
helps in improved
outcome
In the first three
quarters home visit
increased, but
advices did not
improve
TAKE ACTION
& MEASURE
AGAIN
Gap
identification
exercises show
poor content
delivery because
of lack of
capacity of FLWs
Increased
emphasis on
content
delivery
0
20
40
60
80
Q1 Q2 Q3 Q4 Q5 Q6
% of women received 3
PNC visits by FLW
% of women received
any advice from FLW
% of women received
all advices from FLW
20. Indrajit Chaudhuri, 23rd July 2012
APPLICATION OF
DATA DRIVEN MANAGEMENT
IN OUR CONTEXT
– IN THE CONTEXT OF PUBLIC HEALTH IN BIHAR
21. Indrajit Chaudhuri, 23rd July 2012
CURRENT STATUS
WITH RESPECT TO DATA IN HEALTH SECTOR IN BIHAR
• The value of data has immensely increased in recent years. Lots of data
are being collected. They are being used for reporting above, planning and
setting overall target and budget. But use of data on taking management
decisions at the implementation level is very limited.
• Available Data Sources: HMIS, different large population surveys (NFHS,
DLHS etc.)
• Issues with available data
o HMIS: Self-reported – possibility of errors; Meant for upward
reporting
o Large population Surveys: Data for smaller geographic areas are
not available; Data are available after long time – loss relevance.
o Mainly coverage / final outcome data – data on intermediary steps
are mostly not available
• Therefore, all these available data are generally not used for day-to-day
decision making
22. Indrajit Chaudhuri, 23rd July 2012
HOW CAN WE RESOLVE THIS ISSUE?
WHAT DO WE NEED FOR EFFECTIVE DDM?
• Population level surveys are best ways to measure output and outcome
level indicators.
• Random sample ensures unbiased estimate.
• Data flow should be fast – in order to have minimum time lag between
data capture, analysis and use – so as to generate almost real-time
estimates.
• So, a population level random sample survey covering all the important
output and outcome level indicators with capability of generating real-
time data can help in initiating the Data-driven Management on the
ground.
A probable solution, which can work well for the block and
district level, could be employing LQAS methodology – with
real-time data transfer and analysis mechanism.
23. Indrajit Chaudhuri, 23rd July 2012
WHAT IS LQAS?
• Lot quality assurance sampling (LQAS) is a random sampling
methodology, that helps us generate an understanding of performance /
achievement in a supervisory area (e.g., block) with very small number of
random sample.
• In our context there can be two way use of LQAS:
– It can be used at the block-level to identify ‘priority blocks’ or ‘priority
indicators in a block’ – which are not achieving the target or an
established benchmark
– It can also provide a measure of coverage or estimate of various
indicators at the district-level
• The beauty of employing LQAS is that it can work effectively with a very
small sample size at the block-level – which is as small as 19 – when
randomness of the sample is ensured.
24. Indrajit Chaudhuri, 23rd July 2012
• A small number of random sample is selected from each block.
– 19 is the most common and most efficient sample size for LQAS
– These samples are checked for any specific indicator which can be
binomially expressed (like – “yes/no”, “achieved/not achieved”,
“received/not received” etc.).
• A target (expressed by the term ‘decision rule’) is pre-set to indicate the
accepted result in that indicator at the block level. The ‘decision rule’
indicates number of respondents from sample that should be found to
meet the criteria for that indicator (Decision rule is determined from the
table shown in a slide later).
– If the pre-set target for an indicator is 80%, then the LQAS table shows
that the decision rule should be 13 out of 19 samples. This means: if
less than 13 samples of a block meet the criteria for an indicator, then
the target for that block is not achieved.
HOW IS LQAS USED?
25. Indrajit Chaudhuri, 23rd July 2012
How to interpret LQAS data?
• At the district level: District estimates are available with fair
precision.
• At the block level:
– We do not get any coverage estimate, but, we get to know
• which of the blocks do not meet the “target” in a particular
indicator
• which particular indicators did not meet the “target” in a
particular block
– The best use of LQAS (at the block-level) is to find under-
performing blocks and underperforming indicators in a block.
– A TARGET SHOULD BE PRE-SET FOR GENERATING THESE
ESTIMATES AT THE BLOCK-LEVEL.
26. Indrajit Chaudhuri, 23rd July 2012
FROM OUR LQAS - ROUND 1
IFHI has already undertaken LQAS between the months of December and
February. The method is operationally tested now.
IFHI block coordinators collected data from 19 mothers of each of the 4 age
groups of children (0-2 months, 3-5 months, 6-8 months and 9-11 months).
The data was captured also through hand-held devices and real-time estimates
and analyses were available for use at the block and district level.
Results of the round-1 are expressed in next few slides. As targets were not set
beforehand in the block with block-level managers – we are using dummy
targets for analysis.
27. Indrajit Chaudhuri, 23rd July 2012
PLEASE INSERT RELEVANT SLIDES
FROM YOUR “LQAS DISTRICT
RESULT” PRESENTATIONS
(which were shared earlier)
28. Indrajit Chaudhuri, 23rd July 2012
TARGET SETTING
– LET US SET A TARGET FOR THE NEXT ROUND ON A
FEW SIMPLE INDICATORS
for the district (overall)
&
for a block (if necessary)
29. Indrajit Chaudhuri, 23rd July 2012
HOW TO SET TARGETS?
• We can select some indicators which we feel will be improved in next three
month. Say, indicators on home visit and delivery of some contents through
FLW interaction (say, on BP).
• We can get the district estimate and a rough idea about block situation
(from color – red/green and indicative number) from Round 1. We can also
get an estimate of various indicators from the Ananya Baseline data.
• We can discuss about these few indicators in district-level visioning
workshops to set a overall district target for the next three months.
• We can also discuss about these indicators in visioning workshops at the
block-level to agree with them on the same target
– If some of the blocks feel that the target set at the district level is too
high and not contextual for their district revision of the target for the
particular block could be done.
• We can discuss these targets with FLWs in ANM Tuesday meetings, ASHA
divas meetings and AWW monthly meetings to get their ownership.
• Then, after the next round we can see whether blocks met those targets or
not (from the LQAS decision rule table).
30. Indrajit Chaudhuri, 23rd July 2012
HOW KEEP OUR FOCUS & MONITOR
THESE TARGETS DURING THE QUARTER?
• LQAS data will be available after the quarter. But it is important to keep
the attention of FLWs on these targets. There are few possible ways to do
that:
• These few indicators should be discussed in all possible forums
with FLWs to keep the attention of FLWs maintained. The
discussion with FLWs can happen in Sub-center Platform Meetings,
ANM Tuesday meetings, ASHA divas meetings and AWW monthly
meetings.
• Some of these measures may be available from HMIS or some
other data source of IFHI. These data should be analyzed and
presented to FLWs on a monthly basis to keep a track on the
progress.
• Information available from Home Visit Registers should be
discussed in reference to these indicators in all the monthly sub-
center meetings.
Etc.
33. Indrajit Chaudhuri, 23rd July 2012
Why use a Sample Size of 19?
• Little is added to the
precision of the
measure by using a
sample larger than 19.
• Sample sizes less than
19, however, see a
rapid deterioration in
the precision of the
measure.
Sample size
34. Indrajit Chaudhuri, 23rd July 2012
What do we need to remember from the
decision table?
– For 19 samples:
– Therefore, for a sample size of 19 per block, if the target is 50%
for an indicator (say, initiation of breast-feeding within one hour
of delivery), then all the blocks, which had less than 7 samples
as ‘yes’ (i.e., if less than 7 women out of 19 found initiated
breast-feeding within one hour) will be identified as ‘not met
the target’ and will be marked in “Red”.
– Target can be set by the implementation team (generally, district
team) and the decision rule will change accordingly. E.g., if
target is 60%, decision rule will be 9, 11 for 70% and 13 for 80%.
Target 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% 75% 80% 85% 90% 95%
Decision
Rule
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
35. Indrajit Chaudhuri, 23rd July 2012
USE OF DATA DRIVEN MANAGEMENT IN
CONTEXT OF ULTIMATE VISION OF MCH
• Ultimate vision of MCH is to reduce IMR, Malnourishment, TFR and MMR
• But, it is difficult to measure these. We can measure proximal outcome
indicators – which can indicate whether we are in right direction.
• In order to see whether our program is in right direction to reduce IMR – we
should find out:
• Whether identification of newborn complications are increasing
• Whether more newborns are getting treatment for complications
• Whether FLWs are providing right message and right counseling regarding newborn
complications at right time through home visit Etc.
• In order to see whether our program is in right direction to reduce
Malnourishment – we should find out:
• Whether exclusive breast feeding rates (till six-month) are increasing
• Whether age-appropriate frequency and quantity of complementary feeding is
increasing with continuation of breast-feeding from six-month age of the child
• Whether initiation of complementary feeding at the age of six month is increasing.
Etc.
CONTINUED…
36. Indrajit Chaudhuri, 23rd July 2012
USE OF DATA DRIVEN MANAGEMENT IN
CONTEXT OF ULTIMATE VISION OF MCH (Continued)
• In order to see whether our program is in right direction to reduce TFR –
we should find out:
• Whether unmet need for contraception is decreasing
• Whether
• Whether more newborns are getting treatment for complications
• Whether FLWs are providing right message and right counseling regarding newborn
complications at right time through home visit
• In order to see whether our program is in right direction to reduce MMR –
we should find out:
• Whether identification of maternal complications are increasing
• Whether more mothers are getting treatment for complications
• Whether FLWs are providing right message and right counseling regarding maternal
complications at right time through home visit Etc.
• Thus Data Driven Management provides us much easier and simpler ways
to understand the progress towards achievement of these high-level
indicators like MMR, IMR, TFR and malnourishment.