Indicators & Targets Example
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The document discusses indicators and targets used to measure progress towards goals and objectives. It defines indicators as variables that can directly or indirectly measure changes, and notes there are different types of indicators including impact, outcome, process, output, and input indicators. Targets specify the desired level of an indicator to be achieved by a certain time. Good indicators are valid, objective, reliable, accessible, useful, and agreed upon by stakeholders. Targets should be SMART - specific, measurable, achievable, results-oriented and time-bound. The document provides examples of different types of indicators and measurements like counts, percentages, proportions, and ratios.
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Understand the importance of project monitoring and evaluation in ensuring project success.
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Define key concepts related to project monitoring and evaluation.
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Utilize monitoring and evaluation findings to enhance project performance and impact.
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The field of program evaluation presents a diversity of images and claims about the nature and role of evaluation that confounds any attempt to construct a coher- ent account of its methods or confidently identify important new developments. We take the view that the overarching goal of the program evaluation enterprise is to contribute to the improvement of social conditions by providing scientifically credible information and balanced judgment to legitimate social agents about the effectiveness of interventions intended to produce social benefits. Because of its centrality in this perspective, this review focuses on outcome evaluation, that is, the assessment of the effects of interventions upon the populations they are intended to benefit. The coverage of this topic is concentrated on literature published within the last decade with particular attention to the period subsequent to the related reviews by Cook and Shadish (1994) on social experiments and Sechrest & Figueredo (1993) on program evaluation.
The word ‘evaluation’ has become increasingly used in the language of community, health and social services and programs. The growth of talk and practice of evaluation in these fields has often been promoted and encouraged by funders and commissioners of services and programs. Following the interest of funders, has been a growth in the study and practice of evaluation by community, health and social service practitioners and academics. When we consider why this move in evaluative thinking and practice has occurred, we can assume the position of the funder and simply answer, ‘...because we want to know if this program or service works’. Practitioners, specialists and academics in these fields have been called upon by governments and philanthropists to aid the development of effective evaluation. Over time, they have led their own thinking and practice independently. Evaluation in its simplest form is about understanding the effect and impact of a program, service, or indeed a whole organization. Evaluation as a practice is not so simple however, largely because in order to assess impact, we need to be very clear at the beginning what effect or difference we are trying to achieve.
The literature review begins with an overview of qualitative and quantitative research methods, followed by a description of key forms of evaluation. Health promotion evaluation and advocacy and policy evaluation will then be explored as two specific domains. These domains are not evaluation methodologies, but forms of evaluation that present unique requirements for effective community development evaluation. Following this discussion, the review will explore eight key evaluation methodologies: appreciative enquiry, empowerment evaluation, social capital,
social return on investment, outcomes based evaluation, performance dashboards and scorecards and developmental evaluation. Each of these sections will include specific methods, the values base of each methodo ...
Chapter Two PME.pptx
The document provides guidance on developing indicators for monitoring and evaluation. It defines indicators and discusses guidelines for creating SMART indicators. A hierarchy of indicators is described ranging from impact to activities. The document also discusses setting monitoring priorities, selecting appropriate indicators, and identifying assumptions and risks that should be considered in monitoring and evaluation planning.
Evaluating your public engagement activities (by Suzanne Spicer)
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Validating & Promoting your Program's Success Using ROI and other Evaluation ...
The document outlines steps for developing a performance measurement and evaluation plan for public health programs. It discusses developing logic models and selecting process and outcome measures, collecting interim data, and calculating return on investment. The goal is to show stakeholders like funders and policymakers how programs are performing and achieving impacts in a manner that promotes continuous program improvement.
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If you like this presentation and want to make for yourself,Please do contact me at rohit.bhansalis@gmail.com
Nef measuring what matters
This document discusses approaches to measuring social impact and outcomes. It emphasizes the importance of:
1) Understanding the full story and theory of change behind social initiatives, not just counting outputs.
2) Engaging stakeholders in identifying objectives and indicators to measure performance and impacts on people, the economy and environment.
3) Using measurement as an ongoing process of learning, improvement and accountability rather than just reporting, through tools like social accounting, balanced scorecards and impact mapping.
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This presentation provides an overview of the strategic planning process. It outlines setting a frame by defining the mission, vision, and values. Key factors like SWOT, PESTEL, and Porter's 5 Forces analyses are used to understand the organization. Goals and projects are identified, balanced across financial, customer, process, and learning perspectives, and broken into tasks with timelines. Performance is measured using key performance indicators in balanced scorecards. The plan is communicated and motivated throughout the organization, with control processes to evaluate results and adjust the plan.
Wcms 546505
This document discusses key principles of monitoring and evaluation for youth employment programs. It defines monitoring as continuous data collection to assess implementation, while evaluation determines a program's overall effectiveness and impact. Critical components include: having a clear theory of change linking inputs to outcomes; establishing performance indicators to measure progress; setting targets and baselines; and considering cost-effectiveness. Process indicators track participant characteristics and implementation, while outcome indicators like placement rates assess if the program is achieving employment goals. Disaggregating data by participant demographics and job characteristics allows for thorough performance analysis.
Indicators in M&E.pptx
The document defines key terms related to indicators, monitoring, and evaluation. It discusses what indicators are and how they can be used to measure progress towards outcomes. It also defines important terminology like inputs, activities, outputs, outcomes, and impact. Additionally, it describes the characteristics and purposes of indicators in monitoring and evaluation. Finally, it discusses different types of indicators including those that measure processes, outputs, initial outcomes, organizational partnerships, and more.
Importance of M&E
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.
Evaluation & Performance Measurement
Evaluation and performance measurement serve several key purposes:
1) They help ensure accountability, focus efforts on valuable results, and increase investor commitment.
2) They provide useful feedback to stakeholders to help them make wise decisions about resources.
3) They address quality improvement through systematic reflection on plans and progress.
Evaluation focuses on interventions while performance measurement focuses on results over time. Evaluation looks for qualitative stories while measurement looks for quantitative signals. The goal of evaluation is to provide useful feedback to influence decisions. There are various evaluation strategies and methods that can be used formatively to improve programs or summatively to examine outcomes and impacts. Performance measurement establishes metrics in key areas like effectiveness, efficiency, quality and time
Understanding the Performance of Integrated Conservation and Development and ...
Understanding the Performance of Integrated Conservation and Development and ...International Institute for Environment and Development (IIED)
This document discusses the theory of change approach to project management. It explains that a theory of change identifies the intended outcome of a project, how the change process will occur, and what needs to happen for the outcome to be achieved. It provides examples of how to develop indicators, baselines and targets to measure progress towards the intended outcome. The document also discusses how to identify the activities and outputs needed to achieve changes in attitudes, behaviors and other interim outcomes that are necessary to achieve the overall intended outcome of the project.Similar to Indicators & Targets Example (20)
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Indicators & Targets Example
- 2. Indicator Indicators are variables that help to measure changes, directly or indirectly (WHO). Indicators are “an indirect measures of an event or condition”. For example: a baby’s weight for ages is an indicators of the baby’s nutritional status. (Wilson & Sapannuchart, 1993). An indicator is “a statistic of direct normative interest which facilitates concise, comprehensive and balanced judgments about conditions of major aspects of a society” (Department of Health, Education, and Welfare, 1969). Indicators are variables that indicate or show a given situation, and thus can be used to measure change” (Green, 1992).
- 3. Indicator Impact indicators: (What criteria will indicate that we have achieved our goal ) These are often very broad, are often collected from secondary sources (such as census), and have to be tracked from pre-intervention to post-intervention Indicators are clues, signs, and markers as to how close we are to our path and how much things are changing. Indicators are criteria that help us monitor and evaluate our project. Outcome indicators: (What criteria will indicate that we have achieved our objectives ) Outcome indicators help determine if we have accomplished what set out to change. They are often difficult to measure and require specific data collection. Process indicators: (What criteria will indicate whether we have carried out activities as proposed) Process indicators track the units of our activity and their outputs. They collect when as activities happen. Indicators for the quality of activities are also collect. Output indicators: These are things produced by the project. Example include new or trained staff, information materials etcs, Inputs indicators: These are the things needed for the project to occur. They are like the raw ingredients needed to cook a meal. Example include people to do the work and money.
- 4. Impact & Outcome Indicators Goal Objective4 Objective2 Objective 1 Objective3 Levels of Indicators Goal: Statement of a desired, broad, long-term outcome of the program; expresses general program intention and helps guides the program’s development. Objective: Statement of desired, specific, reasonable, and measurable program results. Active Verbs: Determine objetive Increase (Augment) Reduce (Decrease) Expand (Amplify) Improve (Enhance, Refine) Reinforce (Strengthen) Change (Modify) Process Indicators
- 6. Some Criteria for Good indicators Valid Does the indicator directly represent the objective it is intended to measure? Objective Is the definition precise and easy to understand about what is to be measured? Reliable Is the data consistent or comparable over time? Accessible Can data be collected easily, on a timely basis at reasonable costs? Useful Will the data have utility for decision-making and learning? Owned Do partners and stakeholders agree that this indicator makes sense to use?
- 7. តម្លៃលទ្ធផលរំពឹងទ្ុក Targets តតើអ្វីនិងចំនួនបុន្មា នដែលត ើងចង់សំតរចបាន? What or how many do we wish to accomplish? សម្រាប់សូចន្មករនីលួ ៗ ត ើងចំបាច់កំណត់តម្លៃលទ្ធផលរំពឹងទ្ុក For eachindicator weneed to assign a target value; ត ើងបញ្ជា ក់តម្លៃលទ្ធផលរំពឹងទ្ុកតោ សួរសំណូ រ- តតើអ្វីខ្ៃះ ឬចំនួនបុន្មា នដែលត ើងសងឃឹលថានឹងទ្ទ្ួលបានតៅកនុងរ ៈតពលកំណត់លួ we specify the target by asking—what or howmuch we hope to obtain in a determined timeframe;
- 8. SMART SMART Specific Measurable Achievable Result oriented Time bound What, How much, Who, Where, When and how At the end of the year 2005, 50 % ( 10,000) of PLHAs in Cambodia has recieved ARV at all ART services by improve the quality of CoC program. Specific: Does the objective clearly specify what will be accomplished and by how much? Measurable: Is the objective measurable? Appropriate: Does objective make sense in terms of what the program is trying to accomplish? Realistic: Is the objective achievable given available resources and experience? Time-based: Does the objective specify when it will be achieved?
- 9. Measurements • Count (number) • Percentage (%-- X in Y) • Proportion (%-- X in Y) • Ratio ( X is independent from Y)