What you will be able to do
- Choose indicators that reflect what matters, not what is easy to count
- Set baselines and targets that are ambitious but credible
- Document each indicator so that it is measured the same way every time
- Interpret results and turn them into management decisions
Who it is for
- Managers who report on performance
- Planning, budget and M&E officers
- Staff preparing performance contracts or annual plans
Prerequisites
- None
Program
Choosing indicators
- Outputs, outcomes and the trap of activity counts
- Criteria for a useful indicator
- Fewer indicators, better used
Baselines and targets
- Establishing a baseline when data is thin
- Setting targets with the people who will reach them
- Revising targets: when it is legitimate
Documenting indicators
- The indicator reference sheet
- Definitions, formulas and sources
- Disaggregation, including by sex and territory
Using the results
- Reading trends rather than single points
- Unintended effects of indicators on behaviour
- From the dashboard to the decision
How we work
- Critique of real indicator sets brought by participants
- Writing reference sheets in pairs
- A case study on gaming and perverse incentives