Performance Measurement Guidelines
Define the Problem or Situation
Involve stakeholders in developing a clear, concise description of the problem or situation. When describing the problem, avoid using subjective terms. Instead, using the most current information available and giving credit to the source, describe the problem objectively.
Describe the Impact of the Problem
Use the same clear, objective language to describe the problems impact, both in social and economic costs. Even if the cause(s) of the problem appear obvious to you, seek formal agreement from as many stakeholders as possible on the cause(s). If a formal investigation into the causes has not been conducted, consider forming a committee to conduct or oversee an investigation and a follow-up report. Bring in outside or neutral investigators or experts to bolster your credibility. And even if there is agreement on the cause of the problem, you may still need as investigation to formally document the cause and to quantify as many factors as you can. When describing the problem, avoid technical terms and jargon whenever possible. Instead, use layman’s terms. All stakeholders should clearly understand what is being said.
Describe What You Hope to Achieve
You’ve described a problem and identified the most likely causes. Now you need to focus on the solution or desired outcome of your proposed project. What will occur as a result of your project? How will a situation improve?
Measuring Success in Outputs and Outcomes
Be careful not to confuse these terms. Outputs are measures of a project’s activities; outcomes are changes that result from the activities. Outputs matter because they lead to outcomes. Identify the key outcomes. Some projects will have a long list of outcomes. Work with your stakeholders to develop a consensus on two or three primary outcomes. Your projects outcomes must be realistic. Consult with experts-local ones are fine- and determine what is realistic for your situation. Failing to meet goals will make getting additional funding in the future more difficult. It is far better to promise less and exceed your goal than to over-promise and under-deliver. Promise too little, and the project may not appear cost-effective.
Measure and Record the Result of Your Work
State what measurements you hope to achieve and when you hope to achieve them. If you cannot measure or count an output, do not include it. Always keep in mind your goal(s). Every activity should be evaluated on how it helps to achieve the ultimate goal(s). A clear description of how you plan to achieve your desired outcomes, with a timeline and detailed work plan can be a great help in obtaining funding and getting a broader range of stakeholder support.
In DRA’s terms, outputs measure the specific number of actions taken or the number of people directly affected by your activities. Outcomes measure the longer-term results of your activities. For example, a literacy training project organized three training classes. Fifty (50) people attended regularly, and twenty five (25) people are now able to read as a result of the training classes.
| Outputs: |
|
Three classes organized, fifty people attended |
| Outcomes: |
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Twenty five people can now read at grade level 12 |