If you don’t have definitions there is a serious risk that indicators might be calculated differently at different times, which means the results can’t be compared. The definition describes exactly how the indicator is calculated. Once you have chosen your indicators you need to write a definition for each one. Define how your indicators will be measured My advice is just to make sure the indicators are written in a way where everyone involved in the project (including the donor) can understand them. In my experience these rules usually lead to indicators that are convoluted or don’t make sense. Some organisations have very strict rules about how the indicators must be written (for example, it must always start with a number, or must always contain an adjective). Here is an example of some indicators for the goal, outcome and output of an education program: There is no point measuring an indicator if the results won’t make any difference to your decisions. Something that will be useful for decision making to improve the program.Using standard indicators can be better because they are already well defined, there are tools available to measure them, and you will be able to compare your results to other programs or national statistics. If possible, a standard indicator that is commonly used for this type of program.Something that you can measure accurately using either qualitative or quantitative methods, and your available resources.Directly related to the output, outcome or goal listed on the problem tree or logframe.There can be more than one indicator for each level, although you should try to keep the total number of indicators manageable. You need to choose indicators for each level of your program – outputs, outcomes and goals.
This is a very important step, so you should try to involve as many people as possible to get different perspectives. The first step is to decide which indicators you will use to measure the success of your program. This information should be available in documents such as the program logframe, problem tree and/or theory of change. You also need to know what all the activities, outputs and outcomes are. You need to know why the program was created, what the goals are, and how the goals will be achieved. Know your programīefore you start work on the M&E system it’s important that you understand as much as possible about the program itself. An M&E framework is one part of that plan. In most cases an M&E system refers to all the indicators, tools and processes that you will use to measure if a program has been implemented according to the plan (monitoring) and is having the desired result (evaluation).Īn M&E system is often described in a document called an M&E plan. As with many things in international development, the precise definition of an M&E system varies between different organisations.
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