Management Information Systems - Pathfinder International

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Food for thought...Some monitoring and evaluationdefinitionsInputs: Resources used to carry out projectactivities (e.g., funds, staff hired)Process: Activities and operations (e.g., trainingcourses, services introduced).Outputs: Are the measurable items produced bya project (e.g., number of peopletrained by job category, IECcampaigns held).Results: Immediate or short-termconsequences of a program orproject (e.g., increases in % ofadolescent using condoms, level ofawareness).Impact: Long-term consequences of aprogram or project (e.g., reductionin infant mortality rate, increase innumber of research affiliates,behaviour modification ).5What are Indicators?Indicators are descriptions or statements of what is monitored or evaluated to give evidenceof project tasks and objectives achievement. Program teams must make some decisions aboutindicators at program inception. Indicators should not be overwhelming: choose a manageablenumber that can be easily monitored and used to compare expected results with actual results.There are no "required", systematic, or "uniform" indicators. Managers and planningteams should make rational choices about information that is needed and most useful. Goodreasons for selection are usually clear from program design. That is, an adolescent programneeds to know how many in - and out- of - school youth are using program facilities so thatprogram approaches or strategies can be more focused. A reproductive health program needsto know how many new users by method are coming for services, or how many STD clientsare seen, so that it can document method mix, order commodities, train staff, and identifyon-going needs. Indicators must be widely understood and incorporated into programmonitoring and evaluation methodologies and activities (e.g. checklists, log frames, MISprogram proposals, report formats).
Good indicators should be:☛ specific (magnitude and time)☛ independent (measuring only one factor)☛ factual (not subject to opinion or impression)☛ valid (reflecting project or program factors and not external factors)☛ based on obtainable dataExercise...Organizing your Indicators6Given the definitions under "Food for Thought," prepare a grid to organize your indicators[by program or project]. If your organization only manages one activity, prepare indicators forthe whole organization. Here is a sample grid:Inputs Process Outputs Result ImpactRemember...☛ Indicators can be quantitative orqualitative.☛ Indicators should be SMART (Specific,Measurable, Appropriate, Realistic,Time-bound).☛ Indicators should be clearly related toprogram design (i.e., not too esoteric,generic, or ill-defined).☛ Indicators should provide useful, timelyinformation.
Page 3 and 4: Figure 5: How can an MIS help the m
Page 5 and 6: Monitoring and Evaluation: What’s
Page 7: Process points...Types and Levels o
Page 11 and 12: Figure 2: Example of quartely monit
Page 13 and 14: Tips for Improving Monitoring and E
Page 15 and 16: Tools to Use...Sources for Decision
Page 17 and 18: An MIS can help a manager makedecis
Page 19 and 20: Performance InformationThis informa
Page 21 and 22: Clear, simple, user friendly proced
Page 23 and 24: The following table provides a syst
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Page 27 and 28: (A) (B) (C) (D)INFORMATION DATA TO
Page 29 and 30: ❑❑❑❑❑❑The methods of an
Page 31 and 32: 28formats should include feedback m
Page 33 and 34: Annex ASample of Data Collection Fo
Page 35 and 36: Annex BSample of Data Aggregation F
Page 37 and 38: Annex DSample Report FormatA. Cover
Page 40 and 41: Monthly or QuarterlyCommunity-Based
Page 42: Project workers:Project Support Sta

Management Information Systems - Pathfinder International

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