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A guide to setting
and using indicators
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Keeping on track
A guide to setting
and using indicators
Acknowledgements
This guide has been written by Diana
Parkinson and Avan Wadia, who would like
to thank the following people for their help
and input:
Andrea Allez NAVCA (National
Association for Voluntary and Community
Action)
Pauline Buchanan Black The Tree
Council
Sara Burns Triangle Consulting
Rose Challies Lloyds TSB Foundation
Sioned Churchill City Parochial
Foundation
Sally Cupitt Charities Evaluation Services
Jake Eliot Performance Hub
Jean Ellis Charities Evaluation Services
Neil Gardiner Neil Gardiner Consultants
Theresa Gilson Prisoners Abroad
Sarah Jackson Working Families
Liz Jones Communities and Local
Government
Sheila-Jane Malley Children in Need
Richard Piper Performance Hub
Joanna Shepherd Barnet Carers Centre
Michele Stokes Haringey Womens
Forum
Shaminder Ubhi Ashiana Network
Irna Van der Palen Housing Department,
London Borough of Islington
Andy Williams Enfield Voluntary Action
Tim Wilson Performance Hub
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Contents
How to use this guide
The language in this guide
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Section 1
What are indicators?
Definitions
Indicators within the context of planning, monitoring and evaluation
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Output indicators
Outcome indicators
Process indicators
Other types of indicators
Other terminology used in connection with indicators
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Section 4
How to go about setting indicators
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Setting
Setting
Setting
Setting
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Section 5
Setting output, outcome and process indicators
output indicators
outcome indicators
process indicators
both quantitative and qualitative indicators
Section 3
Different types of indicators
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10
Section 2
Why do you need indicators?
Introduction
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Contents continued
Section 6
Gathering information
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Section 7
Storing information
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Section 8
Making sense of the information
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Section 9
Using the information
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Section 10
Reviewing your indicators
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Section 11
Section 12
Section 13
Section 14
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Summary
Further reading
Sources of support
Glossary
Introduction
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Understanding
what indicators are
why you need them
different types of indicators
Section 1
Section 2
Section 3
Setting indicators
Sections 4 and 5
Gathering information on
your indicators
Section 6
Section 7
Section 8
Section 9
Section 10
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7
Outputs
The activities, services and products
provided by an organisation.
Objectives
The activities an organisation or project
plans to carry out in order to achieve its
aims.
Aims
The particular changes or differences the
organisation or project plans to bring
about.
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9
Outcomes
The changes, benefits, learning or
other effects that happen as a result of
services and activities provided by an
organisation or project.
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Processes
How your work is delivered.
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Definitions
Indicators are signs or clues that you assess
in order to see how your organisation or
project is delivering its objectives, achieving
its aims and carrying out its work. Simply
put, they are what you use to assess the
progress your organisation or project is
making.
Indicators are tools for
simplifying, measuring and
communicating important
information. We use indicators
every day in our personal
lives. For example, running a
temperature is a simple and
easy way to measure and talk
about poor health.
From: Communities Count: A Step-by-step
Guide to Community Sustainability Indicators,
published by nef
*
For a more detailed explanation of
these terms, see Section 2. Or look at
Jargonbuster on the Performance Hubs
website at www.performancehub.org.uk
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Analyse information
gathered on indicators and
make judgements
Set indicators
oacb
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citti
ievs
es
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11
tjiev
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Case example
Gather information on
indicators
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10
Case example
An organisation working to improve
the local environment in a particular
borough had not set indicators for
assessing their outreach work with local
community centres. As a result, they had
not collected any information on which
community centres their volunteers had
visited. During a discussion at a monthly
volunteers meeting, it emerged that some
of their volunteers had been working in
areas outside the borough for almost six
months.
The organisation realised that it needed to
set indicators against which to collect basic
information, such as the number of visits
each volunteer made, which wards in each
borough they were visiting, and the results
of their outreach work.
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Benchmarking
Case example
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Key points
D
ifferent types of indicators can be used to assess different aspects of your work.
This guide concentrates on output indicators, outcome indicators and process
indicators.
Some people use different terms to describe indicators. Understanding some of
these terms can help you work with other people.
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Case example
Output indicators
Outcome indicators
Outcome indicators are measures or signs
that show how well you are achieving your
outcomes. They help you assess the changes
that take place as a result of your work, and
show progress towards meeting your aims.
They enable you to compare what you
have achieved with what you planned to
achieve and so help you to learn about
what is working and what is not
and how to become more effective.
Case example
An organisation providing temporary, safe,
supportive housing for women who are
experiencing domestic violence aims to
help women in the refuge to live more
independently. One of the outcomes for
this aim is that womens independent
living skills improve. Outcome indicators
for this are:
the level of womens budgeting skills
how frequently women cook for
themselves
how often women travel independently.
By collecting information on these
indicators when women arrive at the
refuge and again when they are preparing
to leave, the organisation hopes to show
it is achieving its outcome of improving
womens independent living skills.
It is helpful to have an understanding of
what success will look like or how it might
vary. This can be useful when negotiating
with funders and when analysing results.
Case example
One of the outcomes for an organisation
working to improve their local
neighbourhood is increased community
action.
Indicators for this outcome include:
the number of community meetings held
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Process indicators
Process indicators provide information on
how well you are carrying out your work.
For example, process indicators can be set
for the following.
Waiting times How long did our users
wait before receiving a service?
User satisfaction Did our users like the
way the services were delivered?
Stakeholder consultation How much did
we consult with users or stakeholders?
Meeting our deadlines Did we produce
reports on time?
Efficiency Did we use our resources
efficiently?
Case example
An organisation providing support to
other organisations wants to monitor how
much it involves them in service design
and planning. Its process indicators are:
the number and type of opportunities
provided for consultation
the extent of involvement of its user
organisations
the extent to which user organisations
views are acted on.
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Quality indicators
A quality assurance system is a formal
management system an organisation can use
to strengthen the organisation. It is intended
to raise standards of work and make sure
everything is done consistently. A quality
assurance system sets out expectations that
a quality organisation should meet.
KPI 1 T
he number of qualified and
currently active coaches and
teachers delivering instruction in
the sport
KPI 2 The number of active accredited
clubs within the sport.
Case example
*
For more information on quality, see:
First Steps in Quality
P roving and Improving: A Quality and
Impact Toolkit for Social Enterprise
See Section 12 for details of these
publications.
See also:
Charter Mark at www.cabinetoffice.
gov.uk/chartermark.aspx
Investors in People at www.
investorsinpeople.co.uk
NAVCA Performance Standards,
National Association for Voluntary
and Community Action at www.navca.
org.uk
PQASSO (Practical Quality Assurance
System for Small Organisations),
published by Charities Evaluation
Services. (For details see www.ces-vol.
org.uk)
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*
See:
L ocal Quality of Life Counts. A
Handbook for a Menu of Local
Indicators of Sustainable Development
Local Quality of Life Indicators
Supporting Local Communities to
Become Sustainable.
See Section 12 for details of these
publications.
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Case example
Impact indicators
The term impact indicators is often
applied to indicators which demonstrate
change over a longer period of time or at a
broader level. Impact indicators can reflect
changes in policy, in practice or in society,
or long-term and fundamental change in an
individuals life.
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Case example
A project to increase the use of recycled
goods might set quantitative indicators
such as:
the number of times people contacted
them about recycling
the number of goods that were brought
in for recycling.
They might also set qualitative indicators
such as:
the type of enquiries made
what people thought of the recycled
goods.
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*
For more information on soft indicators,
see:
A Practical Guide to Measuring Soft
Outcomes and Distance Travelled
Soft Indicators: Recognising Progress.
See Section 12 for details of these
publications.
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Select indicators which show progress most clearly, are practical to assess, are a valid
measure of your work, and are important and relevant to your stakeholders.
Try to think as widely and creatively as possible, so that you produce indicators that
reflect key areas of your work.
Involve your stakeholders where possible and appropriate. This includes users,
frontline staff, volunteers, trustees and funders.
Pilot your indicators, and be prepared to change them if they dont work for you.
Draw on standard
indicators, or indicators
that others are using.
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*
See Section 13 for more information on
where to get further help and support.
*
See:
nefs Sample Indicators Bank at http://
www.proveandimprove.org/new/
meaim/samplendicators.php
the Audit Commission and IDeAs
Library of Local Performance
Indicators at www.local-pi-library.gov.
uk
Co-operatives UKs Key Performance
Indicators Project at www.
cooperatives-uk.coop (This is
accessible only in the members
section of the website.)
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Advantages
Using standard indicators can make setting
indicators quicker and easier. You can
draw from other peoples thinking and
take a shortcut in setting indicators for
your organisation.
It can be cheaper, as it can save you the
time and resources involved in training
and in consulting with your stakeholders.
It can make it easier to benchmark
yourself against other organisations.
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P
Standard indicators taken from indicator
menus or baskets can be useful to
stimulate ideas, although you might want
to look at these after you have worked
up your own. Looking at standard
indicators can help you to see indicators
that you had not thought about, or
ones that you have missed. It may also
stimulate discussion that enables you to
clarify your own indicators and be more
confident about the ones you have
chosen.
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Even if you have non-negotiable
indicators, you may still decide to gather
information on other indicators for your
organisations own learning. This may
also help your funders to understand
your organisation better, and help them
see the value of the indicators you have
identified.
Measurable
Simple
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Case example
10
Important
Action-focused
a
re sensitive to your user group. Be
careful not to set indicators that require
users to provide information that they
might not be willing or able to give you.
a
re realistic. Some indicators are very
difficult to gather information on for
example, rates of depression or teenage
pregnancy. If you need to gather this
information to put your work in context,
it might be more practical to refer to
other peoples research or to national
statistics.
are important and relevant to
your stakeholders. For example, will
your funders accept the indicators you
have identified?
Number of women
returning to work
Level of womens
knowledge about
employment
opportunities
Important
Measurable
Simple
aaa
aaa
aa
aaa
aa
13
Action-focused
12
Indicator
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Case example
An organisation working with pregnant
women in prison developed a set of
indicators for monitoring its work. It
wanted to show that the women it
supported:
had better experiences of pregnancy
and birth
had healthy babies
had access to further support.
It came up with a long list of indicators
which included:
the womens views of their experience
of pregnancy and birth
the amount of pain relief the women
received during childbirth
the amount of illnesses the babies had in
the first year of their lives
the amount of times the women received
support from other organisations.
However, in order to have a good set of
indicators, the organisation realised the
following.
It also needed to count the number of
women it helped.
Gathering information on the amount of
pain relief used was going to be difficult
and didnt show whether the women had
good or bad experiences.
The organisation was not usually in
contact with women for a whole year
after the birth, so it could not record
the amount of illnesses the babies had in
their first year. However, it could assess
rates of breastfeeding in the first few
months (and its efforts to support this)
and link those findings to research about
the benefits of breastfeeding on babies
health.
It would be better to count the
number of referrals it made to other
organisations rather than the number
of times the women went on to receive
support from them.
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P
Neutral terms that you may find helpful
to use when writing your indicators
include:
the level of...
the extent to which...
the type of...
the number of...
the ability to...
the ratio of...
the rate of...
the percentage of...
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Case example
An organisation working to enable black
and minority ethnic (BME) communities
to become more involved in the design
and delivery of local services had the
following indicators for their work:
the number of training courses they ran
the amount of information they
distributed on consultation exercises
the level of BME involvement in the
planning of local services and initiatives.
They then added targets to those
indicators to show what they were aiming
to do and achieve over the next 12
months:
five training courses delivered
distribution of 12 newsletters containing
information on forthcoming consultation
events
BME input into the design or delivery of
at least three local services.
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Case example
One of the NAVCA Performance
Standards states that: The organisation
assists local voluntary and community
organisations to function more effectively
and deliver quality services to their users,
members or constituents. In order to
monitor how they fulfil this standard,
organisations will need to have indicators
such as:
the number of newsletters they produce
and distribute per year
the number of times the organisation
consults with its existing and potential
membership to ensure that services are
appropriate and accessible
the amount and type of information
and support it provides on financial and
administrative management.
*
For information on different quality
assurance systems, see Getting Ready
for Quality: Learning from Experience
A Practical Approach. See Section 12
for details.
Bear in mind that, when you first set targets,
it is hard to know what level to pitch them
at and therefore it may take a while before
you have a good idea of what is realistic.
Targets and funders
It is important to negotiate with your
funders to ensure you build a monitoring
and reporting system which gives you
information that is meaningful for them and
useful to you. If your funders insist on your
organisation or project measuring indicators
for targets that are unfeasible for the size or
scope of your work, it is worth questioning
with your funder:
whether the use of this indicator is
inappropriate for what you do
whether the indicator is relevant but the
target is too ambitious.
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*
See Section 6 for more on gathering
information on your indicators.
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Thinking ahead
It is good practice to anticipate information
that may be useful to your organisation
or your funders in the future. This does
not mean adding in lots of extra indicators
but thinking ahead to get better, smarter
information so that you will be able to learn
more about what works and communicate
your success more powerfully.
*
See Section 7 for more information on
storing information on your indicators.
5. Analyse the information you have
gathered.
At the end of your pilot phase, you will
want to analyse the information that has
been gathered. This involves looking at what
the information shows you in terms of the
outcomes, outputs or processes that your
indicators relate to.
*
See Section 8 for more information
on analysing the information on your
indicators.
6. Review the pilot.
You may like to bring a group of your
stakeholders together to review the process
of gathering the information on your pilot
indicators and the quality of information
produced. The group could include
representatives of frontline staff, volunteers
and trustees, for example. Your discussion
could cover questions like:
Will this information be useful to our
funders?
Does this information help us in planning
and carrying out our work?
Were the data-gathering methods easy to
use and appropriate to our users?
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C
an the information be easily inputted
into our existing data management
system?
Have the indicators proved to be useful
and valid measures of our work?
P
It is better to have a small system that
works well than a big system that does
not.
Once you have assessed the results of
your pilot, you may want to review your
indicators or data-gathering methods.
Remember that indicators are not set in
stone. Dont be afraid to change them if
they do not work.
*
See Section 10 for more information on
reviewing your indicators.
*
See Prove It: Measuring the Effect of
Neighbourhood Renewal on Local People.
See Section 12 for details.
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Key points
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See:
Section 3 for more information on
output indicators and on quantitative
and qualitative indicators, and
Getting the right mix of indicators in
Section 4.
Case example
S etting indicators for both your outputs and your outcomes is important, to make
a clear link between the changes in your users and the services or products you
provide for them. Think about setting both quantitative and qualitative indicators, in
order to get a fuller picture of your work.
Process indicators can provide rich information about how you are delivering your
services or activities.
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P
When setting outcome indicators,
some people find it helps to imagine
their users before they come to the
organisation or project (or at the point
at which they first seek their help) and
then to imagine them after they have
finished receiving their help.
P
Dont expect to set outcome indicators
that will apply to all of your users all
of the time. You are actually trying
to create a menu of all the possible
changes. Some users will tick lots of the
indicators on your list, while others will
only tick a few.
Case example
An organisation offering training courses
to women who wish to return to work
has identified the following outcomes:
increased motivation among the women
increased knowledge of the job market
improved skills
increased number of women returning
to work.
Indicators for some of these outcomes are
shown below.
Outcomes
Outcome indicators
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Case example
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Case example
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It is up to each organisation
whether they choose to monitor
process indicators as well as
output and outcome indicators.
However, most self-evaluations
should include user satisfaction
as this is very important
feedback on how well an
organisation is delivering its
services.
Sally Cupitt, Charities Evaluation Services
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Key points
K
eep your information-gathering simple. Only collect information you need, and
dont collect information for the sake of it!
Think about how you can gather information both routinely as part of your
everyday work, and through special monitoring activities such as surveys and
feedback questionnaires.
Get feedback from your staff, volunteers, users and funders when choosing your
data-gathering methods.
Make sure you allocate sufficient time and resources to gathering information, and
that staff and volunteers are clear what their responsibilities are.
Ensure information is collected regularly so that a backlog does not build up.
Think about how you are going to store the data before you begin gathering it.
Think about how you are going to analyse the data before you gather it.
Pilot your data-gathering methods to check that they work.
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Routine information-gathering
This includes gathering information on your
indicators as part of your everyday work
for example, through:
forms for example, initial needs
assessment and registration forms
(including self assessments)
interviews either on the phone or
face-to-face
case work notes and user records
registers and logs
suggestions boxes
complaints/feedback books.
*
See Practical Monitoring and Evaluation:
A Guide for Voluntary Organisations.
See Section 12 for details.
*
See the Big Lottery Funds factsheet:
Using Questionnaires and Surveys
(available on their website at www.
biglotteryfund.org.uk).
Case example
An organisation providing a helpline for refugee families has the following outcomes and
outcome indicators:
Outcomes
Outcome indicators
34
Case example
Whether users
practise safer sex
Level of knowledge
of appropriate
contraception
Indicators
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Case example
A community centre for the elderly provides a drop-in for users, workshops, exercise
classes and a weekly clinic run by a local GP practice.
One of the aims of
the centre
Outcomes
Outcome indicators
Increased social
interaction
N
umber of classes attended per
week
Number of workshops attended per
week
Number of times users attend the
drop-in
Improved social
life
N
umber of times users socialise
outside the centre
Number of centre social events
attended by individual users
Outputs
Output indicators
Yoga classes
Fitness classes
Diet workshops
N
umber and type of classes and
workshops
Number and profile of participants
Number of participants
At its simplest
In the case example above, gathering
information on the indicator number of
times users attend the drop-in will simply
involve recording the number of times
each user visits the drop-in. In this case,
the data-gathering method would probably
be the drop-ins attendance register.
In more detail
You may also want to gather more
qualitative information on how your users
have been affected by your work. For
example, if the community centre wanted
to monitor the extent to which the centre
met users needs for social contact, they
could ask them to fill in a questionnaire
every six months which includes questions
like:
36
No
Not sure
Yes
See:
nefs Proving and Improving toolkit
provides a helpful table summarising
the methods, benefits and limitations
of various types of data-gathering
tools.
CES Practical Monitoring and
Evaluation: A Guide for Voluntary
Organisations also provides useful
information on this topic.
See Section 12 for details of these
publications.
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Case example
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P
Once you have identified data-gathering
methods for all your indicators, you
will notice that some methods can
be used for more than one indicator.
This is good news as it means that
one collection method, such as a
questionnaire, can be used to gather
information on several indicators at the
same time with the different indicators
reflected as different questions.
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*
For more information, see Managing
Outcomes: A Guide for Homelessness
Organisations. See details in Section 12.
Making it accessible
Some of your information will be gathered
in written notes and records. To make
it easier to extract information on your
indicators, think about how you could
add new sections to records, or add
tick boxes for staff to show if they have
taken particular actions or noted certain
outcomes.
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Case example
Actions
Outcome indicators
Date
4/2/07
Hostel phoned to
offer Diego a place.
He is moving in next
week.
5/2/07
User in receipt
of benefits
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Planning ahead
Think about how you are going to store
the data before you begin gathering it. (For
more on storing information, see Section
7.) You will also need to think about how
you are going to analyse the data before
you gather it. (For more on analysing
information, see Section 8.)
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P
Where appropriate, involve users in
identifying ways of gathering information.
You will be asking users to fill in forms,
answer questions, keep records and
give you feedback, and you may be
asking for that several times. If they can
understand why you are doing this, they
are less likely to get fed up of being
asked and are more likely to give you
good-quality information.
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Key points
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Advantages
Paper records are simple to keep and
easily accessible.
They do not require IT skills.
They allow you to keep copies of letters
received or photographs.
Disadvantages
The information can only be used by one
person at a time.
The information can be lost or destroyed,
or become illegible.
It can be difficult to manage paper
systems, particularly over a long period of
time and if you have data on lots of users.
If the information is stored in many
different records or places, it can be
difficult to draw the information together
when you need it.
Advantages
If you use a computer system, you can
share information effectively across your
organisation and from different sources.
It makes it easier to organise your data.
It helps you to manage large amounts of
data.
It enables you to control access to data
(for example, with password protection
or by limiting access).
It makes it much easier to analyse and
report on data.
It provides a way to do more than just
record your information. It can enable
you to actively manage your work (for
example, by providing reminders of
actions you need to take) or it can even
become a tool to engage your users (for
example, through online forms).
Disadvantages
Some people may not feel comfortable
using computers, or may not have the
necessary skills.
Computer systems can break down or
data can be lost.
Designing and maintaining the system can
require a lot of time and skills.
You may not have enough computers, or
they may not be good enough.
There may be cost implications such as
the purchase of software and technical
support.
Using both paper and computer
systems
Many organisations use a mixture of paper
systems and computer systems for storing
information on their indicators. Opting for
a mix of systems means you can choose
methods that are more appropriate to your
organisation and the way you work.
Advantages
Some staff and volunteers are more
comfortable using paper records but will
accept that certain types of information
need to be kept in a computer system.
42
U
sing paper forms may be more suitable
in particular situations. For example,
filling out an assessment with a user is
often best done by a worker sitting with
the user and discussing the issues, and
filling out the assessment form as they
go along. However, for management and
reporting purposes, it is often helpful to
have information available on a computer
system, even if it is only to record that an
assessment has been carried out (rather
than the details of what it contains).
Disadvantages
Using both systems in parallel can lead to
information and effort being duplicated.
People may be confused about which
system to use.
Information can be disjointed and difficult
to manage, as it involves recording
information in different places.
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H
ow much training and skills do people
have?
Can we afford to spend money on
training and support?
How much time (and therefore money)
would we save by using a computer
system?
Can we afford to spend money on a new
computer system or program?
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2
3
4
Key points
10
P
Bear in mind that the information on
your indicators does not provide the
answers to why differences exist. As
the Audit Commissions guide Aiming
to Improve says, indicators should raise
questions and suggest where problems
may exist or emerge (acting as a canopener).
11
12
Y
ou dont need a high level of skill to analyse data, but you do need to allocate
adequate time and resources to it.
Make sure that what you find out meets your stakeholders needs.
Look at what you actually want to know rather than what your system produces.
Keep an open mind to negative feedback or unexpected outcomes that may
emerge.
Set your data in context to make it meaningful.
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14
45
audio recordings
images.
Analysing this data usually involves
identifying the themes in the text or images
that relate to your indicators. The following
two case examples show how this can
be done with information collected in
photographs and interviews.
Case example
A community organisation asked children
on an estate to take photographs of their
playground. The first set of pictures shows
their playground full of litter and graffiti,
and with a number of older teenagers
Indicators
Amount of litter
Lots
None
Amount of graffiti
Lots
Very little
Older teenagers
Case example
A homelessness organisation running a
drop-in centre providing food, showers
and support services for rough sleepers
recorded the following two interviews
with a client.
46
Change
Level of isolation
High
Low
Decreased
Amount of money
Insufficient
Receiving benefits
Improved
Low
Medium
Improved
At review
At assessment
Outcome indicators
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12
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10
48
*
For more information on analysing
information on outcome indicators, see
Analyzing Outcome Information, from
the Series on Outcome Management for
Nonprofit Organizations, published by the
Urban Institute.
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6
7
8
9
11
10
Accountability
The data you have gathered and analysed
can also help you to report to your trustees
and funders because it shows what you
have achieved with the resources you
were given. In many cases, reporting to
your funders will be a requirement of your
agreement with them.
13
49
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12
Organisational learning
The data you have gathered and analysed
can help you in the following ways.
It can help you to be more effective as an
organisation. You will be able to identify
what has and has not worked and see
gaps in your work which can feed into
future development plans.
M
aking good use of your information helps your organisation to learn and develop
as well as report to its stakeholders.
Use the information in lots of different ways: report to your funders, share it with
your trustees, staff, volunteers and users, and (where appropriate) make it available
to other organisations, policy makers, the media or the general public.
Dont present outcome data in isolation from other information. You need to put
your outcomes in the context of who your users are and what services, activities
or products you have provided for them, and any challenges your organisation has
faced.
Keep the information relevant to your audience dont use jargon or assume prior
knowledge of a subject.
Key points
Your different audiences are likely to want information in different ways and at different
times. Some examples are shown below.
Audience
Type of
reporting
Likely frequency
of reporting
Methods of
reporting
Your funders
Reports
Usually a mixture
of quarterly and
annually
Written reports
Your senior
management team
or board of trustees
Formal, detailed
reports
Quarterly
Informal updates
Quarterly
Internal newsletter,
email or
presentation at staff
meeting
Your users
Informal updates
Will depend on
the type of contact
you have with your
users
Newsletter, display
on noticeboard or
website information
Other organisations
Will depend on
your relationship
with them
Will depend
Newsletter, website
information, email
updates, meetings
and conferences
50
1
7
8
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12
11
10
Case example
w
hat their needs are and what help they
request from you
the process of recovery or change for
your user group
the monitoring system used by your
organisation.
Presenting your
information
52
*
For more information on using
information on outcome indicators,
see Using Outcome Information, one of
the Series on Outcome Management for
Nonprofit Organizations published by
the Urban Institute. See Section 12 for
details.
2
3
4
5
12
13
14
53
11
10
Case study
M
ake sure that your indicators are valid and reliable ways of assessing your work.
Indicators should help you to understand how your work is progressing and where
any changes may be needed. Reviewing them regularly will ensure that you can
always do this.
Whenever you receive new funding, or if the work of your organisation or project
changes (for example, if you take on a new area of work), think about how this may
affect your indicators.
Keeping your indicators working well for you requires regular attention.
54
1
2
Case example
4
5
6
7
8
9
10
11
12
13
14
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10
12
5
Setting indicators for both your outputs and
your outcomes is important so that you can
make a clear link between the services or
products you have provided and the effects
on your users.
6
When gathering information on your
indicators, dont be tempted to collect
information for the sake of it! And think
about how you are going to store and
analyse the data before you begin gathering
it.
7
Make sure that staff and volunteers are
clear about their responsibilities. Also, keep
checking that information is being regularly
gathered and recorded.
56
11
Involve your stakeholders and make sure
you meet their needs.
13
Find regular opportunities to discuss the
information your indicators show. This will
enable you to keep an eye on the delivery
of your work and respond to changes as
needed.
14
Review your indicators regularly to ensure
that they remain relevant and demonstrate
progress effectively. Whenever you
receive new funding, or if the work of
your organisation or project changes (for
example, if you take on a new area of
work), think about how this may affect your
indicators.
Publisher
Aiming to Improve:
the Principles
of Performance
Measurement
Audit
Commission
Assessing Impact:
Evaluation Discussion
Paper 9
Charities
Evaluation
Services
R Astbury
www.ces-vol.org.uk
Communities Count:
A Step-by-step
Guide to Community
Sustainability Indicators
nef
A MacGillivray,
C Weston and
C Unsworth
http://www.neweconomics.
org/gen/z_sys_Publication
Detail.aspx?PID=14
Communities Count:
The LITMUS Test
nef
S Lingayah and
F Sommer
http://www.neweconomics.
org/gen/z_sys_Publication
Detail.aspx?PID=70
Evaluation Support
Guide 2: Developing
and Using Indicators
Evaluation
Support
Scotland
M Bitel
http://www.
evaluationsupportscotland.
org.uk/downloads/
SupportGuide2-final.pdf
Explaining the
Difference Your Project
Makes. A BIG Guide
to Using an Outcomes
Approach
Big Lottery
Fund (BIG)
S Burns and
J MacKeith,
Triangle
Consulting
http://www.biglotteryfund.
org.uk/er_eval_explaining_
the_difference.pdf
First Steps in
Monitoring and
Evaluation
Charities
Evaluation
Services
L Bishop
www.ces-vol.org.uk/index.
cfm?format=21
NCVO and
Charities
Evaluation
Services
B Cairns and
M Harris
www.ncvo-vol.org.uk/asp/
search/ncvo/main.aspx?siteID
=1&sID=6&subSID=
83&documentID=1971
11
LEAP
http://leap.scdc.org.
uk/uploads/developing_
20indicators.pdf
12
Authors
http://www.auditcommission.gov.uk/reports/
AC-REPORT.asp?CatID=&
ProdID=72370C4D-10304b87-88F4-CD2A14B2A1AE
Title
5
6
7
8
9
10
13
14
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Title
Publisher
Key Performance
Indicators Project
Cooperatives
UK
www.cooperatives-uk.coop
(Only accessible in the
members section of the
website.)
Library of Local
Performance Indicators
Audit
Commission
and IDeA
www.local-pi-library.gov.uk
Department
for
Environment,
Food and
Rural Affairs
http://www.sustainabledevelopment.gov.uk/
publications/pdf/localqolc.pdf
Audit
Commission
http://www.auditcommission.gov.uk/Products/
NATIONAL-REPORT/
0D488A03-8C16-46fbA454-7936FB5D5589/
QofL2005.pdf
Managing Outcomes:
A Guide for
Homelessness
Organisations
Charities
Evaluation
Services
S Burns and
S Cupitt
http://www.lhf.org.uk/
Publications/Homelessness
OutcomesGuide.pdf
Performance Indicators
Use and Misuse:
Evaluation Discussion
Paper 5
Charities
Evaluation
Services
J Russell
www.ces-vol.org.uk
PQASSO (Practical
Quality Assurance
System for Small
Organisations)
Charities
Evaluation
Services
www.ces-vol.org.uk
A Practical Guide
to Measuring Soft
Outcomes and
Distance Travelled
Welsh
European
Funding
Office
http://www.wefo.wales.
gov.uk/resource/Soft_
Outcomes_Leavers_Study_
E7217.pdf
58
Authors
1
2
Publisher
Authors
Practical Monitoring
and Evaluation: A
Guide for Voluntary
Organisations. 2nd
edition
Charities
Evaluation
Services
J Ellis
www.ces-vol.org.uk
nef
P Walker,
J Lewis,
S Lingayah and
F Sommer
http://www.neweconomics.
org/gen/z_sys_
publicationdetail.aspx?pid=2
nef
L Sanfilippo
http://www.
proveandimprove.org
Putting Outcomes
into Practice: A Guide
to Developing ITbased Outcome Data
Management
London
Housing
Foundation
D Parkinson
http://www.lhf.org.uk/
Publications/ITPuttingoutcomesintopract.pdf
nef
Self-evaluation: A
Handy Guide to
Sources
Renewal.net
Series on Outcome
Management
for Nonprofit
Organizations:
Urban
Institute
Title
4
5
6
8
A
nalyzing Outcome
Information
Urban
Institute
H Hatry,
J Cowan and
M Hendricks
http://www.urban.org/
publications/310973.html
U
sing Outcome
Information
Urban
Institute
E Morley and
L Lampkin
http://www.urban.org/
publications/311040.html
13
http://www.urban.org/
publications/310776.html
12
L Lampkin and
H Hatry
11
Urban
Institute
10
http://www.renewal.
net/Documents/RNET/
Policy%20Guidance/
Selfevaluationhandy.pdf
A Shah
http://www.
proveandimprove.org/new/
meaim/samplendicators.php
14
59
Title
Publisher
Authors
Social Return on
Investment: Valuing
What Matters
nef
D AeronThomas,
J Nicholls,
S Forster and
A Westall
http://www.neweconomics
org/gen/uploadsck3oqu
4515ubcv55e1xhmin
n21042004165114.pdf
Soft Indicators:
Recognising Progress
Renewal.net
Toolkits: A Practical
Guide to Monitoring,
Evaluation and Impact
Assessment for
Development Work
Save the
Children
Using Questionnaires
and Surveys
Big Lottery
Fund
60
http://www.renewal.net/
Documents/RNET/Toolkit/
Softindicatorsrecognising.doc
L Gosling and
M Edwards
http://www.savethechildren.
org.uk/en/54_2359.htm
www.biglotteryfund.org.uk
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10
11
12
13
Regional support
National support
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61
Indicator
Aims
Baseline
A starting point for making comparisons.
Information collected about where things
stand at the start of a project can be
defined as baseline data.
Benchmarking
Comparison of activities, processes
or results with those already achieved
by an organisation itself or by another
organisation.
Inputs
Resources put into an organisation to
carry out an activity. Inputs may be human
resources, material or financial resources, or
may be expressed as time.
Milestones
Particular planned achievements or key
events marking a precise stage in completing
a main phase of a project.
Monitoring
Beneficiary
Objectives
Data
Any information collected by an
organisation or project to monitor its
progress.
Evaluation
Involves using monitoring and other
information to make judgements on how
an organisation, project or programme is
doing. Evaluation can be done externally or
internally. (See also Self-evaluation.)
Hard outcome
See Soft and hard outcomes.
Impact
There are different ideas about the meaning
of impact. It is often seen as the change,
effect or benefit that results from the
services or activities at a broader or higher
level than an outcome. Others use it to
mean the same as outcome.
62
Outcomes
The changes, benefits, learning or other
effects that happen as a result of services
and activities provided by an organisation
or project.
Outputs
The activities, services and products
provided by an organisation.
Overall aim
Describes why the organisation exists
and the broad effect it wants to have.
It summarises the difference that an
organisation wants to make. It is often linked
to the mission, vision or purpose of an
organisation. Also see Specific aims.
Quantitative
Self assessment
TSO
Third sector organisation. TSOs include
charities, voluntary organisations, community
groups and social enterprises.
User
A beneficiary of an organisation or project.
User satisfaction
Involves finding out what users think
of activities, products or services for
example, the location of an organisation or
project, its opening hours or how helpful
the workers are.
12
11
Targets
10
Self-evaluation
Target group
Stakeholders
Qualitative
Specific aims
Process
13
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