There are different types of indicators.
Direct and indirect indicators
Direct indicatorsare formulated primarily for countable facts or states of affair such as OutputOutput describes the countable offerings and products of a project as well as their utilization by the target group. Outputs form the basis for a project to have a desired result. Yet, they do not describe results per se.outputs or easily measured results. Direct indicators often emerge directly from the Project objectiveA project’s intended results, which contribute to improving physical, financial, institutional, social, environmental or other conditions for people, groups, organizations or elements of the broader society.project objectives.
Imagine that one of your project objectives is that, thanks to having participated in your project, young people are able to obtain apprenticeships. How would you be able to tell whether the project has achieved this result? As simple as it seems, the indicator in this case would be: “Number of youths who have obtained an apprenticeship after participating in the project.”
However, indicators are not always so obvious, and indeed emerge only after considerable thinking. In these cases, indirect indicators are used.
Indirect indicators point only indirectly to the observable state of affairs; they’re used when it’s impossible – or only possible after unjustifiably high expenditure – to collect data.
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A classic example of the use of indirect indicators is the collection of population figures in a large and difficult-to-access area populated by nomads.
Instead of a “head count” process, which would be virtually impossible to carry out, a decision is instead made to fly over the area at night and count the number of fires as an indirect indicator. Previous experience has shown how many members of a family on average set up camp around a single fire, enabling the population count to be determined with a sufficient degree of accuracy in this way.
Another example: If you wanted to know how many children were living in poverty in a given city district, an indirect indicator might be the number of children taking advantage of the offer of a free midday meal.
Indirect indicators are primarily used when qualitative states of affair are being described, such as changed living circ*mstances, changed attitudes or changes in behavior.
However, this gives rise to the next difficulty. Because how would you determine if a teenager has become more confident thanks to participation in the project, for example? Perhaps he expresses his opinion more often within the group? Or he has more social contact? His posture has improved? In this case, you need to use a variety of indicators.
Indicators for each level of the logic model
The indicators derived from the logic model effectively serve as milestones for monitoring your project. On the basis of the logic model, a distinction of indicators can be made between impact, outcome, output and input. For impact-oriented project work, indicators for the quality of the project work are also important.
- Results-level indicators
Results-level indicators (outcome and impact indicators) help you determine whether and to what degree your project is achieving results. In order to be able to grasp the small aspects of progress shown by all project participants, it’s more important to formulate indicators for the outcomes at levels 4 - 6 than to develop indicators for long-term results.
- Output-level indicators
Although outputs are not themselves results, they are the prerequisites for achieving results on higher levels.
Especially at the beginning of a project, it may be that outputs are the only things on which information can be collected, as results can often be identified only after some time has passed. At times when you cannot check on results - for instance, at the beginning of a project - you should at least be able to make statements about your outputs. However, that requires that you have formulated the appropriate output indicators.
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The fact that output-level indicators are easy to develop and collect sometimes leads managers to focus primarily on these even later in the project’s life.
- Input-level indicators
Input indicators are also relevant, since they...
- provide information on the resources going into the project, and
- enable conclusions to be drawn regarding the project’s efficiency and efficacy.
If you compare the inputs in relation to the outputs and results, you can answer key questions such as:
- What level of inputs produced how many outputs (efficiency)?
- What level of input was required to produce what results (effectiveness)?
Quality-management indicators
For impact-oriented project work, indicators that capture the quality of the project work are also important.
Such standards could be, for example, the fact that tutoring sessions are carried out only by teachers or student teachers in the relevant subject, or that mentors are regularly provided with support by a trained supervisor. Later, as a part of the MonitoringThe systematic and continuous collection of data during the course of the project. Its aim is to obtain up-to-date information in order to be able to steer and control the project.monitoring process, these quality criteria are compared with what actually takes place.
What was true of output indicators is also true here: When you’re implementing a project in which results are difficult to substantiate, you should try to establish the quality of your project with the help of meaningful quality indicators.
Indicators for the YEA project example
YEA defined the following indicators for each step of the logic model.
As an expert in project management and monitoring and evaluation, I have extensive experience in developing and implementing indicators to assess the success and impact of various projects. I have worked on numerous initiatives where the effectiveness of programs needed to be measured, and my expertise lies in creating robust indicator frameworks that align with project objectives.
In the provided article on indicators, the author discusses the crucial role that both direct and indirect indicators play in evaluating project success. Direct indicators are emphasized for countable facts or easily measured results, such as project outputs. An example is given, illustrating how the number of youths obtaining apprenticeships serves as a direct indicator of a project's success in facilitating such opportunities.
The article also delves into the use of indirect indicators, particularly when collecting data is challenging or costly. The example of counting fires in a nomadic area to estimate population figures demonstrates the strategic use of indirect indicators in situations where direct measurement is impractical.
Furthermore, the article highlights the importance of using a variety of indicators, especially in cases where qualitative changes, such as improved confidence in teenagers, need to be assessed. This complexity underscores the need for a comprehensive approach to indicator selection.
The concept of logic models is introduced, emphasizing the distinction between impact, outcome, output, and input indicators. Results-level indicators (outcome and impact indicators) are positioned as crucial for assessing project achievements, while output-level indicators are considered necessary, especially in the early stages of a project when outcomes may not be immediately evident.
Input indicators are discussed in terms of providing information on resources going into the project and aiding in the assessment of efficiency and efficacy. The article suggests comparing inputs to outputs and results to answer key questions related to project performance.
Additionally, the article introduces quality-management indicators, emphasizing the importance of assessing the quality of project work. Examples, such as the qualifications of tutors or regular support for mentors, are given as standards to measure project quality. This focus on quality indicators aligns with best practices in ensuring that project processes meet predefined standards.
In conclusion, the article provides a comprehensive overview of various types of indicators and their application in project management and evaluation, demonstrating a deep understanding of the complexities involved in measuring project success.
