Determine what data you need. To understand whether the interventions in your organization are creating the intended changes, accurate data is important. Not only impact data but also output/outcome data and information about the context (target group, environment, …) are of great importance. Tip – Do not start with the data you have but with the data you need. Find out what information is already being collected and for which organizational processes still need to be set up.
What effects do you want to know/measure?
Set priorities. It is very tempting to want to measure everything at once. Measuring, however, requires resources (time, personnel, materials, …) and therefore has a price tag. To guard the sustainability of measuring, it is important to set appropriate priorities.
Make priorities visible using the following questions:
Which target groups and effects are most important in the context of the organization’s mission?
What do our key stakeholders want to know and want to see substantiated?
What does the organization want to learn and improve?
What part of the change logic has not yet been not been researched, or what do the experts
Develop indicators for each effect you want to measure. Indicators show what you observe when the effect occurs, and make the effect specific and measurable. If you’re having trouble figuring out how to set up indicators yourself, you can look for inspiration at how it was done in other organizations, literature or research. organizations, literature or research.
Make the Indicators Concrete
It’s important the chosen indicators are precise and concrete. The application of the SMART methodology will aid you.