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The most common form of impact evaluation design is comparing two groups of individuals or other units, an intervention group that receives the program and a control group that does not. The estimate of program effect is then based on the difference between the groups on a suitable outcome measure (Rossi et al., 2004).
Outcomes analysis requires huge amount of data to be churned and made available at any time, anywhere. Such an access to scalable, accurate, automated and real-time data analysis is possible only if the institute adopts either excelsheet based measurement system or some kind of home-grown or commercial software system.
The Canadian Occupational Performance Measure (COPM) [1] is a semi structured interview developed to apply the model [16] [17] and is the only prescribed assessment. This allows freedom to choose other supporting assessments but also restrict the methods of application for the model. [ 18 ]
Outcome mapping is a project progress measurement system that was designed by the grant-making organisation International Development Research Centre (IDRC). It differs from traditional metrics in that it does not focus on measuring deliverables and its effects on primary beneficiaries but on behavioural change exhibited by secondary beneficiaries.
A performance indicator or key performance indicator (KPI) is a type of performance measurement. [1] KPIs evaluate the success of an organization or of a particular activity (such as projects, programs, products and other initiatives) in which it engages. [ 2 ]
Outcomes theory provides the conceptual basis for thinking about, and working with outcomes systems of any type. An outcomes system is any system that: identifies; prioritizes; measures; attributes; or hold parties to account for outcomes of any type in any area.
Academic articles that provide critical reviews of performance measurement in specific domains are also common—e.g. Ittner's observations on non-financial reporting by commercial organisations,; [10] Boris et al.'s observations about use of performance measurement in non-profit organisations, [11] or Bühler et al.'s (2016) analysis of how external turbulence could be reflected in ...
In the new method, measures are selected based on a set of "strategic objectives" plotted on a "strategic linkage model" or "strategy map". With this modified approach, the strategic objectives are distributed across the four measurement perspectives, so as to "connect the dots" to form a visual presentation of strategy and measures.