What You Need to Know About Baselines and Targets. Presentation Outline. Defining Baseline data Tips in Collecting Baseline data Uses of baseline data Performance Targets Why the emphasis on targets? Tips in Performance target setting. Defining Baseline Data.
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What You Need to Know About Baselines and Targets
Important Note: Without an accurate
baseline, variances may not
be detected & addressed with
corrective action plans
that the right data—and only
the right data—is collected,
that repetitions are avoided
quantifiable estimates or
expected results to be
achieved within a given
-Numerical in nature
-They identify how much of a change is expected from year to year.
-Depicts an increase or decrease.
(TIP Series Number 8)
-Descriptive in nature
-Qualitative information can be transformed into quantitative scales against which targets can be set
(TIP Series Number 8)
Example: 7000 new jobs created
Example: Yields Per hectare increased by 5% from 1996- 2002
Current and/or historical performance
data in the relevant areas. This
information must be considered
in the context of the factors that contributed to the trends and whether or not those factors will still be relevant in the future.
While targets should be set on an objective basis of what can be accomplished given certain
conditions and resources, it is useful to get input
from customers regarding what they want, need
Experience, perspective, and expertise should be leveraged at all levels of the organization—in particular from service providers who have critical insight into what is truly possible to achieve. This type of collaborative approach improves the chance that the relevant individuals will take ownership and be willing to be held accountable for progress.
-Experts should be knowledgeable about the program area as well as about local conditions.
-Similarly, a review of development literature, especially research and evaluation findings, may help in choosing realistic targets.
Checking progress of other IPs or other development agencies and partners achievements with similar programs and using this information to set ambitious but achievable targets is known as bench-marking.
Targets must be challenging, in that they “stretch” the organization to improve but are realistic enough to be attained.
This approach is similar to the preceding, except it is based on judgments about what can be achieved each year, instead of starting with a final performance level and working backwards.