The answers are an outcomes framework. Targets are the success measure and are always set such as to be reasonably verifiable. Further, we work with investors to avoid laying an evaluation wrap on this. The reasonable assurance is that the gain would not have happened without the implementing group. Whether they were 100% of the reason for the gain or 60% is not generally worth the high cost to establish.
We use tools to help groups set targets that are “doable with a stretch” and set relative to the baseline of what would have happened to and for participants without a given program. We also love to help non-profits to use targets as a way of life, with the belief that people with targets almost always outperform people who pledge best efforts to do better. We even like targets for meetings—which gives them a focus that an agenda or even a purpose cannot.
Milestones reflect participant progress and are much more important to track than workplan. The question is always less what a group offers than what a participant gets. Milestones become the core of a management system and are highly useful at generating program strategy. Milestones as well as targets are also a framework best shared with participants. When that is done, everyone owns the results, and knows where they are relative to the finish line.
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