Define intervention, its objectives and the mechanism through which inputs
have led to impacts and outcomes
Draw up a matrix for identifying different types of input cost associated with
intervention. Use a project plan or action plan as a starting point for identifying
expected inputs. However, such a plan may not identify all of the indirect inputs
for a project or service.
If looking at a project or a new initiative within a mainstream service, don’t
forget to take into account ‘start-up’ inputs. These are all inputs required prior
to, or in the initial stages of, implementation and might include the cost of undertaking
a feasibility study or of writing tenders.
Maximum use should be made of existing data sources that can yield the input
information required or be modified to do so. New monitoring systems should be as
consistent as possible with existing practices. Where possible design new monitoring
systems so that they are of use to project or service staff in their own planning
and monitoring. In this way greater levels of co-operation are likely to be secured.
Where capturing in full of all actual costs is not possible use sampling exercises
to estimate inputs e.g. an activity sampling exercise to estimate the input of community
or voluntary groups.
Watch out for double counting e.g. counting financial resources such as grants
or loans that have not yet been directly tied to the purchase of human or physical
resources and then re-counting the value of the resources they are spent on.
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