- Church, Cheyanne/Rogers, Mark M., Designing for Results. Integrating Monitoring and Evaluation in Conflict Transformation Programs (Chapter 4: Indicators), Search for Common Ground/United States Institute of Peace/Alliance for Peacebuilding, 2006, pp. 43-60. <http://www.sfcg.org/programmes/ilr/ilt_manualpage.html> (accessed 14 April 2009). This chapter of Designing for Results provides a very good introduction into what indicators are, what qualities they need to display, how they can be developed and what challenges are faced in indicator development. It also includes a number of examples.
- Lederach, John Paul/Neufeldt, Reina/Culbertson, Hal, Reflective Peacebuilding. A Planning, Monitoring, and Learning Toolkit (Chapter 7: Creating Indicators), Joan B. Kroc Institute for International Peace Studies and Catholic Relief Services East Asia Regional Office, 2007, pp. 37-42. <http://kroc.nd.edu/sites/default/file/reflective_peacebuilding.pdf> (accessed 14 April 2009). Lederach et. al. look at the development of indicators from a "reflective" perspective and show how indicator development can provide opportunities for deeper learning in peacebuilding.
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| Activities to digest the content:
- How did you see success? This activity encourages participants to think about their peacebuilding experience and identify "signals" for change.
- Indicator development exercises.
- How would you see ...? This is an active brainstorming exercise.
- House indicators. This activity is a continuation of the activity "Building a house" (for Results chains) and gives participants the possibility to develop SMART indicators for a relatively simple complete results chain.
- Peacebuilding indicators. This activity can be used as a continuation of results chains developed (see here) in previous step and seeks to try developing indicators for peacebuilding projects.
Activities to develop indicators for youra concrete project or programme: Here are some processes that can help you to develop indicators for youra organisationsconcrete peacebuilding enagagement (or for a team that you work with). These processes should be carried out after theories of change have been explored and results chains drafted.
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