A Case For Accelerator Behaviors by: Stephanie Levy

Stephanie has used McNamara fallacy in a nice way to remind us the importance of both quantitative and qualitative evidence before arriving at a reasonable conclusion.  The truth about success and failure of a project is often wrapped in many layers. Her suggestion that one should be part of the planning process to ensure proper safeguards are placed for adequate evaluation, is well taken.

So what else is recommended? Her three recommendations are succinct and warranted. However, what is difficult and confusing could be the discussion about what is and is not measureable. Firstly, I believe most things are measureable such as knowledge and attitudes. It depends on the tools and instruments used.  It also depends on our ability to precisely define indicators of success and failure. Secondly, (I am perhaps reiterating Ms. Levy’s arguments) I feel there are usually three weaknesses of public health programs:

1.     Inadequate planning of communication activities (having no well-designed strategy) and identification of outcome indicators. This includes planning not based on hard evidence.

2.     Poor monitoring (that includes record keeping, reporting, analysis, and usage for program correction).

3.     Inadequate or no evaluation and use of evaluation findings for amending programs.

If there is a properly designed monitoring activity of a project, examples cited by Ms. Levy would certainly be coughed up.