Performance Improvement: Stages, Steps and Tools
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Performance Improvement Toolkit
Propose and select interventions

For the team to propose interventions that address the root causes of performance gaps. A second goal of this step is to bring together a team with all the members necessary to design and develop all the interventions and gain common understanding of the project’s direction


A list of intervention(s) that can remove or reduce the cause(s) of each gap

 Job Aid — Design/Development Team Meeting
 Sample Agenda — Design/Development Team Meeting
 Job Aid — Overall Design Document
 Sample — Overall Design Document

The aim of this step is to agree on the general interventions, not to design each intervention (which may require additional expertise). The team should describe the proposed interventions in sufficient detail to allow the team leader to approach the stakeholders with a clear explanation of how interventions will address important causes.

The stakeholder group needs to agree upon selection criteria first, then brainstorm possible interventions, and finally use the criteria to select the priority interventions. This whole process may take some time, especially since each step needs to be carefully completed before moving to the next step. A prospective Cost and Results Analysis† (CRA) is recommended as one of the criteria. Depending on the scope of the CRA, it may be necessary to allow some time for preparing estimated costs and results information.

Cost factors to be considered include salaries, benefits, travel, per diem, materials and equipment, and other direct and indirect costs. The CRA will help determine which interventions are likely to have the best cost/results ratio. This should help reduce the risk of implementing a costly intervention that achieves only a small performance gain. The CRA can also support decisions on an intervention’s applicability and clarify the optimal order in which to undertake different interventions.

† “Cost and results analysis” (CRA) is a generic term that encompasses the specific methods known as cost-effectiveness analysis, cost-benefit analysis and cost-utility analysis. CRA may also involve other methods of comparing actual or estimated costs and results.