Evaluation & Impact

Measure what worked,then use it for the next decision

We map a programme's results chain from inputs to impact, choose the indicators and methods that answer the leadership's questions, measure outcomes, impact and value for money, and finish with recommendations on what to scale, change or stop.

Talk to us about an evaluation See the questions we answer

Example: results chain of a vocational training programme

InputsBudget, trainers, curriculum
ActivitiesTraining and placements
OutputsPeople trained
OutcomesJobs, higher income
ImpactMore secure households

What the leadership wants to know, and what must be measured

2–3: Indicators per step
Before and after: Measurement design
CBA / SROI: Value for money

Illustrative data

Programme evaluation is the systematic measurement of whether a programme or policy did what it set out to do, what outcomes and impact it produced for whom, and whether it was worth the resources used. It starts from a results chain that links activities to the results sought, then chooses indicators and methods that answer the decision-makers' questions.

Read the full summary

NXT Consulting Group provides evaluation for government agencies, state enterprises, universities, foundations and private organizations in Thailand. The work covers logic models and results chains, indicator design and monitoring plans, outcome and impact evaluation, value-for-money analysis with cost-benefit analysis (CBA), social return on investment (SROI) and discounted cash flow (DCF), satisfaction and awareness evaluation, and frameworks such as CIPP or the OECD/DAC criteria when a brief calls for them. NXT is registered with Thailand's Ministry of Finance as a consultant in research and evaluation. NXT engagements include an SROI evaluation for a unit of Chulalongkorn University and a performance and economic impact evaluation for ETDA. Every engagement ends with recommendations on what to scale, change or stop, and how to measure again.

5 steps: Results chain from inputs to impact
3 methods: Value for money with CBA, SROI or DCF, chosen to fit the question
Pre / post: Measurement designed to show change
3 options: Scale, change or stop: recommendations you can decide on

Signs it is time

When to commission an evaluation

You must report results to leadership, a board or a regulator, but only have activity counts
You need to decide whether to scale, change or stop a programme
You are asking for a new budget and must show value for money
Survey results look good every year, but nobody knows what to fix

Questions we answer

Evaluation questions, and how we answer them

We start from the decision the evaluation must support, then choose methods that fit the question and the data available.

What should this programme measure?

Methods

Logic model
Results chain
Theory of change

You getA results chain with two or three indicators per step, data sources and baselines

Did the programme actually work?

Methods

Before and after
Comparison group
Mixed method

You getOutcomes separated from other factors as far as the data allows

Was it worth it?

Methods

CBA
SROI
DCF · NPV · IRR

You getValue of benefits against costs, with a sensitivity analysis

What are users satisfied with, and what to fix first?

Methods

Satisfaction survey
Importance–performance

You getThe issues to fix first, by user group

How far does the target group know, trust and act?

Methods

Awareness funnel
Pre- and post-survey

You getWhere people drop off, and what to change in communication

The terms of reference require a set framework

Methods

CIPP
OECD/DAC criteria

You getA complete evaluation against the framework that still answers decision questions

How we work

How an evaluation with NXT works

01 · Frame
Set the evaluation questions
Agree with leadership which decisions the evaluation will support, then map the results chain and indicators
02 · Design
Design the measurement
Choose methods, sample, baselines and comparison groups as far as data and budget allow
03 · Measure
Collect and analyse
Combine surveys, interviews and administrative data, then analyse outcomes and value for money
04 · Decide
Turn results into decisions
Recommendations on what to scale, change or stop, with indicators for the next round

What you receive

What we deliver

The format depends on the question. The previews below are mock-ups of the formats, not client work.

Mock-up

Results chain and indicators

Steps, indicators, data sources and baselines

Mock-up

Value-for-money analysis

Benefits, costs and sensitivity analysis

Mock-up

Results by indicator

Against targets, with status readable on one page

Mock-up

Decision memo

Ranked recommendations on what to scale, change or stop

Our work

Evaluation work NXT has done

NXT engagements

SROI

SROI evaluation of a unit's performance

A unit under the Faculty of Engineering, Chulalongkorn University

The unit gained a defensible SROI figure and evidence base for reporting and future investment planning.

Strategy · Impact Evaluation

5-year strategic plan plus performance and economic impact evaluation

Electronic Transactions Development Agency (ETDA)

A 5-year strategic plan backed by performance and economic impact evidence.

Customer Research

Passenger satisfaction survey and segmentation for an airline

Thai VietJet Air

The marketing team used the findings to build sharper, better-targeted campaigns and service improvement plans.

Customer Research

Customer research and satisfaction survey for a state-owned bank

A state-owned bank

Segment-level satisfaction and needs evidence for service development planning.

See all our work

FAQ

Questions before an evaluation

How is evaluation different from monitoring? Monitoring checks during the programme whether it is running to plan. Evaluation answers what the programme achieved, for whom, and whether it was worth it. Both should use the same indicators from the results chain.

Should we use CBA, SROI or DCF? CBA suits investment programmes where economic benefits are compared with costs. SROI suits work whose outcomes are mostly social and where stakeholders must be heard. DCF suits investments with clear cash flows. Many evaluations combine more than one.

Do we need a baseline before the programme starts? It is best to have one, because it makes change provable. Without one, historical data, a comparison group or retrospective questions can still be used, with the limits stated clearly.

Can you use CIPP or the OECD/DAC criteria? Yes, when the terms of reference or the agency require it. We connect those frameworks to the results chain so the findings still answer decision questions.

How are the results used afterwards? Every engagement ends with ranked recommendations on what to scale, change or stop, who owns each, and which indicators to measure again. When results point to customers or communication, the work can continue into customer strategy or a communication plan.

Insights