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| align="center" width="300pt" | '''Who will use the data'''
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| align="left" | '''1 - Number of distinct users accessing MINT in a given time frame'''
| align="left" | Output
| align="left" | This is a basic indicator showing the level of activity, i.e. how/to which extent is MINT integrated into the IM/Ops procedures
| align="left" | Easy and automatic
| align="left" | Primarily the local MINT administrator/focal point, who ideally should share it with the GICHD IM focal point
| align="left" | Primarily the local MINT administrator/focal point, as well sa as the GICHD IM focal point
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| align="left" | '''2 - Number of distinct organizations accessing MINT in a given time frame'''
| align="left" | Output (Nb. orgs using MINT) and Outcome (indication on the extent of data sharing)
| align="left" | This indicator measures how broadly MINT is used among the actors in a country. This has to be put in the specific country context. Looking beyond the number, it gives an indication on the extent of data sharing, which in turn influences the communication and coordination.
| align="left" | Easy and automatic, given that a clear separation of orgs exists (either based on roles or sub-organisations)
| align="left" | Primarily the local MINT administrator/focal point, who ideally should share it with the GICHD IM focal point
| align="left" | Primarily the local MINT administrator/focal point, as well sa as the GICHD IM focal point|-| align="left" | '''3 - Are the key decision-makers (identified during requirements gathering) using MINT? Level of engagement (conditional agreement / full agreement / enthusiasm)? Resource allocation (possible / in progress / funded)? '''| align="left" | Outcome (this indicates a behavioral change and concrete actions taken)| align="left" | This indicator captures whether key decision makers have adopted the usage of MINT as part of their objectives, and whether this commitment also resulted in resource allocation. If not, try to identify the blockages - is it funds/resources, technical problems, organisational problems, etc.?| align="left" | Mine Action Programme| align="left" | Follow-up interview/questionnaire by IM focal point, or IM assessment| align="left" | GICHD IM focal point| align="left" | Twice per year| align="left" | Minimal, can be done remotely| align="left" | Easy if a good relation exists with the key people in programmes; risk of not getting the information or getting wrong information - but this can be cross-checked by indicators 1 and 2.| align="left" | Primarily the local MINT administrator/focal point, who ideally should share it with the GICHD IM focal point| align="left" | Primarily the local MINT administrator/focal point, as well as the GICHD IM focal point|-| align="left" | '''4 - Frequency of checking objectives/targets against results/data. How often do you KNOW if activities are on track? '''| align="left" | Outcome| align="left" | MINT does not help being on track with mine action activities, but it helps KNOWING whether they are on track and whether corrective actions need to be taken. This indicator does not measure the corrective actions themselves and their appropriateness, but the knowledge about the progress. For example, if previously a review was conducted twice per year and then MINT allows a continuous monitoring, this constitutes an important improvement.| align="left" | Mine Action Programme| align="left" | Follow-up interview/questionnaire by IM focal point, or IM assessment| align="left" | GICHD IM focal point| align="left" | Twice per year| align="left" | Minimal, can be done remotely| align="left" | Easy if a good relation exists with the key people in programmes; risk of not getting the information or getting wrong information - but this can be cross-checked by indicators 1 and 2.| align="left" | Primarily the local decision makers, who ideally should share it with the GICHD IM focal point| align="left" | Primarily the local decision makers, as well as the GICHD IM focal point
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[[Category:VIE]]
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