SS10a Monitoring&Evaluation

8/13/2019 SS10a Monitoring&Evaluation

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Frequent largely routine-wise collection of,

analysis of, and reporting on informationabout work performance; comparison of

this with the program or project plans; and

connected proposals for corrective action.


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To enhance accountability.Helps to demonstrateand verify that activities have been implemented inline with the given mandate, according to plan andin the prescribed manner.

To improve management and decision making.Through monitoring, information is obtained on

progress with project implementation, and on issuesthat emerge and which need to be addressed.

To encourage learning. By doing project or programmonitoring, the people involved in the project orprogram become more aware of what works well and

what not, and they can make adjustments so thatproject or program implementation in future may bemore successful, or that the lessons learned areused in the design of other projects, or for overall

policy making.


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Monitoring and evaluation will normallyfocus on three levels:

Monitoring of inputs, which tell us what

resources are used to implement the

activities:

project finances (to pay for materials

and labour costs)

time, materials, equipment and

funding contributed by the community


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Indicators of outputs, which tell us about

progress and the level of activity:

what is being built or being implementedwhether the project is being implemented

on schedule

the observations, feelings and concerns ofthe people involved in the project about

how well it is working


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Why monitor? To measure progress

To collect information

To look at costs and benefits To solve problems, not criticize orblame anyone

To help us see where we are goingand if we need to make any changes


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What things we look at? Project objectives and Action Plan

1. Compare the project plans and whathas been done.

2. Find out who has been doing what,what supplies and funds has beenreceived

3. Check financial records and reports4. Schedule, cost, benefits, decision-making and cooperation, leadership andmanagement, problems


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v lu tionis a process to determine theimpact and effectiveness of a project orprogram in order to use lessons learned.

It does this by determining the achievementof goals and objectives.

Project or program evaluations are separatelyscheduled activities performed at specificintervals by project/program staff (internalevaluation), people who are not involved in

the project/program (external evaluation), ora mix of both.


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Evaluation is done at fixed points during andafter implementation and often collects moredetailed information.

Evaluation checks whether the goals andobjectives of the program or project are beingreached.

The results of evaluation are used to judge the

impact on the target population, to adjustobjectives and project or program design, andto decide about the future of the program orproject.


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Appropriatenessor relevanceWas the project agood idea? Were the goals and objectives wellchosen, considering the needs of the people, andthe circumstances in which the activities had to beimplemented? Were the proposed activities a

sensible use of the available resources (money andtime) for the existing problems? Effectiveness Did the project work? Did it achieve

its stated goal and objectives? If not, was it becausea good project idea was badly implemented?

Efficiency Was the project implemented in the bestpossible way? Were the resources used efficiently,or could the same results have been achieved morequickly or at a lower cost?


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project goals and objectives

which require

inputs

($, skills, materials)

that enable

actions

which result in

outputs

ultimately leading to

outcomes

Identified

problems

Priorities and funding guidelines

Vision

is the basis for


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project goals andobjectives

inputs($, skills, materials)

actions

outputs

outcomes

Vision

efficiency

cost-effectiveness

effectiveness

appropriateness


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One approach which is often used in designinga program or project is the logical frameworkapproach.

This approach helps to analyze and identifywhata program or projects wants to achieve,and how to achieve it.

The information from the analysis is usually

given in the form of a table or matrix which isalso known as the project matrix or thelogframe.


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Objective hierarchy: It specifies what the project orprogram intends to achieve, from the level of an overall

goal down to specific activities.

The logical framework approach is based on a logic: if

the planned inputs or resources (money, materials,

people) are made available, then certain activities can be

performed, which if our planning assumptions are

correctwill produce specific outputs.

These outputs in turn are means to achieve certain

objectives, which in turn may serve to achieve wider

objectives.


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Regular reporting of information isimportant to document the results of theproject or program.

Reporting the information in a meaningful

way is essential to communicate the resultsof the data collection and analysis. A report should be clear, and describe

succinctly what has been done, what

methodology has been used, and howconclusions and recommendations havebeen reached.


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Some general points for writing monitoringand evaluation reports are as follows: Keep it short. Very long reports tend to be

used less than short ones. Often people do

not have time to read a long report. Keep it clear. The report is supposed to be

read and understood. Avoid technical wordsand jargon. Use simple, clear and familiarwords that everybody can understand.


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Use short sentences. Try not to use morethan about 16 words in a sentence. Usepositive sentences. Do not put a lot ofdifferent ideas in one sentence.

Plan spacing and layout. For a clearerlayout, break up the text into shortparagraphs to help the reader. Present onemain idea in each paragraph.

Use subheadings. These help people toremember what they read, and make thereport more interesting.


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Emphasize key points. Use larger letters,underlines, italics or bold text to emphasize keypoints in the report (but dont overdo it bycombining too many different styles or sizes onone page). For example, this manual does use

not more than two fonts and three charactersizes. Use lists and tables. Information can be

presented very clearly and concisely in a bulletedlist or table. It also saves space and the readers

time. Present findings in an easy to understandmanner. The information and findings are often

complex and difficult to describe in words.Graphs and maps, besides lists and tables, can

make key information more easily accessible.


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Edit your report carefully. If possible, alwaysspell check the document. After you finishthe report, leave it for a day. Take a freshlook at it the next day to do the final

editing. It is also a good idea to askcolleagues (or a manager) to read a draftversion and to give feedback.

Submit on time. Ensure that the report issubmitted on time, especially when theresults are to be used for decision-making.

SS10a Monitoring&Evaluation

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