Project monitoring and evaluation Miss N.Y.D. Banana Dept of L.W.M.

What is a project? Mix of interventions or interrelated activities supported by resources, that aim at achieving specific objectives within a specific population A programme refers to an overarching national response and comprises many projects Common elements of projects include: They are goal-oriented They involve the co-ordinated undertaking of interrelated activities They are of finite duration, with beginnings and ends They are each to a degree, unique

Project life cycle Project conception, determined by the available resources, the cost to be incurred and the contribution to the economic well being of individuals or society Project planning to shape the project to suit its physical, economic and social environment Project appraisal based on a critical review of the project Project implementation incorporating doing what needs to be done as spelled out in the project plan Control and evaluation involving monitoring the progress of the project in terms of impacts and effects, efficiency, effectiveness and rationale Project termination can be premature and abrupt or scheduled termination.

Monitoring Monitoring The routine tracking of the key elements of the project performance, usually inputs and outputs, through record keeping, regular reporting, and surveillance systems as well as health facility observation and client surveys. Aimed at improving the efficiency and effectiveness of a project & is based on targets set & activities planned “Is the project doing things right ?” Monitoring contributes greatly towards evaluation. Results-based monitoring - demonstrates whether a project, program, is achieving its stated goals

Evaluation Evaluation Is the episodic assessment of the change in targeted results that can be attributed to the project intervention. It links a particular output or outcome directly to an intervention It helps project managers determine the value or worth of a project through cost-benefit evaluations. “Is the project doing the right things?”

M & E framework Input-process-output-outcome-impact framework Inputs = human and material resources, budget, Process = processes like staff training Outputs = improved services, trained staff, maize storage centres, villages covered, eduactaion facilities- schools Outcomes = short-term effects like increased use of fertiliser, reduction in malnutrition, improved school attendance Impact = Long term effects , improved quality of life & improved life expectancy, increased literacy

M &E plan What? How? Why? Where? Who?

Reporting schedules Inputs = continuously Process = quarterly, semi-annually, or annually Outputs = quarterly, semi-annually, or annually Outcomes = 1 to 3 years Impact = 2 to 5 years

Data collection Data is collected by the field workers through their reports, the bookkeeper who records income and expenditures etc.. To be effective when collecting data one has to: Prepare reporting formats that include measurement either quantitative or qualitative, of important indicators, (e.g. structured report form) Prepare recording formats that include measurement either quantitative or qualitative, of important indicators (e.g. gender column on attendance list) Record information in such a way that it is possible to work out what you need to know (e.g. specify cost centres in your bookkeeping records

Project management information system System for collection, analysis, storing and dissemination of project information Supports management in making timely and effective decisions for planning, monitoring and managing a project/program Generally consists of accounting software and a database management system

Indicator A variable that provides accurate and reliable evidence about the achievement of a specific result Information about indicators should be easy to gather and useful for management decisions Performance indicators should be identified at all levels of results chain

Common activities & indicator areas food distribution Food storage Transportation of food Provision for undernourished

The power of measuring results If you do not measure results, you can not tell success from failure If you can not see success, you can not reward it If you can not reward success, you are probably rewarding failure If you can not see success, you can not learn from it If you can not recognize failure, you can not correct it

Overview of results based management 3. Keeping measurement and reporting simple and cost effective 2. Aligning programming , M & E with results 4. Managing for, not by results 1. Focusing on results at all phases of the developmenta process 5. Using results information for learning and decision making Tools for performance measurement to increase the effectiveness of development interventions

Ten steps to designing,building Sustaining a Results-Based Monitoring and Evaluation System Conducting a Readiness Assessment Selecting Key Indicators to Monitor Outcomes Planning for Improvement — Selecting Results Targets The Role of Evaluations Using Your Findings 1 2 3 4 5 7 8 9 10 6 Agreeing on Outcomes to Monitor and Evaluate Baseline Data on Indicators—Where Are We Today? Monitoring for Results Reporting Your Findings Sustaining the M&E System Within Your Organization

Exercise one Using practical examples, discuss the importance of establishing internal and external monitoring and evaluation systems outlining the disadvantages of having a fully outsourced monitoring and evaluation system.