Project Management Learning Program 23 Mar – 3 Aprl 2009, Mekong Institute, Khon Kaen, Thailand Managing for Development Results Results-Oriented Monitoring and Evaluation

Project Management Learning Program 23 Mar – 3 Aprl 2009, Mekong Institute, Khon Kaen, Thailand Managing for Development Results Results-based monitoring takes in the whole results chain, from inputs, via activities and outputs through to the outcomes and impacts. The distinctive feature is that this kind of monitoring focuses not only on what has been done, but attempts to identify the changes generated by what has been done.

Project Management Learning Program 23 Mar – 3 Aprl 2009, Mekong Institute, Khon Kaen, Thailand

Project Management Learning Program 23 Mar – 3 Aprl 2009, Mekong Institute, Khon Kaen, Thailand For impact monitoring, one has to clearly differentiate the three levels of the LogFrames: What are the goods and services to be provided by your programme/ component? (This is to be found in the activities and output statements) How are your immediate target groups expected to make use of these goods and services, to apply or utilise them (utilisation)? Statements of this logical level represent the first level of impacts, usually labelled Immediate Objectives, Purpose, or Outcomes. Which kind of benefits can be directly attributed to the utilisation of the programme/component services by the immediate target groups? This is impact level 2, usually labelled Development Objective.

Project Management Learning Program 23 Mar – 3 Aprl 2009, Mekong Institute, Khon Kaen, Thailand Past Programm / Project Initiatio n Planning Programme / Project Implementa tion Primary Role of Monitori ng and/ or Evaluati on In the Cycle Evaluatio n: Providing lessons learned: successes and failure of the past Monitoring: Assessing progress of programme/ project in achieving its objectives Obtaining early indications of potential problems and/or success as a basis for decision- making Mid-term or Terminal Evaluation Providing a basis for decision- making and identifying initial lessons learned Completi on and Follow up Construction of baseline date Clarify of objectives Agreement on results, indicators and performance targets Allocation of budget and responsibilities for monitoring and evaluation Ex-post Evaluation: Measuring and assessing actual impact Identify lessons learned for disseminat ion as best practices Prerequisit e of Effective Monitoring and Evaluation Future Program me / Project

Project Management Learning Program 23 Mar – 3 Aprl 2009, Mekong Institute, Khon Kaen, Thailand M&E and Program Initiation Pre-Formulation: Searching for Lessons Learned

Project Management Learning Program 23 Mar – 3 Aprl 2009, Mekong Institute, Khon Kaen, Thailand Project Planning: Preparing and Monitoring and Evaluation Plan Monitoring and Evaluation Planning Framework Construct baseline date on problems to be addressed. Clarify programme or project objectives and set specific targets. Establish stakeholders’ consensus on indicators. Define date collection process requirements and usage. Agree on the generation and utilization of information. Specify reporting requirement (format, frequency, distribution). Establish monitoring and evaluation schedule. Assign monitoring and evaluation responsibilities. Provide adequate budget for monitoring and evaluation.

Project Management Learning Program 23 Mar – 3 Aprl 2009, Mekong Institute, Khon Kaen, Thailand Project Implementation: M & E as Support to Decision-Making and Learning Monitoring: Assessing progress of programme/ project in achieving its objectives Obtaining early indications of potential problems and/or success as a basis for decision- making Mid-term or Terminal Evaluation Providing a basis for decision-making and identifying initial lessons learned

Project Management Learning Program 23 Mar – 3 Aprl 2009, Mekong Institute, Khon Kaen, Thailand Project Completion: Dissemination of Lessons Learned Ex-post Evaluation: Measuring and assessing actual impact Identify lessons learned for dissemination as best practices

Project Management Learning Program 23 Mar – 3 Aprl 2009, Mekong Institute, Khon Kaen, Thailand Relevance Performance SUCCESS Substantive Focus Program Quality

Project Management Learning Program 23 Mar – 3 Aprl 2009, Mekong Institute, Khon Kaen, Thailand Key criteria relevance – the degree to which the objectives of a programme remain valid and significant; performance – progress of a programme towards achieving its objectives, in terms of effectiveness, efficiency and timeliness; success – attaining a measurable level of benefits that can be directly attributed to the programme, in terms of impact, sustainability and capacity development.

Project Management Learning Program 23 Mar – 3 Aprl 2009, Mekong Institute, Khon Kaen, Thailand M&E Standard Criteria Relevance  Development Issues  Target Groups  Direct Beneficiaries Performance  Effectiveness  Efficiency  Timeliness of inputs and results Success  Impact  Sustainability  Contribution to Capacity Development

Project Management Learning Program 23 Mar – 3 Aprl 2009, Mekong Institute, Khon Kaen, Thailand SELECTION OF INDICATORS What are the objectives of the programme or project? Who are the target groups and what are their needs and expectations? What changes are anticipated as a result of the programme or project? To what extent and how efficiently is the programme or project achieving its objectives? What are the criteria for judging the success of the programme or project?

Project Management Learning Program 23 Mar – 3 Aprl 2009, Mekong Institute, Khon Kaen, Thailand SMART Indicators Specific Measurable Attainable Relevant Trackable A good balance should be achieved between theory and practice, i.e., between what should be and what can be measured Indicators are "yardsticks" that can be used to demonstrate that changes have (or have not) taken place. They provide meaningful and comparable information on changes.