1. PROGRAMS MONITORING AND SUPERVISION
BY NSUBUGA ROGERS PWRO

2. At the end of this SESSION participants will be able to:
Describe different supervisory roles.
Identify necessary supervisory skills.
Describe the conceptual model of Situational Supervision.
Identify behaviors associated with both supervision styles and employee development.
Using a supervisory check list.
Monitoring and Monitoring tool.

3. Definitions:
"Monitoring" means the periodic inspection by a Superior or licensed practical professional of a directed function or activity and includes watching during performance, checking, and tracking progress, updating a supervisor of progress or accomplishment by the person monitored, and contacting a supervisor as needed for direction and consultation.

4. Supervision.
"Supervision" means the guidance by a Supervisor for the accomplishment of a function or activity. The guidance consists of the activities included in monitoring as well as establishing the initial direction, delegating, setting expectations, directing activities and courses of action, critical watching, overseeing, evaluating, and changing a course of action.

5. Managerial cycle IMPLEMENTING DIRECTING SUPERVISING PLANNING
MONITORING
EVALUATING
SITUATION ANALYSIS
PLANNING
DIRECTING

6. SUPERvision superVISION
MOTIVATING PEOPLE TO DO THEIR BEST
Typically supervision refers to the activity carried out by supervisors to oversee the productivity and progress of employees who report directly to them.
Supervision is a management activity and supervisors have a management role in the organization.
Supervisors convey information and directives from upper management to employees and are responsible for getting work done.
An art or process by which designated individual or group of individuals oversee the work of others and establish control to improve the work and as well as the workers also.

7. Supervisory Roles:
Role Model
Teacher
Mentor
Motivator
Coach

8. Responsibilities:
Communicate and clarify major job duties, priorities, and expectations.
Establish and communicate performance standards.
Monitor employees' performance through observation, discussion, etc.
Document good and unacceptable performance.
Provide continuous coaching and constructive feedback in a timely manner.
Hold performance discussions (at least annually). 
Correct poor performance and reinforce good performance. 
Help employees to develop skills and abilities for improved performance.
Provide necessary information, resources, and opportunities to help accomplish key objectives.

9. Performance Management:
Job Description
Performance Standards
Observation & Feedback
Performance Appraisal
Performance Development

10. Performance Analysis Matrix:
A: Does the employee have the appropriate job and skills?
B: Does the employee have the proper attitude (desire) to perform the job? A
Motivation B
Resource or Environment C
Selection D
Training

11. Performance problems Basic reasons why employees do not perform well
Lack of skills
Lack of Information
Motivational Issues
Personal Issues
Environmental Issues

12. How to motivate? Do I know what is expected of me at work?
Do I have the materials and equipment I need to do my work right?
At work, do I have the opportunity to do what I do best every day?
In the last seven days, have I received recognition or praise for doing good
work?
Does my supervisor, or someone at work, seem to care about me as a
person?
Is there someone at work who encourages my development?
At work, do my opinions seem to count?
Does the mission/purpose of my company make me feel my job is important?
Are my co-workers committed to doing quality work?
Do I have a best friend at work?
In the last six months, has someone at work talked to me about my progress?
This last year, have I had opportunities at work to learn and grow?

13. Using Supervisory check list:
It’s a tool to ensure a systematic approach to supervision by reminding the supervisors to focus on the knowledge,skill,major activities, plans and performance of the worker
No checklist format ideal for all situations
To be developed to suit his specific needs
Two essential parts:1) List of activities and skills to be supervised.2) Space for the supervisor to make notes on his observations,assessment,recommendations,or actions taken.

14. MONITORING:
Monitoring: routine or continuous measurement of progress while the project is ongoing
Checking and measuring progress 
Analyzing the situation
Reacting to new events, opportunities, and issues.

15. Monitoring: If you can’t measure it – You probably can’t manage it
1. Define Objectives
2. Develop Indicators
3. Collect Data
4. Analyze Performance

16. Monitoring Tool Program Implementation Plan Activity vs
Monitoring Tool Program Implementation Plan Activity vs. Time and Other pre-designed tools:

17. DIFFERENCE BETWEEN MONITORING AND EVALUATION.
Monitoring
Evaluation
Frequency
Continuous
Episodic/End of project
Focus
Tracking progress/Oversight
Critique
Purpose
Improve efficiency, adjust work plan
Improve effectiveness, impact, future projects
Components
Inputs, outputs, process, outcomes and work plan
Effectiveness, relevance, impact, cost- effectiveness
Information Sources
Routine system, field observations, progress reports, rapid assessments
Same + surveys
Conducted by
Project manager, program manager, supervisor, team leader
Program managers, external parties, policy makers, beneficiaries

18. Conclusion
The objective of supervision and monitoring is to ensure that activities planned and data reported is accurate and valid. It is also a system for analysis, supervision and review……

19. Thanks for your attention.