Field-Based Monitoring

This approach to monitoring is generally referred to as monitoring missions. These missions employ field data collections of a different kinds, such as observations, household/individual interviews, group discussions, photographs, etc. A monitoring mission can include data collected while the activity is ongoing (on-site monitoring) or after a part of the activity is complete (post-monitoring), or at both stages (mixed approach). Sometimes donors (especially the UN) provide NGOs with the tools for data collection. In such situations, it is essential to check the compatibility of these tools with the indicators that are obliged to measure according to the project proposal. Communicate these requirements and get the tools altered as required. Field-Based Monitoring:

Keep it simple and back to basics! When any field-based monitoring is conducted, it is essential to keep it light and straightforward/basic to increase the process's efficiency and ensure quick reporting to the project team.

Field teams often collect more data than required. In one case, on a food security project, the field teams collected data for a total of 60 indicators, ranging from household composition and access to mobile phones to core food security indicators, such as the Food Consumption Score and the Household Dietary Diversity Score. However, in the end, data for only nine of the 60 indicators were used for reporting. Considering capacity constraints and beneficiary survey fatigue, M&E teams should always focus on a smaller set of core indicators rather than collecting the full range of information.

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Planning, Monitoring and Evaluation

Monitoring Definition

Monitoring - Definition Monitoring is the systematic and continuous collection, analysis, and use of information for quality control and decision-making related to the projects. It involves the ongoing and routine review of projects to verify whether they are developing according to plan and budgetary requirements and whether adjustments may be needed to achieve intended goals. Purpose of Monitoring The primary aim of monitoring is to improve the quality of projects during implementation. Through monitoring, ineffective efforts are identified and rectified, and remarkably effective actions are appreciated. Monitoring enables us to answer these questions and then make important decisions to improve the quality of projects and their implementation: Are project inputs (finance, personnel, materials, etc.) available on time and in the right quantities and quality? Are activities being implemented according to the project design and on schedule Are activities leading to the expect

Definition (Planning)

Planning can be defined as the process of setting goals, developing strategies, outlining implementation arrangements, and allocating resources to achieve those goals. It is important to note that planning involves looking at several different processes: Identifying the vision, goals, or objectives to be achieved. Formulating the strategies needed to complete the vision and goals Determining and allocating the resources (financial and other) required to achieve the vision and goals Outlining implementation arrangements, which include the arrangements for monitoring and evaluating progress toward achieving the vision and goals The expression “failing to plan is planning to fail.” While it is not always true that those who fail to plan will eventually fail in their endeavors, there is strong evidence to suggest that having a plan leads to greater effectiveness and efficiency. Not having a plan—whether for an office, program or project—is in some ways similar to attempting to build a hous

Objectives of Project Evaluation

It is impor tant to evaluate the outcomes that a project achieves and to feedback the evaluation results, lessons, and recommendations obtained for more effective and efficient implementation of development assistance. The harsh economic and fiscal situations at home have generated a strong call to the organization for more effective and efficient implementation and to ensure accountability. The enhancement of evaluation has drawn attention as one of a major improvement measures. In addition, there are changes in the political landscape such as the adoption of public sector evaluation by ministries and the reorganization of agencies into Independent Administrative Institutions (IAI) that ask for improvements of the evaluation system. Evaluation is a tool for judging as objectively as possible the relevance and effectiveness of organization’s cooperation activities at four different stages during the project cycle: ex-ante, mid-term, terminal, and ex-post. The primary objectivethe of

Step 4: Creating the Vision of the future

Based on the problem analysis, stakeholders should engage in a process of formulating solutions. This exercise may simply involve rewording the problems and their causes into positive statements or objectives. However, stakeholders should first engage in a visioning process before rewording the problems. The aim of this process is to visualize what the future would look like if the problems were resolved. The benefits of doing a visioning process before rewording the problems include the following: Visioning brings energy to the group. Rather than immediately beginning another detailed process of working on each problem, groups can be energized by thinking positively about what the future would look like if these problems were solved. This exercise encourages creativity and helps ensure that the process is not too analytical and methodical. TIP Visioning process to have prior knowledge or understanding of the results chain or logical framework model. In fact, in the initial stages of

Database-Based Monitoring/Tracking

In this approach to monitoring, achievements in terms of numbers (of inputs, activities and outputs) are collected and stored in the project/central databases regularly and presented in an identified frequency against the contractual targets in order to establish whether the project . is leading towards achieving its targets. This approach to monitoring authenticates the progress of the project toward the intended targets. It is important to remember the following when conducting database-based monitoring: The reports drawn on the overall target population, but not sampled; Mostly captures quantities only; Not field-based. Usually performed in the capital office; Types-and-scope-of-monitoring, the officer/staff are responsible for the final products; however, database staff must coordinate necessary data gathering, storing, and analysis. M&E practices two types of tracking under this approach to monitoring in general: Indicator Tracking: Tracking contractual indicators is cruc

Planning Process

This chapter provides step-by-step guidance on how to undertake planning for results. It focuses on the tasks involved in planning for desired results and includes considerations for operationalizing results. As noted earlier, monitoring and evaluation are closely related to planning. Therefore, in planning, it is essential to consider not only intended results but also how results, and the process of achieving them, will be monitored and evaluated. In particular, planning needs to ensure that planned gives initiatives are evaluation-ready. Planning can be done in many different ways. This chapter is designed to make the persons involved in planning more comfortable with the main steps involved in preparing a plan that can be implemented, monitored, and evaluated. The actions and approaches recommended generally apply to all planning processes, whether for a global, regional, or country program; a project; or a unit work plan . Main

Types of Project Evaluation

The Ministry of Foreign Affairs “Report on Improvement of ODA Evaluation System,” released in March 2000, classified ODA evaluation into three levels: policy-level, program-level, and project-level, as shown in Figure 1-1-2. The report called for enhancement of policy- and program-level evaluation. The Ministry of Foreign Affairs conducts policy-level evaluations such as Country Assistance Program and Sector-specific Initiatives, as well as program-level evaluation by sectors and schemes. JICA conducts program- and project-level evaluations. How to evaluate JICA’s management cycle is illustrated in Figure 1-1-3. There are two cycles: the “small cycle” (project cycle) and the “large cycle” (program cycle)-The information source is from JICA.

Step 5: Creating Dradft Results Map

This step provides guidance on how to create a draft results map using what is commonly referred to as a ‘results mapping technique’. Developing the draft results map can be time- consuming but is extremely worthwhile. The fundamental question that stakeholders in the planning session should answer is “What must be in place for us to achieve the vision and objectives that we have developed in the particular problem area?” Creating a set of positive results A good starting point in creating a results map is to take each major problem identified on the trunk of the problem tree and reword it as the immediate positive result with longer-term positive results or effects. For example, if the problem were stated as “low public confidence and involvement in governance” the immediate positive result could be “greater public confidence and involvement in governance.” This could lead to longer term positive results such as “wider citizen participation in elections, particularly by women, indige

Stakeholder Engagement

Inadequate stakeholder involvement is one of the most common reasons programmes and projects fail. Therefore, every effort should be made to encourage broad and active stakeholder engagement in the planning, monitoring, and evaluation processes. This is particularly relevant to crises where people’s sense of security and vulnerability may be heightened, and tensions and factions may exist. In these situations, the planning process should aim to ensure that as many stakeholders as possible are involved, especially those who may be least able to promote their own interests and that opportunities are created for the various parties to hear each other’s perspectives in an open and balanced manner. In crises, this is not just good practice but is fundamental to ensuring that programming ‘does not harm’ at the least and, hopefully, reduces inherent or active tensions. Neutrality, and at times the success of the programme or project, depend on representatives of the different main stakehol

MONITORING AND EVALUATION

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