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CR TOOLKIT WORKSHOP Monitoring & Evaluation (M&E) Ref - ICMM CD Toolkit # 19 & 20 Trainers - James Kaltobie & Peter Kaumbe.

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Presentation on theme: "CR TOOLKIT WORKSHOP Monitoring & Evaluation (M&E) Ref - ICMM CD Toolkit # 19 & 20 Trainers - James Kaltobie & Peter Kaumbe."— Presentation transcript:

1 CR TOOLKIT WORKSHOP Monitoring & Evaluation (M&E) Ref - ICMM CD Toolkit # 19 & 20 Trainers - James Kaltobie & Peter Kaumbe

2 Part 1 Overview 2 M&E ensures development programs are; –In right direction, and –Achieve stated goals Used in all stages of CD program/projects to –Measure CD programs/projects –Weigh btw expected & actual outcomes –Justify allocation/reallocation of resources to improve outcomes –Assessment /benefits to community & business

3 Presentation Outline/Purpose Outline; Part 1 overview Part 2 Indicator development Part 3 Goal attainment Scaling Part 4 Group exercise/conclusion Purpose of presents: Introduce CRO’s to Monitoring & Evaluation (M&E) Basic terminologies & steps, and Understand how to develop indicators 3

4 What is Monitoring What is Monitoring 4 Ongoing collection and analysis of data on devt activities Provides early indication of progress towards set goals, and achievements Undertaken more frequently than evaluation

5 What is Evaluation What is Evaluation Concerned with long term results or outcomes of devt activity Identify how/why of activity success, failure or change Seeks to improve future effectiveness carried out by independent, external advisors and internal evaluation 5

6 M&E Questions What was planned? What exactly happened? What went well/not well, and why? What are the lessons? What should be done differently in future? What are the plan and adjustments/changes needed? 6

7 M&E will depend on –CD program/activities –Knowledge and information M&E are both qualitative and quantitative 7

8 Benefits of M&E Benefits of M&E Improved management- opportunity to review management system/process Accountability – inform stakeholders on resources use, achievements and whether to continue with support… Participation - opportunity for stakeholders to be involved in program mgt, review performance and influence direction/outcome Learning/devt –enables reflection, assessment & incorporate program devt 8

9 Part 2: Tool # 19 - Indicator Development (ID) – Peter The Rock Purpose To develop a set of objectively verifiable indicators (OVI) To measure performance of development programmes. When to use this tool Frequently monitor programs Adjust programs (if not succeeding). Carried out at least once a year (or whenever circumstances change). 9

10 Terminologies SMART – –Simple – easy to interpret/understand –Measurable-quantifiable/reliable – Accessible - based on accessible/consistent information – Relevant – to what people know, action & expectations –Timely - respond to social conditions/alerts people to action Input s - indicator used to measure resources such money, time, training, effort etc used in contributing to development activities Outputs - indicators used to measure direct/immediate results of development projects e.g. # of children vaccinated, # trained personnel, school completion rate etc Outcomes – Indicators to measure long-term success/changes/desired returns on a given investment e.g. changes in community quality of life/health/economics/wellbeing 10

11 How to use this tool Similar to GAS tool 20 It is best done in a team/community environment Must ensure that performance measurement are based on OVIs (or some objective means of verifying results). should be SMART 11

12 Steps Step 1 Step 1 Gather together a group of people from the community & the company with knowledge of and interest in the programmes you want to develop the indicators for. Addition to the beneficiaries of the programme, include staff with insight about how the project fit in to the broader socio economic objectives of the operation. Involve staff from a number of departments to increase views for the indicators selected to monitor the progress of community projects. 12

13 Steps cont… Step 2 Brainstorm ideas for indicators, focusing on means of verification (MOV). Step 3 Prepare a list of indicators for each programme e.g. 13 Qualitative The level of participation of a stakeholder Stakeholder/consumer opinions, satisfaction Decision making ability Changes in attitude Emergence in leadership Quantitative Frequency of meetings, # of people involved, growth rates, uptake of activity inputs e.g.- loans, school enrolments, visits to the clinic, # children vaccinated etc.

14 Step 4 Evaluate the feasibility of the output and/or outcome expected. Note: In evaluating the feasibility of each recommended indicator, the following should be considered: Strategic socio-economic management of development objectives and how potential indicators will contribute to this Whether the recommended indicator will be effective Whether resources and skills are available within the company or among partners to measure the indicator. The approximate cost and time required to measure the indicator. 14

15 Example of Monitoring Table Monitoring of Village Health Volunteer training. [Nine Mine villages] Example of Monitoring Table Monitoring of Village Health Volunteer training. [Nine Mine villages] InputOutput Expected (Indicator) Actual results (Indicator) Difference Observations (Action to be taken) 1 month Health training & 1 month work Experience the Hospital 18 Volunteers to complete training and helping out with health issues and referring major illnesses to hospitals 18 trainees completed the training programme, however 10 were able to be actively working in their communities Eight (8)1.More support needed to assist volunteers. 2. Investigate the non availability of the nonperformin g 8 volunteers. 15

16 Step 5 Engage with stakeholders to monitor and report on the effectiveness of the community programmes using the indicators. Monitoring should be carried through engaging openly with stakeholders, allowing for feedback on performance and informal inspections of the programmes. Involving external parties in monitoring activities will also provide useful feedback for improving performance. 16

17 GAS Tool relates to ID (ICMM CD tool # 19) & used to: –determine different levels of stakeholder satisfaction with development activities –Track progress towards an identified goal Monitor outputs of community development activities (i.e. within six months period) Evaluate different stakeholder perceptions program outcomes over longer period of time –Results of surveys demonstrates perceptions among diff stakeholders & their interest in the program Part 3 Goal Attainment Scaling (GAS) Toolkit # 20 – JKal

18 When to use this tool Used whenever the views of 1 or more stakeholders are required on the progress/achievements of a program/project and also: –repeated at intervals among different groups –carried out at any stage of project --beginning, mid or closure –Used to align questions to each situation

19 How to use this tool Set of key questions that lead logically to a GAS framework. That identifies the degree to which program outputs/outcomes are achieved Use of GAS with different stakeholder groups can identify variations in perception of programs outcomes Results can be used as benchmarks & changes tracked over time Tool best used with a team/group involved in a project Can be done for each indicator for outputs and outcomes for desired feedback

20 How to use GAS Step 1: Identify project objectives & associated indicators Step 2: Decide on & write descriptors for scoring scales for each indicator Step 3: Each person involved rates the program with a score Step 4: Communicate the results and display the results in graphs

21 GAS sheet for assessing an engagement program GAS Score GoalScore (n=60) Engagement program leads to a mutually beneficial relationship between company and local stakeholders CompanyGovernmen t NGO’ s Communitie s Q: Is the engagement program developing a good relationship between the company and local communities? 1The engagement program is poorly regarded with the level of contact between the parties being low and ineffective The engagement program is regarded as generally well run, in that contacts are friendly but are not progressing far in establishing a sound relationship The engagement process is developing the basis for a sound and fruitful relationship between the parties The engagement process has evolved into a solid relationship, based on mutual trust, open exchange of issues and ideas and a shared framework of interests The relationship between the parties has been formalised and is recognised as very important by both parties. 1100

22 Part 4 Group exercise/conclusion The CMCA Annual Population Head count and Cash payment program under CRT is facing a lot of challenges that include: –Inflated population figures of CMCA regions –Inequality in cash payments and benefit distribution –Myriad of account issues such as changes in bank accounts/dormant accounts that cause delays/non payments etc –All the issues mentioned point to program issues that require a strong M&E regime. 1. D ivide into 2 groups – –Group 1 Address CMCA Population Head Count/census –Group 2 Address CMCA cash payment 2. Using the following steps drawn from ID& GAS step –Step 1: Identify the main program issues –Step 2 : Propose program a goal, output s ( and outcomes) –Step 3: Develop list of indicators for the program –Step 4: Monitoring Table (ref Table 22, page 195) for your program highlighting inputs, outputs Indicators (expected & Actual Result ), Difference and key observation 22

23 Conclusion CR Team needs to mainstream M&E in all its activities. CR personnel to use tool to appreciate it’s usefulness/value. Questions/Comments? Thank you! 23


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