1 CORAT AFRICA MANAGEMENT WORKSHOP FOR IMBISA/AMECEA COMMUNICATION COORDINATORS, MAPUTO, MOZAMBIQUE

2 IMPLEMENTATION AND MONITORING It is dangerous to assume either that, what has been decided will be achieved, or that what happens is what was intended. (Loasby)

3 IMPLEMENTATION QUOTES ON IMPLEMENTING STRATEGY We strategize beautifully, we implement pathetically.

4 Just being able to conceive bold new strategies is not enough. One must be able to translate his or her strategic vision into concrete steps that “get things done”. IMPLEMENTATION

5 Organizing is what you do before you do something, so that when you do it, it is not all mixed up. The strategy implementer’s task is to convert strategy into action to achieve the

6 targeted objectives Organizations don’t implement strategies, people do. IMPLEMENTATION

7 Weak leadership can wreck the soundest strategy; forceful execution of even a poor plan can often bring victory A leader lives in the field with his troops

8 IMPLEMENTATION If you talk about change but don’t change the reward and recognition system, nothing changes. While successful strategy making depends on vision, competitive analysis and entrepreneurial creativity

9 Successful implementation depends on leading, motivating and working through others to create a strong fit between how the organization operates its business and the requirements for good strategy execution. IMPLEMENTATION

10 IMPLEMENTATION FRAMEWORK FOR IMPLEMENTATION Build a capable organization Develop budgets to steer resources

11 Establishing appropriate policies and procedures Instituting best practices and mechanisms for continuous improvement IMPLEMENTATION

12 IMPLEMENTATION Installing support systems that facilitate carrying out of strategic roles Tying rewards and incentives to achieving performance objectives

13 Creating a strategy-supportive work environment and corporate culture Exerting the internal leadership needed to drive implementation. IMPLEMENTATION - Framework conti----

14 IMPLEMENTATION Effective strategy implementation requires three main fits Between strategy and skills and competencies/capabilities

15 Between strategy and organizational reward system, policies, systems and practices. Between strategy and corporate culture The stronger the fits the higher the chances of success. IMPLEMENTATION

16 MONITORING “Monitoring is the in-built mechanisms to check that things are going as per plan and to enable adjustments be made in a methodological way” Oxfam 1995

17 “Monitoring is the systematic and continuous assessment of the progress of a piece of work over time” SCF 1995 MONITORING

18 MONITORING Monitoring is a management tool. Is the “regular collection and analysis of information for the surveillance of the progress of the project information”.

19 Process Monitoring: Program monitoring should include info about the use of resources, the progress of activities & the way these are carried out. This is called Process Monitoring. MONITORING

20 MONITORING Process monitoring is a means for: Reviewing & planning work on a regular basis Assessing whether activities are carried out as planned Identifying & dealing with problems as they come up

21 Building on strengths & taking advantage of opportunities as they arise Assessing whether the style of work & mgt is the best way to achieve the devt. objectives of the work (capacity building, etc.) MONITORING

22 Impact monitoring: Monitoring should also provide info on progress towards achieving objectives, and on the impact the program is having in relation to these objectives. MONITORING

23 It is a form of continuous self evaluation & if done well, formal evaluation will be needed less often MONITORING

24 Impact monitoring is the means by which: The work can be related to the overall purpose on a continuous basis, in order to provide a measure of progress MONITORING

25 The work can be modified in response to changing circumstances without losing its overall direction MONITORING

26 The need to change objectives can be identified The need for further info or research can be identified The assumption that the activities will help achieve the stated objectives can be verified. MONITORING

27 Designing a monitoring system: The essential components of a MS: 1. Defining the aim of the MS Deciding who needs the MS & for what? Setting objectives of the MS MONITORING

28 2. Selection of relevant information Selection of key indicators for each activity 3. The collection & analysis of data MONITORING

29 Methods of collecting data Collection of data concerning the indicators What training & support is needed for the people collecting the data? MONITORING

30 The analysis of the data 4. Presenting & using the results Feedback & discussing the findings Using the results for planning MONITORING

31 Using the results for institutional learning Using the results as a basis for evaluation or review 5. Organization Deciding who should be involved in monitoring MONITORING

32 Involvement of people from outside the program Maintaining the MS: resources, training, support & supervision MONITORING

33 Impact: Concerns long-term and sustainable changes in people’s lives brought about by a particular intervention MONITORING

34 It can be related either to the specific objectives of an intervention or to unanticipated changes caused by an intervention MONITORING

35 Unanticipated changes may also occur in the lives of the people not belonging to the beneficiary group Impact can be either positive or negative; the latter being equally important to be aware of MONITORING

36 Impact assessment: Is the systematic analysis of the lasting or significant changes, positive or negative, intended or not – in people’s lives brought about by a given action or a series of actions. MONITORING

37 MONITORING PERFORMANCE INDICATORS What is it about? Expected results should always be accompanied by indicators. These are numbers; percentages; information obtained through interviews or analysis;

38 in short units of measure, either quantitative or qualitative associated with each result in order to permit the tracking of progress MONITORING

39 MONITORING TIMING Monitoring is done through-out the progress of the programme to ensure controls in terms of Quality Quantity Budget & Time