1. Project monitoring and evaluation
Miss N.Y.D. Banana
Dept of L.W.M.

2. What is a project?
Mix of interventions or interrelated activities supported by resources, that aim at achieving specific objectives within a specific population
A programme refers to an overarching national response and comprises many projects
Common elements of projects include:
They are goal-oriented
They involve the co-ordinated undertaking of interrelated activities
They are of finite duration, with beginnings and ends
They are each to a degree, unique

3. Project life cycle
Project conception, determined by the available resources, the cost to be incurred and the contribution to the economic well being of individuals or society
Project planning to shape the project to suit its physical, economic and social environment
Project appraisal based on a critical review of the project
Project implementation incorporating doing what needs to be done as spelled out in the project plan
Control and evaluation involving monitoring the progress of the project in terms of impacts and effects, efficiency, effectiveness and rationale
Project termination can be premature and abrupt or scheduled termination.

4. Monitoring Monitoring
The routine tracking of the key elements of the project performance, usually inputs and outputs, through record keeping, regular reporting, and surveillance systems as well as health facility observation and client surveys.
Aimed at improving the efficiency and effectiveness of a project & is based on targets set & activities planned
“Is the project doing things right ?”
Monitoring contributes greatly towards evaluation.
Results-based monitoring - demonstrates whether a project, program, is achieving its stated goals

5. Evaluation Evaluation
Is the episodic assessment of the change in targeted results that can be attributed to the project intervention.
It links a particular output or outcome directly to an intervention
It helps project managers determine the value or worth of a project through cost-benefit evaluations.
“Is the project doing the right things?”

6. M & E framework Input-process-output-outcome-impact framework
Inputs = human and material resources, budget,
Process = processes like staff training
Outputs = improved services, trained staff, maize storage centres, villages covered, eduactaion facilities- schools
Outcomes = short-term effects like increased use of fertiliser, reduction in malnutrition, improved school attendance
Impact = Long term effects , improved quality of life & improved life expectancy, increased literacy

7. M &E plan
What?
How?
Why?
Where?
Who?

8. Reporting schedules Inputs = continuously
Process = quarterly, semi-annually, or annually
Outputs = quarterly, semi-annually, or annually
Outcomes = 1 to 3 years
Impact = 2 to 5 years

9. Data collection
Data is collected by the field workers through their reports, the bookkeeper who records income and expenditures etc..
To be effective when collecting data one has to:
Prepare reporting formats that include measurement either quantitative or qualitative, of important indicators, (e.g. structured report form)
Prepare recording formats that include measurement either quantitative or qualitative, of important indicators (e.g. gender column on attendance list)
Record information in such a way that it is possible to work out what you need to know (e.g. specify cost centres in your bookkeeping records

10. Project management information system
System for collection, analysis, storing and dissemination of project information
Supports management in making timely and effective decisions for planning, monitoring and managing a project/program
Generally consists of accounting software and a database management system

11. Indicator
A variable that provides accurate and reliable evidence about the achievement of a specific result
Information about indicators should be easy to gather and useful for management decisions
Performance indicators should be identified at all levels of results chain

12. Common activities & indicator areas food distribution
Food storage
Transportation of food
Provision for undernourished

13. The power of measuring results
If you do not measure results, you can not tell success from failure
If you can not see success, you can not reward it
If you can not reward success, you are probably rewarding failure
If you can not see success, you can not learn from it
If you can not recognize failure, you can not correct it

14. Overview of results based management
3. Keeping measurement and reporting simple and cost effective
2. Aligning programming , M & E with results
4. Managing for, not by results
1. Focusing on results at all phases of the developmenta process
5. Using results information for learning and decision making
Tools for performance measurement to increase the effectiveness of development interventions

15. Ten steps to designing,building Sustaining a Results-Based Monitoring and Evaluation System
Conducting a Readiness Assessment
Selecting Key Indicators to Monitor Outcomes
Planning for Improvement — Selecting Results Targets
The Role of Evaluations
Using Your Findings 1 2 3 4 5 7 8 9 10 6
Agreeing on Outcomes to Monitor and Evaluate
Baseline Data on Indicators—Where Are We Today?
Monitoring for Results
Reporting Your Findings
Sustaining the M&E System Within Your Organization

16. Exercise one
Using practical examples, discuss the importance of establishing internal and external monitoring and evaluation systems outlining the disadvantages of having a fully outsourced monitoring and evaluation system.