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Monitoring and evaluation

Monitoring and evaluation. Our Approach. What is monitoring and evaluation? Conceptual differences and terminologies. Approaches to Monitoring and Evaluation. Establishing M&E System. How to do Monitoring and Evaluation. What is monitoring?.

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Monitoring and evaluation

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  1. Monitoring and evaluation

  2. Our Approach • What is monitoring and evaluation? Conceptual differences and terminologies. • Approaches to Monitoring and Evaluation. • Establishing M&E System. • How to do Monitoring and Evaluation.

  3. What is monitoring? • Day-to-day follow up of activities during implementation to measure progress and identify deviations • Routine follow up to ensure activities are proceeding as planned and are on schedule • Routine assessment of activities and results • Answers the question, “what are we doing?”

  4. Why to monitor activities? • Tracks inputs and outputs and compares them to plan • Identifies and addresses problems • Ensures effective use of resources • Ensures quality and learning to improve activities and services • Strengthens accountability • Program management tool

  5. What is evaluation? • It is a time-bound exercise that attempts to assess systematically and objectively the relevance, performance and success of ongoing and completed programmes and projects. • Designed specifically with intention to attribute changes to intervention itself • Answers the question, “what have we achieved and what impact have we made” • Evaluation commonly aims to determine the relevance, efficiency, effectiveness, impact and sustainability of a programme or project.

  6. Relevance: The degree to which the outputs, outcomes or goals of a programme remain valid and pertinent as originally planned or as subsequently modified owing to changing circumstances within the immediate context and external environment of that programme. • Efficiency: A measure of how economically or optimally inputs (financial, human, technical and material resources) are used to produce outputs. • Effectiveness: A measure of the extent to which a programme achieves its planned results (outputs, outcomes and goals).

  7. Impact: Positive and negative long term effects on identifiable population groups produced by a development intervention, directly or indirectly, intended or unintended. These effects can be economic, socio-cultural, institutional, environmental, technological or of other types. • Sustainability: Durability of programme results after the termination of the technical cooperation channelled through the programme. • Static sustainability – the continuous flow of the same benefits, set in motion by the completed programme, to the same target groups; • Dynamic sustainability – the use or adaptation of programme results to a different context or changing environment by the original target groups and/or other groups.

  8. Why evaluate activities • Determines program effectiveness • Shows impact • Strengthens financial responsibility and accountability • Promotes a learning culture focused on service improvement • Promotes replication of successful interventions.

  9. Types of Evaluation • Ex-ante Evaluation: An evaluation that is performed before implementation of a development. intervention. Related term: appraisal. • Ex-post Evaluation: A type of summative evaluation of an intervention usually conducted after it has been completed. • External Evaluation: An evaluation conducted by individuals or entities free of control by those responsible for the design and implementation of the development intervention to be evaluated (synonym: independent evaluation). • Internal Evaluation: Evaluation of a development intervention conducted by a unit and /or individual/s reporting to the donor, partner, or implementing organization for the intervention.

  10. Formative Evaluation: A type of process evaluation undertaken during programme implementation to furnish information that will guide programme improvement. • Impact Evaluation: A type of outcome evaluation that focuses on the broad, longer-term impact or results of a programme. • Joint Evaluation: An evaluation conducted with other partners, bilateral donors or international development banks. • Meta-evaluation: A type of evaluation that aggregates findings from a series of evaluations.

  11. Process Evaluation: A type of evaluation that examines the extent to which a programme is operating as intended by assessing ongoing programme operations. A process evaluation helps programme managers identify what changes are needed in design, strategies and operations to improve performance. • Qualitative Evaluation: A type of evaluation that is primarily descriptive and interpretative, and may or may not lend itself to quantification. • Quantitative Evaluation: A type of evaluation involving the use of numerical measurement and data analysis based on statistical methods.

  12. Summative Evaluation: A type of outcome and impact evaluation that assesses the overall effectiveness of a programme. • Thematic Evaluation: Evaluation of selected aspects or cross-cutting issues in different types of interventions.

  13. Confusing terms • Audit • Appraisal • Inspection

  14. M&E Tools • Evaluating programme strategy and direction:Log-frames, Stakeholder Analysis • Evaluating programme management:Horizontal Evaluation; Appreciative Inquiry • Evaluating programme outputs: Evaluating academic articles and research reports; Evaluating websites; After Action Reviews • Evaluating outcomes and impacts:Outcome Mapping, Most Significant Change; Episode Studies.

  15. M&E Tools Following is a non – exhaustive list of M&E Tools: • Performance indicators • Formal surveys • Rapid appraisal methods • Participatory methods • Cost-benefit and cost-effectiveness analysis • Impact evaluation

  16. 1. Performance indicators • Performance indicators are measures of inputs, processes, outputs, outcomes, and impacts for development projects, programs, or strategies. • Uses: • Setting performance targets and assessing progress toward achieving them. • Identifying problems via an early warning system to allow corrective action to be taken. • Problems: • Poorly defined indicators are not good measures of success. • Tendency to define too many indicators, or those without accessible data sources, • Often a trade-off between picking the optimal or desired indicators and having to accept the indicators which can be measured using existing data.

  17. How To Make Indicators • Identify the problem situation you are trying to address. • Develop a vision for how you would like the problem areas to be/look. This will give you impact indicators. • Develop a process vision for how you want things to be achieved. This will give you process indicators. • Develop indicators for effectiveness. • Develop indicators for efficiency .

  18. 2- Formal Surveys • Formal surveys can be used to collect standardized information from a carefully selected sample of people or households. • Uses: • Providing baseline data against which the performance of the strategy, program, or project can be compared. • Comparing different groups at a given point in time. • Comparing changes over time in the same group. • Comparing actual conditions with the targets established in a program or project design.

  19. 2- Formal Surveys • Problems: • With the exception of CWIQ, results are often not available for a long period of time. • The processing and analysis of data can be a major bottleneck for the larger surveys even where computers are available. • LSMS & household surveys are expensive & time-consuming. • Many kinds of information are difficult to obtain through formal interviews.

  20. Different types of survey • Multi-Topic Household Survey (also known as Living Standards Measurement Survey—LSMS). • Core Welfare Indicators Questionnaire (CWIQ). • Client Satisfaction (or Service Delivery) Survey. • Citizen Report Card.

  21. 3- Rapid appraisal methods • Rapid appraisal methods are quick, low-cost ways to gather the views and feedback of beneficiaries and other stakeholders, in order to respond to decision-makers’ needs for information. • Uses: • Providing rapid information for management decision-making, especially at the project or program level. • Providing qualitative understanding of complex socioeconomic changes, highly interactive social situations, or people’s values, motivations, and reactions. • Providing context and interpretation for quantitative data collected by more formal methods.

  22. 3- Rapid appraisal methods • Problems: • Findings usually relate to specific communities or localities—thus difficult to generalize from findings. • Less valid, reliable, and credible than formal surveys.

  23. 4- Rapid appraisal methods • Key informant interview • Community group interview • Focus group discussion • Direct Observation • Mini surveys

  24. 4- Participatory methods • Participatory methods provide active involvement in decision-making for those with a stake in a project, program, or strategy and generate a sense of ownership in the M&E results and recommendations. • Uses: • Learning about local conditions and local people’s perspectives and priorities to design more responsive and sustainable interventions. • Evaluating a project, program, or policy. • Providing knowledge and skills to empower poor people.

  25. 4- Participatory methods • Problems: • Sometimes regarded as less objective. • Time-consuming if key stakeholders are involved in a meaningful way. • Potential for domination and misuse by some stakeholders to further their own interests.

  26. 4- Participatory methods • Participatory rural appraisal • Participatory monitoring and evaluation

  27. 5- Cost-benefit & cost-effectiveness analysis • Cost-benefit and cost-effectiveness analysis are tools for assessing whether or not the costs of an activity can be justified by the outcomes and impacts. Cost-benefit analysis measures both inputs and outputs in monetary terms. Cost-effectiveness analysis estimates inputs in monetary terms and outcomes in non-monetary quantitative terms. • Uses: • Informing decisions about the most efficient allocation of resources. • Identifying projects that offer the highest rate of return on investment.

  28. 5- Cost-benefit & cost-effectiveness analysis • Problems: • Fairly technical, requiring adequate financial and human resources available. • Requisite data for cost-benefit calculations may not be available, and projected results may be highly dependent on assumptions made. • Results must be interpreted with care, particularly in projects where benefits are difficult to quantify.

  29. 6 – Impact Evaluation • Impact evaluation is the systematic identification of the effects – positive or negative, intended or not – on individual households, institutions, and the environment caused by a given development activity such as a program or project. • Uses: • Measuring outcomes and impacts of an activity and distinguishing these from the influence of other, external factors. • Helping to clarify whether costs for an activity are justified. • Informing decisions on whether to expand, modify or eliminate projects, programs or policies.

  30. Problems: • Some approaches are very expensive and time-consuming • Reduced utility when decision-makers need information quickly. • Difficulties in identifying an appropriate counter-factual.

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