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Monitoring
Monitoring forms part of the project cycle:• Project Identification• Planning• Appraisal - Decision• Implementation – Monitoring• Evaluation
• Difference between Monitoring and Evaluation
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Source: Sida Evaluation Manual
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Planning spectra
• Strategic plans
• Short and medium term planning (e.g. annual budget of the GoM)
• Projects and Programmes
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Monitoring
Monitoring is carried out at different levels
The concept monitoring is predominant in international co-operation
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Monitoring for whom and for what?
• Monitoring is primarily a management tool and the point of departure should be at the lowest level possible (practical)
• The monitoring information gathered at lower levels must also serve the needs of higher levels
• Too often lots of information is gathered and very little is ever used. – Wasting scarce resources!
• Too often higher levels over-burden lower levels with demand for information! In some countries extension agents spend a major part of their time preparing reports!!!!
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Some levels
• Family (monitoring the activities of children)• Village level• District level• Provincial level• National level• SSA• Global
Bottom-up approach very much needed!
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For example
• In a public extension system there may be 50 districts involved out of a total of ??. There may be 250 extension agents. Reaching how many families?
• Each district would have to prepare a report for the national system.
• The number of families, male/female farmers visited per month is obviously one way to monitor the extension system
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Cont’d
• At the district level there is a need to think about the impact of the programme.
• What are the results of these visits?
• At the national level (and higher levels) the impact of the programme is obviously an essential question. - Development objective(s) and immediate objectives (outcome) are of key concern.
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Cont’d
• In addition there must exist a functioning accounting system – simple in theory but difficult in practice
• At the national level one would like to know that the increase in the standard of living of the families in district 1,2,3 … cost ?? MZM.
Emerging focus on: Performance Monitoring and Evaluation
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Performance monitoring and Evaluation - PME
• The following is largely based on a short publication by USAID
• The sub-title is Preparing a Performance Monitoring Plan - PMP
• It is mainly designed for the various operating units (responsible for more than one project)
• Can also be called on-going evaluation
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PMP
• A detailed definition of each performance indicator (objectively verifiable indicator)
• The source, method, frequency and schedule of data collection
• The office, team or individual responsible for ensuring data are available or on schedule
• How the performance data will be analyzed• How it will be reported, reviewed, and used to
inform decision makers
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The indicators should be SMART
• Specific
• Measurable
• Available at acceptable cost
• Relevant
• Time bound
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Why are PMPs important?
• assures that comparable data are collected,
• on a regular and timely basis
• it is important to think through data collection, analysis, reporting and review as an integrated process
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Plans for data collection
• A few key indicators for each strategic objective, strategic support objectives and special objectives and intermediate results (see LFA)
• Furthermore, it is useful to include in the PMP lower-level indicators of inputs, outputs, and processes at the activity level, and how they will be monitored and linked higher level objectives.
• Base line data should be available!
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Performance Indicators
• Detailed definition
• Including unit of measurement
• The definition should be detailed enough to ensure that different people at different times, given the task of collecting data for a given indicator, would collect identical types of data.
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Data Source
• Be as specific as possible (public entities, NGOs, private firms …)
• Switching data sources often lead to inconsistencies
• Strengthening capacity might be necessary
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Data collection methods - consider
• The unit of analysis (individuals, families, communities, clinics, wells …)
• Need for disaggregating data (gender, age, location …)
• Sampling techniques
• Methods to be used for the sample
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To be considered
• Secondary data – provide and explain the method used, source
• Quality and reliability. Secondary data often cheaper to obtain.
• Provide sufficient detail on the data collection or calculation method to enable it to be replicated
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Frequency
• Management needs for timely information for decision-making
• Frequency depends on the objective(s) – every six months – every 5 years.
• Responsibilities have to be assigned.
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Use of information
• The PMP should include data analysis, reporting, review and use
• How will the data be analyzed?• Disaggregated data – how will they be
compared?• How will actual performance be compared with
– Past performance– Planned or targeted performance– Other relevant benchmarks
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Cost effectiveness
• Plan for using performance data to compare systematically alternative program approaches in terms of costs as well as results.
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For discussion
• There are many donors (bi- and multi-lateral) and NGOs active in Mozambique
• Aid and emergency relief have become big business
• There is a tendency for each actor to have:– Its own reporting system involving financial reporting
and monitoring– Review teams– Evaluation teams