1 / 14

Managing for Development Results

Managing for Development Results. Results-Oriented Monitoring and Evaluation. Managing for Development Results. Results-based monitoring takes in the whole results chain, from inputs, via activities and outputs through to the outcomes and impacts.

latif
Download Presentation

Managing for Development Results

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. Managing for Development Results Results-Oriented Monitoring and Evaluation

  2. Managing for Development Results Results-based monitoring takes in the whole results chain, from inputs, via activities and outputs through to the outcomes and impacts. The distinctive feature is that this kind of monitoring focuses not only on what has been done, but attempts to identify the changes generated by what has been done.

  3. For impact monitoring, one has to clearly differentiate the three levels of the LogFrames: • What are the goods and services to be provided by your programme/ component? (This is to be found in the activities and output statements) • How are your immediate target groups expected to make use of these goods and services, to apply or utilise them (utilisation)? Statements of this logical level represent the first level of impacts, usually labelled Immediate Objectives, Purpose, or Outcomes. • Which kind of benefits can be directly attributed to the utilisation of the programme/component services by the immediate target groups? This is impact level 2, usually labelled Development Objective.

  4. Past Programm/ Project Initiation Planning Programme/ Project Implementation Completion and Follow up Primary Role of Monitoring and/ or Evaluation In the Cycle Evaluation: Providing lessons learned: successes and failure of the past Monitoring: Assessing progress of programme/ project in achieving its objectives Obtaining early indications of potential problems and/or success as a basis for decision- making Mid-term or Terminal Evaluation Providing a basis for decision-making and identifying initial lessons learned Ex-post Evaluation: Measuring and assessing actual impact Identify lessons learned for dissemination as best practices Future Programme / Project Prerequisite of Effective Monitoring and Evaluation Construction of baseline date Clarify of objectives Agreement on results, indicators and performance targets Allocation of budget and responsibilities for monitoring and evaluation

  5. M&E and Program Initiation • Pre-Formulation: Searching for Lessons Learned

  6. Project Planning: Preparing and Monitoring and Evaluation Plan Monitoring and Evaluation Planning Framework • Construct baseline date on problems to be addressed. • Clarify programme or project objectives and set specific targets. • Establish stakeholders’ consensus on indicators. • Define date collection process requirements and usage. • Agree on the generation and utilization of information. • Specify reporting requirement (format, frequency, distribution). • Establish monitoring and evaluation schedule. • Assign monitoring and evaluation responsibilities. • Provide adequate budget for monitoring and evaluation.

  7. Project Implementation: M & E as Support to Decision-Making and Learning • Monitoring: • Assessing progress of programme/ project in achieving its objectives • Obtaining early indications of potential problems and/or success as a basis for decision- making • Mid-term or Terminal Evaluation • Providing a basis for decision-making and identifying initial lessons learned

  8. Project Completion: Dissemination of Lessons Learned • Ex-post Evaluation: • Measuring and assessing actual impact • Identify lessons learned for dissemination as best practices

  9. Substantive Focus Performance Relevance Program Quality SUCCESS

  10. Key criteria • relevance – the degree to which the objectives of a programme remain valid and significant; • performance – progress of a programme towards achieving its objectives, in terms of effectiveness, efficiency and timeliness; • success – attaining a measurable level of benefits that can be directly attributed to the programme, in terms of impact, sustainability and capacity development.

  11. M&E Standard Criteria • Relevance • Development Issues • Target Groups • Direct Beneficiaries • Performance • Effectiveness • Efficiency • Timeliness of inputs and results • Success • Impact • Sustainability • Contribution to Capacity Development

  12. SELECTION OF INDICATORS • What are the objectives of the programme or project? • Who are the target groups and what are their needs and expectations? • What changes are anticipated as a result of the programme or project? • To what extent and how efficiently is the programme or project achieving its objectives? • What are the criteria for judging the success of the programme or project?

  13. Specific Measurable Attainable Relevant Trackable A good balance should be achieved between theory and practice, i.e., between what should be and what can be measured SMART Indicators Indicators are "yardsticks" that can be used to demonstrate that changes have (or have not) taken place. They provide meaningful and comparable information on changes.

More Related