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Planning, Monitoring & Evaluation

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Elma Scheepers

on 19 November 2013

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Transcript of Planning, Monitoring & Evaluation

Planning, Monitoring & Evaluation
Basic concepts training, November 2013
Designing & Implementing Effective
Monitoring and Evaluation

Welcome and Introduction of
1. The Trainer
2. The training programme
3. Participants


Monitoring & Evaluation: Introduction & Programme Overview

PURPOSE:


To develop a shared overview and understanding PMER

To identify your priorities:
What you want to achieve through the programme
What would make this programme a success for you

To think about:
What’s necessary to make the programme practically useful and to arrive at concrete results and outcomes/outputs that will benefit your work?


Designing & Implementing Effective Monitoring and Evaluation

Participants’ Introductions

Participants’ Introduction


Name & background

Primary Responsibilities

Experiences with Monitoring & Evaluation


Note:
This is a personal introduction and introducing our responsibilities /
engagement with monitoring & evaluation, what solution are we after?


Designing & Implementing Effective
Monitoring and Evaluation

Introduction of the Trainer


Designing & Implementing Effective
Monitoring and Evaluation

TWO LENSES & METHODOLOGY

Frog’s Eye View

Bird’s Eye View

METHODOLOGY

Record Key Ideas
Expectations
ESTABLISHING SOME,
GOALS & OBJECTIVES


Designing & Implementing Effective Monitoring and Evaluation

Key Concepts & Definitions

Planning can be defined as the process of setting goals, developing strategies, outlining the implementation arrangements and allocating resources to achieve those goals.


QUESTION ?

What are the key steps / components of a good planning process?


Planning Definition
Source: Adapted from UNDP Handbook for Planning, Monitoring and Evaluation
for Development Results & PATRIR

QUESTION

Planning can be defined as the process of setting goals, developing strategies, outlining the implementation arrangements and allocating resources to achieve those goals.




What are the key steps / components of a good planning process?


Planning Definition
Source: Adapted from UNDP Handbook for Planning, Monitoring and Evaluation for Development Results & PATRIR



Processes (Steps / Components):

Identifying the vision, goals or objectives to be achieved
Formulating the strategies needed to achieve the vision and goals
Determining and allocating the resources (financial and other) required to achieve the vision and goals
Outlining implementation arrangements which include the arrangements for monitoring and evaluating progress towards achieving the vision and goals
STRATEGIC PLANNING

WORK-PLAN DEVELOPMENT

MONITORING OR IMPLEMENTATION PLANING
EVALUATION PLANNING

INFORMATION PLANNING (DISSEMINATION OF RESULTS VIA COMMUNICATION PLANNING)


DEVELOP WORK PLAN AND EVALUATION PLAN

Different Types of Planning
Your Project Logic / Theory of Change expresses the rationale or logic of:

Your analysis of the situation
: Your analysis / perception of the problem
that needs to be addressed (what you identify as the problem)


Your view of the desired future:
Your view of the overall future you’d
like to see beyond the war / conflict (problem) that should be achieved


Your Specific Goal:
the exact change you are trying to achieve
through your intervention that you believe will contribute to
realizing /achieving that desired future


What types of change are necessary to achieve that goal:
in order for
that goal to be realised, what are the several, different, inter-linking
types of change that (may) need to be achieved?

What are the types of activities you will do / are doing to achieve that change

Why do you believe doing those activities will achieve that change and how
?


HOW DOES THIS IMPACT ISS WORK PLAN DEVELOPMENT?
PLANNING: Work Plan

WELCOME to RB PME Training 2013/4
E Scheepers (PMER)

Monitoring Definition
Source: Adapted from Designing for Results,
Church C., Rogers M.M., Search for Common Ground & PATRIR

Monitoring:

An ongoing process that generates information to inform decisions about the program while it is being implemented.


INDICATOR DEFINITION

An indicator is a quantitative or qualitative factor or variable that provides a simple and reliable means to reflect the changes connected to an intervention

A means of measuring change.

Results Based Management
DISCUSSION? CLARITY?
- GATHER INFORMATION AT BASELINE TO SET A TARGET FOR AN INDICATOR
PURPOSE: PERCEIVE DIFFERENCES, IMPROVEMENTS OR DEVELOPMENTS
INDICATORS
USE
ESTABLISH: BASELINES, MONITORING, EVALUATION
PROGRESS - RESULTS
HOW? EFFECT OF IMPACTS, OUTCOMES, OUTPUTS & ACTIVITIES
MONITORING CONTEXT OF "CRIME" ETC
ENABLE US TO WORK WITH INTANGIBLE ISSUES AT ROOT OF PROBLEM


NOTE: SUCCESS IN SELECTION OF INDICATOR IS DIRECTLY RELATED TO DEPTH OF SITUATIONAL OR CONTEXT ANALYSIS
Context monitoring

is the continuous updating
and refinement of the conflict assessment in order to anticipate changes, make proactive programmatic shifts, and ensure the safety of participants, partners, and staff.

Implementation monitoring
tracks how the project is running and provides key information for decisions by project managers and participants as well as information for reports to supporters and stakeholders.

Logic & Assumptions monitoring
- ensure that the assumptions inherent within the program logic remain valid.

Impact & Outcome monitoring
- Monitoring progress toward change. This goes beyond reporting on planned versus actual activities and outputs. Here we want to use available data on the objectives and related indicators to inform decisions.

Types of Monitoring
(Adapted from Designing for
Results, Church C., Rogers M.M., Search for Common Ground)

What types of indicators do we have?
Input
Output
Outcome
Impact
Proxy.....
Proxy: data will not be available for the most suitable indicator of particular result. In these situations, stakeholders should use proxy indicators.
It is a less direct way of measuring progress against a result.
EXAMPLES:
USING THE SMART PRINCIPLE......
what is the purpose of Indicators?

Indicators enable us to perceive differences, improvements or developments relating to a desired change (objective or result) in a particular context.

Information is gathered in the baseline to set the target for the indicator.

Discussion on Evaluation

When do we start planning
Baseline?
Why?
What is value add?
What types?
Other points on evaluation.........
Evaluation:
Baseline - what forms part of base line.... (Situational, conflict analysis, socio -economic situational analysis...others)

TYPES
What are the major typologies?
Process evaluation
Formative evaluation
Summative evaluation
Impact evaluation

METHODOLOGIES:
Qualitative: ......
Quantitative: ...........
Mixed Methods: .....


How does this link to Performance Management?


In order to achieve medium and long term outcomes and results we need to plan for it.
Purpose of Monitoring & Evaluation Plan
Note best practice as contained in evaluation criteria - Will one use it in all evaluations?
Other elements that needs careful consideration in M & E?
Leadership: Political or leadership buy in is essential for success
= enabler or dis abler
Stakeholders: three major categories

Those involved in the implementation of the initiative
For example: donors, collaborators, strategic partners, administrators, managers and staff

Those served or affected by the initiative
For example: intended beneficiaries, relevant organizations and agencies, government officials, advocacy groups, skeptics, opponents and staff of the implementing or competing agencies

Primary users of the evaluation
For example: the specific persons in a position to do or decide something regarding the initiative (staff / management), such as donors, programmatic counterparts (programme or outcome board) and partners in joint evaluation





Note: Monitoring & Evaluation will have specific outputs i.e reports and these link to the organisations communication plan for development as communication resources or for further development into products.
Learning organisations are organisations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspirations is set free, and where people are continually learning to see the whole togehter. (Senge, 2003)


The End
THANK YOU FOR YOUR SUPPORT
GIVE OWN EXAMPLES
Give own examples?
GIVE OWN EXAMPLES ?
Overview of the Program


Activities
Full transcript