File Name: monitoring and evaluation plan .zip
Subscribe to our newsletter. Monitoring and evaluation plan should be created right in the beginning when the project interventions are being planned. It also helps the project managers and other staff members associated with the project to get a clear picture of key objectives and ensure the project is on the right track. The idea is to identify opportunities and barriers as a team in the planning stage with a focus on problem-solving and maximizing impact.
Below, we have attempted to break down these elements into different steps for more clarity. The project will thus be designed based on the need for a certain assumed intervention. The first step is to define the main problem that all the team members mutually agree upon and visualise it on a flip-chart or a white board as the trunk of a tree. Next, through many rounds of discussions and dialogues, the team identifies the causes of the problem and visualises them as the roots of the tree.
Finally, the team brainstorms on the potential consequences of the problem and exhibits them as the branches of the tree. Team members can also add additional branches for solutions, concerns and decisions.
This is an effective practice as it maps out a realistic picture of a problem from economic, political and socio-cultural dimensions, while building a shared sense of purpose, action and understanding amongst the involved parties. Once we have fully grasped the underlying problem and mapped out its causes and consequences, we can begin to plan our project.
This is possible by identifying clear and concise goals, objectives and relevant activities. This step involves identifying key internal and external stakeholders who will be involved in the project or who will benefit from the project.
The key stakeholders include the project team, donors, stakeholders in the wider community community groups, networks, residents etc. This is another important step to include while planning a project because defining the roles of project staff members and stakeholders early on will clarify who would be in charge of what activities, including communications, project management, project design and implementation, data collection, data analysis, reporting etc.
It is essential to allocate tentative budget and provide an explanation of the needed resources in the planning phase. This includes — money and personnel, capacity development, infrastructure, etc. It is important to understand the political and administrative structures of the community where your project will take place, along with the roles and influences of existing policies that may affect project implementation.
Likewise, it is also recommended to start thinking about the potential risks and unexpected circumstances that might arise during project implementation, for eg. Once a clear picture of the overall goals and objectives of the project are defined, the key players are identified and the context is well understood, it is time to select an appropriate approach and sketch out the detailed design of the implementation plan.
By the time we reach this step, we should have sufficient background knowledge to design a framework. It is important to keep in mind that there is no one size fits all when it comes to frameworks. Different kinds of projects use different kinds of frameworks, the best way to determine your ideal type is by understanding the scope of your project and then choosing the one that best fits the purpose.
These three frameworks may have some differences in practice, but there are also some common elements that run through them, like the need for the identification and involvement of key stakeholders; the need for well-defined goals, objectives, activities and outputs, the same general purpose of describing how the project will lead to results and the need for ongoing monitoring and evaluation. A good mix of process , outcome and impact indicators is always recommended.
Process indicators track the progress of the project. These indicators help us get clarity on whether activities are being implemented as planned. On the other hand, outcome indicators track how successful program activities have been at achieving project objectives.
Unlike process indicators, these indicators focus more on what the project is trying to achieve rather than how it is being achieved. Impact indicators measure the long term goals or impacts of a project. Would you like to learn more about indicators? Click here. After creating monitoring indicators, it is time to identify and collect relevant data to demonstrate the actual results of the project interventions against our indicators. Before collecting data, it is a good idea to discuss these questions as a team:.
The golden rule to follow here is to collect fewer useful data properly than a lot of data poorly. It is important for project managers to take into consideration staff time and resource costs of data collection to see what is reasonable. What is a good way to determine the most relevant source of monitoring data?
This depends largely on what each indicator is trying to measure. The program will likely need multiple data sources to answer all the monitoring and evaluation questions. Data sources could be participants themselves, literature, national statistics, the whole community, individual homes or anyone or anything that can help to generate the relevant data. Once the appropriate sources have been selected, the next step would be to decide on the appropriate tools and methods to collect the data from the data source.
Some common types of data collection methods are as follows:. Apart from the traditional pen and paper methods, there are many digital data collection tools available in the market to help data collectors gather data faster and more efficiently. These online or offline tools also help to avoid human errors that can arise during data collection and input. Once the process of data collection is determined, it is also necessary to decide how frequently data will be collected.
This will depend on the needs of the project, donor requirements, available resources, and the timeline of the intervention. Most data will be continuously gathered by the program, while others at certain intervals.
Gathered data is usually recorded every few months, depending on the agreed upon timeline. Want to know how to prepare your dataset for analysis? How well are the activities being implemented? Are they generating intended outcomes or to what extent are our interventions in line with the needs of the community?
What needs to be improved, added or changed at this point? At this stage, it is also good to revisit the fund allocation for the evaluation and see if our plan fits well within the available budget and resources.
Roles and responsibilities for each component of the work plan should also be clearly explained. Would we need to outsource a particular segment of the evaluation to an external party? Once data is gathered and analysed, it must be reported to the relevant members as regularly as possible to discuss and interpret findings. The intention of reporting should always be to provide clarity on the most up-to-date results to staff members and stakeholders about the progress, success and failure of the project and to help them make data-driven decisions for modifications of project components and to develop future work plans as necessary.
Also, data must be reported so that it can increase knowledge and make contributions to the related field for the future projects and practices to be more effective. If the project results and data are not dissemination adequately then it might lead to duplicate monitoring and evaluation efforts.
The plan should also articulate what format will be used to share the findings — formal meetings with donors and stakeholders, written reports, oral presentations, program materials or community and stakeholder feedback sessions.
These tools usually come with dashboard and portfolio features that allow users to visualise data into graphs, charts, reports and images for real-time reporting. These tools make reporting so much easier and help organisations to provide more clarity on their progress and ensure transparency and accountability at all levels. We hope our step-by-step guide will serve as a helpful roadmap to develop and implement monitoring and evaluation that is relevant, effective, timely, and credible.
Contact Person. Work Email. Confirm Work Email. Sign up for free trial. Log in. June 12, Step 1: Identifying the focal problem and the need for a project.
Step 2: Planning the project. Identifying key players This step involves identifying key internal and external stakeholders who will be involved in the project or who will benefit from the project.
Roles and responsibilities This is another important step to include while planning a project because defining the roles of project staff members and stakeholders early on will clarify who would be in charge of what activities, including communications, project management, project design and implementation, data collection, data analysis, reporting etc. Cost estimates for the monitoring and evaluation activities It is essential to allocate tentative budget and provide an explanation of the needed resources in the planning phase.
Understanding the overall context It is important to understand the political and administrative structures of the community where your project will take place, along with the roles and influences of existing policies that may affect project implementation. Step 3: Defining a monitoring and evaluation framework.
This makes it easier for the project managers and stakeholders to monitor project implementation. Want some tips on how to design a Results Framework? Step 4: Identifying relevant indicators. Step 5: Identifying data collection tools and methodologies.
Before collecting data, it is a good idea to discuss these questions as a team: Will the data be qualitative, quantitative, or a combination of the two? What baseline data already exists? What are the most relevant methods and tools to collect new data? How will the collected data be recorded? How and when will the data be analysed? Who will be responsible for data collection and analysis?
This includes the indicators, who is responsible for collecting them, what forms and tools will be used, and how the data will flow through the organisation. Update: This article has been updated to include a template for multiple projects. The donor has not provided a template for you to use. Was this article useful? Sorry to ask this simple maths question, we need to know you're not a robot. She holds a Ph. Piroska is passionate about using scientific evidence and creativity to design programs that work.
Its goal is to improve current and future management of outputs, outcomes and impact. Monitoring is a continuous assessment of programmes based on early detailed information on the progress or delay of the ongoing assessed activities. The credibility and objectivity of monitoring and evaluation reports depend very much on the independence of the evaluators. Their expertise and independence is of major importance for the process to be successful. The developed countries are using this process to assess their own development and cooperation agencies. An evaluation is a systematic and objective examination concerning the relevance, effectiveness, efficiency and impact of activities in the light of specified objectives. An important goal of evaluation is to provide recommendations and lessons to the project managers and implementation teams that have worked on the projects and for the ones that will implement and work on similar projects.
For FHI , the purpose of a monitoring and evaluation plan is to help us gain a deeper understanding of the communities and people we support, by allowing us to craft solutions that deliver serious impact. The evaluation side refers to the examination of a program to understand what has been achieved. Organizations want to be able to understand what works and what does not—and amend activities accordingly. Funders want to see if and how projects reached objectives and how their money is being used. The public wants to consume meaningful stories about project impacts and opportunities. We designed the course in bite-sized pieces, and learners have the opportunity to practice what they learn and to build from one piece to the next at their own pace. Our best advice?
Follow CompassforSbc. Click here to access this Guide in Arabic. It is a living document that should be referred to and updated on a regular basis.
Слова приятеля его очень удивили. Дело в том, что АНБ не только существовало, но и считалось одной из самых влиятельных правительственных организаций в США и во всем мире. Уже больше полувека оно занималось тем, что собирало электронные разведданные по всему миру и защищало американскую секретную информацию. О его существовании знали только три процента американцев. - АНБ, - пошутил приятель, - означает Агентство, которого Никогда не Было.
Если бы этого не было, температура от трех миллионов работающих процессоров поднялась бы до недопустимого уровня - скорее всего силиконовые чипы воспламенились бы и расплавились. Поэтому такая перспектива даже не обсуждалась. Сьюзан старалась сохранять самообладание. Мысли ее по-прежнему возвращались к сотруднику лаборатории систем безопасности, распластавшемуся на генераторах. Она снова прошлась по кнопкам. Они не реагировали. - Выключите ТРАНСТЕКСТ! - потребовала .
- Беккер взял подушку с соседней койки и помог Клушару устроиться поудобнее.
Я попросил его не звонить мне, пока он не найдет кольцо. - Почему? - удивилась Сьюзан. - А если ему нужна помощь. Стратмор пожал плечами.
У вас испуганный вид, - сказала Сьюзан. - Настали не лучшие времена, - вздохнул Стратмор. Не сомневаюсь, - подумала. Сьюзан никогда еще не видела шефа столь подавленным. Его редеющие седые волосы спутались, и даже несмотря на прохладу, создаваемую мощным кондиционером, на лбу у него выступили капельки пота.
В полумраке ей удалось различить руку Хейла. Но она не была прижата к боку, как раньше, и его тело уже не опутывали веревки. Теперь рука была закинута за голову, следовательно, Хейл лежал на спине.
Камера снова показала Танкадо, его руку, упавшую на бездыханную грудь. Кольца на пальце уже не. ГЛАВА 118 - Это может служить доказательством, - решительно заявил Фонтейн. - Танкадо избавился от кольца. Он хотел, чтобы оно оказалось как можно дальше от него - чтобы мы его никогда не нашли.
По иронии судьбы в Третьем узле секреты не очень-то любили. Нареченный Детским манежем, Третий узел ничем не напоминал стерильную атмосферу остальной части шифровалки. Его обстановка напоминала домашнюю - мягкий ковер, высокотехнологичная звуковая система, холодильник, полный напитков и всяческой еды, маленькая кухня и даже баскетбольное кольцо. В отношении шифровалки в АНБ сложилась своеобразная философия. Нет смысла вбухивать миллиарды долларов в дешифровальный компьютер и одновременно экономить на тех, кто работает на этой превосходной технике.
Беккер закрыл глаза, стиснул зубы и подтянулся. Камень рвал кожу на запястьях. Шаги быстро приближались. Беккер еще сильнее вцепился во внутреннюю часть проема и оттолкнулся ногами. Тело налилось свинцовой тяжестью, словно кто-то изо всех сил тянул его .
Светлые волосы тщательно уложены. - Прошу меня извинить, - пробормотал Беккер, застегивая пряжку на ремне. - Мужская комната оказалась закрыта… но я уже ухожу. - Ну и проваливай, пидор.
В этом нет никакого смысла, - размышляла. - Если он не знал, что мы его убиваем… Ничего не понятно. Слишком поздно. Мы упустили что-то очень важное.
Беккер изумился. - Un punqui. - Si.
В воздухе стоял тяжелый запах мочи. Лампочки в конце коридора не горели, и на протяжении последних двадцати метров можно было различать только смутные силуэты.
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