ZAMBIAN OPEN UNIVERSITY
SCHOOL : School of Social Sciences
COMPUTER NO. : 21010298
NAME : Mwase Bernard
PROGRAMME : B.A. Development Studies
COURSE : DS 36: Planning, Monitoring & Evaluation
LECTURER : Mr. Valentine Mwanza
SEMESTER : Second Semester
ASSIGNMENT : 2
DUE DATE : 18 October 2013
TEL. No. : 0966-836-022
CONTACT ADDRESS : Livingstone Institute of Business &
Engineering Studies, P.O. BOX D 27,
Plot 2621 Nakatindi Road, LIVINGSTONE
E-MAIL : [email protected]
Assignment 2
Monitoring and Evaluation are critical activities that must accompany implementation for the plan to be achieved. However, much of the quality and evaluation derive from the experience of the Evaluator as well as the resources at hand. Critically discuss the above statement.
Evaluator`s experience: Monitoring and Evaluation critical activities for achievement of plan: 21010298
Every problem existing in a community has causes and effects. To resolve these problems, the root causes need to be identified and this is where knowledge, efforts and resources need to be directed appropriately. If the causes are not identified, all efforts that are being made to find a solution will be in vain as resources will be directed at effects, which may be wrong targets.
The Research paper on Monitoring and Evaluation
... China who used participatory monitoring and evaluation to strengthen their development research, particularly in the area of natural resource management. ” Two groups of ... Participatory Monitoring and Evaluation approach that are replicable in other projects and not on the specifics of the research into Natural Resource Management. ...
This can be likened to healing symptoms while the disease remains in a person. Targeting effects may give short – term relief but it does not solve the problem. The problem is best solved when the root causes are identified and all efforts targeted at them.
This is why this essay shall discuss the importance of the experience that the evaluator has is critical in targeting the right effects, just as the adequate and appropriate resources at hand also play a significant role in achieving the envisioned target.
Key words: Monitoring, Evaluation
Monitoring and evaluation are integral parts of the programme/project management cycle. On the one hand, monitoring and evaluation are effective tools for enriching the quality of interventions through their role in decision-making and learning. On the other hand, the quality of project design (e.g., clarity of objectives, establishment of indicators) can affect the quality of monitoring and evaluation. Furthermore, the experience gained from implementation can contribute to the continuing refinement of monitoring and evaluation methodologies and instruments.
To maximize the benefits of monitoring and evaluation, the recommendations and lessons learned from those functions must be incorporated into the various phases of the programme or project cycle.
Relevant lessons learned from experience with other programmes and projects must be incorporated in the design of a new programme or project.
A monitoring and evaluation plan must also be prepared as an integral part of the programme or project design. Those responsible for programme or project design must:
• construct baseline data describing the problems to be addressed;
• clarify programme or project objectives;
• set specific programme or project targets in accordance with the objectives;
• establish consensus among stakeholders on the specific indicators to be used for monitoring and evaluation purposes;
The Business plan on Project planning and evaluation
Before anyone is going to do something, there is nothing as sensible as planning. A plan as we know is something thought about and chalked out in advance before the real action takes place and is actually a recipe for success. But then, the word ‘plan’ does not need much of a definition. It has been used so much that it has become quite hackneyed. So, we all know what it means, but how ...
• define the types and sources of data needed and the methods of data collection and analysis required based on the indicators;
• reach agreement on how the information generated will be used;
• specify the format, frequency and distribution of reports;
• establish the monitoring and evaluation schedule;
• assign responsibilities for monitoring and evaluation;
• provide an adequate budget for monitoring and evaluation.
A monitoring and evaluation plan is not intended to be rigid or fixed from the outset; rather, it should be subject to continuous review and adjustment as required owing to changes in the programme or project itself.
The appraisal and approval of programmes and projects must ensure that appropriate lessons and a monitoring and evaluation plan are incorporated in the programme or project design.
As noted earlier, since monitoring is an ongoing process, it can reveal early signs of problems in implementation. This information can serve as a basis for corrective actions to ensure the fulfilment of programme or project objectives. Areas of success can also be revealed through monitoring, enabling their reinforcement.
Evaluator`s experience: Monitoring and Evaluation critical activities for achievement of plan: 21010298
The contribution made by both monitoring and evaluation to lessons learned was also noted earlier. Thus, programme managers and other stakeholders must make certain that a learning culture is maintained throughout the implementation of a programme or project. Such a culture should motivate those involved in programme or project management to learn from their experience and apply those lessons to the improvement of the programme or project. Learning can be enhanced through participatory mechanisms that enable the various stakeholders to share their views and provide feedback when and where it is needed.
Certain conceptual and methodological constraints and challenges are associated with the monitoring and evaluation functions. Effective monitoring and evaluation can be achieved only through a careful, pragmatic approach to addressing these limitations.
Monitoring and evaluation are of little value if a programme or project does not have clearly defined objectives and appropriate indicators of relevance, performance and success. Any assessment of a programme or project, whether through monitoring or evaluation, must be made vis-à-vis the objectives, i.e., what the interventions aim to achieve. Indicators are the critical link between the objectives (which are stated as results to be achieved) and the types of data that need to be collected and analysed through monitoring and evaluation. Hence, lack of clarity emanating from experience gained by the evaluator, in stating the objectives and the absence of clear key indicators will limit the ability of monitoring and evaluation to provide critical assessments for decision-making, accountability and learning purposes.
The Essay on Job Evaluation And Its Objective
1. Introduction Every organization needs to ensure that there is a fair, equitable assessment and determination of job worth for the purpose of compensation through a comprehensive job evaluation system. The job evaluation process helps to establish the grade level for a particular job. The end result of the job evaluation process is a ranking of the jobs in the organization in which the more ...
Accurate, adequate information must be generated within a limited time frame. This may not be a very difficult task in the case of monitoring actions since programme or project managers should be able to obtain or verify information as necessary. However, the challenge is greater for projects evaluation missions conducted by external consultants. The average duration of such missions should be given precisely; however, this should not be considered as the norm, due to variations of projects and resources required. Flexibility to establish realistic timetables for these projects should be exercised, depending on the nature of the evaluations. Budgetary provisions must be made accordingly.
No evaluator can be entirely objective in his or her assessment. It is only natural that even external evaluators (i.e., those hired from outside the Government or organisation) could have their own biases or preconceptions. The composition of the evaluation team is therefore important in ensuring a balance in views. It is also crucial that evaluators make a distinction between facts and opinions. External evaluators must seek clarification with the Government or other concerned parties on matters where there are seeming inconsistencies to ensure the accuracy of the information. This applies particularly to understanding the cultural context of the issues at hand. In cases where opinions diverge, the external evaluators must be willing to consider the views of others in arriving at their own assessments.
The Essay on The evaluation of adults returning to learning.
There are many advantages to returning to learning as an adult, which ultimately enables the individual satisfied in many positive aspects. However, amongst the advantages, it is highly probably & apprehensible that an adult student will face disadvantages to returning to learning as an adult. There is no such thing as a typical adult student, ergo everyone is unique. Nevertheless, it is ...
Traditionally, monitoring and evaluation have been perceived as forms of control mainly because their objectives were not clearly articulated and understood. Thus, the learning aspect of monitoring and evaluation needs to be stressed along with the role that these functions play in decision-making and accountability.
Monitoring and evaluation can provide a wealth of knowledge derived from experience with development cooperation in general and specific programmes and projects in particular. It is critical that relevant lessons be made available to the appropriate parties at the proper time. Without good feedback, monitoring and evaluation cannot serve their purposes. In particular, emphasis must be given to drawing lessons that have the potential for broader application, i.e., those that are useful not only to a particular programme or project but also to related interventions in a sector, thematic area or geographical location.
Evaluator`s experience: Monitoring and Evaluation critical activities for achievement of plan: 21010298
The focus of monitoring and evaluation on relevance, performance and success is strategically linked to the objective of ensuring that programmes and projects produce sustainable results that benefit the target groups and the larger communities of which they are a part . Both functions contribute to the achievement of this objective by supporting decision-making, accountability, learning and capacity development.
Decision-making may be linked to interventions at the macro, meso and micro levels. Macro-level decisions relate to policies that cut across sectors and affect the overall development process. Decisions made at the meso and micro levels pertain to programmes and projects, respectively.
Monitoring and evaluation actions support decision-making at all three levels, e.g., policy and strategic evaluations at the macro level and monitoring and evaluation of programmes and projects, individually and in clusters, at the other two levels. However, many of these actions are currently concentrated at the meso and micro levels.
The data and information collected during monitoring and evaluations constitute a critical foundation for action by programme managers and stakeholders, who need to be able to identify evolving problems and decide on crucial strategies, corrective measures, and revisions to plans and resource allocations pertaining to the activities in question.
The Review on EIP and Project Based Learning
The title of the study is to be dubbed as EIP and Project Based Learning: Studying student’s motivation and academic achievement. The research would be carried out in a manner which would facilitate the identification of what impact does standard project-based learning have on EIP (Early Intervention Program) and the student’s impetus and academic achievement? Statement of the Problem A fresh ...
Even after the completion of a programme or project, monitoring and evaluation can contribute significantly to decision-making. For instance, terminal reports, considered to be part of the monitoring function, can contain recommendations for follow-up activities. Post-programme or post-project monitoring can lead to the recommendation of measures to improve the sustainability of results produced by the programme or project.
Monitoring and evaluation provide critical assessments that demonstrate whether or not programmes or projects satisfy target group needs and priorities. They help to establish substantive accountability by generating answers to questions such as:
• What is the impact of the programme or project on the target groups and the broader development context?
• Are the required mechanisms in place to sustain the benefits in a dynamic, strategic way?
As for the question “Who is accountable?”, monitoring and evaluation must be used to support accountability at different management levels within an organisation, i.e., the accountability of all stakeholders involved and concerned.
The learning derived from monitoring and evaluation can improve the overall quality of ongoing and future programmes and projects. This is particularly significant when one considers the support for innovative, cutting-edge programmes and projects with all the attendant risks and uncertainties.
The learning that occurs through monitoring applies particularly to ongoing programmes or projects. Mistakes are made and insights are gained in the course of programme or project implementation. Effective monitoring can detect early signs of potential problem and success areas. Programme or project managers must act on the findings, applying the lessons learned to modify the programme or project. This learning by doing serves the immediate needs of the programme or project, but it can also provide feedback for future programming.
On the other hand, the learning that results from terminal and ex-post evaluations is relevant particularly to future programmes and projects. In such cases, it can be more definitive, especially if evaluations are conducted for clusters of projects or programmes from which lessons can be extracted for broader application. The lessons, which may apply to a given sector, theme or geographical area, such as a country or region, can, of course, be adapted or replicated depending on the context.
The Term Paper on Monitoring And Evaluation In South African Government
... functional areas of government. Non-Governmental Organizations (NGO) can play a meaningful role in monitoring and evaluation – especially in the area ... the budget of any project – anywhere in the country. In case of high – priority programmes, procurement arrangements can be ... and no measures of outcomes such health status or learning outcomes were evaluated. Heavy burdens were imposed on frontline ...
Learning from monitoring and evaluation must be incorporated into the overall programme or project management cycle through an appropriate feedback system and support decision-making at various levels.
Monitoring and evaluation must contribute to the organisation to achieve the expected results/effects by assisting programme evaluators to develop their capacity to manage development. Improving the decision-making process, ensuring accountability to target groups or stakeholders in general, and maximizing the benefits offered by learning from experience can all contribute to strengthening capacities at the national, local and grass-roots levels, including, in particular, the capacities for monitoring and evaluation.
• monitoring an organization’s clarity of mission-this involves evaluating an organization’s goals and how well those goals are understood throughout the organization
• monitoring an organization’s leadership – this involves evaluating how empowered the organization’s leadership is-how well the leadership encourages experimentation, self-reflection, changes in team structures and approaches.
• monitoring an organization’s learning – this involves evaluating how often an organization participates in effective self-reflection, and self-assessment. It also involves how well an organization “learns from experience” and if the organization promotes the idea of learning from experience.
• monitoring an organization’s emphasis on on-the-job-development – this involves evaluating how well an organization encourages continued learning, specifically through hands on approaches.
Evaluator`s experience: Monitoring and Evaluation critical activities for achievement of plan: 21010298
• monitoring an organization’s monitoring processes – this involves evaluating how well an organization participates in self-monitoring. It looks at whether or not an organization encourages growth through learning from mistakes.
Evaluator`s experience: Monitoring and Evaluation critical activities for achievement of plan: 21010298
References
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Social research in developing countries: surveys and censuses in the Third World. London: Routledge
Bamberger, M., Rugh, J., Church, M., & Fort, L. (2004).
Shoestring evaluation: Designing impact evaluations under budget, time and data constraints. American Journal of Evaluation, 25,5 – 37
Ebbutt, D. (1998).
“Evaluation of projects in the developing world: some cultural and methodological issues”. International Journal of Educational Development 18 (5): 415–424.
Jacobs, F.H. (2003).
Child and Family Programme Evaluation: Learning to Enjoy Complexity. Applied Developmental Science 7.2: 62-75. Academic Search Premier..
Smith, T. (1990).
“Policy evaluation in third world countries: some issues and problems”. Some issues and problems”. Asian Journal of Public Administration 12: 55–68.
Weiss, H.B., & Greene, J.C. (1992).
An empowerment partnership for family support and education programmes and evaluations. Family Science Review, 5(1, 2): 131-148.
