Monitoring and Evaluation

7 Key excerpts on "Monitoring and Evaluation"

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  eBook - PDF

  Strategic Management in Schools and Colleges

  SAGE Publications

  • David Middlewood, Jacky Lumby, David Middlewood, Jacky Lumby(Authors)
  • 1998(Publication Date)
  • SAGE Publications Ltd

    (Publisher)

  The use of evaluation to select appropriate strategies and to assess progress to achieve them are both considered. The chapter concludes that only by inclusiveness, by involving staff and their understanding in the process, will Monitoring and Evaluation be effective. 163 164 Strategic Management in Schools and Colleges WHAT IS MEANT BY Monitoring and Evaluation? Monitoring and Evaluation are sometimes used as if they were synony-mous, or alternatively the description of a single process. However, there are differences: monitoring offers an answer to the question 'How are we getting on?', whereas evaluation offers an answer to the question 'How did we get on?' Monitoring Monitoring is about making adjustments to the plan, both small and large, during the implementation process. Monitoring may thus be seen as a continuous process, which may or may not involve the collection of data. It involves looking and checking without necessarily making value judge-ments or taking any action. Evaluation In addition to this monitoring process, it is necessary to have a periodic evaluation which is more in-depth, thoughtful and considered, to find out the answers to the questions: • Did we do what we set out to do? • If not, why not? Evaluation may draw on information gathered through monitoring, or assembled at the point of evaluation. Although it does not have to, it normally takes place at the end of a 'cycle* in order to see if the educational organisation is achieving what it set out to achieve and if not, why not, as part of a 'feedback loop* to compare strategy formulation and implementa-tion with the results. Where intention and results do not match, corrective action can take place.

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  Designing Workplace Mentoring Programs

  An Evidence-Based Approach

  • Tammy D. Allen, Lisa M. Finkelstein, Mark L. Poteet(Authors)
  • 2011(Publication Date)
  • Wiley-Blackwell

    (Publisher)

  Chapter 7 Monitoring and Program Evaluation

  In order to determine whether or not a mentoring program is achieving the business goals and objectives it was designed to achieve, it is imperative that companies create and implement a Monitoring and Evaluation process as part of their programs. Monitoring processes can help gauge problems early enough to be corrected quickly, and evaluation procedures can help establish the effectiveness of a formal mentoring program. The importance of evaluation and monitoring cannot be over-stated, especially considering that, to date, research tends to indicate that formal mentoring relationships are less effective than are informal mentorships (but better than no mentoring).1 In today’s increasingly competitive business environment, where resources are often stretched and limited, the mentoring program’s survival and viability depend on it demonstrating a sound return on investment. Following the steps outlined in previous chapters can help organizations facilitate high quality mentoring relationships where learning and growth take place. Monitoring and Evaluation are the way to translate that learning and growth into demonstrable value-added business results.

  As has been emphasized throughout this book, the steps and measures that are used to monitor and evaluate the program should flow directly from its stated goals as well as the overall company culture. For example, as formal mentoring programs are often designed to enhance newcomer socialization or retain talent rather than to increase promotion rates and salaries, a relevant measure may be the number of protégés who remain with the company for five or more years, but not how much their salaries rise (or drop) during that time period. As noted in Chapter 1, outcome criteria and plans to evaluate the program should be created and in place before the first mentoring relationship is formed.

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  Development Program Monitoring and Evaluation System Effectiveness

  • Adbourahmane BA(Author)
  • 2019(Publication Date)
  • Editions EMS

    (Publisher)

  Development practices and assessment culture, in designing and implementing eval-uations, are intended to culminate in findings and conclusions that are evidence-based for better management decisions. Decision-making in the development area, within the particular Development Program Monitoring and Evaluation System Effectiveness 44 context of West African countries, is a very demanding activi-ty as programs and projects are designed and implemented in a critical pathway where the theory of change is generally chal-lenged by critical assumptions and risks mainly related to the po-litical, institutional, security, and socioeconomic environment. At this juncture, an effective M&E-System that will facilitate ev-idence-based knowledge creation and dissemination is critical for development programs’ success. The quality of the informa-tion generated through the M&E-System will ensure the reliabil-ity of the knowledge generated for use in the decision-making and risk-taking processes. The more the information users in the decision-making and risk-taking processes are satisfied, the more effective is the M&E-System. Strong M&E designs help generate reliable and meaningful evidence for decision-makers. The information produced in the M&E-System includes evidence on the use and management of inputs, the creation of outputs or products and services, the measurement of outcomes, impact assessments, performance and risk management, etc. In the proposed model for M&E-System effectiveness, the eight dimensions of decision process effectiveness, as defined by Schilling et al . in Figure 10, are used to measure the factors of the evidence-based decision-making component of an organiza-tion’s capability influenced by an effective M&E-System in addi-tion to the two dimensions analyzed first, namely results-based management, and knowledge and information sharing. Figure 10. Measurements for the evidence-based decision-making dimension of an effective M&E-System Source: the author.

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  Strategic and performance management in the public sector

  • Minnaar F(Author)
  • 2012(Publication Date)
  • Van Schaik Publishers

    (Publisher)

  What Monitoring and Evaluation have in com-mon is that they are geared towards learning from what is being done and how it is being done by focusing on efficiency, effectiveness and impact. In terms of evaluation , the guide (Free State Provincial Government 2001) draws a distinc-tion between review and evaluation . Review is regarded as the management instrument where-by performance must be measured at regular intervals (mostly quarterly). The performance review is a formal overview of progress made in reaching objectives and targets. Evaluation is done at the end of the performance and devel-opment management cycle and is based on information gathered during the monitoring and the review phases of the process. For the purposes of this chapter, review and evaluation will be regarded as two parts of a single process aimed at evaluating actual perform-ance progress against planned performance. Performance planning is done for 1. the institution or organisation (as reflected in the institutional performance plans) and, through the performance plans, also for its subcomponents 2. the individuals in the organisation or insti-tution, through the translation of institu-tional performance targets into the per-formance plans of individual employees. An institutional performance Monitoring and Evaluation system will therefore also make pro-vision for assessing the executing institution as a whole and the individual. 9.3 Scorecards Scorecards are, as the name suggests, cards that reflect scores . The scores are the results of the performance evaluations conducted in the institution, both on an institutional and an indi-vidual level. There are different scorecard models, but the best known of these is the so-called balanced scorecard , developed and presented by Robert Kaplan and David Norton (see Figure 9.1).

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  Cash Transfers for Poverty Reduction

  An International Operational Guide

  • Francisco V. Ayala, David Lawson(Authors)
  • 2023(Publication Date)
  • Routledge

    (Publisher)

  10 MONITORING

  Implementing Actions While Achieving Goals

  DOI: 10.4324/9781315407227-10

  10.1 Introduction

  According to Grosh et al.,1 the integrated Monitoring and Evaluation system has a monitoring component that is an essential management tool to supply information about how well the programme is working. Monitoring is a continuous process that occurs throughout the life span of the programme. The second component of the system is an external assessment of the programme effectiveness and is divided into three subcomponents, process evaluation, assessment of targeting accuracy and impact evaluation. This system is assisted by a financial and transactional management information system that not only supports the day-to-day operation of the programme but also maintains the database and generates reports with indicators on resources used and outputs achieved.

  This chapter focuses on quantitative, qualitative and mixed methods to monitor outputs and processes. The monitoring component of the M&E system in most social safety net programmes is the responsibility of programme unit officials. This chapter will show how monitoring helps identify problems and challenges encountered in field operations, thereby allowing necessary amendments to be made to a programme’s design. Data mining is becoming an integral part of the monitoring component and helps to understand and recognize the reasons for specific unexpected results, alarming trends and negative behaviours of beneficiaries. The proposed monitoring is, therefore, aimed at capturing areas for improvement and includes mechanisms to learn from the findings through frequent iterations.2

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  Working with Smallholders

  A Handbook for Firms Building Sustainable Supply Chains

  • International Finance Corporation(Author)
  • 2019(Publication Date)
  • World Bank

    (Publisher)

  1 Moreover, agribusiness firms increasingly want to substantiate claims of positive impact on local farming populations. They also need to under-stand outcomes to reduce exposure to brand-damaging risks, such as from poor working conditions or environmental harm. Independent evaluation findings can underscore a firm’s commitment to sustainability among the broader public. MEASURING RESULTS 261 In short, “what gets measured, gets managed.” Rigorous results mea-surement allows a firm to • Track progress, steer activities, and plan : for example, crop volume pro-jections may signal the need for more storage capacity. • Account for the use of resources : perhaps to the board, donors, farmers, and certification agencies. • Learn : for example, what really works, and what are the costs and benefits? • Self-promote and convince others. This chapter serves as a primer on this potentially vast topic. It aims to do the following: • Explain key concepts. • Steer firms through key steps and considerations for data collection and analysis. • Highlight how firms can simplify this task by, for example, ° Selectively using data collected as part of firms’ own management systems ° Understanding the growing range of tools and devices that make data collection and analysis easier and quicker ° Recognizing more-complex areas where expert input is advised ° Drawing upon the many excellent information resources on this topic. • Offer practical advice, insights, and examples. Monitoring and Evaluation: Process and Impact A distinction is usually made between “monitoring” and “evaluation.” Monitoring (regular checking) covers such questions as these: • Is the program on schedule? • Is it meeting its KPIs? Is it proceeding as planned? These data are generally easier to collect because it is often done through existing systems and processes (and hence sometimes called “ process evaluation”).

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  Costa Rica: Good Governance, from Process to Results

  • OECD(Author)
  • 2015(Publication Date)
  • OECD

    (Publisher)

  In addition, strong Monitoring and Evaluation can foster transparency and accountability, and provide stakeholders with information regarding progress in the accomplishment of the government’s goals and commitments. However, modern policies are complex (both in design and impact) and strongly interdependent. Evidence, for instance under the format of indicators, is important to examine policy effects, learn from past experiences and inform decision making, though there is always a lurking risk of over-simplifying reality. In addition, the machinery of collecting and analysing evidence through a Monitoring and Evaluation system is not an end in itself and should not divert one from a strategic focus on the achievement of actual policy results. As illustrated in Box 3.1, evidence-based decision making – for instance on the basis of Monitoring and Evaluation information – requires different elements to make sure that the “right evidence” is obtained, and used appropriately. Disposing of a good system of performance information does not yet imply thorough performance management. Performance management requires technical and political leadership, the capacity to feed performance information in the policy cycle and the versatility to adapt policies where needed. Legal framework The National Planning Law No. 5525 of 1974 incorporates the reference to the mandate to evaluate systematically and permanently the results of the execution of plans, policies and programmes, with a pivotal role for the Ministry of National Planning and Economic Policy ( Ministerio de Planificación Nacional y Política Económica , MIDEPLAN). Executive Decree No. 23323 of 1994, amended by Executive Decree No. 33206 of 2006, confirms the main role of MIDEPLAN in evaluation, through the area of evaluation and monitoring.

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