Project Implementation

Project Log Frame Indicators MOV M&E
Participation Social Audit
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Facilitation Documentation
Project
Implementation

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Participatory Community Monitoring
and
Evaluation

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Understanding of a Project
Log Frame
Indicators
Means of Verification
Monitoring and Evaluation
Participation
Social Audit
Facilitation
Documentation

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Main components of a Project
Project Cycle
Results Chain, What to Assess
Results Chain, What to Assess- Indicative Example
Project and Results Chain

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Project ?
A Project will generally have:
• Rationale
• Goal
• Objectives
• Outputs
• Action plan
• Beneficiaries
• Limited time frame
• Budget

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Project Cycle?
Assessment
Design
Implementation
MonitoringEvaluation
Redesign
Transition
Problem
Identification
Project Rollout
Project
Appraisal
Restructuring &
Implementation
Phasing out

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Results Chain?
Outputs
Outcome
Impact
ActivitiesInputs
What to assess?

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Results Chain?
What to assess?
School enrollment rates
Improve literacy
Number of schools
built; textbooks, etc.
Building of schools
Distribution of
textbooks, etc.
Spending on primary
education
Indicative Example:
Access to, use of, and
satisfaction with services
Effects on dimensions of
well-being
Goods and services
produced
Tasks undertaken to
transform inputs to
outputs
Financial, human and
material resources
Outcomes
Impact
Outputs
Activities
Inputs

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Project Log Frame
Project Log Frame
Project Log Frame Matrix
Project Log Frame – What is to be monitored

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Take a break

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Project Log Frame?
Goal Indicators
Objectively Verifiable
Indicators (OVIs)
MOVs
Means of
Verification
Assumptions
Risks
Purpose Indicators MOVs
Outputs Indicators MOVs
Activities
(Inputs)
Indicators “Milestones” MOVs

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Project Log Frame?
Description of the action. Objectively verifiable
indicators of achievement
Source and means of
verification
Assumptions
1 Overall objectives (Goal)
What are the overall broader
objectives to which the action will
contribute?
8 What are the key indicators
related to the overall
objectives?
9 What are the sources of
information for these
indicators?
2 Specific objectives
What specific objjective is the
action intended to achieve to
contribute to the overall
objectives?
10 Which indicators clearly
show that the objective of
the action has been
achieved?
information that exist or
can be collected? What
are the methods requred
to get this information?
7 Which factors and conditions
outside of Beneficiary’s
responsibility are necessary
to achieve that objective?
(external coditions) Which
risks should be taken into
consideration?
3 Expected results
The results are the output
envisaged to achieve the specific
objective. What are the expected
results? Enumerate them
12 What are the indicators to
measure whether and to
what extent the action
achieves the expected
results?
information about action
progress?
6 What external conditions
must be met to obtain
expected results on
schedule?
4 Activities
What are the key activities to be
carried on and in what sequence
in order to produce the expected
results? (group the activities by
result)
14 Means
What are the means
required to implement
these activities, e.g.
personnel, equipment,
training, studies, supplies,
operational facilities, etc.
15 Costs
What are the action costs?
How are they classified?
(breakdown in the Budget
for the action)
5 What pre-conditions are
required before the action
starts? What conditions
outside the Beneficiary’s
direct control have to be met
for the implementation of the
planned activities?

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Intervention logic Objectively verifiable indicators Sources of
verification
Assumptions
Overall
objective
What are the overall broader
objectives to which the action will
contribute?
What are the key indicators related
to the overall objectives?
Increasing the employability of blind
people on the open labor market
Increased employability of blind
people by 5% within one year after
completion of the project
Specific
objectives
What specific objjective is the
action intended to achieve to
contribute to the overall objectives?
Which indicators clearly show that
the objective of the action has been
achieved?
What are the sources
of information for these
indicators?
Which factors and
conditions outside of
Beneficiary’s responsibility
are necessary to achieve
that objective? (external
coditions)
1. Increasing the level of working
competence of blind people
1/3 of visitors receives the
certificate
Project report Which risks should be
taken into consideration?
2. Sensitization of unemployed
blind people and employers
It was done 20 interviews for the
employment of unemployed blind
people.
Results 1.1 Increased number of trained
unemployed blind persons
30 unemployed blind people have
passed the specific training
Project reports,
independent surveys
Risks
2.1 Increased awareness of the
needs of blind people to their entry
into the open labor market
30 blind people have passed the
workshop and are ready for the job
Blind unemployed people
will not be interested in
this type of training
2.2 Increased number of employers
who have recognized the potential
of blind people
At least 50 employers who were on
the stands
Employers will have no
interest to inform and gain
knowledge about the
potential of blind people
Indicators reflect a
measurable
outcome of
the activities
which confirm the
achievement of
specified results
Sources of
verification
for these
indicators
Project Log Frame?

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Indicators- What to Assess
Indicators- What is and what not
Indicators- Types
Indicators- SMART Quality
Indicators

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Indicators?
What to assess?
• Ways of measuring (indicating) that
progress on your programs or
projects is being achieved
• Used to measure the impact of
interventions
• Monitor the performance of programs
or projects in relation to pre-
determined targets
• Measure physical and visible
(measurable) outcomes, but also
changes in attitudes and behaviour,
• Indicators are signposts of change
along the path to development

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Indicators?
What its says and what not
 To what extent our
program objectives have
been met
 What progress our project
or program has made
 The extent to which our
targets have been met
 That a change we are
interested in is happening
 They are not proof
 they cannot tell us why our
program or project has
made a difference
 Why and how change
occurs
 How our communication
activities should be
undertaken

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Indicators?
Types
Qualitative indicators Quantitative indicators
can help us to assess the impacts of our
projects and the extent to which change
has occurred. They are generally more
descriptive.
can help to assess if our projects are on
track
Input indicator Process indicator
• Funds covering the planned
communication activities
• Qualified staff
• Number of participatory radio
programmes aired
• Number of people reached through
popular theatre activities
Output indicator Outcome/impact indicator
• Percentage of participants by men and
women
• Exposure to needed
information/messages
• Expanded public and private dialogue
• ICT increasingly used for dialogue and
debate
• Percentage of men and women who
know about voting procedures

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Indicators?
What are SMART Indicators?
SMART principles as a way to manage M&E
Is the indicator a reliable and clear
measure of results?
Are the results in which the
indicator seeks to chart progress
realistic?
Is the indicator relevant to the
intended outputs and outcomes?
Are data available at reasonable
cost and effort?
Is the indicator specific enough to
measure progress towards the
results?
SPECIFIC
MEASURABLE
ACHIEVABLE/
ATTAINABLE/
ATTRIBUTABLE
REALISTIC/ RELEVANT
TIMELY/ TIMEBOUND/
TARGETED/
TRACKABLE
S
M
A
R
T

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Means of Verification – Sources and Tools

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Means of Verification?
• Tells us from where we should obtain the necessary data
• Prove the objectives defined by the indicator has been reached.
• How to acquire evidence that the objectives have been met ·
• Mov form the basis of the monitoring system of a project.
• Refers to the source and frequency of data that is used to compile
the verifiable indicators
• They are revised as the monitoring system is elaborated.
 Are MoVs obtainable from already existing and
accessible sources
 Is gathering of special data required
If yes
• provide for an activity (e.g. within 'monitoring activities')
• what will it cost? include in "specification of cost“

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Means of Verification?
Sources/Tools
• Statistics
• Network Reports
• Progress Reports
• Survey Reports
• Monitoring and Evaluation Reports
• Observations
• Meeting proceedings
If one cannot find a meaningful/ cost-
effective MoV, the indicator has to be
changed

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Basic Function to assess results
Why M & E
Why M & E – Results Chain Explained
Why M & E – Results Chain Explained Flow Chart
M & E – Relationship
M & E – The Basics
M & E – The Basics in Table Comparative
M & E Differences
Monitoring
Basic Monitoring Tools
Evaluation
Evaluation Types
Evaluation Intervals
Evaluation Methods and Tools
Evaluation How

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Basic Functions to assess results
a general examination
that seeks to identify
vulnerable areas and
malfunctions and to
propose corrective action.
a specific examination of
a claim of wrongdoing
and provision of evidence
for eventual prosecution
or disciplinary measures
continuous examination
of progress achieved to
take necessary decisions
to improve performance.
WRONG
DOING
FACT
FINDING
CONTINOUS
ASSESSMENT
INSPECTION
INVESTIGATION
MONITORING

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Basic Functions to assess results
understand the worth,
quality, significance
amount, degree or
condition of any
intervention desired to
tackle a problem
an assessment of the
adequacy of management
controls to ensure the
economical and efficient
use of resources
a systematic
examination designed
to develop or contribute
to knowledge
PERFORMANCE
COMPLIANCE
MODELLING
EVALUATION
AUDIT
RESEARCH

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Why M&E?

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The Results Chain Explained
Why M&E?
1 The extent to which the objectives of a
development intervention are consistent with
beneficiaries´ requirements, and partner’s and
donor’s policies.
Relevance:
Effectiveness:
Efficiency :
Sustainability:4
3
2
Impact:5 Positive or negative, direct or indirect long-term
impact produced by a development intervention.
doing right things
doing things right
Meeting needs without compromising the ability of
future generations to meet their needs (project will
continue after donors intervention)

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The Results Chain Explained
Why M&E?
Sustainability
Relevance Efficiency
Effectiveness
Needs
Inputs Activities Outputs
Outcome
Impact
Objective

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Relationship of Monitoring and Evaluation
Why M&E?
Monitoring
Recording
Analysis
Reporting
Corrective action at
the operational level
Recording Recommendations
Analysis
Information from
other sources
Information from
Monitoring
Affirmation or modification in
objectives, resources, and process
Evaluation

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PROJECT FLOW
Sustained benefits and impact
Time
Mid-Term Review
End-of project or Final evaluation
Ex-post or Impact evaluation
Desired
Situation
Present
Situation
Monitoring
Activity Implementation
Beneficiary Mapping
Planning
Reviews/ Inputs End line
Consolidation/ Wind-up

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Basic ?s before establishing a system
Why will monitoring/ evaluation take place
What will the person monitor/evaluate
Who will monitor/evaluate and whom
Where will the activity take place
When will the activity take place. Time/ calendar
What ways (How) will be adopted
?
?
?
?
?
? Whom will be the findings reported to
?

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?s ITEM MONITORING EVALUATION
When Frequency Routine, Regularly Scheduled
Weekly. Monthly, Fortnightly, Quarterly
Baseline, Mid Project, End
Project,
Why Primary Objective Tracking / Oversight Assessment
Why Purpose Improve efficiency
Mid-course corrections to workplan
Improve effectiveness, Impact,
Future Programming
Why Focus Conformity/fidelity to program guidelines,
Process Indicators, Quarterly and
Annual goals, workplans
Effectiveness, Impact, Cost-
effectiveness, Relevance
How Data Sources Routine Surveillance Systems, Field
Observation, Progress Reports
Same, Plus Surveys, Special
Studies
Where Location Project Office / Project Location/ Project Office / Project Location/
Who Conducted by Field Staff/ Coordinators/ Managers Managers/ Internal Evaluator/
Third Party/
Whom Reporting to Field Staff/ Coordinators/ Managers/
Donor/ Community
Agency/ Donor/ Government
Basic ?s before establishing a system

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Difference between Monitoring and Evaluation
Why M&E?
MONITORING EVALUATION
Objective
To track changes from baseline
conditions to desired outcomes.
To validate what results were achieved,
and how and why they were or were not
achieved.
Methodology
Tracks and assesses performance
through analysis and comparison of
indicators over time.
Evaluates achievement or outcomes by
comparing indicators before and after
the intervention.
Involves Value Judgment
Relies on monitoring data and
information from external sources.
Characteristics
Continuous and systematic by
Programme/ Project
Managers and key partners.
Time-bound, periodic, in-depth.
Internal or External evaluators and
partners.
Uses
Alerts managers about problems in
performance, provides options
for corrective actions and helps
demonstrate accountability.
Provides managers / Donors /
stakeholders with strategy and policy
options, provides basis for learning and
demonstrates accountability.

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Difference between of Monitoring and Evaluation
Why M&E?
MONITORING EVALUATION
• Observe, check
• Record, account
• Day-to-day decisions
• Provide info for
evaluation
• Judge, & value
• Asses
• Major decisions
• Provide info for planning
WHY?
• During implementation
• Continuous
• Before or after
• Periodic
WHEN?

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What is it? Monitoring
Definition
Management’s continuous examination of progress achieved during
the implementation of an undertaking to track compliance with the plan
and to take necessary decisions to improve performance
Key elements
• continuous examination of implementation progress
• tracking compliance against planned objectives
• generating data and information on performance to enable
corrective measures to be taken

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• Staff meetings – Weekly, Monthly, Annual
• Partners meeting/Learning Forums (FGD, Surveys)/Retreat
• Participatory Reviews – Stakeholders
• Monitoring and Supervision Mission (Self/Donors/Joint)
• Progress reports/Statistics
Monitoring
Basic Tools

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Evaluation?
Definition
• Assessment, as systematic and impartial as possible, of an activity, project,
programme, strategy, policy, topic, theme, sector, operational area,
institutional performance, etc.
• It focuses on expected and achieved accomplishments, examining the
results chain, processes, contextual factors and causality, in order to
understand achievements or the lack thereof.
• It aims at determining the relevance, impact, effectiveness, efficiency and
sustainability of the interventions and contributions of the organizations

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Evaluation? contd...
Key elements
• assessment conducted at a single point in time (before, during or after).
• focuses on determining whether what was planned actually happened, and
why it did or did not happen.
• Assessing:
o relevance – whether the intervention was appropriate
o impact – whether it made a difference in the lives of people
o effective – whether it achieved what it set out to
o efficient – whether it did so at the lowest cost
o sustainable –whether it will leading to lasting change.

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Types
By timing (when to
evaluate)
By Agency. Who is
evaluating?
By Stages
• Formative Evaluation
Done during the program -
Development stages
(Process Evaluation, ex-
ante evaluation, project
appraisals)
• Internal Evaluation
It is a progress / impact
Monitoring by the
management it self
(Ongoing / concurrent
evaluation)
• On going
During the implementation
• Summative Evaluation
Taken up when the
program achieves a stable
of operation or when it is
terminated
(Outcome evaluation, ex
post evaluation etc.)
• External Evaluation
Unbiased, objective
detailed assessment by an
outsider
• Terminal
At the end of or
immediately from
completion of a project
• Ex – post
After a time lag from
completion of a project

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Intervals
Desired Situation
Sustained benefits and impact
Present Situation
Time
Mid-Term Review
End-of project or Final evaluation
Ex-post or Impact evaluation
Monitoring

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Evaluation Methods and Tools
Methods and Tools
First hand Information :
Formal / Informal Periodic Reports.
Project Schedule Chart:
This indicates the time schedule for implementation of the project. From
this one can understand any delay, the cost of delay and the ultimate loss.
• Project Status Report
• Project Schedule chart
• Project financial status Report.
One of the simplest and easiest methods of evaluation by getting first
hand information about the progress, performance, problem areas etc,. of
a project from a host of staff, line officers, field personnel, other specialists
and public who directly associated with the project. Direct observation &
hearing about the performance and pitfalls further facilitate the chances of
an effective evaluation.

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Evaluation
Methods and Tools
Informal Reports:
Informal reports such as anonymous letters, press reports, complaints by
beneficiaries & petitions sometimes reveal the true nature of the project
even though these reports are biased and contains maligned information.
Project Financial Status Report:
It is through financial report, one can have a look at a glance whether the
project is being implemented within the realistic budget and time.
Project Status Report:
From this one can understand the current status, performance, schedule,
cost and hold ups, deviations from the original schedule.

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Graphic presentations:
Standing Evaluation Review Committees:
Project Profiles:
Preparation of the project profiles by the investigating teams on the basis of
standardized guidelines and models developed for the purpose, is also
another method of evaluation.
Some of the organizations have setup standing committees, consisting of a
host of experts and specialists who meet regularly at frequent intervals to
discuss about problems and to suggest remedial measures.
Graphic presentations through display of Charts, Graphs, Pictures,
Illustrations etc. in the project office is yet another instrument for a close
evaluation.
Evaluation
Methods and Tools

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Evaluation
How it is done
Desk review
Key informant interviews:
Focus group discussions:
of effects and impacts of initiatives as and where
necessary
Sample surveys:
internally and external parties both at central and field
levels. Gaining consensus on key issues.
with key partners and information stakeholders both at
central and field levels. Drawing on specific check-listed
questions
of relevant documents (project documents, annual
reviews, donor-specific, etc)

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Participation
Participation Key Elements
Participation – Principles and Objectives
Participation - Participatory and Conventional
Participatory Community Monitoring
Participatory Community Evaluation
Participatory Monitoring and Evaluation – Behavioural Issues
Participatory Community Monitoring and Evaluation – Process with Community
Participatory Community Monitoring and Evaluation – What its is and what not
Participatory Community Monitoring and Evaluation – Basic Tips
Participatory Community Monitoring and Evaluation – Tools 1
Participatory Community Monitoring and Evaluation – The must
Participatory Community Monitoring and Evaluation – Dialogue
Participatory Community Monitoring and Evaluation – Communication Tips
Community Participatory M & E
Participatory Community Monitoring and Evaluation – Display Board

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Meaning and why
Participation?
• Involvement
• signiﬁcant number of persons
• in situations or actions
• that enhance well- being
Sharing project costs
Increasing project efficiency
Increasing project effectiveness
Building beneﬁciary capacity
Increasing empowerment

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Key Elements
Participation?
Involvement
Resource
Sharing
Decision
Making
AccountabilityResponsibility
Ownership
Control
PARTICIPATION
Inclusion
Respect/
Trust
E
M
P
O
W
E
R
M
E
N
T

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Objectives:
• People learn to observe carefully the outputs and
impacts of project activities
• People adapt, according to the lessons learned, the
further planning and implementation process
• People learn how to steer the ongoing project
implementation
Key Principles:
• Local people are active participants not just a source of
information.
• Community members evaluate and facilitate,
sometimes outsiders facilitate.
• Building community members’ capacity for analysis and
problem solving
• Process of participatory M&E should lead to corrective
actions during implementation
Principles and Objectives
Participatory Monitoring & Evaluation?

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Conventional M&E Participatory M&E
WHO External Experts Stakeholders, including communities and
project staff, outside facilitators
WHAT Predetermined indicators, to measure
inputs and outputs
Indicators identified by stakeholders, to
measure process as well as outputs or
outcomes
HOW Questionnaire surveys, by outside “
neutral” evaluators, distanced from
project
Simple, qualitative or quantitative
methods, by stakeholders themselves
WHY To make project and staff accountable to
funding agency
To empower stakeholders to take
corrective actions
Participatory and Conventional Techniques
Participatory Monitoring & Evaluation?

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Participatory Community Monitoring ?
Participatory Community
Monitoring reflects
• inputs are ready in time
• works plans are followed
closely
• adjustments can be made and
corrective action taken as and
when necessary
• people who need to know are
kept informed
• constraints and bottlenecks are
found
• resources are used efficiently.
Monitoring involves
• local beneficiaries in
o Measuring
o Recording
o collecting
o processing and
communicating information
• assist local development project
extension workers and local
group members
• Promotes decision-making.

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Participatory Community Evaluation?
Evaluation reflects
• whether it was right to have
invested resources in the
project in the context of
competing needs
• whether the underlying
assumptions and design were
right
• whether progress was made
towards planning changes, and
if not, why;
• unplanned changes that may
have occurred.
Participatory evaluation assists in
• adjusting and redefining
objectives
• reorganizing institutional
arrangements
• re-allocating resources as
necessary.
• allows continuous surveillance
• assess the local development
project’s impact on intended
beneficiaries.

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Participatory Community Evaluation?
• attitudinal changes in the local community about
their role and sense of responsibility;
• if people have gained confidence in their ability to
undertake new activities;
• lessons about people’s capacity, extent of
participation and community responsibilities.
Behavioural Issues

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Understanding goal/objectives of local development
project/programme.
Identifying activities to achieve objectives.
Identifying measurements to assess results or show extent of
progress achieved.
Developing measurement indicators.
Identifying methods and techniques of collecting information.
Selecting formats/visual tools for presenting information
Step I
Step II
Step III
Step IV
Step V
Step VI
Participatory Community M & E?
Process with Community

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 Demonstrative
 Collaborative
 Explorative
 Listening to
 Interactive
 Qualitative
 For community/people
 instructive in writing
 individualist or directive
 repetitive
 lecturing
 dominating
 quantitative
 project oriented.
not
not
not
not
not
not
not
What it is and what not

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Complement the approach and philosophy of the project
Be Perceived by community participants as a way to help them
address their questions and problems, not simply as information about
them gathered by or for outsiders
Involve end-users in both data gathering and in analysing data;
Match the skills and aptitudes of participants
Adapt to fit peoples' day-to-day activities and normal
responsibilities
Provide timely information needed for decision making
Basic Tips

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Produce results which are reliable and, even if not quantitative,
credible enough to convince others
Be Consistent in complexity and cost to match the level of
evaluation called for (e.g. simple, routine versus more comprehensive,
major evaluations);
Reinforce community solidarity, co-operation and involvement
Be Gender-sensitive with special efforts to include women
Obtain only the information needed.
Basic Tips

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Participatory Tools
• Participatory mapping and
modeling
• Aerial photograph analyses
• Transect and group walks
• Seasonal calendars
• Daily and activity profiles
• Historical profiles and trend
analyses
• Timelines and chronologies
• Matrix scoring and
preference ranking
• Venn and network
diagramming
• Flow diagrams on systems
and impact
• Pie diagrams
• Force Field Analysis
• Card Visualization
Visualised analysis

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Interviewing and sampling methods
Participatory Tools
• Semi-structured interviewing
• Direct observation
• Focus group
• Key informants
• Ethno-histories
• Futures possible
• Well-being and wealth
ranking
• Social maps

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Group and team dynamics method
Participatory Tools
• Team contracts
• Team review sessions
• Interview guides
• Rapid report writing
• Work sharing(taking part in
local activities)
• Villager and shared
presentations
• Process notes and diaries

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The must in M& E
Observe Talk/ Dialogue Analyse
• Actions • Attitudes • Consistency
• Processes • Understanding • Accuracy
• Conditions • Morale • Effectiveness
Record
• Findings
• Learning
• Future Planning

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Test level of knowledge
Gauge attitude and morale
Seek guidance on priority areas



Benefits of Dialoguing

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DO’s:
 Listen and be prepared to
learn
 Take notes – it’s your job.
Don’t be embarrassed!
 Ask follow-up questions
and explore the issues
 Compare one story
against another!
“Triangulate”
DONT’s:
 Don’t worry if the person
knows more than you
 Don’t take anything at
face value – CHECK all
verbal information against
the data
 Don’t threaten or
intimidate the people you
speak to
Communication Tips

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Reflecting the Outcomes Community Monitoring Board

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Social Audit - Principles
Social Audit – What it is
Social Audit - Objectives
Social Audit - Advantages
Social Audit – Rights of Social Auditor
Social Audit - Steps
Social Audit - Stakeholders
Social Audit

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Principles
•democratic local governance should be carried out
Social Audit
• consent and understanding of all concerned
• a process and not an event.

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What it is
Social Audit
• a way of measuring, understanding, reporting and ultimately
improving an organization’s social and ethical performance.
• helps to narrow gaps between vision/goal and reality, between
efficiency and effectiveness
• a technique to understand, measure, verify, report on and to improve the
social performance of the organization
• creates an impact upon governance
• It values the voice of stakeholders, including marginalized/poor groups
whose voices are rarely heard
• taken up for the purpose of enhancing local governance, particularly for
strengthening accountability and transparency in local bodies
• focuses on the neglected issue of social impacts

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Objectives
Social Audit
• Assessing the physical and financial gaps between needs and
resources available for local development
• Creating awareness among beneficiaries and providers of local
social and productive services
• Increasing efficacy and effectiveness of local
development programmes
•Scrutiny of various policy decisions, keeping in view
stakeholder interests and priorities, particularly of rural poor
• Estimation of the opportunity cost for stakeholders of not
getting timely access to public services

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Advantages
Social Audit
• Trains the community on participatory local planning.
• Encourages local democracy.
• Encourages community participation.
• Benefits disadvantaged groups.
• Promotes collective decision making and sharing
responsibilities.
• Develops human resources and social capital

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Rights of a Social Auditor
Social Audit
seek clarifications from the agency about
• any decision-making
• activity, scheme
• income and expenditure incurred
consider and scrutinize
• existing schemes
• local activities
access registers and documents
• relating to all development activities undertaken by the agency
• by any other government department.

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Steps
Social Audit
Clarify Clarity of purpose and goal of the local elected body.
Identify Identify stakeholders with a focus on their specific roles and duties. It aims to
ensure a say for all stakeholders. It is particularly important that marginalized social
groups, which are normally excluded, have a say on local development issues and
activities and have their views on the actual performance of local elected bodies.
Definition Definition of performance indicators which must be understood and accepted by all.
Indicator data must be collected by stakeholders on a regular basis.
Regularise Regular meetings to review and discuss data/information on performance
indicators.
Follow-up Follow-up of social audit meeting with the Panchayat body reviewing stakeholders’
actions, activities and viewpoints, making commitments on changes and agreeing
on future action as recommended by the stakeholders.
Establish Establishment of a group of trusted local people including elderly people, teachers
and others who are committed and independent, to be involved in the verification
and to judge if the decisions based upon social audit have been implemented.
Share The findings of the social audit should be shared with all local stakeholders. This
encourages transparency and accountability. A report of the social audit meeting
should be distributed for Gram Panchayat auditing. In addition, key decisions should
be written on walls and boards and communicated orally.

Main Page
Stakeholders
Social Audit
GRAM
PANCHAYAT
Muhhiya
Sarpanch
Gram
Pradhan
Pradhan
Ward
Members
Elected Representatives
Ward
Councillors
Community Based
Organisations
Education
Dept.
PWD
Dept.
Health
Dept.
Labour
Dept.
W&C D
Dept.
System
PH & E
Dept.
Women
Scheduled
Caste
Tribal
Backward
Caste
Minority
Community
Elderly
Poor PVTG Youth
Village Development
Organisations
Panchayat Sevak
ANM
Rojgar
Sevak
AWW
ASHA
Shiksha
Mitra
Frontline Functionaries
Dalit Mitra

Main Page
Facilitation
Facilitation - What is a facilitator
Facilitation - Content Vs Process
Facilitation - Roles and Responsibility
Facilitation - Techniques
Facilitation - Dos and Don’ts
Facilitation - Assess yourself

Main Page
What Does it Mean to Be a Facilitator
Facilitation
• Guides, Listens and Helps Encourages Others
• Lead Role Model
• Experienced and Shares Her Experiences
• Leads By Example
• Friendly and Approachable
• Reaches Out to Others
• Makes Others Feel Welcome
• Raise Consciousness
• Knows When to Lead AND When to Step Back
• Inclusive
• Seeks Others’ Opinions

Main Page
Content Vs. Process
Facilitation
Facilitators are clear a about the difference between
content and process
subjects for discussion
tasks
problems being solved
decisions made
goals
agenda terms
methods
group dynamics
how relations are maintained
climate
tools being used
procedures
rules or norms set

Main Page
Roles & Responsibilities
Facilitation
• Facilitators are clear about the difference between content and
process
• Facilitators manage the process and leave the content to participants
• They help group members define their aim
• Set specific objectives and goals
• Instruct members on how to assess needs
• Help participants become time effective and high-quality decision makers

Main Page
Roles & Responsibilities
Facilitation
•Provide feedback to the group so they can measure progress
and make adjustments where needed
• Facilitators emphasise the importance of communicating
effectively, and ensure members know how to do this
• They create a positive environment where employees can work
productively and reach shared group goals
• Facilitators manage conflict by implementing a collaborative
approach
• They offer support and advice to members in managing their own
personal dynamics

Main Page
Techniques
Facilitation
•Ask questions
•Reinforce agreements
•Summarize
• Make a proposal
•Defer
•Give positive reinforcement
•Encourage divergent views
•Send the question back

Main Page
Dos and Don’ts
Facilitation
 help people discover truth.
 stress application.
 help everyone participate.
 ask good open questions.
 keep discussion on track.
 encourage participatory
learning.
 model a depth of sharing.
 create a safe place for
discussion.
 lecture about the truth.
 center on facts alone.
 dominate the Bible study time.
 answer all of the questions
yourself.
 discourage discussion.
 give all the answers.
 stay with information &
content alone.
 allow criticism, the emphasis
of wrong answers, unsolicited
advice.

Main Page
Assess yourself
Facilitation
Subject Matter Expert (SME)
Convergent Divergent
Process Expert
Step Back DriveHard
StructuredUnstructured

Main Page
Documentation
Documentation - Answers
Documentation - What it is
Documentation - Process Flow
Documentation - Common Methods

Main Page
Answers to the questions
Documentation
• WHAT
• WHY
• HOW
• WHO
• WHERE
• WHEN

Main Page
What it is
Documentation
Action Reflection Capture

Main Page
Process Flow
Documentation
Purpose
Observe
Dialogue
Capture
Collect Information
Synthesise
Analysis
Triangulate
Document
Present
Report
Record
Archive

Main Page
Common Methods
Documentation
Review of reports, diaries etc.
Success stories
Case studies
Focused group discussion
Interview
Observation

Main Page
This group will go for Picnic to the Sunderbans. Altogether twenty will be
accommodated.
We require another 5 volunteers to assist me
Now we require 5 volunteers who would come forward and together plan,
organize the trip.
What were you all doing?
How did you feel? What was happening in the group?
What was happening in group?
How would you all rate the participants as?
Do we really see these things in the community discussions??
What do we do ensure optimum and effective participation?

Project Implementation

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