Thank you for the additional questions and responses. It provides helpful context and considerations around operationalizing the web-based monitoring and evaluation system.
The document is a presentation on making monitoring and evaluation (M&E) accessible to grassroots organizations. It discusses guiding principles for M&E with grassroots groups, including meeting them where they are and building their ability to do their own M&E. It explains the differences between monitoring, evaluation, outputs, outcomes and impact. Challenges to M&E for grassroots groups are addressed, and tips provided on collecting and analyzing data simply and involving the community. The goal is for groups to use M&E for learning and improving programs while not being overburdened by it.
Yes, this objective meets the SMART criteria:
- Specific: It clearly specifies increasing contraceptive prevalence as the desired outcome.
- Measurable: Contraceptive prevalence can be quantified by surveys to measure if it increased by 15%.
- Appropriate: Increasing contraceptive use is appropriately related to the overall goal of improving reproductive health.
- Realistic: A 15% increase may be achievable with the right interventions and resources.
- Timely: The objective does not specify a timeframe, but contraceptive prevalence increase could reasonably be expected and measured over the course of the program.
So in summary, this objective is SMART. Specifying a timeframe would make it even stronger.
Monitoring and evaluation (M&E) is crucial for strong program planning, implementation, and learning. Monitoring tracks progress using measurable indicators while evaluation answers questions about project success using contextual factors and long-term information. Building effective M&E requires technical skills, judgment, and knowledge of the project and context. M&E systems identify objectives, indicators, and track progress to inform strategic decisions. The presentation focuses on public health, HIV/AIDS, and community development and offers technical assistance services including developing M&E frameworks, data management plans, and assessments.
Monitoring involves the systematic collection of data on specified indicators to provide management with ongoing information about the progress and achievement of objectives of an intervention. Evaluation is defined as the systematic and objective assessment of an ongoing or completed project, program, or policy to determine its relevance, fulfillment of objectives, efficiency, effectiveness, impacts, and sustainability. The aim of evaluation is to provide credible and useful information to incorporate lessons learned into decision making.
Participatory Monitoring and Evaluation background, concepts and principles, goals of PM&E, the PM&E process, stakeholder analysis, PM&E framework, plan, worksheet, a case study using PM&E
6 M&E - Monitoring and Evaluation of Aid ProjectsTony
A series of course modules on project cycle, planning and the logical framework, aimed at team leaders of international NGOs in developing countries.
This is part 6 of 11, beginning with 2 modules on leadership and conflict resolution, then 9 modules on project cycle management.
This module has 3 handouts and presenter notes as separate documents.
Sample Proposal: http://www.slideshare.net/Makewa/6-watsan-training-sample-proposal-09
Slides as a handout: http://www.slideshare.net/Makewa/6-me-handout
Presenter notes: http://www.slideshare.net/Makewa/6-module-6-presenter-notes
Monitoring involves systematically collecting and analyzing data during project implementation to inform decision making, ensure activities are on track, and identify any needed corrections. Evaluation assesses projects after completion to determine relevance, effectiveness, efficiency, sustainability, and impact. Both processes provide information for accountability and learning, with monitoring focusing on operational performance and evaluation making judgments about overall achievement of objectives.
This document provides an overview of the logical framework approach for project planning and management. It describes the key elements of a logical framework including goals, objectives, outputs, inputs/activities, indicators, and assumptions. It outlines the phases and 8 steps to develop a logical framework matrix including defining the goal and objectives, identifying outputs and activities, and specifying indicators, means of verification, and assumptions. The advantages of the logical framework are that it helps design comprehensive and feasible plans, provides a structure for monitoring and evaluation, and reduces project management time and effort.
The document is a presentation on making monitoring and evaluation (M&E) accessible to grassroots organizations. It discusses guiding principles for M&E with grassroots groups, including meeting them where they are and building their ability to do their own M&E. It explains the differences between monitoring, evaluation, outputs, outcomes and impact. Challenges to M&E for grassroots groups are addressed, and tips provided on collecting and analyzing data simply and involving the community. The goal is for groups to use M&E for learning and improving programs while not being overburdened by it.
Yes, this objective meets the SMART criteria:
- Specific: It clearly specifies increasing contraceptive prevalence as the desired outcome.
- Measurable: Contraceptive prevalence can be quantified by surveys to measure if it increased by 15%.
- Appropriate: Increasing contraceptive use is appropriately related to the overall goal of improving reproductive health.
- Realistic: A 15% increase may be achievable with the right interventions and resources.
- Timely: The objective does not specify a timeframe, but contraceptive prevalence increase could reasonably be expected and measured over the course of the program.
So in summary, this objective is SMART. Specifying a timeframe would make it even stronger.
Monitoring and evaluation (M&E) is crucial for strong program planning, implementation, and learning. Monitoring tracks progress using measurable indicators while evaluation answers questions about project success using contextual factors and long-term information. Building effective M&E requires technical skills, judgment, and knowledge of the project and context. M&E systems identify objectives, indicators, and track progress to inform strategic decisions. The presentation focuses on public health, HIV/AIDS, and community development and offers technical assistance services including developing M&E frameworks, data management plans, and assessments.
Monitoring involves the systematic collection of data on specified indicators to provide management with ongoing information about the progress and achievement of objectives of an intervention. Evaluation is defined as the systematic and objective assessment of an ongoing or completed project, program, or policy to determine its relevance, fulfillment of objectives, efficiency, effectiveness, impacts, and sustainability. The aim of evaluation is to provide credible and useful information to incorporate lessons learned into decision making.
Participatory Monitoring and Evaluation background, concepts and principles, goals of PM&E, the PM&E process, stakeholder analysis, PM&E framework, plan, worksheet, a case study using PM&E
6 M&E - Monitoring and Evaluation of Aid ProjectsTony
A series of course modules on project cycle, planning and the logical framework, aimed at team leaders of international NGOs in developing countries.
This is part 6 of 11, beginning with 2 modules on leadership and conflict resolution, then 9 modules on project cycle management.
This module has 3 handouts and presenter notes as separate documents.
Sample Proposal: http://www.slideshare.net/Makewa/6-watsan-training-sample-proposal-09
Slides as a handout: http://www.slideshare.net/Makewa/6-me-handout
Presenter notes: http://www.slideshare.net/Makewa/6-module-6-presenter-notes
Monitoring involves systematically collecting and analyzing data during project implementation to inform decision making, ensure activities are on track, and identify any needed corrections. Evaluation assesses projects after completion to determine relevance, effectiveness, efficiency, sustainability, and impact. Both processes provide information for accountability and learning, with monitoring focusing on operational performance and evaluation making judgments about overall achievement of objectives.
This document provides an overview of the logical framework approach for project planning and management. It describes the key elements of a logical framework including goals, objectives, outputs, inputs/activities, indicators, and assumptions. It outlines the phases and 8 steps to develop a logical framework matrix including defining the goal and objectives, identifying outputs and activities, and specifying indicators, means of verification, and assumptions. The advantages of the logical framework are that it helps design comprehensive and feasible plans, provides a structure for monitoring and evaluation, and reduces project management time and effort.
The document outlines an M&E training to be held at the Travellers Beach Hotel. The training will cover methods of data collection, organization, analysis, reporting and presentation of M&E results. Key topics will include project control tools like Gantt charts, milestone charts, and earned value analysis which compares planned to actual performance to monitor project progress. The overall goal is to help participants explore best practices for monitoring and evaluating projects.
Monitoring is the continuous collection of data and information on specified indicators to assess the implementation of a development intervention in relation to activity schedules and expenditure of allocated funds, and progress and achievements in relation to its intended outcome.
Evaluation is the periodic assessment of the design implementation, outcome, and impact of a development intervention. It should assess the relevance and achievement of the intended outcome, and implementation performance in terms of effectiveness and efficiency, and the nature, distribution, and sustainability of impact.
This document provides guidance on monitoring and evaluation (M&E) for organizations. It discusses the importance of M&E and key concepts like indicators, results chains, and identifying evidence of change. The document emphasizes that M&E requires organizational and technical readiness, including clear frameworks, evidence-based planning, relevant skills, and experience. It also provides examples of performance measures and developing them for different sectors. Worksheets are included to help participants apply these M&E concepts.
The social audit Toolkit provides practical guidance and insights to its users working in government departments, community organizations and civil society groups for using social audit as a tool to identify, measure, assess and report on the social performance of their organizations. This toolkit has been designed keeping in mind the views and the needs of non-specialists interested in conducting social audit. The objective of the Consultant in developing this tool-kit is to provide not only a comprehensive but also an easy-to-use tool-kit for government departments, CSOs and others.
This tool-kit comprises of introduction to the concepts, steps, the purpose and templates / forms of conducting social audit which will help in understanding the framework of social audit; describes how this curriculum is to be used in a sequential process for conducting social audit and the preparation of social audit report.
An Introduction to Monitoring and Evaluation of Healthcare Projects. Monitoring and Evaluation is an integral component for the success of any donor-funded project as it provides accountability, and well-informed decisions through the use of data and plan that guides implementation
Monitoring and evaluation provide real-time information on project implementation and more in-depth assessments, respectively. Monitoring checks progress toward goals and identifies issues to inform adjustments, while evaluation assesses what worked and didn't work independently. Both are integral to program management. Effective monitoring and evaluation establish what will be monitored and evaluated, responsibilities, methods, resources, and timing of activities to validate the program's logic and encourage improvements.
The document provides an overview of the logical framework approach (LFA), including its history, key concepts, and uses. It describes the LFA as a systematic planning process used in project design and management. The LFA involves analysis and planning phases. During analysis, problems are identified, objectives are set, and strategies are analyzed. In planning, objectives and their indicators are organized into a logical framework matrix. The matrix lays out the project's goals, objectives, outputs, activities, and assumptions to provide a framework for monitoring and evaluation. The LFA is a tool used widely by development organizations to improve project design, management, and assessment.
This document outlines a Monitoring and Evaluation Policy developed by Komal Zahra for HAADI. The policy aims to establish a results-focused and accountable approach to monitoring, evaluating and learning from HAADI's compact and threshold programs. It requires the development of detailed M&E plans for each program that identify indicators, data collection methods, evaluation questions and responsibilities. The M&E plans will be used to regularly monitor progress, evaluate impacts, and ensure accountability. The policy also establishes procedures for modifying, approving and reporting on M&E plans over time, as well as conducting data quality reviews and evaluations of the policy itself.
Difference between monitoring and evaluationDoreen Ty
Monitoring involves tracking project performance and progress toward goals during implementation to ensure accountability. It answers whether things are being done right and allows for timely management decisions. Evaluation assesses efficiency, impact and relevance after completion to judge the overall merits and determine if the right things were done. Both aim to improve projects, but monitoring focuses on day-to-day management during implementation while evaluation provides longer-term perspective at critical points like midway or after completion.
This document provides guidance on developing an effective monitoring and evaluation (M&E) plan. It defines monitoring as measuring progress against targets and milestones, while evaluation assesses success in meeting goals and lessons learned. Key elements of an M&E plan include activities, efficiency, effectiveness, impact, outcomes, and sustainability. The document outlines different types of evaluations based on process (internal, external, self) and character (formative, summative, goal-based). It also provides templates for developing an M&E plan, including a logical framework matrix to define objectives, indicators, and assumptions. Regular monitoring and evaluation against indicators is important for accountability and learning.
The document discusses concepts related to participatory monitoring and evaluation (PM&E). It defines key terms like participation, monitoring, evaluation, and PM&E. It describes the importance of stakeholder engagement in planning, designing, and implementing PM&E. The document also outlines the typical PM&E process, including planning the process, gathering data through both quantitative and qualitative methods, analyzing data, and sharing results to define actions. Finally, it provides examples of PM&E frameworks from the Philippines.
This document outlines a monitoring and evaluation (M&E) system for the health sector in Ethiopia. It discusses planning M&E, conducting monitoring through routine data collection using clear indicators, and evaluating outcomes. Monitoring tracks implementation through regular data reviews, while evaluation assesses outcomes objectively. Together, M&E provides information for decision-making to improve health sector strategies and interventions.
This document provides an overview of monitoring and evaluation (M&E) for projects. It defines monitoring as the continuous collection and analysis of data on a project's progress, while evaluation assesses a project's effectiveness in achieving its goals. The key differences between M&E are outlined, including that monitoring is ongoing and focuses on activities and outputs, while evaluation occurs periodically and examines outcomes and impacts. M&E frameworks, principles, systems and levels of effort are also described to guide effective project implementation and learning.
During this masterclass, participants will delve into the fundamental concepts, tools, and techniques of project monitoring and evaluation. Through interactive discussions, case studies, and practical exercises, attendees will gain a comprehensive understanding of MEAL principles and their application in diverse project contexts.
Key Objectives
Understand the importance of project monitoring and evaluation in ensuring project success.
Learn how to develop and implement effective monitoring and evaluation frameworks.
Explore various data collection methods and analysis techniques for monitoring and evaluation purposes.
Gain insights into utilizing monitoring and evaluation findings to inform decision-making and improve project outcomes.
Learning Outcomes: By the end of the masterclass, participants will able to:
Define key concepts related to project monitoring and evaluation.
Develop a monitoring and evaluation plan tailored to specific project requirements.
Apply appropriate data collection methods and tools for monitoring and evaluation activities.
Utilize monitoring and evaluation findings to enhance project performance and impact.
Why Attend:
Enhance your professional skills: Acquire practical knowledge and skills in project monitoring and evaluation that can be applied across various sectors and industries.
Boost career prospects: Gain a competitive edge by adding project monitoring and evaluation expertise to your skill set, making you a valuable asset to organizations and employers.
Network with industry professionals: Connect with like-minded individuals, experts, and practitioners in the field of project management and evaluation, fostering valuable relationships and potential collaborations.
Stay updated with industry trends: Learn about the latest trends, best practices, and emerging technologies in project monitoring and evaluation, ensuring you stay ahead in your professional journey.
Monitoring and evaluation are important for e-governance projects to track their outputs and outcomes. Monitoring relates to tracking project progress and deliverables against the project plan. Evaluation assesses achievement of objectives and provides recommendations. Outputs are tangible deliverables like processes, systems, and infrastructure. Outcomes are intended results like increased efficiency and quality services. A monitoring and evaluation framework should define indicators to measure outputs and outcomes. This allows evaluating project performance and assessing progress toward business goals.
Two Examples of Program Planning, Monitoring and EvaluationMEASURE Evaluation
Presented by Laili Irani, Senior Policy Analyst for the Population Reference Bureau, as part of the Measuring Success Toolkit webinar in September 2012.
This document discusses monitoring and evaluation (M&E) for watershed development projects. It outlines lessons learned from past projects, including weak coordination, lack of stakeholder involvement, and inadequate M&E. Key issues to address are strategic coordination, beneficiary commitment, and strengthening M&E. The document describes the importance of M&E in providing feedback and corrective steps. It outlines different types of M&E including concurrent monitoring, impact assessment, and self-assessment. Finally, it discusses structures and methodologies for implementing effective M&E.
Self-Assessment of Organizational Capacity in Monitoring & EvaluationMEASURE Evaluation
Presentation that captures self-assessments of two teams of Ethiopian health officers (most of whom have M&E responsibilities): those from SNNP Regional Health Bureau and those from the Sidama Zonal Health Department.
The document discusses concepts related to project monitoring and evaluation (M&E), including project log frames, indicators, means of verification, and M&E processes. It provides definitions and examples of key terms like objectives, outcomes, impacts, and SMART indicators. It also explains the difference between monitoring and evaluation, noting that monitoring tracks project performance while evaluation assesses results and their causes.
How to write an development project evaluation report. Format and principle guidelines for mid-term and for completed projects. This format can be used for any kind of development project.
The document outlines an M&E training to be held at the Travellers Beach Hotel. The training will cover methods of data collection, organization, analysis, reporting and presentation of M&E results. Key topics will include project control tools like Gantt charts, milestone charts, and earned value analysis which compares planned to actual performance to monitor project progress. The overall goal is to help participants explore best practices for monitoring and evaluating projects.
Monitoring is the continuous collection of data and information on specified indicators to assess the implementation of a development intervention in relation to activity schedules and expenditure of allocated funds, and progress and achievements in relation to its intended outcome.
Evaluation is the periodic assessment of the design implementation, outcome, and impact of a development intervention. It should assess the relevance and achievement of the intended outcome, and implementation performance in terms of effectiveness and efficiency, and the nature, distribution, and sustainability of impact.
This document provides guidance on monitoring and evaluation (M&E) for organizations. It discusses the importance of M&E and key concepts like indicators, results chains, and identifying evidence of change. The document emphasizes that M&E requires organizational and technical readiness, including clear frameworks, evidence-based planning, relevant skills, and experience. It also provides examples of performance measures and developing them for different sectors. Worksheets are included to help participants apply these M&E concepts.
The social audit Toolkit provides practical guidance and insights to its users working in government departments, community organizations and civil society groups for using social audit as a tool to identify, measure, assess and report on the social performance of their organizations. This toolkit has been designed keeping in mind the views and the needs of non-specialists interested in conducting social audit. The objective of the Consultant in developing this tool-kit is to provide not only a comprehensive but also an easy-to-use tool-kit for government departments, CSOs and others.
This tool-kit comprises of introduction to the concepts, steps, the purpose and templates / forms of conducting social audit which will help in understanding the framework of social audit; describes how this curriculum is to be used in a sequential process for conducting social audit and the preparation of social audit report.
An Introduction to Monitoring and Evaluation of Healthcare Projects. Monitoring and Evaluation is an integral component for the success of any donor-funded project as it provides accountability, and well-informed decisions through the use of data and plan that guides implementation
Monitoring and evaluation provide real-time information on project implementation and more in-depth assessments, respectively. Monitoring checks progress toward goals and identifies issues to inform adjustments, while evaluation assesses what worked and didn't work independently. Both are integral to program management. Effective monitoring and evaluation establish what will be monitored and evaluated, responsibilities, methods, resources, and timing of activities to validate the program's logic and encourage improvements.
The document provides an overview of the logical framework approach (LFA), including its history, key concepts, and uses. It describes the LFA as a systematic planning process used in project design and management. The LFA involves analysis and planning phases. During analysis, problems are identified, objectives are set, and strategies are analyzed. In planning, objectives and their indicators are organized into a logical framework matrix. The matrix lays out the project's goals, objectives, outputs, activities, and assumptions to provide a framework for monitoring and evaluation. The LFA is a tool used widely by development organizations to improve project design, management, and assessment.
This document outlines a Monitoring and Evaluation Policy developed by Komal Zahra for HAADI. The policy aims to establish a results-focused and accountable approach to monitoring, evaluating and learning from HAADI's compact and threshold programs. It requires the development of detailed M&E plans for each program that identify indicators, data collection methods, evaluation questions and responsibilities. The M&E plans will be used to regularly monitor progress, evaluate impacts, and ensure accountability. The policy also establishes procedures for modifying, approving and reporting on M&E plans over time, as well as conducting data quality reviews and evaluations of the policy itself.
Difference between monitoring and evaluationDoreen Ty
Monitoring involves tracking project performance and progress toward goals during implementation to ensure accountability. It answers whether things are being done right and allows for timely management decisions. Evaluation assesses efficiency, impact and relevance after completion to judge the overall merits and determine if the right things were done. Both aim to improve projects, but monitoring focuses on day-to-day management during implementation while evaluation provides longer-term perspective at critical points like midway or after completion.
This document provides guidance on developing an effective monitoring and evaluation (M&E) plan. It defines monitoring as measuring progress against targets and milestones, while evaluation assesses success in meeting goals and lessons learned. Key elements of an M&E plan include activities, efficiency, effectiveness, impact, outcomes, and sustainability. The document outlines different types of evaluations based on process (internal, external, self) and character (formative, summative, goal-based). It also provides templates for developing an M&E plan, including a logical framework matrix to define objectives, indicators, and assumptions. Regular monitoring and evaluation against indicators is important for accountability and learning.
The document discusses concepts related to participatory monitoring and evaluation (PM&E). It defines key terms like participation, monitoring, evaluation, and PM&E. It describes the importance of stakeholder engagement in planning, designing, and implementing PM&E. The document also outlines the typical PM&E process, including planning the process, gathering data through both quantitative and qualitative methods, analyzing data, and sharing results to define actions. Finally, it provides examples of PM&E frameworks from the Philippines.
This document outlines a monitoring and evaluation (M&E) system for the health sector in Ethiopia. It discusses planning M&E, conducting monitoring through routine data collection using clear indicators, and evaluating outcomes. Monitoring tracks implementation through regular data reviews, while evaluation assesses outcomes objectively. Together, M&E provides information for decision-making to improve health sector strategies and interventions.
This document provides an overview of monitoring and evaluation (M&E) for projects. It defines monitoring as the continuous collection and analysis of data on a project's progress, while evaluation assesses a project's effectiveness in achieving its goals. The key differences between M&E are outlined, including that monitoring is ongoing and focuses on activities and outputs, while evaluation occurs periodically and examines outcomes and impacts. M&E frameworks, principles, systems and levels of effort are also described to guide effective project implementation and learning.
During this masterclass, participants will delve into the fundamental concepts, tools, and techniques of project monitoring and evaluation. Through interactive discussions, case studies, and practical exercises, attendees will gain a comprehensive understanding of MEAL principles and their application in diverse project contexts.
Key Objectives
Understand the importance of project monitoring and evaluation in ensuring project success.
Learn how to develop and implement effective monitoring and evaluation frameworks.
Explore various data collection methods and analysis techniques for monitoring and evaluation purposes.
Gain insights into utilizing monitoring and evaluation findings to inform decision-making and improve project outcomes.
Learning Outcomes: By the end of the masterclass, participants will able to:
Define key concepts related to project monitoring and evaluation.
Develop a monitoring and evaluation plan tailored to specific project requirements.
Apply appropriate data collection methods and tools for monitoring and evaluation activities.
Utilize monitoring and evaluation findings to enhance project performance and impact.
Why Attend:
Enhance your professional skills: Acquire practical knowledge and skills in project monitoring and evaluation that can be applied across various sectors and industries.
Boost career prospects: Gain a competitive edge by adding project monitoring and evaluation expertise to your skill set, making you a valuable asset to organizations and employers.
Network with industry professionals: Connect with like-minded individuals, experts, and practitioners in the field of project management and evaluation, fostering valuable relationships and potential collaborations.
Stay updated with industry trends: Learn about the latest trends, best practices, and emerging technologies in project monitoring and evaluation, ensuring you stay ahead in your professional journey.
Monitoring and evaluation are important for e-governance projects to track their outputs and outcomes. Monitoring relates to tracking project progress and deliverables against the project plan. Evaluation assesses achievement of objectives and provides recommendations. Outputs are tangible deliverables like processes, systems, and infrastructure. Outcomes are intended results like increased efficiency and quality services. A monitoring and evaluation framework should define indicators to measure outputs and outcomes. This allows evaluating project performance and assessing progress toward business goals.
Two Examples of Program Planning, Monitoring and EvaluationMEASURE Evaluation
Presented by Laili Irani, Senior Policy Analyst for the Population Reference Bureau, as part of the Measuring Success Toolkit webinar in September 2012.
This document discusses monitoring and evaluation (M&E) for watershed development projects. It outlines lessons learned from past projects, including weak coordination, lack of stakeholder involvement, and inadequate M&E. Key issues to address are strategic coordination, beneficiary commitment, and strengthening M&E. The document describes the importance of M&E in providing feedback and corrective steps. It outlines different types of M&E including concurrent monitoring, impact assessment, and self-assessment. Finally, it discusses structures and methodologies for implementing effective M&E.
Self-Assessment of Organizational Capacity in Monitoring & EvaluationMEASURE Evaluation
Presentation that captures self-assessments of two teams of Ethiopian health officers (most of whom have M&E responsibilities): those from SNNP Regional Health Bureau and those from the Sidama Zonal Health Department.
The document discusses concepts related to project monitoring and evaluation (M&E), including project log frames, indicators, means of verification, and M&E processes. It provides definitions and examples of key terms like objectives, outcomes, impacts, and SMART indicators. It also explains the difference between monitoring and evaluation, noting that monitoring tracks project performance while evaluation assesses results and their causes.
How to write an development project evaluation report. Format and principle guidelines for mid-term and for completed projects. This format can be used for any kind of development project.
ICRISAT Global Planning Meeting 2019: Modernising Crop Improvement II (AVISA...ICRISAT
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Livestock management in Ghana 2019/2020africa-rising
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This document discusses changes to the CGIAR system and outlines RTB's response. RTB is transitioning from RTB 1.0, which focused on crop themes and outputs, to RTB 2.0 which will emphasize flagship projects, outcomes, and results-based management. RTB 2.0 will focus on delivery projects near adoption, discovery projects for long term options, and cross-cutting support. Governance will involve flagship project leaders and clusters of activity leaders reporting to a unified steering committee. The timeline calls for piloting RBM in 2014, engaging partners, and potentially bringing forward the transition from RTB 1.0 to 2.0 after an independent evaluation in 2015.
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More presentations at https://www.youtube.com/channel/UCJuQkIaCQn5HXVjFbExofkg
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Developing a web-based monitoring and evaluation system: Crop Goat Project in Tanzania
1. “Developing a web based monitoring
and evaluation system”
Crop Goat Project in Tanzania
PGI and RMG
Pamela Pali, Harrison Rware, Carlos Quiros, Titus Karanja, Joseph Gatheru Mugo, Nicholas
Ndiwa, Jane Poole
1
4th October 2012
2. Integrating Dairy Goats and Root
Crop Production for increasing Food,
Nutrition and Income Security of
Smallholder Farmers in Tanzania
Canadian International Food
Security Research Fund
3. Background
• 80% of the Tanzanian’s populations’
livelihoods are dependant on agriculture.
90% of households keep livestock with
goats contributing second after cattle to
income and human nutrition.
• Despite this, the contribution of goats to
meat and milk consumption and income is
low; due to the low productivity of local
breeds (low growth rates, low carcass
weights (Chenyambuga et al., 2004), low
milk production which is limited to feeding
young goats.
• Hence local breeds may not contribute
effectively to poverty alleviation and
improving food security among the rural
poor people.
4. Background
• Poor nutrition of goats due to seasonal
availability of feeds; natural pasture fed
animals are unable to meet animal
maintenance and production requirements
(Mgheni et al., 1993)
• Leading to low growth rates, low conception
rates, high neonatal losses and animals easily
succumb to diseases.
• Strategies to improve nutrition for increased
livestock productivity include the use of
tested feed rations that include cassava
leaves and sweet potato leaves and vines to
target dry season feeding
• Cassava and sweet potato are alternative
protein and energy sources to conventional
supplements (Ngi et al, 2006)
5. Objectives
• To improve the milk production potential of indigenous goats through
crossbreeding, improved management and control of major diseases
• To test and evaluate improved sweet potato and cassava varieties that
have the dual purpose of improving food security and nutrition at
household level and the development of locally available and cost
effective rations for dairy goats
• To investigate the livelihood strategies, production potential, and
marketing possibilities of local goats and crops in the study areas
• To analyse the impacts (productivity, environmental, gender and
empowerment, food security and nutrition) of integrating improved
goat breeds with sweet-potatoes and cassava into an agro-pastoral
farming system
7. Objectives of M&E in the overall project
1. To facilitate monitoring and learning from the project
2. To implement a dual M&E system that includes the
project and community M&E systems to ensure
functioning feedback systems and democratic decision
making by communities
3. To determine the complementarity between project
indicators and community indicators to facilitate the
development of proxy indicators
Research Questions?
1. What are the incentives for partners especially local
communities to participate in M&E?
2. What are the implications for the M&E system design?
3. Does this type of M&E improve communication within
the project performance?
8. Process of establishment
Of the project M&E system
2. Tools from the
M&E framework 3. Development of
1. Project M&E
developed by the web based
framework
component M&E system
developed by ILRI
leaders and developed by ILRI
stakeholders
9. Snapshot of the M&E framework
Level of result Key results /Processes Indicators Level of data Tool to use When to collect Type of
collection (group, data deliverable
household
/community
/partners)
Goals Increased household food and nutritional security Changes in individual dietary diversity scores for male adults, Housheold /Within HH Survey Start /End Baseline and
from the interaction between root crops and dairy female adults and index child HH Impact
goat at the farm level Changes in hosuehold Food consumption score and contribution Household HH Survey Start /End Assessment
of goats, cassava and sweet potatoes to the food consumption Report
score
Changes in the number of months of indequate hosuehold food Household HH Survey /PRA Start /End
provisioning (compared to national, and or regional avearges) tools
Increased incomes from sales of goats, goat milk, Changes in hosuehold income and income managed by men and Household /Within HH Survey Start /End
sweet potatoes and cassava products women HH
Changes in contribution of goats, sweet potatoe and cassava to Household HH Survey
hoseuhold income
10. Process of development
Of the community based M&E system
1. Train project
2. Development of 3. Implementing
farmers on
project farmers’ community
monitoring
objectives, indicators, democratic M&E
Evaluation objectives
baselines and targets system
& Indicators
12. Operationalization of the M&E system
3.Web based •Component 2:
•Component 1: monitoring •Establishment of the
•Development of the community based
project M&E framework and evaluation Monitoring and
system evaluation system
13. Operationalization of the web based system
In deciding what types of web based system to use we explored issues
around:
• Development of the data collection sheets
– How do we develop these in a participatory manner?
– How do we ensure communities are collecting data that they will use?
– How do these local communities use and interpret the data?
• Data collection
– Who collects the data?
– How often?
– Which option of data collection is most sustainable?
• Data processing, quality control and feedback
– Excel
– Web interphase
• Reflection
– Who facilitates the reflection on the data?
– How often?
– When?
– With what results?
We also explored other private service providers to determine:
– What M&E systems they provide?
– Costs they provide these systems at?
– Costs and flexibility involved in adaptation of the provided systems?
14. Objective : Web based M&E system
• To enable project implementers to measure and track
indicators outlined in the M & E framework online
• To enable stakeholders to track changes in the
project management and outcomes online.
• Online access by stakeholders to data that is
collected and uploaded into the system and
summaries generated by these data
• Statistical summaries will facilitate reflection sessions
with local communities to ensure democratic
decision making about project progress
15. Functions of the web system
• Data collection and entry : initially by field level research
assistants (Potential involvement of farmers and/or
extension workers - sustainability)
• Accessibility: of the system by the project and non
project partners (Public) through a login system with
differential user rights
• Analysis: query building or automatic generation
statistics at a click of the parameter
• Feedback and learning: Generated statistics and reports
are reported back to the livestock/breeder groups to
ensure reflection & decision making on project progress
• Not a Static system!! (Missing components to be
integrated (EIA and Markets) & adaptation of system
• The established web based M & E system can be
customised to be used by other projects (in ILRI)
16. Operationalization of the web system
M&E framework
developed
Provide feedback to Capacity building of partners in
farmer groups M&E
Host system on a
Partners develop
website and share
the M & E tools
the system
Tools organized and merged into
Incorporate partners comments
one system, statistics generated
on the statistics, programmer
(which match the M&E framework
complete the modules, test the
indicators), codes determined ,
system with real data, train the
field assistants
MySQL database and web
interface designed
Validate the system Partners validate the
(Tools and statistics statistics generated by
generated) with real data the tools
from the field
Collect data to validate
and test the system
17. Management of the web system
Data collection and entry to be conducted at the
field level (field assistant/ farmers/ EO’s)
Web administrator to be based at ILRI is
responsible for aggregating data and quality
control
Administrator will give user rights
Differential user rights for different project
partners user names, password to login and access
various interfaces.
Need to ensure confidentiality of farmers’ personal
information is maintained.
18. Challenges of the web system
• The system needs to provide timely flow of
data and feedback to all project partners
• Synchronization of tools used to collect
M&E data in the field
• Integrating regular data collection process
• Hiring research assistants to collect data
• Sustainable strategy for data collection and
scale out mechanism for this strategy
• In the absence of the web, what drives the
decision making process?
19. Example: breeding system and growth performance
Indicator for breeding from the M&E framework
Key results /Processes Indicators Level of data Tool to use When to collect
collection (group, data
household
/community
/partners)
1.1 Increased availability and rearing of cross bred Number of male and female farmers Housheolds / HH survey / Start, every year,
goats owning /acquiring cross bred goats in Groups Inventories end of project
target villages
Extent of implementation of the Group breeding Data sheets Regular
community breeding strategy (% change records
in breed, record keeping, registration of
does and bucks)
Tool used to collect breeding data
CGP TANZANIA : BREEDING ACTIVITIES, GROWTH PERFORMANCE
DISTRICT Kongwa DISICT CODE KW WARD VILLAGE Ihanda
District District Village Name of the Sex of Dam Breed of the dam Sire Date of Type of Sex of kid Birth Kid
Code Farmer farmer Number Number kidding kidding (s) weight Number
(Twin,
Triplets,
Single)
Kongwa KW Ihanda Farmer x 1=Male 348 3 = Norwegian 1639 05/08/2012 1=Single 2=Female 3.0 18451
Kongwa KW Ihanda Farmer y 2=Female 466 3 = Norwegian 1639 28/07/2012 1=Single 2=Female 18452
Kongwa KW Ihanda Farmer z 2=Female 464 3 = Norwegian 01/09/2012 2=Twin 2=Female 3.0 18498
Kongwa KW Ihanda Farmer a 2=Female 464 3 = Norwegian 01/09/2012 2=Twin 1=Male 3.0 18499
Kongwa KW Ihanda Farmer b 1=Male 350 3 = Norwegian 422 11/08/2012 1=Single 1=Male 2.7 18500
Kongwa KW Ihanda Farmer c 1=Male 417 2=Toggenburg (Exotic ‐ milk) 27/07/2012 1=Single 1=Male 2.5 18453
Frequency of collecting information: Seasonaly
24. Questions from the presentation (1)
Documented by Edna Mutua - PGI
• Q: Are you increasing workload for field staff? R: Either way, data collection has to be
done. It is possible to use devices connected to the internet to enter data directly.
• Q:Are there risks of losing collected data? R: This has not been experienced this far.
• Q: Is it possible to use farmers for data collection? R: It is an option. Other options
include using extension workers that have to be paid and using research assistants.
Research assistants are most preferred because they have the ability to collect quality
data. It may be difficult to use farmers for now due to challenges in use and access of the
internet.
• Q: Is it possible to enter data offline? R: It is, one can enter the data in excel then later
send it to ILRI for uploading. The excel format also acts as the backup for online data.
• Q: What is the sustainability strategy for data collection? R:The project will hire field
officers to do data collections. Farmers will be engaged in keeping their own breeding
records. The field officers will then put this information together and upload it.
25. Questions from the presentation (2)
• Q: What is the incentive for farmers to engage in data collection? R: This is a
challenge. The team intends to disaggregate the kind of data that farmers can be
requested to collect and what can be done by other project staff. Farmers can be
involved in collecting data that gives them feedback on how their production is faring as
this information is of great interest to them.
• Q: Are there plans for up-scaling? R: Not yet.
• Q: Has a cost benefit analysis been done on project? R: The costs can be identified. The
project is sustainable because it uses locally available resources. It does not seek to
introduce what the community has never done before. The community keeps goats,
grows cassava and sweep potato. The project is working on encouraging farmers to
cross breed their goats to improve productivity and use dried cassava and sweet potato
vines as part of animal feeds in dry seasons. Initially, 107 farmers were given exotic
goats for cross breeding and were expected to give the kids to other farmers that did
not receive the exotic breeds so that the technology can diffuse in the community in
sustainable fashion.
• Q: Can the data collected in this system be used for conducting impact assessments?
R: Yes, because the M&E system covers the project in between the baseline and end line
stages.
• Q: Is this M&E system compatible with PDAs? R: With understanding of how the PDA
works the M&E team can develop a compatible application for PDAs.