Report on overview monitoring and evaluation in Strategic Management Report presented to Prof. Rico Mabalod

1. OVERVIEW OF MONITORING
AND EVALUATION ON
STRATEGIC MANAGEMENT
TEOFILO A. TUBO
MPM
ZSCMST
STRATEGIC MANAGEMENT
REPORT PRESENTED TO PROF. RICO R. MABALOD
SOURCE:
KIM HUA TAN
ASSOCIATE PROFESSOR OF OPERATIONS MANAGEMENT, NOTTINGHAM
UNIVERSITY BUSINESS SCHOOL, UK
RUPERT L. MATTHEWS
ESRC CASE RESEARCHER, NOTTINGHAM UNIVERSITY BUSINESS
SCHOOL, UK

2. Overview
This tool briefly describes both monitoring and
evaluation, and the distinction between the two.

3. What is monitoring?
Monitoring is a continuing function that uses systematic
collection of data on specific indicators to provide the
management and the main stakeholders of an ongoing
intervention with indications of the extent of achievement of
objectives and progress in the use of allocated funds.

4. Indicators
An indicator is a quantitative or qualitative variable that
allows changes produced by an intervention relative to
what was planned to be measured. It provides a reasonably
simple and reliable basis for assessing achievement,
change or performance. An indicator is preferably
numerical and can be measured over time to show
changes. Indicators, which are determined during the
planning phase of a project, usually have the following
components:

5. 1.) What is to be measured? (What is going to change? E.g.,
participants reporting higher school attendance of girls in a
village)
2.) Unit of measurement to be used (to describe the change,
e.g., percentage)
3.) Pre-programme status (sometimes called the “baseline”,
e.g., 40 per cent in 2007)
4.) Size, magnitude or dimension of intended change (e.g., 75
per cent in 2008)
5.) Quality or standard of the change to be achieved (e.g.,
improvement such that girls obtain higher grades)
6.) Target populations(s) (e.g., girls vulnerable to trafficking
from villages in southern district)
7.) Time frame (e.g., January 2008 to January 2009)

6. What is evaluation?
Evaluation is the systematic and objective assessment of
ongoing and/or completed projects,
programmes or policies, in respect of their:
- Design
- Implementation
- Results
The criteria applied in the evaluation are:
- Objectives
- Efficiency
- Effectiveness
- Impact
- Sustainability
Evaluation emphasizes the assessment of outcomes and
impact rather than the delivery of outputs.

7. Norms for evaluation
United Nations Evaluation Group In April 2005, the
United Nations Evaluation Group issued norms and
standards with a view to the harmonization of
evaluation in the United Nations system.
The United Nations Evaluation Group norms seek to
facilitate system-wide collaboration on evaluation, by
ensuring that evaluation within the United Nations
system abides by agreed-upon basic principles:
- Intentionality (intent to use evaluation findings)
- Impartiality
- Independence
- Evaluability
- Quality
- Competence

8. - Transparency and consultation
- Evaluation ethics
- Follow-up
- Contribution to knowledge building

10. Recommended resources
There are various organizations and resources dedicated to the
harmonization and improvement of monitoring and evaluation. Many
of these may offer lessons with respect to the monitoring and
evaluation of anti-trafficking programmes. The following is just a small
selection of the resources available.
How to Build M&E Systems to Support Better Government Keith
Mackay, World Bank Independent Evaluation Group, 2007 A resource
designed particularly for Governments in developing countries
seeking to strengthen their monitoring and evaluation systems, this
publication includes promising monitoring and evaluation system
practice, as well as diagnostic guides, examples of evaluations and
other tools for strengthening the monitoring and evaluation systems
of Governments. The efforts to build monitoring and evaluation
systems of Chile, Colombia and Australia, in particular, are
considered, and Africa is given attention as a special case.

11. Monitoring and Evaluation: Some Tools, Methods and
Approaches
World Bank Independent Evaluation Group, 2004 This
booklet provides an overview of monitoring and
evaluation tools, methods and approaches, including data
collection methods, analytical frameworks and types of
evaluation and review. The purpose, use, advantages and
disadvantages, costs, skill requirements, time
requirements and key references are provided for:
- Performance indicators
- The logical framework approach
- Theory-based evaluation
- Formal surveys
- Rapid appraisal methods
- Participatory methods
- Public expenditure tracking surveys
- Impact evaluation
- Cost-benefit and cost-effectiveness analysis

12. PLANNING, MONITORING AND EVALUATING
FOR DEVELOPMENT RESULTS
Source:
Julie A. C. Noolan
Source: Weisbord, Marvin R., Six –Box Diagnostic Model, Consultation Skills
Readings, NTL Institute, 1983

15. Note: Planning, monitoring and evaluation should not
necessarily be approached in a sequential manner. The
conduct of an evaluation does not always take place at the end
of the cycle. Evaluations can take place at any point in time
during the programming cycle. This figure aims to illustrate the
inter-connected nature of planning, monitoring and evaluation
to support MfDR. Planning for monitoring and evaluation must
take place at the planning stage

16. PRINCIPLES OF PLANNING, MONITORING AND
EVALUATING FOR DEVELOPMENT RESULTS
This section addresses some of the principles that
readers should have in mind throughout the entire
process of planning, monitoring and evaluation.
Ownership is fundamental in formulating and
implementing programmes and projects to achieve
development results.
There are two major aspects of ownership to be
considered:
1.) The depth, or level, of ownership of plans and
processes
2.) The breadth of ownership

17. MONITORING AND EVALUATION FRAMEWORK
A clear framework, agreed among the key stakeholders at
the end of the planning stage, is essential in order to carry
out monitoring and evaluation systematically.
This framework serves as a plan for monitoring and
evaluation, and should clarify:
- What is to be monitored and evaluated
- The activities needed to monitor and evaluate
- Who is responsible for monitoring and evaluation activities
- When monitoring and evaluation activities are planned
(timing)
- How monitoring and evaluation are carried out (methods)
- What resources are required and where they are
committed

18. MONITOR: COLLECTION OF DATA, ANALYSIS AND
REPORTING SCOPE OF MONITORING
Monitoring aims to identify progress towards results, precipitate
decisions that would increase the likelihood of achieving
results, enhance accountability and learning. All monitoring
efforts should, at a minimum, address the following:
1.) Progress towards outcomes—This entails periodically
analysing the extent to which intended outcomes have actually
been achieved or are being achieved.
2.) Factors contributing to or impeding achievement of the
outcomes—This necessitates
monitoring the country context and the economic, sociological,
political and other developments simultaneously taking place
and is closely linked to risk management.
3.) Individual partner contributions to the outcomes through
outputs—These outputs may be generated by programmes,
projects, policy advice, advocacy and other activities.

19. Their monitoring and evaluation entails analysing whether or
not outputs are in the process of being delivered as planned
and whether or not the outputs are contributing to the
outcome.
4.) Partnership strategy—This requires the review of current
partnership strategies and their functioning as well as
formation of new partnerships as needed. This helps to
ensure that partners who are concerned with an outcome
have a common appreciation of problems and needs, and
that they share a synchronized strategy.
5.) Lessons being learned and creation of knowledge
products for wider sharing.

21. SELECTING THE MONITORING APPROACH AND TOOLS
There is a range of approaches and tools that may be applied to
monitoring projects, programmes, outcomes and any other programmatic
activity. Those who manage programmes and projects must determine the
correct mix of monitoring tools and approaches for each project,
programme or outcome, ensuring that the monitoring contains an
appropriate balance between:
Data and analysis—This entails obtaining and analysing documentation
from projects that provides information on progress.
Validation—This entails checking or verifying whether or not the reported
progress is accurate.
Participation—This entails obtaining feedback from partners and
beneficiaries on progress and proposed actions.

23. AWPs have multiple uses in monitoring:
- To understand the contributions and targets set and
agreed by the partners for the year to achieve a planned
result in a transparent way
- To review ongoing progress against the plan and identify
bottlenecks
- To use as a basis for reporting at the end of the year
(annual report) and planning
future work

24. What are the steps in analyzing the issues?
As you identify the core problem(s) you will begin to
analyse the issues underlying these problems. The
following steps assist with this.
• Identify any bias in the way the case is described.
• Classify the factors that influence the problem as
internal or external to the organisation.
• Reflect on theoretical principles from your course
that might explain aspects of the case.
• Apply analytical models from your course to further
illuminate the situation.
• Identify the decisions that need to be made.
• Identify strategic issues.
• Identify risk factors.
• Identify historical precedents.