monitoring and evaluation (part 2)
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ESTABLISHING A CULTURE OF MONITORING AND EVALUATIONSPREADING THE WORD, (RE)-TURNING THE CULTURE (PART 2)
Vilimaka FoliakiMonitoring and Evaluation AdvisorTonga Education Support Program, Phase 2 (TESP2)
In Collaboration with Ponepate TaunisilaDeputy Chief Education OfficerQuality Assurance DivisionTonga Ministry of Education
Professional Development TrainingMinistry of Education and Training TONGAWednesday 12 August – Thursday August 2015
YOUR WORK
An investment: Resources are spent between
‘start’ and ‘end’ Time-bound
A project “a temporary endeavor designed
to produce a unique product, service or result with a defined beginning and end … undertaken to meet unique goals and objectives, typically to bring about beneficial change or added value” (Wikipedia)
YOUR WORK – LIFE CYCLE
M&E - a critical element of planning
M&E - usually forgotten/neglected: Often remembered LATE:
during implementation stage at end – to measure and
evaluate success M&E - part of everything that we
do all the time
LET’S LEARN FROM THE EXPERIENCE OF THE USA
Invented by USAID in 1969 – based on experiences with development initiatives. There were 3 problem areas:1. Planning: Objectives were not clearly
defined; no clear link between objectives and activities.
2. Management: Managers were unwilling to be accept responsibility for results.
3. Evaluation: Evaluators use their own strategies as there was no common agreement as to what the projects were trying to achieve. No common understanding of what ‘success’ looked like.
1. Planning was too vague
2. Manageme
nt responsibilities were unclear 3.
Evaluation was an
adversary process
USAID experiences
THE LOGICAL FRAMEWORK APPROACH (LFA)
THE LOGICAL FRAMEWORK APPROACH (LFA)
An approach to project/program design and development. It ensures Alignment Relevance Awareness of external factors (assumptions and
risks) Success
An approach to problem solving: projects/programs are designed to solve
problems It outlines the sequences of events in the
process solving a problem
Basically:
YOUR LOGFRAME
A 4x4 table/matrix: It organizes answers to 4 key
management questions:1. What we trying to accomplish
and why? (Goal)2. How will be measure success? 3. What other conditions must
exist?4. How do we get there?
• A logical way of 3 “directional” logics:
1. Vertical logic2. Horizontal logic3. Zigzag logic
Description of objective level
Success measures (Indicators)
Means of verification
Assumptions and risks
Goal (Impact)
Purpose (Outcomes)
Outputs
Activities
1 2 3 4
1
2
3
4
FILLING UP YOUR LOGFRAME
COLUMN 1• Most important
• Set up your hierarchy of objectives (Goal, Outcomes, Outputs, Activities) . This provides structural foundation for project
• Test for ‘vertical logic’ – adjust the framework to overcome logical flaws (unfeasible/unlikely relationships) – use ‘If-Then’ hypothesis. Example:
1. IF this PD training (activity) is carried out, THEN these
STRUCTURE OF THE LOGFRAMEColumn 2
• Indicators Look at each
objective and ask ‘How can we measure it?”
What does success at each of the objective level look like?
(Consensus – everyone to agree on indicators)
STRUCTURE OF THE LOGFRAMEColumn 3
Means of verification
How can we verify these ?
How can we really know?
Where can we find these indicators?
EXTERNAL FACTORS THAT AFFECT PROGRESS - ASSUMPTIONS AND RISKSAssumptions:
Ask this question: What are the external factors, if present, could influence progress (from one level to the next)? List these assumptions. E.g.
“Language used in pupils books is appropriate”
If they are: True – your work benefits Wrong – your work suffers
Risks: (Assumptions and risks have
opposite effects) Those that will negatively affect
progress. List these. E.g. “Boat/car breaks down”.
If they are: True – your work suffers Wrong – your work benefits
STRUCTURE OF THE LOGFRAMEColumn 4
Assumptions and risks(These are the external factors which you cannot control) How can we
verify these ? How can we
really know? Where can we
find these indicators?
CARRY OUT LOGICAL TEST
Focus on Columns 1 and 4:• Begin at bottom
with the ‘Activities’ at bottom left corner of matrix
• Follow IF – THEN arrows
Overcome logical flaws - when there are ‘‘unlikely/unfeasible” relationships, adjust Logframe.
SAMPLE MATRIX
(Page 7 Logframe Format - handout)
WHY IS THE LOGFRAME IMPORTANT?
1. Combines important ideas from different areas (scientific-method, management, strategic planning, systems thinking) into project planning and design
2. It bridges gap between strategic planning and actionable project designs:
Makes the links (between goals and activities etc. clear)
LOGFRAME ANSWERS FOUR (4) IMPORTANT MANAGEMENT QUESTIONS
What are we trying to accomplish and why?
What other conditions that must exist?
How will we measure success?
How do we get there?
YOUR LOGFRAME• What does it do?• Provides a clear,
concise and meaningful (logical) description of the ‘bigger picture’ of your work and how you and others are working together to achieve a common goal.
LOGFRAME – A REFERENCE FOR M&EColumn 1 – Description of
objective level SMART objectives Check link, logical flow –
from activities to goalsColumn 2 - Indicators:
Know what to look for – data, evidence – verifiable objective,.
Data collection instruments
Column 3 – Means of Verification Know where to for indicators Informs you about how to
look for indicators – as basis for data collection
Column 4 – Assumptions and Risks Makes us aware of the extent
our work depends on external factors Carefully monitor assumptions
and risks Adjust activities and inputs to
maximize chances of success
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