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ACE - School LeadershipMonitoring and Evaluation

as a function of Management

Dr Muavia Gallie (PhD)21 September 2009

MGSLG - Benoni Office

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Introduction1. Teaching to fish is better than

providing fish;2. Leadership is a decision, not a

position or set of skills;3. Leaders breed leaders, not

follower; and4. You don’t need facilitators to

be a Quality Principal!

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2. There is nomanagement

withoutmonitoring

and evaluation

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Monitor

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Evaluate

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Monitoring is the systematic, regular collection and occasionalanalysis of information to identify and possibly measurechanges over a period of time.Evaluation is the analysis of the effectiveness and direction ofan activity and involves making a judgment about progress andimpact.The main differences between monitoring and evaluation arethe timing and frequency of observations and the types ofquestions asked. However, when monitoring and evaluationare integrated, the line between the two becomes ratherblurred.Participatory monitoring and evaluation (PM&E) is the jointeffort or partnership of two or more stakeholders to monitor andevaluate, systematically, one or more research or developmentactivities (Vernooy et al., 2003).

What is Monitoring and Evaluation?

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Why should we M&E?In general, the purpose of monitoring & evaluation can be:

• To assess results - to find out if and how objectives are being met and are resulting indesired changes.

• To improve management and process planning - to better adapt to contextual and riskfactors such as social and power dynamics that affect the research process.

• To promote learning - to identify lessons of general applicability, to learn how differentapproaches to participation affect outcomes, impact, and reach, to learn what works andwhat does not, and to identify what contextual factors enable or constrain theparticipatory research.

• To understand different stakeholders' perspectives - to allow, through directparticipation in the monitoring and evaluation process, the various people involved in theorganisation to better understand each others views and values and to design ways toresolve competing or conflicting views and interests.

• To ensure accountability - to assess whether the organisation is effectively,appropriately, and efficiently executed to be accountable to they key agencies(Estrella and Gaventa, 1998).

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Methods and Techniques ofMethods and Techniques ofMonitoringMonitoring

Programmes even with a good planning, adequateorganisational machinery and sufficient flow of resourcescannot automatically achieve the desired result.

• There must be some warning mechanism, which canalert the organisation about its possible success andfailures, off and on.

• Constant watching not only saves wastage of scarceresources but also ensure speedy execution of theprogrammes.

• Thus monitoring enables a continuing critique of theprogramme implementation.

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Defining MonitoringMonitoring means keeping a track of implementation process.• Monitoring involves watching the progress of a project

against time, resources and performance schedules duringthe execution of the project and identifying lagging areasrequiring timely attention and action.

• Monitoring is defined as a management function to guidein the intended direction and to check performance againstpre – determined plans.

• Monitoring means periodic checking of progress of worksagainst the targets laid down in order to ensure timelycompletion of the programme.

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Reasons for MonitoringEfficiency refers to the amount of time and resources put into theprogramme relative to the outputs and outcomes. A programmeevaluation may be designed to find out if there was a less expensive,more appropriate, less time-consuming approach for reaching the sameobjectives.•Effectiveness describes whether or not the organisational processwas useful in reaching programme goals and objectives, or resulted inpositive outcomes.•Relevance or appropriateness describes the usefulness, ethics, andflexibility of a programme within the particular context.

Combined, these criteria enable judgment about whether the outputsand outcomes of the programme are worth the costs of the inputs.Effectiveness, efficiency and appropriateness can be considered for thedifferent methods, tools and approaches rather than questioning thevalue of the approach as a whole.

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Purpose of MonitoringProgramme monitoring helps to provideconstructive suggestions like.•Re-scheduling the programme (if theprogramme run behind the schedule)•Re-budgeting the programme (appropriatingfunds from one head to another; avoiding expensesunder unnecessary heading).•Re–assigning the staff (shifting the staff fromone area to other; recruiting temporary staff tomeet the time schedule).

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What to MonitorUnderstanding the conditions before the programme wasinitiated is useful in order to provide a point of comparisonfor monitor and evaluating changes that occur during theprogramme.•Baseline survey conducted at the beginning of theprogramme can provide a point of reference forcomparison and for understanding changes.•It is useful to distinguish between the different kinds ofresults generated from the programme: outputs,processes, outcomes, impact and reach.

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Different kinds of Results inMonitoring

These can be briefly defined as follows:•Outputs describe the concrete and tangible products of theorganisation as well as the occurrence of the activitiesthemselves.•Processes describe the methods and approaches used for theprogramme.•Outcomes describe the changes that occur that can beattributed, at least in part, to the programme process andoutputs.•Impact describes overall changes that occur which theprogramme is one of many contributing factors.•Reach describes who is influenced by the programme and whoacts because of this influence.

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Steps in MonitoringIdentifying the different units involved in planning &

implementation• Identifying items on which feedback is required.• Developing pro-forma for reporting.• Determining the periodicity of reporting.• Fixing the responsibility of reporting at different

levels.• Processing and analysing the reports.• Identifying the critical / unreliable areas in

implementation.• Providing feedback to corrective measures.

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Meaning of EvaluationEvaluation has its origin in the Latin word “Valupure” which

means the value of a particular thing, idea or action.Evaluation, thus, helps us to understand the worth, quality,significance amount, degree or condition of anyintervention desired to tackle a social problem.

• Finding out the value of something.• The procedures of fact finding• Assessments whether or not certain activities, treatment and interventions

are in conformity with generally accepted professional standards.• Is any information obtained by any means on either the conduct or the

outcome of interventions, treatment or of social change programme.• To provide systematic, reliable and valid information on the conduct,

impact and effectiveness of the projects.• The study and review of past operating experience.

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Purpose of Evaluation1. From an accountability perspective:• To make the best possible use of funds by the programme managers who

are accountable for the worth of their programmes.• Measuring accomplishment in order to avoid weaknesses and future

mistakes.-Observing the efficiency of the techniques and skills employed-Scope for modification and improvement.-Verifying whether the benefits reached the people for whom theprogramme was meant.

2. From a knowledge perspective:• To establish new knowledge about social problems and the effectiveness

of policies/programmes designed to alleviate them.• Understanding people’s participation & reasons for the same.• Evaluation helps to make plans for future work.

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Money taken by Administration

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Principles of Evaluation1. Evaluation is a continuous process (continuity).2. Evaluation should involve minimum possible costs

(inexpensive).3. Evaluation should be done without prejudice to day to day work

(minimum hindrance to day to day work).4. Evaluation must be done on a co-operative basis in which the

entire staff and the board members should participate (totalparticipation).

5. As far as possible, the organisation should evaluate itsprogramme but occasionally outside evaluation machineryshould also be made use of (external evaluation).

6. Total overall examination of the organisation will reveal strengthand weaknesses (organisation/programme totality).

7. The result of evaluation should be shared with all in theorganisation (sharing).

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Criteria for Developing Evaluation Assistance

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Steps in Evaluation

1. Learning about the programme;2. Creating an evaluation plan and indicators;3. Brief the concerned people about the

evaluation plan and indicators;4. Revising and elaborating on the evaluation

plan;5. Initiating evaluation, and;6. Utilising/ sharing the information.

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Phases in Evaluation

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Types of Evaluation (1)1. By timing (when to evaluate?)

Formative evaluation• Done during the programme (development stages)

Summative evaluation• Done at the end of the programme (assessment)2. By organization (who is evaluating?)

Internal evaluation• It is a process/impact, done by management

External evaluation• Unbiased,objective detailed assessment by outsider3. By stage (how frequent?)

On going (during the implementation)Terminal (at the end of or immediately after completion)Ex-post (after a time lag from completion)

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Types of Evaluation (2)

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Views about EvaluationEvaluation primarily perceived from three perspectives.1. Evaluation as an analysis - determining the merits or

deficiencies of a programme, methods and process.2. Evaluation as an audit - systematic and continuous enquiry to

measure the efficiency of means to reach their particularpreconceived ends.

3. Evaluation as administration - appraisal or judgement of theworth and effectiveness of all the processes (e.g. planning,organising, staffing, etc.) designed to ensure that theorganisation accomplishes its objectives.

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Areas of EvaluationPurpose:• The review the objectives of the organisation/programme and how far these are being

fulfilled.Programmes:• Aspects like number of beneficiaries, nature of services rendered to them, their reaction to

the services, effectiveness and adequacy of services, etc. may be evaluated.Staff:• The success of any programme depends upon the type of the staff an organisation

employs. Their attitude, qualifications, recruitment policy, pay and other benefits andorganisational environment. These are the areas which help to understand theeffectiveness of the organization/programme.

Financial Administration:• The flow of resources and its consumption is a crucial factor in any organisation. Whether

the money is rightly consumed, any over spending in some headings, appropriation andmisappropriation. These are some of the indicators that reveal the reasons for the successor failures of organisations.

General:• Factors like public relations strategies employed by the organisation, the constitution of the

organisation or governing body and their contribution to future plans of the organisation areimportant to understand the success or failures of an organisation.

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Evaluation ...

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ThankYou!

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