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7/29/2019 Monitoring Manual by Naushad Kazi
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Moni tor ing, Evaluation & ResearchMANUAL
Written & Compiled
By Naushad Kazi
SAFWCO
HYDERABAD
SINDH AGRICULTURAL & FORESTRY WORKERS
COORDINATI NG ORGANI ZATION
http://www.bing.com/images/search?q=safwco+images&view=detail&id=35A22F15E4EBCFE9BA77237242A8506C9BEAEB62&first=0&qpvt=safwco+images&FORM=IDFRIR7/29/2019 Monitoring Manual by Naushad Kazi
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Table of Contents
01 Policies & Guidelines & Its Significance 04
1.1 Monitoring, Evaluation & Research
a.Key Conceptual Issues
b. Situating monitoring & Evaluation as oversight mechanism
c. Evaluation
d.Research Studies
04
1.2 SAFWCOs Monitoring Evaluation & Research (MER) Hierarchy 05
1.3 Safwcos Purpose of Monitoring &Evaluation 05
1.4 Objectives of MER 06
1.5 Guiding Principles 06
02 Monitoring and Evaluation Criteria 07
03 MER Adopted Tools & Approaches 07
04 SAFWCO Monitoring Program 08
05 Evaluation Program 08
06 Feedback & Dissemination 09
07 Monitoring Outcomes Approach 09
7.1 Choosing the appropriate Planning Monitoring Evaluation Frame Work 10
08 Adopted Monitoring Frame Work 1209 Code of Ethics for Monitoring, Evaluation and Research 13
Appendix.1. Program Monitoring Indicators 14
Appendix.2. Glossary of Key Terms 23
Appendix.3. Monitoring Check Lists 25
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1.Policy Guidelines and Its SignificanceThe MER Office develops the policy, related guidelines and administrative procedures for monitoring,
evaluation and research in the SAFWCO. The policy and guidelines help project managers, donor
organizations and its monitoring planning staff who is responsible to implement monitoring, evaluation andresearch policies. The present MER policies and procedures document sets out the principles of monitoring
and evaluation as applicable to SAFWCO-supported activities.
President/
Founder
DeputyExecutiveDirector
GeneralManager
Operations
Regional Manager
North ( Sanghar)
ProjectCoordinator
Support Staff
Regional Manager
South ( Sanghar)
ProjectCoordinator
Support Staff
Regional Manager
Thatta
ProjectCoordinator
Support Staff
Regional Manager
Jamshoro, Dadu &Hyderabad
ProjectCoordinator
Support Staff
ExecutiveDirector Planning & Development
(Department)
Accounts & Finance(Department)
HR & Training(Department)
Internal AuditDepartment
Monitoring & ComplianceDepartmentAdmin. & ITDepartment
Steering Committee
Thematic specailist
Livelihood SupportProgram> Food Security> Livestock Development> Forestry Development> Water Management> Social Safety Nets
Social Services Program
> Education and Literacy Serv.> Health and Hygiene Services> Physical Infrastructure Dev> Water and Sanitation
Environment and ClimateRisk Mngt.> Environmental Conserv.
And Education> Bio Diversity Promotion> Disaster Risk Reductionand Response
Human and Instit. Dev> Community Org Dev> Training> Adv. And Networking
(SAFWCOs Recent Organizational Structure)
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1.1.MONITORING, EVALUATI ON & RESEARCH:Monitoring, Evaluation & Research (MER) are integral and individually distinct parts of program
Preparation and implementation. These are critical tools to forward-looking strategic positioning,
organizational learning and for sound management.
a. Key Conceptual I ssues:As a basis for understanding monitoring and evaluation responsibilities in programming, this section provides
an overview of general concepts clarifies definitions and explains Safwcos position on the current evolution of
concepts, as necessary.
b.Situating moni tori ng and evaluation as oversight mechanisms:Both monitoring and evaluation are meant to influence decision-making, including decisions to improve,
reorient or discontinue the evaluated intervention or policy; decisions about wider organizational strategies or
management structures; and decisions by national and international policy makers and funding agencies.
Inspection, audit, monitoring, evaluation and research functions are understood as different oversightactivities situated along a scale. At one extreme, inspection can best be understood as a control function. At
the other extreme, research is meant to generate knowledge. Country Program performance monitoring and
evaluation are situated in the middle. While all activities represented in Diagram given as under are inter-
related, it is also important to see the distinctions.
c.Evaluation:Evaluation is an exercise that attempts to determine as systematically and objectively aspossible the worth or
significance of an intervention, strategy or policy. The appraisal of worthor significance is guided by key
criteria discussed below. Evaluation findings should be credible, and be able to influence decision-making by
program partners on the basis of lessons learned.
For the evaluation process to be objective', it needs to achieve a balanced analysis, recognize bias and
reconcile perspectives of different stakeholders (including primary stakeholders) through the use of different
sources and methods.
An evaluation report should include the following:
Findingsfactual statements that include description and measurement;
Conclusionscorresponding to the synthesis and analysis of findings;Recommendationswhat should be done, in the future and in a specific situation; and, where possible,Lessons learned corresponding to conclusions that can be generalized beyond the specific case,
including lessons that are of broad relevance within the country, regionally, or globally.
d.Research and studies:There is no clear separating line between research, studies and evaluations. All must meetquality standards.
Choices of scope, model, methods, process and degree of precision must beconsistent with the questions that
the evaluation, study or research is intending to answer.
In the simplest terms, an evaluation focuses on a particular intervention or set of interventions, and culminates
in an analysis and recommendations specific to the evaluated intervention(s). Research and studies tend to
address a broader range of questions sometimes dealing with conditions or causal factors outside of the
programbut should still serve as a reference for program design. A Situation Analysis thus falls within the
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broader category of "research and study". "Operational" or "action-oriented" research helps to provide
background information, or to test parts of the program design.
1.2.SAFWCO Monitoring Evaluation & Research (MER)DivisionsHierarchy:The Head of Monitoring directly reports to the Executi ve Di rector, the authorized official is responsible to
observe and review the performance. Later his/her consent, the Monitoring Head will be in position to forward
the reports to concern Project officials and donor agencies.
Monitoring, Evaluation & Research Divisions Hierarchy
SAFWCO/2012-
Executive
Director
ManagerMonitoring,Evaluation &
Research
Assistant ManagerData Operator
Program
Officer AssistantProgram Officer
PPT.Organizational Structure
1.3.SAFWCOs Purpose of moni tori ng and evaluation:Learning and accountability are two primary purposes of monitoring and evaluation. The two purposes areoften posed in opposition. Participation and dialogue are required for wider learning, while independent
external evaluation is often considered a prerequisite for accountability. On the two extremes, their design
models, process, methods, and types of information may indeed differ. The current focus on wider
participation by internal and external stakeholders and on impartiality allows learning and accountability
purposes to be balanced.
Performance monitoring contributes to learning more locally, ideally at the level where data is collected, at
each levels of program management. It feeds into short-term adjustments to program, primarily in relation to
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implementation modalities. Evaluation and monitoring of the situation of children and women contribute to
wider knowledge acquisition within the country or the organizational context. Program evaluation not only
contributes to improvements in implementation methods, but also to significant changes in program design.
Evaluation contributes to learning through both the process and the final product or evaluation report.
Increasingly, evaluation processes are used that foster wider participation, allow dialogue, build consensus,
and create buy-in on recommendations.Monitoring and evaluation also both serve accountability purposes. Performance monitoring helps to establish
whether accountabilities are met for implementing a plan. Evaluation helps to assess whether accountabilities
are met for expected program results.
1.4.Objectives of MER:MER policy at the SAFWCO has four objectives:
To monitor and evaluate results and impacts of Safwcos activitiesTo provide a basis for decision-making on amendments and improvements of policies, strategies, programmanagement, procedures, and projects.
To promote accountability for resource use against objectives by participating countries, Partner Agenciesand executing agencies.
To document, provide feedback on and disseminate results and lessons learned.More specifically, the purposes of the SafwcosMER are to monitor, evaluate, and disseminate its project-related information and lessons on: the performance of projects as well as adequacy of concern policies.
1.5.Guiding Principles:Safwco M&E is guided by the following principles:
Operational monitoring and evaluation will build on the existing systems of the donor and Partner Agencieswith the harmonization of monitoring, evaluation, and dissemination practices and outputs to meetSafwcos
goal requirements.
Evaluation practices will follow established standards, ensuring the credibility, impartiality, transparency,and usefulness of evaluation projects.
A project logical framework approach will be employed.
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2.Monitoring and Evaluation CriteriaIn general, monitoring and evaluation practices at Safwco explorefive criteria that are applicable to projects,
programs, andthematic or overall monitoring and evaluation but that donot all need to be systematically
reviewed in all cases. These fivespecific monitoring and evaluation criteria used in combinationprovide the
decision-maker with essential information in connectionwith present and future decisions on projects and
programs.
a.Impact:Measure both the positive and negative, foreseen and unforeseen, changes to and effects on the program
caused by the project(s) or program(s) under evaluation.
b.Effectiveness:Measures the extent to which the objective has been achieved or the likelihood that it will be achieved.
c.Efficiency:It is required timely assess the outputs in relation to inputs, looking at costs, implementing time, and economic
and financial results.
d.Relevance:Gauges the degree to which the project or program at a given time is justified within the global and
national/local environment and development priorities.
e.Sustainability:Measures the extent to which benefits continue from a particular project or program after Safwco
assistance/external assistance has come to an end.
3.MER Adopted Tools, Methods and ApproachesSAFWCOs M&E provides a better means of learning from past experience, improving service delivery,
planning and allocating resources, and demonstrating results as part of accountability to key stakeholders.
It has adopted following MER tools, methods and approaches, including several data collection methods,
analytical frameworks, and types of evaluation and review.
Performance indicators
The logical framework (log frame) approach
Theory-based evaluation
Formal surveys
Rapid appraisal methods
Participatory methods
Impact evaluation
Cost-benefit and cost-effectiveness analysis
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4.Safwcos Monitoring ProgramSafwcos monitoring system is an essential tool for improved performance, planning, and portfolio and project
management. One of the elements of this monitoring program is the monitoring of a projects progress in
implementation and in achieving its overall goals. In addition, and on the basis of a minimum common format,each project will build into its design a monitoring and evaluation component, funded by project resources.
This will include a baseline assessment, at a level appropriate to each project, to establish the conditions
existing prior to project implementation and a monitoring program carried out during implementation which
may include, where appropriate, participatory modes of monitoring and evaluation. An important outcome of
the monitoring program at the project level is the annual portfolio performance reports, which provide an
analysis of the aggregated results of individual project.
5.SAFWCOs Evaluation ProgramThe types of project evaluations conducted by the Donor andPartner Agencies responsible for project
implementation includemid-term reviews, implementation completion reports, performanceaudit reports, and
independent terminal evaluations. Theseagencies are responsible for the implementation of the project
evaluations together with the project executing agencies. A distinctionshould be made between internal
reviews performed bystaff in the responsible operational division and evaluations carriedout by persons who
are independent of project operations. Thelatter may be conducted by staff members of the evaluation
departmentsor external evaluators on contract.
The performance of the Safwco Operational Programs (OPs) is evaluated in relation to their objectives.
Among other factors, evaluation exercises will take into account guidance of the Conferences of the Parties to
the Conventions, strategic considerations of Safwco that cut across all programs, several strategic
considerationsspecific to each program, GEFs operational principles for its work programs, and projectselection criteria. In addition to evaluation of OPs, the MER team at the Safwco Secretariat will conduct and
coordinate cross-cutting evaluations that provide the opportunity to assess topics of concern to all operational
programs. The range of topics would include, for example, aspects of institutional development (participation,
capacity building, policy formulation, and technology comparisons), funding arrangements (incremental costs,
co-financing, technical and financial assistance), management and operations responsibilities, best practices
in MER arrangements, and application of lessons learned.
Evaluation Cr iteria in relation to program logic
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Standard Format of I ntegrated Monitoring and Evaluation Plan
S# Descripti on /Parti culars
1st
Quarter
2nd
Quarter
3rd
Quarter
4th
Quarter Remarks
1
Internal/External Events &
Processes using research, MER
data
2 Survey Studies
3 Evaluations
4 Internal Monitoring Reports
5 Project's Major data Collection
6 MER Capacity Building Trainings
7 MER Publications
6.Feedback and DisseminationAn essential and integral part of monitoring and evaluation is the feedback and dissemination of the analyses,
findings, recommendations, and lessons learned. This calls for clearly identified tasks, resources for their
implementation, designated dissemination responsibilities, and identification of the needs of the end users. It
requires using techniques that promote and facilitate findings and lessons into Safwcos programs and projects
and, more broadly, into all related efforts that advance the achievement of more benefits. Transparency in the
availability of information from monitoring and evaluation activities must be ensured. Ease of access to
relevant monitoring and evaluation information, as required by decision-makers and other users, including full
disclosure of non-confidential information.
7. MONITORING OUTCOME APPROACHOutcome Mapping (OM) is an approach to planning, monitoring, and evaluating social change initiatives
developed by the International Development Research Centre (IDRC) in Canada (Ear l et al., 2001). At a
practical level, OM is a set of tools and guidelines that steer project or programmed teams through an
iterative process to identify their desired change and to work collaboratively to bring it about. Results are
measured by the changes in behavior, actions and relationships of those individuals, groups or organizations
with whom the initiative is working directly and seeking to influence (Smutylo, 2005).
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Despite the dominance of the logical framework approach (LFA) in international development for structuring
the planning, monitoring and evaluation (PME) of projects and programs, it has significant limitations
(Bakewell and Garbutt, 2005). There are a growing number of alternatives, with 24 tools and methods
summarized in a recent report by ACT Development alone, and more listed by the Consultative Group on
International Agricultural Research (CGIAR) and the Barefoot Guide to working with organizations and
social change. Many could be more appropriate than LFA approaches in many development and social change
situations.
7.1.Choosing the appropriate PME fr amework:The usefulness of planning, monitoring and evaluation (PME) frameworks depends on how and where they are
used in practice and their characteristics and values can shape practice, depending on the extent to which theyare institutionalized. Because different tools are based on different principles and assumptions about the
change process and the role of the program in generating change, the role of knowledge and information in
these processes can differ.
The choice of PME framework for a project or program can influence the values and practices embedded
within the project or program, so the choice requires an explicit focus on what is needed in the specific
context. The decision matters, as it may influence whether or not a project or program is effective.
a.Actor -cantered development and behaviour change:Outcome Mapping (OM) recognizes that people and organizations drive change processes. The problem to be
tackled, the aims of the project and the indicators of success are defined in terms of changes in behavior ofthese actors.
b.Continuous learning and fl exibil ity:OM emphasizes that the most effective planning, monitoring and evaluation activities are cyclical, iterative
and reflexive. They aim to foster learning about the actors, contexts and challenges involved in influencing
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social change. OM enables this learning to feed back into adaptations to the project as it proceeds, and can be
used by project partners to influence their actions.
c. Participation and accountabil ity:
By involving stakeholders and partners in the PME process and emphasizing reflection on relationships andresponsibilities, participation incorporates valuable perspectives and fosters a two-way accountability that is
often missing in frameworks oriented towards upward accountability. It could help agencies work towards
commitments in the Paris Declaration on mutual accountability and ownership.
d. Non-li nearity and contri bution, not attribution and control:
With OM, processes of transformation and change are owned collectively; they are not the result of a causal
chain beginning with inputs and controlled by donors, but of a complex web of interactions between different
actors, forces and trends. To produce sustainable changes, projects should contribute to and influence these
processes of social change, rather than focusing on controlling specific outcomes and claiming attribution. A
more honest approach can generate a more meaningful picture of the actual contribution and role of aproject/program in achieving results
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8.Adopted Monitoring Frame WorkPurpose Name of tool For whom When
Planning Yearly Financial
Estimates
project staff, head office & donor before the end of
current six monthsPlanning Quarterly Target Plan project team, donor, MER before the start of
new quarter
Planning Quarterly activity budget
plan
project manager, finance & MER before the end of
current quarter
Planning
Monthly activity plan
project team, MER
before the start of
new month
Planning
Individual Work Plan
PM & Individual
before the start of
new month
Planning
Timeline for interventions
project team, donor, MER
at the time of
launching ofproject
Recording
District-wise
covered/uncovered pop MER & Project management start of project
Recording
List of Union Councils
with population project team, donor, MER
Recording
Union Council-wise list of
villages project management & MER
at the start of
project
Recording
List of revenue villages
with pop project management & MER
at the start of
project
3. Reporting
Monthly expenses report
donor, MER, finance
at the end of each
month
Reporting
Six monthly financial
report manager, donor, finance, MER
at the completion
of six months
Reporting
Monthly Targets &
achievements project manager & MER
at the end of each
month
Reporting
Monthly progress report record, project manager, MER,
donor
at the end of each
month
Reporting
Daily health services
report manager daily basis
Reporting
Quarterly progress report office record, manager, MER, donor
& senior management quarterly basis
Reporting
Trip report
immediate senior & office record
at the completion
of trip
Reporting Event report
Monitoring
Tools
Logical Frame Work
monitoring purpose, MER & project
team
at the stage of
developing check
list
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9.Code of Ethics for Monitoring, Evaluation and Research:The essential goal of an ethics and compliance program is to help governing authorities, managers,
employees, and agents work together to pursue the purpose of an organization and achieve its more specific
goals and objectives in a manner consistent with its standards for ethical business conduct. As employees and
agents pursue organizational purpose, organizational learning is a tool and way of life that helps them address
and adapt to the conditions facing the organization; they learn how to continuously expand their capacity to
create the future they truly desire to live. An ethics and compliance program is an integral part of how an
organization learns. It is a form of action learning: a process and culture of learning by doing. Evaluating an
ethics and compliance program has always been recognized as a good practice, though few organizations
evaluated their programs in any comprehensive sense. A Few ethics and compliance programs have been able
to demonstrate that their programs achieved expected program outcomes. A few major ethics are given as
under:
a. Follow informed-consent rules
b. Respect confidentiality and privacy. All information or data collected on individuals will be kept strictly
confidential. An identification number will be given and the names of participants will be removed. A filecontaining names and identification numbers will be kept for future follow-up. Only the Project
Coordinator will have access to this file.
c. Participation in the evaluation activities is voluntary for the people in communities. The people who
express the desire to withdraw will be able to do so at any time.
d. Monitoring and Research staff should be frank and avoid being rude.
e. All data collected belongs to the community and must be returned to the community
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Appendix.1- Program Monitoring Indicators
Project Name
Sr.
# Program Monitoring I ndicators
1. Social Mobili zation
Promote local institutions ( CO, VO, LSO ) to foster self-management and
Accountability
1 # of Community Organizations formed
2 # of male members in the community Organization
3 # of female members in the community organization
4 # of Village Organizations formed
5 # of male members in the village organization
6 # of female members in the village organization
7 # of Local support organizations formed
8 # of male members in the local support organization9 # of female members in the support organization
10 # Community organizations initiated savings
11 Total amount saved during the reporting period
12 # of Community organizations initiated internal lending
13 Amount utilized for internal lending
14 # of beneficiaries of internal lending
15
# of Community organizations maintaining proper record of saving and internal
lending
16 # of Community Organizations accessed credit facilities
17 # of beneficiaries accessed credit facility
18 # of community organizations developed linkages Govt. and other organizations
19 # of Cos, VOs, LSOs received basic facilities in the communities
20 Total number of schemes received
21 # of community assets created through partner organization
22 # of beneficiaries of assets
23 # of community assets created without support of Parnter Organization
24 # of beneficiaries of assets
25
# of Community, Village and local support organizations initiated bulk
purchasing
26 # of organizations initiated joint marketing
27 # of organizations initiated linkages with Govt. Institutions
28 # Of Village Organization access resource from public and privet organization.
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# of Organization households eligible for social safety net programs (including
Zakat Baitulmal etc.) will be identified and facilitate to obtain such support.
30
# of Village Organizations initiated some disasters preparedness activities in
village.
2. Gender inclusion 31 # of organizations arranged CNIC for women.
32
# of organizations initiated registering birth and death record of Male and
female.
33 # of sessions organized for women regarding their constitutional rights
34 # of women participated in the sessions
35 # of villages where the sessions were organized
36# Of women in COs sufficiently aware of their basic constitutional rights ofinheritance, their basic rights under marriage.
37
# of community organizations initiated campaign for improvising enrollment in
schools
38 # of newly enrolled children with efforts of community organizations
39 # of schools witnessed increase in enrollment
First COs in a village, there will be at least a 40% improvement in the primary
and a 25% improvement in middle school enrollment rate for girls among CO
members.
40
# of Awareness sessions of Rights and Participation in Local Government
organized
41 # of participants in the sessions
42
# of CO members, men and women, in the revenue village reported adequate
awareness of their basic rights under the constitution
43
# of men in COs are registered voters and aware of the importance of their vote
and the secrecy of the ballot.
44
# of women in Cos are registered voters and aware of the importance of their
vote and the secrecy of the ballot
3. Food project
To contribute to the mitigation of the negative effects of volatile food prices on
vulnerable local populations in Pakistan.
Improved agricultural production and safety nets for the most vulnerable women
and men farmers in Sanghar and Dadu Districts of Sindh
45
# of women and men farmers in the target areas have access to agricultural
inputs and services.
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46 # of men provided seeds and saplings
47 # of women provided seeds and saplings
48
# of villages farmer organization whose members have been provided seeds and
saplings
49
Provision of seeds and saplings (for agro forestry), fertilizers, tools and
implements for sowing of staples and non staple (pulses and vegetables) crops to
2000 women and men;
50 # of cares provided seeds and saplings
51 # of cares for vegetables
52 # of acres for fruit orchards
53 # of acres for wheat and other crops
54 # of community grain seed banks established,
55 # of farmers deposited grain / seed in the banks
56 Quantity of grain / seed deposited in the banks
57 # of farmer organizations Linked with local suppliers
58 # of men farmers linked with Safety nets
59 # of women farmers linked with safety nets
60
# of sessions organized for Promotion of indexbased crop/ weather insurance
in selected areas; awareness rising on crop insurance for small farmers and
government officials (at district, provincial and national level),private
companies.
61 # of male participants in the sessions
62 # of female participants in the sessions
63 # of Govt. officials participate in the sessions
64 # of National and private companies participated in the sessions
65
# Of capacity building sessions for Improvement of capacity, infrastructure and
equipment to withstand external shocks in 20,000 women and men farmers.
66 # of male participants in the sessions
67 # of female participants in the sessions
68
# of farmer organizations formed and strengthened through mobilization,
technical and vocational training, increased access to local market opportunities
and engagement with the local private sector;
69 # of farmers trained for land reclamation (men and women)
70
# of irrigation structures Strengthened through rehabilitation of existing
irrigation system and provision of efficient and userfriendly technologies;
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71
# Of organizations participating in dairy sector (especially of women) through
investment in dairy farms, training on veterinary services, and increased links
with government department and privet companies.
72
# of elected representatives and Govt. agencies contacted for Linkage
development at the district, provincial and national levels for policy advocacy.
4. Food Securi ty
Project Thatta 73
15% increase in agricultural production (combined monitory value) in sample of
target villages compared to sample of control villages
74
Among beneficiaries (assessed in samples), 15% increase in average food
consumption and 20% reduction in # of households not meeting minimum
nutritional requirements (WFP reference / SPHERE minimum standard of 2100kcal per person per day).
75 # of farmer groups organized
76 # of male members in the Farmer groups
77 # of female members in the farmer groups
78 # of acres land owned by male and female farmer groups
79
80% of FGs have signed Top with NGO and meet benchmarks of organizational
performance.
80 95% of FGs have at least 30% women in leadership role.
81 # of Farmer associations organized
82 # of male members in the Farmer Associations
83 # of male members in the Farmer Associations
84 80% FAs meet benchmarks of organizational maturity / service quality.
85
90% of FAs run plant nurseries and machine pools are used by at least 50% of
their farming population and are fully self-funding costs.
86 # of men and women farmers keeps logbooks and apply land use planning.
87 Average # of farm accidents in target villages has decreased by 40%
88 # of sessions organized for school children
89 # of children participated in the sessions
90
# of children both sex recalls the content of awareness sessions on nutrition,
hygiene, sanitation and safety.
91 # of sessions organized for media people
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92 # of messages delivered through media
93 # of Random samples of district respondents show recall of media messages.
94
# of Best practice communication material produced and is available in local
language
95
# of poor households participating in training has increased their production by
at least 20%.
96 # of poor households have cultivable land previously barren / unusable
97 # of barren / unusable land cultivated by poor farmers
98 # of vocational trainings provided to youth
99 # of male participants in the trainings
100 # of female participants in the trainings
101
60% of trainees of both sexes passed exams and are offering regular paid
services in their communities.
102
Average price of agriculture services has decreased by 15% relative to control
villages.
103 In target villages, use of chemical pesticide has decreased by 20%.
104
# of Focus group discussions conducted that show usefulness of demo plots and
adaptation of new technologies.
105
# of HHs benefitting from pilot installation of ponds, fishponds is actively using
and maintaining these.
106 # of HH have replicated construction
107 # of HHs with bio fertilizer pits / purchase 60% less chemical .fertilizer
108
Percentage of men and women In target villages, have ID / voting registration of
men and women (has increased from current level of 10-50% to 95%).
109
# of villages without any prior access to credit has qualified to receive
agricultural loans.
110
# of visits by agricultural extension workers conducted during the reporting
period.
5CMSD Project
Minorities and secluded communities, especially women, are mainstreamed in 20
villages of two districts mobilizing public sector resources worth PKR 2 million
for community infrastructure development, and up scaling income levels of 150
poorest of the poor HHs (by 25%) in these villages through providing social
safety nets by 2011
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111 # of secluded communities organizations formed
112 # of women members in the organizations
113 # of men in the organizations
114 (20 women organizations imply organizing over 1000 women)
115Amount of public sector resources mobilized for community infrastructuredevelopment
116 # of schemes of infrastructure received to minority organizations
117 # of organizations applied for schemes
118 # of organizations succeed to receive schemes from public or other sectors
Improved food security is achieved as 15,000 farming households (15000 each
men and women) have increased agriculture and livestock production by 25% by
the end of project period through accessing training, capacity building and
quality input services (including employing organic farming methods, certified
seeds, counseling etc) from pilot farmers resource centre at union council level
in district Sanghar
119 # of households increased agriculture production
120 Quantity of increased production
121 # of members increased the production
122 # of members increased livestock
123 # of members participated in the capacity building sessions
124 # of members employing organic farming methods
125 # of members purchased certified seeds
126 # of resource centers established
20 UC based networks in districts Sanghar, Matiari, Jamshoro, Hyderabad and
Thatta have designed advocacy and campaigning plans (social, economic, rights
etc) implemented 50% of these plans and mobilized Rs 15 million resource for
development project
127 # of men village development organizations formed
128 # of male members in the organizations
129 # of female village development organizations formed
130 # of female members in the organizations
131 # of youth development councils organized
132 # of male members in youth development councils
133 # of female members in youth development committees
134 # of UC based networks developed
135 # of UC based networks developed advocacy plans
136 # of UC based networks implemented advocacy plans
137 # of development projects initiated in UCs
138 Amount of public resources mobilized for projects
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139 # of women VDOs clubbed in UDCs
140 Total female membership of VDOs
(women VDOs will be clubbed into 5 UDCs that implies representation of over
1000 women)
20 youth development councils in 20 UCs each have designed and implemented
at least one micro level initiative for human rights, adolescent health, education,
culture promotion, HIV/AIDS, drug addiction, street crime etc by 2011
141
# of youth development councils implemented human rights initiative
142
# of youth development councils implemented adolescent health initiative
143 # of youth development councils implemented education initiative
144
# of youth development councils implemented culture promotion initiative
145
# of youth development councils implemented HIV/AIDS initiative
146
# of youth development councils implemented drug addiction initiative
147
# of youth development councils implemented street crime initiative
(10 out of 20 YDCs will exclusively be of girls/women that implies representation
of over 2000 girls/women)
148 # of villages have formed VDRMCs
149 # of male VDRMCs
150 # of female VDRMCs
151 # of male VDRMCs developed annual VDRMPs plans
152 # of villages implemented plans
153 # of female VDRMCs developed annual VDRMP plans
154 # of female VDRMCs implemented annual plans
In 100 villages of District Sanghar the communities have formed VDRMCs,
designed annual VDRMPs and implemented 50% of these plans by 2011
(in each of 100 villages separate men and women VDRM Plans will be designed
and later on consolidated into a single VDRM Plan. Therefore, 100 women
communities i.e. 5000 women will be represented)
155 # of VDRMPs reflected in DDRM plans
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DDMA Sanghar has DDRM plans by 2011 where VDRMPs are reflected (by
advocating with NDMA and PDMA Sindh).
6. Empoweri ng Gir ls-
Trans
formi ng Communiti es
Adolescent girls Sexual and Reproductive Health status in the target district
assessed
Increased knowledge and awareness among the stakeholders about socio-
economic and Reproductive Health education needs of young girls
156
Increased understanding of decision makers on girls education and
empowerment
157
Increased ability of girls to advocate with stakeholders for their rights to health
and education
158 Increased interest of girls and families to complete higher secondary school
159 Enhanced role of girls in advocacy initiatives at district level
160 Increased civic and social engagement of girls
161 Increased resources for young girls at local level
162 Increase in number of girls completing their secondary education
163
Increase in confidence level of adolescent girls about their SRH Rights
164
Positive perception of adolescent girls about their self, body and role in society
165
Increased ability of young girls to communicate effectively and demand for basicrights including right to education and health
166
Increased capacity of organizations to link issues of social and economic
empowerment with health and education
167
Increased capacity of partner organizations on issues of adolescent girls Sexual
and Reproductive Health and Rights
168 Increased capacity of schools to run and sustain the project
169 Increased motivation to have small families
170 Girls demonstrate self efficacy
171 Increased number of years in schooling
172 Increased young girls age at marriage and 1stbirth
Education PPAF
174 1750 students have been enrolled
175 84 teachers have been employed
176 43 supportive staff have been employed
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177 02 teachers trainings were organized
178 20 SMCs have been formed
179 158 SMC members
180 30 SMC members trained
181 67 meetings were conducted with male SMC members during last quarter
182 15 meetings were conducted with the mothers during last quarter
183 20 Schools have been provided furniture, swings and teaching aid material
184 10 schools have been provided uniforms, shoes, books and bags
8. Health Project
185
At least 60% of the beneficiaries reportsatisfaction with PPAF supported
health facilities (e.g. in terms of increased availability of trained medical and
paramedical staffs,
Frequency of access, range and quality of services .
186 At least 50% of beneficiaries of project health centers are female.
187
At least 40% of Health Management Committee members in targeted project
health centers are women.
188
At least 10% per annum increase in the usage of every public health facility
adopted by PPAF partners
189
At least 15% per annum increase in antenatal and post-natal checkups at every
public health facility in the project areas
190
At least 10% increase in the availability of trained birth attendants for
deliveries and allied services in outreach settlements served by PPAF partners.
9. AGE
191 # of Girls Enrollment Campaigns organized
192 # of girls Retained
193 # of students discontinued education
194 # of children discontinued their education
195 # of meetings held with Education department
196
# of training sessions organized for Capacity building of Primary school
teachers
197 # of schools having Created learning environment in schools
198 # of schools Created culture of sports in schools199 # of schools adopted ECE Methodology
10. LEP 200 # of villages where Social Mobilization took place
201 # of beneficiaries provided Livelihood Enhancement & Protection
202 # of beneficiaries provided Social Safety Nets
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203 # of beneficiaries who have been transferred Assets
204 # of sessions organized for Capacity Building
205 # of disabled persons benefitted Disability
206 # of sessions organized for Capacity Enhancement
11. Advocacy
207 # of community sessions organized for Community Awareness Program
208 # of meetings held with line departments for Linkages development
209 # of community related issues identified and raised with line departments
12. CPI 210 # of communities provided with Safe Environment
211 # of villages provided with Street Pavement
212 # of villages provided safe Drinking water Supply
213 # of villages provided Sanitation System
Appendix.2
Glossary of Key Terms:
Accountability is an agencys, organizations, or individuals obligation to demonstrate and take responsibilityfor performance in light of agreed expectations. (The functions of M&E promote accountability.)
Appraisals are overall assessments of the relevance, feasibility, and sustainability of a project prior to making
a decision on whether to undertake it.
Efficiency assesses the outputs in relation to inputs, looking at costs, implementing time, and economic and
financial results.
Effectiveness measures the extent to which an objective has been achieved or how likely it is to be achieved.
Evaluations are systematic and independent assessments of ongoing or completed projects or programs, their
design, implementation, and results with the aim of determining the relevance of objectives, development
efficiency, effectiveness, impact, and sustainability.
Impacts are the positive and negative, and foreseen and unforeseen, changes to and effects caused by the
projects or programs under evaluation.
Indicators are quantitative or qualitative statements that can be used to describe situations which exist and
measure changes or trends over a period of time. (In the context of the logical framework approach, an
indicator defines the performance standard to be reached in order to achieve an objective.)
Inputs are the funds, personnel, materials, etc., necessary to produce the intended outputs.
Lessons Learned are the lessons based on the findings of one or more evaluations, which are presumed to
apply to ongoing or future project, and which often form a specific section of an evaluation report.
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Logical Framework Approach is the tool for developing and monitoring the logical relationship between
inputs, outputs, and objectives/goals that determines the implementation of a project via identification,
formulation, appraisal, implementation, monitoring, and evaluation.
Monitoring is the continuous or periodic process of collecting and analyzing data to measure the performance
of a program, project, or activity. (As an integral and continuing part of project/program management, it
provides managers and stakeholders with regular feedback on implementation and progress towards theattainment of global environmental objectives.)
Objectives/goals are the ultimate and long-term development impact that is expected to be attained after the
project purpose is achieved. (Objectives or goals define a projects success.)
Outputs are the planned results that can be guaranteed with high probability as a consequence of project
activities.
Programs are a group of related projects or services directed toward the attainment of specific (usually similar
or related) objectives.
Projects are planned undertakings designed to achieve certain specific objectives within a given budget and a
specific period of time, and implemented in one or more sites.
The Project Cycle forms the stages of life of a project: concept development, preparation, appraisal,
approval, implementation, monitoring, and evaluation.
Relevance is the degree to which a project or program can be justified within the local and national
development priorities.
Reviews are comprehensive assessments of the progress of a program or component during implementation.
Stakeholders are people, groups, organizations, or other bodies with a stake or interest in the area or field
where intervene
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Appendix. 3
Monitoring Checklist
CHC Name: ______________________
Village and District: _________________________ CHC operating since: _______________
Reported by: _______________________________ Date:___________________________
1) Physical Environment
S. No CHC Building Yes/No and Comments
1. Building is safe and easily accessible for all2. Clean and well maintained3.
Waiting area is available
4. Clean toilet facility available with water and soap5. Drinking water available6. Direction board with name and address of clinic is displayed in a
prominent place in the community
7. Timings of the clinic and fee are prominently displayed8. Health messages and posters displayed in simple language for
community members
OPD/Examination Room
1. Neat and clean2. Proper light and ventilation3. Staff is neat and clean4. Furniture available is per specifications and is well maintained
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2) Services
S. No Staff Yes/No and Comments
1. Follow the CHC timings2. Aware of their roles and responsibilities (Doctor, LHV, LHW,
TBA. MHA, Dispenser, Lab Technician)
3. Deal with patients in a friendly and professional manner4. Aware of counseling techniques and national standards of infection
prevention
5. Aware of the nearest referral facility6. Received training\ refresher training of updated knowledge, skills
and techniques
Out Reach Team:
1 Appear to be motivated for field visits and satisfied with their
responsibilities
2 Well informed about the villages and households in the vicinity
3 Complete record of pregnant women, postnatal cases, vaccinated
children and their follow up schedule available with them
4 Good command on primary health care and counseling technique
5 Hold regular preventive education sessions
3) Infection Prevention Protocols
S.No National Standards Yes/No and Comments
1. Knowledge of National standards of Infection Preventionprotocols.
2. Practicing decontamination of instruments with 0.5 % chlorinesolution.
3. Running water available for cleaning process of instruments.
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4. Sterilizer / Boiler are available for high level disinfection.Waste Disposal
1 Segregation of infectious and non infectious waste.
2. Infectious waste burned or buried of at a remote area.
3. Non-infectious waste disposed in white bags to the general
waste.
4) Planning and Administrative Systems of the CHC
S No. Plans Yes/No and Comments
1. Work plan of out reach team is available.2. Expansion and sustainability plan of the clinic is available.
Registers
1. CHC staff attendance register is maintained2. Patients daily record register is available.3. Patients admission , discharge and referral record is available.4. Stock registers and record of maintenance is available in the CHC.5. Health Committee meeting record is available.
5) Community Interaction
S. No. Health Committee Yes/No and
Comments
1. Members list is available in the CHC and displayed prominently2. Roles and responsibilities are written and available in the CHC3. 3 Health committee members are aware of their roles and
responsibilities
4. Health committee has female membership (Please note reason
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for not having females in the committee)
5. Health committee members have received training onsupporting CHCs and are applying it. (make a note of key
contributions made by the community)
6) Partner Organization
S. No. Health Coordinator and other related staff Yes/No and Comments
Are aware of the basic principles of standard Clinics.
Have participated completely in the trainings organized for the
Health Staff
Maintain a proper record of the Clinics and are aware of the issues
related to them
Are in regular contact with the Health committees
Are aware of the general situation of the village in which clinics are
established.
Have work plan for management of the Health program and can
share training and monitoring plan.
Comments by Manager: _________________________________________________________
____________________________________________________________________________
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Monitoring Check List
How many staff is Posted / Presented Work plan of staff Work distribution of staff Individual team members plan of activities and its achievements To watch individuals work plan and its reporting / implementation Project Managers reporting system & employees appraisal Monthly targets and its achievement in percentage Understanding of staff regarding project activities, beneficiaries & mobilization process Project duration Geographical location How many organizations formed and their achievement against their allocated targets Transport facility and visit schedule We will observe vehicles issues regarding timing & fuels