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MONITORING AND EVALUATION OF
BUSINESS
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MONITORING
y Monitoring is an instrument for systematic collection of data on
specific indicators to provide management and the main
stakeholders of an ongoing development intervention with
indications of the extent of progress and achievement of
objectives.
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EVALUATION
y Evaluation is the systematic and objective assessment of an on-
going or completed project, programme or policy, its design,
implementation and results.
y The aim is to determine the relevance and fulfillment of
objectives, development efficiency, effectiveness, impact and
sustainability.
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Contd
y Controlling is often been limited to controlling of the budget,
schedule and resources.
y However, in a policy context controlling also includes the
monitoring and evaluation of policy impacts and outputs results in
the desired quality.
y Another relevant aspect is to ensure the the internal and external
information flow is provided and updated (communication
management).
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Contd
y Many companies know the effect that low skills have on their
bottom line: it decreases profitability and their competitive
position.
y However, there is a surprising lack of evidence available to help
build the strong business case for improving these skills.
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Example
y Employer fromWoLLNET Stakeholder Survey
y This lack of evidence severely limits the ability of employers to
make accurate judgements about where their skills needs are, and
therefore to plan and invest appropriately.
y Business Action on Skills continues to make the case for
monitoring and evaluation. The campaign is supporting the
development of the Workplace Literacy, Language and Numeracy
Evaluation Toolkit (WoLLNET).
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Levels ofMonitoringand evaluation
y Monitoring and evaluation takes place at two levels:
y The first level is assessing the impact of the e-business policy on
the regional level and more concrete on the business processes ofSMEs.
y The second level is the internal management of e-business support
measures.
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The Quality Management Plan
y The Quality Management Plan is a guideline for reporting quality control
and assurance problems. This plan will help to monitor and control the level
of quality produced by the e-business support measure. The quality
management plan will ensure that
Deliverables are designed to meet agreed upon standards and
requirements
Work processes are performed efficiently and as documented
Non-conformances found are identified and appropriate corrective action is
taken
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Contd..
The Quality Management Plan consists of
y Quality objectives
yKey project deliverables and processes to be reviewed for
satisfactory quality level
y Quality standards
y Quality control and assurance activities
y Quality roles and responsibilities
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Reasons
Three good reasons for establishing a quality management plan:
y Enable accountability for the initiatives spending
yQuality assurance of e-business support measure
y Possibility for improvement during the policy implementation
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Impact assessment of regional
e-business policies
y The regional needs analysis covers the current state of play concerning
e-business uptake in SMEs at regional level and is often the basis for
further undertakings.
y In addition, existing support schemes are being screened and
evaluated with regard to their current efficiency, effectively and impact
for the region.
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Methods
Methods of evaluation and monitoring are
y Uptake of measures and activities (uptake)
y Recipients opinion of with the service provided (satisfaction)
y Comparison of the performance of SMEs with and without assistance
(outcome for SMEs)
y An interesting instrument for data collection is designing useful, quick
and tailored ICT tools that allow obtain update and cross data (control
panel) at any time.
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Difficulties measuring the impact
y However, assessing the impact of "soft measures" such as information
activities or awareness raising activities in comparison to "hard
measures" such as grants and loans is limited.
y Often it remains on the level of measuring the uptake of an e-business
measure and/or the satisfaction with the services (e.g. no of
participants in awareness raising workshop).
y Some do also assess the difference made by the support service (e.g.
through questionnaires).
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Contd
y But only very few evaluate the performance of an e-business
policy (e.g. comparison of performance of assisted SMEs with
SMEs without any assistance).
y Furthermore, measuring the difference is often impossible until a
certain amount of time has passed e.g. in order to claim that one
concrete measure is the result of a certain e-business support
action.
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Indicators
y The following table is taken out of the Final Impact Assessment
Report published by the European Commission.
y
We have revised with regard to a more practical approach.
y This table is not exhaustive but should give the opportunity for a
quick self-assessment and an overview which indicators might be
useful for monitoring and evaluation.
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Contd..
y In the two left columns you will find the indicators for evaluating
e-business support measures.
y
The attributes in the red and green boxes illustrate the two ends ofthe scale.