Monitoring & Evaluation

1. Monitoring & Evaluation Aleksandra Czyzewska Plock 19 – 21 June, 2006 URBAMAS

3. Process of creating Community Development Plan TIMING WHO? 1 month TASK 1 Getting organized Accept the CDP model Analyze Stakeholders, establish WG and AG Accept CDP work plan , schedule, task division Set up priorities Local Authorities TASK 2 Scan Prepare basic city statistical data & indicators Prepare Community Profile Prepare Citizen Attitude Survey Prepare Business Attitude Survey Prepare Ngo Attitude Survey Working Group Planning phase TASK 2 W Identify Identify problems and needs List key issues Agree criteria for selection Prioritize critical issues Advisory Group: Ngo Business Public TASK 3 Analyze Conduct SWOT of each key issue in: 1. Economy field 2. Social field 3. Infrastructure field Analyze resources: monetary, non – monetary, external, internal Identify international and national funds TASK 4 2 x W Develop 3 to 5 years Action Plan and adopt it Formulate goals, programs, projects and tasks with preliminary cost, schedule, manager, results Select priority task to CIP and 3 years city budget Conduct public consultation Improve document and get C.Council approval of it Monitoring & Ev system & PR TASK 5 Implement, monitor, update Make decision on task financing, monitoring and evaluation systems by C.Council resolutions Update diagnosis, priorities, goals Print and publish document Implementing years3–5 W - workshop 2 - 3 months 1 month 2 months 3 months 1 month

4. M&E • Monitoring is a process of systematic data collection and analysis covering plan/projects implementation (quality and quantity) and financing. • Evaluation uses the information from monitoring to analyze the process, programs, and projects to determined if there are opportunities for changes to the strategy and to determine if the actions are meeting the strategic objectives, efficiently, effectively, and/or at all.

5. Plan implementation • Effective implementation requires that the people with responsibilities identified in the implementation plan have access to the required resources, coordinate with each other, and report regularly to the City Council and the public so that momentum can be maintained and the plan adjusted to take into account unexpected obstacles and opportunities. • At a minimum, this requires the development of an internal and external monitoring and reporting system supervised by an interdepartmental Community Development Task Force or Unit within the City Hall.

6. Role of city administration • The city administration is responsible for data collection and analysis, reporting, and coordinating activities related to the Plan implementation. • This will also facilitate the annual updating of the plan and the implementation of the planning process when the new plan needs to be developed. • One of the city administration units might also take on responsibility for monitoring of the projectsimplemented by other then public administration beneficiaries

7. Objectives •  Understanding the importance of a performance measurement system for effective and efficient delivery of services. •  Linking performance measurement to goals and objectives. •  Identifying data sources. •  Designing a system that is useful and easy to implement. •  Analyzing performance indicators. •  Using performance information effectively.

8. Benefits of performance indicators • Performance measurement has five central benefits: •  Improving service quality and outcomes; •  Improving resource allocation and justifying agency budgets or service cuts; •  Making public agencies accountable for results to elected officials and the public; •  Increasing the citizens’ trust in the local government; and • Making work more interesting and satisfying for public employees because of its citizen focus. • In addition, performance indicators are useful in linking program targets to those in the strategic plan and/or annual budget.

9. Updating • The Plan can be formally updated every four or five years. Monitoring and Evaluation is a tool that provides timely and reliable information for adjusting and modifying the Plan. • Based on reviews of the semi-annual and annual reports, the local self-government and external Monitoring Group should prepare an assessment of the long-term changes in the local and national economic environment, the impact of implemented actions on the local economy, if the problems identified in the Plan were solved, if cooperation improved among the local self-government, business and NGOs. • The starting point for the update is to analyze the trends of demographic and economic changes during the four- or five-year implementation of the Plan. • This information should be presented to Monitoring Group to review Plan and recommend changes in priorities, goals, objectives, as well as in organization and management of implementation. • Planning is a continuous exercise, a learning process, so one year before the plan implementation ends, the process of new planning phase starts.

10. Sample schedule for reporting

11. Urban Management indicators

17. Strategic Planning vs. Spatial Plan City Diagnosis Spatial diagnosis Strategic plan: Vision Goals Policies Spatial study Local spatial dev plans Strategic areas dev plans Projects Programs Incl. CIP Annual programs budget