1 / 51

Implementation and Monitoring:

Implementation and Monitoring:. Assessing Performance in Contract Relationships. Characteristics Affecting Project Implementation. Less Problematic 1. Simple technical features 2. Marginal change from status quo 3. One-actor target 4. One-goal objective 5. Clearly stated goals

pamela-bright
Download Presentation

Implementation and Monitoring:

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Implementation andMonitoring: Assessing Performance in Contract Relationships

  2. Characteristics Affecting Project Implementation Less Problematic 1. Simple technical features 2. Marginal change from status quo 3. One-actor target 4. One-goal objective 5. Clearly stated goals 6. Short duration More Problematic 1.Complex technical features 2. Comprehensive change from status quo 3. Multi-actor targets 4. Multi-goal objectives 5. Ambiguous or unclear goals 6. Long duration

  3. Project Identification, Formulation, Preparation & Design • A “Project” is an intervention that addresses a problem • Identifying the problem • Goal must be identified • What is the project to do? • What tasks will it perform? • What kind of institutional and organizational structure will allow it to accomplish goals?

  4. Project Identification, Formulation, Preparation & Design • A project organization will carry out a variety of tasks • Must be constructed in light of those tasks and the environment in which they occur • For design teams to succeed, local beneficiaries must be involved at an early stage

  5. Project Identification, Formulation, Preparation & Design • Problems in project identification • In developing countries: • Lack effective procedures for project identification within national planning agencies and operating ministries • Weak conceptual and operational links exist between various national, regional, local, and special interest constituencies • National plans often fail to provide a strategy for development • Allocation of resource issues • Issues of priority

  6. Project Identification, Formulation, Preparation & Design • Problems in project identification • In developing countries, cont.: • Influence of interest groups • Limited international assistance agency staff time to help government planners • Excessive turnover and rotation of field representatives of assistance agencies • Weaknesses in the overall planning system

  7. Project Budgeting Principles

  8. Think in terms of Discrete Activities/Events: workshop; conference; service delivery; needs assessment; survey; research; evaluation; site visit Think in terms of Units Moving Through Time person - per day/week/month service dispensed - per day/week/month site visit - per day/week/month participant - per day/week/month *When appropriate, include additional time needed for preparation and wind-up activity. For example, design work and report writing. *Option: Combine the units with time. For example, 2 persons for 5 days each = 10 person/days-, 20 participants for 3 days each = 60 participant/days Think in terms of Static or Moving Locales local, sub-national, national, international If locales change, think in terms of Movement car rental, airfare, trainfare, hotel, taxi, per diems (an allowance for food and incidentals) based on USAID published rates by country/city Think in terms of Support Functions equipment rental; fax/telephone; supplies, insurance, fees/taxes; report/document production

  9. Budget Rate List LABOR(Salary based on bio-data information for either a 5-day or 6-day week) International Consultant 400/day Local Consultant 100/day PER DIEM (Room, meals and expenses; based on a 7-day week) International Consultant 100/day Participants 54/day TRAVEL(Could include car rental and in-country/regional airfares/train fares) Business Round Trip: New York-Eritrea 3,000/person MISC. DIRECT COSTS(Should include some basic items together with activity-dependent items) Fax/Telephone 50/day Report Production/Photocopying 40/day Teaching—A/V Materials 20/day Computer Rental 100/day DBA/SOS (insurance-intl. consultant) 82/day

  10. Summary Budget Example • Eritrean Community Rehabilitation Fund (ECRF) • Budget Summary • Consult weekly notes for example

  11. Budget Example ERITREAN COMMUNITY REHABILITATION FUND Budget for Program Support for Capacity Building Strategy 1: Overall design and organization development for the expanded fund TOTAL COST US $713,625.00 Strategy 1.1 Workshop/Retreat 100 participants @ US$225 per diem; 1.5 days 33,750.00 Strategy 1.2 Training Needs Assessment a.- 100 participants @ US$225 per diem; 14 Days 315,000.00 b. Contracting of a consultant team for methodology and facilitating purposes 34,875.00 Strategy 1.3 Research Funds Employment of a Consultant @ US$ 64.000 a year for 3 years. 192,000.00 Strategy 1.4 Preparation of Handbook Contract with publisher 10,000.00 Strategy 1.5 Assessment Employment of a Consultant @ US$ 64.000 a year two Assessment periods (middle second year to end) 128,000.00 TOTAL STRATEGY 1 713,625.00

  12. Budget Example ERITREAN COMMUNITY REHABILITATION FUND Budget for Program Support for Capacity Building Strategy 3: To strengthen local government officers to support Fund outreach, implementation and monitoring activities. TOTAL COST US $642,400.00 Strategy 3.1 Promotion and Outreach Seminar 20 particip @ US$225 per diem; 4 days, 4 years (times) 72,000.00 Seminar expenses (consultant contract) 20,000.00 Strategy 3.2 Training of Trainers National: 100 participants @ US$ 40 per diem; 14 days for 4 years. (10 participants per region) 224,000.00 Regional: 120 participants per activity, 8 activities, 14 days; $ 20 per person. (60 participants per region) 268,800.00 Strategy 3.3 Promotion and Training of Trainers. Contract with publisher 57,600.00 TOTAL STRATEGY 1 642,400.00

  13. Budget Category Allocations

  14. Project Execution/Implementation Overview

  15. Project Execution and Implementation • POLICY COMMITTEE • Minister of Health (MOH) • Permanent Secretary • MOH Senior Mgmt. dissemination of technical results and presentation of proposals PMU policy direction supervision, control and evaluation of project activities policy direction • Lead counterparts • Functional units of MOH • GPH administration Consulting firm (long and short-run consultants) project activities

  16. Project Execution:Scheduling and Charting • Following steps should be observed in developing a chart for a project: • Level of Detail—decide what amount of detail should be displayed. • Sequence—determine in what logical sequence the various activities will be carried out. • Duration—estimate how long each activity will take.

  17. Monitoring and Reporting • Defined as: • Providing right people with the right information at the right time • Monitoring: • conducting of a periodic review of status of project activities in order to predict if scheduled events are going to be achieved • Reporting: • notifying members of project team and higher-level supervisors about status of project activities and events to allow them to perform their responsibilities

  18. Project Execution:Resource Allocation • Principal resources available: • People • Money • Materials & machinery • Time

  19. Project Execution-Resource Needs Chart (RNC)

  20. Project Monitoring Overview

  21. Project Monitoring • Important to distinguish from evaluation studies • Monitoring involves collection of information about project while it is in progress • Emphasis on continual feedback on resources used and how implementation is being conducted

  22. Project Monitoring • “Storytelling” or “Process Documentation” • Informal monitoring process • Use of anecdotes or personal accounts • Describe actual problems and conflicts that occur and anxieties that people face • Production of monthly reports that “tell the story” of what has been occurring • Does not tell much about immediate results of a single project

  23. Project Monitoring • Multiple Indicators • Indicators need to be valid (measure what you want) and reliable (same results under different tests) • Multiple indicators correct for validity or reliability problems that single measures may have

  24. Project Monitoring • Multiple Indicators (examples) • Credit • increase in field staff • number of rural banks established • number and value of import and distribution loans • number of loan applications received, processed, approved

  25. Project Monitoring • Multiple Indicators (examples) • Land Reform • number of titles registered • percentage of farmers on their own land • necessary legislation passed • average size of landholding • number of hectares aerially photographed

  26. Project Monitoring • Multiple Indicators (examples) • Institutional Capacity • time in existence • professional status recognized • technical comptence proved • survival capacity demonstrated • ability to attract financial resources shown • capacity to innovate demonstrated • linkages established with community groups • services being used in community

  27. Condition: Identifies event in danger or missed by name and number Problem: Discusses nature and source of problem being reported Project Assessment: Note impact on project Presents alternatives, and advantages and disadvantages of each and recommends best alternative · Action: ·Specifies actions already undertaken ·Specifies action requested and date by which actions are needed Exception Report Format

  28. Condition: ·     Identifies event achieved by name and number Achievement: DDiscusses level of achievement (quantity and quality) ·Measures achievement against pre-established performance expectation- May include explanation or interpretation  Project Assessment: Assess current status of project in general Alerts management to key issues upcoming Validates schedule of future events & resource adequacy Action: · Identify actions presently being taken   ·Request actions to be taken by others, and date required Next Reporting Event: Identifies name and date of next scheduled achievement report Achievement Report Format

  29. Implementation Responsibility Chart

  30. Implementation Diagnosis Worksheet

  31. Instruments of Monitoring andEvaluation for Results The System

  32. Benefits of M&EDuring Project Execution • Identify/correct project flaws in design and plans • Increase likelihood of outputs as planned • Identify new and recurrent problems • Generate discussion and solutions • Focus actions on key problems

  33. RESULTS SPECIAL ALERT M&E During Project Execution M & E Plan PHYSICAL EXECUTIONPLANS (PEP) LOGFRAMES Design FINANCIAL EXECUTIONPLANS (FEP) Purpose Evaluation Execution MONITORING & EVALUATION REPORTS PERIODIC & MID-TERM EVALUATIONS

  34. NARRATIVE SUMMARY MEANS OF VERIFICATION INDICATORS ASSUMPTIONS GOAL PURPOSE OUTPUTS INPUTS The Logical Framework

  35. Example of Project Objectives • GOAL • Illnesses caused by impure drinking water reduced. • PURPOSE • Hygienic practices adopted by the rural population. • OUTPUTS • Clean water provided to 60% of villages in Northwest Region. • Health workers trained. • ACTIVITIES [or Inputs] Measured in Money

  36. Example of Project Objectives • ACTIVITIES • 1.1. Choose sites for wells. • 1.2. Organize village workers • 2.1. Develop curriculum. • 2.2. Recruit health workers. • 2.3. Conduct training.

  37. NARRATIVE SUMMARY MEANS OF VERIFICATION INDICATORS ASSUMPTIONS GOAL PURPOSE OUTPUTS INPUTS The Logical Framework

  38. NARRATIVE SUMMARY MEANS OF VERIFICATION INDICATORS ASSUMPTIONS GOAL PURPOSE COMPONENTS ACTIVITIES Horizontal Logic of the Logframe

  39. The Means of Verification Objectives Observable Verifiable Indicators Means of Verification (MOV) Hierarchy of Objectives Indicators Sources of information Method for data collection Agency responsible for data collection, analysis, and dissemination (information producer) Method for analysis of data Frequency Application (expected uses) Reporting format (letter, written report, oral presentation, etc.) Circulation (expected information users)

  40. Logical Framework and M&E • Continuing rationale • Efficiency • Effectiveness • Effects and impacts • Lessons learned

  41. Physical Execution Plan • Components and indicators • Activities and tasks • Time • Responsibility (for execution)

  42. Physical Execution Plan Component/Activities/Tasks Time Product Responsibility 1. Component a. Activity b. Activity c. Activity 2. Component a. b. c... 7 units 3 units ConstructionUnit TechnicalSupport Unit

  43. Financial Execution Plan • Line-item budgets • Activity budgets

  44. Activity Budget

  45. Monitoring Reports • Routine • Special • Alerts

  46. Routine Monitoring Reports Example = Budget reports Procedures = Some standardized

  47. Special Monitoring Reports Example = Bottleneck identification Procedure = Troubleshooting

  48. Alerts Example = Benefits/Costs Procedure = Cost overruns

  49. Evaluation Reports • Periodic review • Mid-term evaluation • Management (PPMR) • Final evaluation

  50. Summary • Contracting is central to the Project Mode • The Project mode is central to the Foreign Aid Process • Project Management is a system involving design, implementation and Evaluation

More Related