Making Monitoring and Evaluation Systems Work
530 pages

Making Monitoring and Evaluation Systems Work


YouScribe est heureux de vous offrir cette publication
530 pages
YouScribe est heureux de vous offrir cette publication


Written for those who said to the authors (and for others in the same situation): "We know we need M and E, but we don't know how to set up an M and E system, or how to make ours work well and provide the information we need." This detailed, practical manual explains the skills and steps for making a monitoring and evaluation (M and E) system that functions well. The goal is an M and E system -- people, processes and partnerships -- that collects, verifies and analyzes good quality information that is useful and used by decision makers, managers, implementers, funders, and other stakeholders.
The manual begins by introducing the concept of results-based management, and the internationally accepted "12 components of functional M and E Systems" framework. It describes the purpose and functions of each component, and builds skills by taking users through the steps for setting up, or improving what already exists. (The 12 modules - one for each component - are listed overleaf.) Each module has clear learning objectives, detailed systematic explanations and useful examples, and exercises for learners to work through that apply what is being taught (model answers are available on line).
Use: It can be used as a reference manual, a training text, or for self-study. It is likely to be especially useful for trainers and trainees trying to meet the need for skilled professionals, capacity and technical advice in building sustainable M and E systems. Using the 12 components of any working M and E system as a benchmark, users can easily assess their own system for sustainability, identify where improvements are needed, and follow the detailed, systematic steps and "how to" guidance.
Potential Users: The broad audience for this manual includes all those responsible for M and E, across all sectors. The primary audience is people who set up, operate, or oversee M and E functions, trying to ensure that data are collected, compiled, and provided in a useful way to decision makers. The book was written mostly for staff in government agencies at national and sub-national levels, but is fully relevant to NGOs, the private sector, and funding agencies. All implementing or policy-making organization with programs that aim for results and change need monitoring and evaluation, will find this guide useful, practical, systematic and thorough.
Development: The manual shares the authors' extensive practical, hands-on experience helping clients to build and use M and E systems, and advising on managing for results. The materials were developed and tested "in the field", and benefited from detailed discussions with other M and E practitioner-experts to get consensus on the approach. The draft was refined after extensive peer reviews, and pilot use in training courses inTanzania and Turkey. The manual complements and extends the globally recognized best-selling book co-written by one of the authors, widely used by academic institutions, governments, and developing partners worldwide to better understand the principles and practices of results-based M and E. "Making Monitoring and Evaluation Systems Work" goes beyond the broad consensus on the need to measure, monitor, and manage to results, and the investments in monitoring and evaluation systems, to go step-by-step through the details and practicalities of making sure M and E systems are functional and sustainable.
Introductory Module: Introduces the Training Course, the concept of results-based management and the 12 Components of Functional M and E Systems
1. The Enabling Environment: People, organization, partnerships and planning
Module 1: Organisational Structures for M and E: Explains the importance of including M and E in organisational structures, and how to plan for human resources to meet the needs of an M and E system.
Module 2: Human Capacity Building for M and E: Describes the three levels of human capacity development that are an integral part of an M and E system. The module focuses on the 'individual' level -- on building human resource skills needed for the M and E system to function well.
Module 3: M and E Partnerships: Strong M and E partnerships bring people from different organisations together to work within similar objectives and goals. M and E partnerships are especially important given that many of the people involved do not work in the same institutions or even in the same sectors.
Module 4: M and E plans: Describes how to develop or review your organisation's M and E plan. This plan, together with a costed M and E work plan, is at the heart of an M and E system -- it describes the purpose of the system, the data the system will collect, and how the system will operate
Module 5: Costed M and E work plans: Explains how to develop, cost, and prioritise an M and E work plan and mobilise resources for it. The M and E work plan is an action plan that includes activities, time frames, responsibilities, and costs to make all 12 components of an M and E system work.
Module 6: Advocacy and communication to create positive M and E cultures in organizations: Covers how to plan, develop and manage an advocacy and communication strategy for your organisation or country's M and E system. Explains that the purpose of an advocacy and communication strategy is to help ensure knowledge of, and commitment to, M and E and the M and E system among policy-makers, program managers, program staff and other stakeholders.
2. Basic Activities: Data collection, capturing and verification
Module 7: Routine monitoring: Explains how to identify and manage the different types of routine monitoring data that an organisation needs to collect, report on and use.
Module 8: Surveys and surveillance: Explains the factors to consider in deciding whether a survey is needed for collecting needed data and how to design and implement a high quality survey.
Module 9: M and E databases: The basics of how to develop an electronic database that can hold all of an organisation's monitoring and evaluation data.
Module 10: Supervision and data auditing: Describes the steps for improving and assuring the quality of data and building the capacity of staff involved in M and E through routine supportive supervision and data auditing processes.
Module 11: Evaluation and research: How doing better, more targeted and well-coordinated research and evaluations can improve a program.
3. The whole point: Using information to improve results
Module 12: Data analysis, information dissemination and use: Most important of all - how to plan to use the data and information generated by an M and E system to learn and gain knowledge about a program, to be able to improve it and achieve stronger results.



Publié par
Publié le 01 mars 2010
Nombre de lectures 34
EAN13 9780821381878
Langue English
Poids de l'ouvrage 8 Mo


Interactive textbook at www/
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2. Human Capacity Organizational
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8. Periodic
9. Databases
Useful to M&E
Systems6. Advocacy,
12. UsingCommuni-
7. Routine Information to 3. M&E cation and
Monitoring Improve Results PartnershipsCulture for 10. Supportive
M&E Systems Supervision
and Data
11. Evaluation
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5. Costed
M&E Work Plans
4. M&E Plans
Making Monitoring and
Evaluation Systems Work
Marelize Görgens and Jody Zall KusekMaking Monitoring and
Evaluation Systems WorkMaking Monitoring and
Evaluation Systems Work
A Capacity Development Toolkit
Marelize Görgens and Jody Zall Kusek© 2009 The International Bank for Reconstruction and Development / The World Bank
1818 H Street, NW
Washington, DC 20433
Telephone: 202-473-1000
All rights reserved
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This volume is a product of the staff of the International Bank for Reconstruction and Development / The World
Bank. The fi ndings, interpretations, and conclusions expressed in this volume do not necessarily refl ect the views of
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All other queries on rights and licenses, including subsidiary rights, should be addressed to the Offi ce of the
Publisher, The World Bank, 1818 H Street NW, Washington, DC 20433, USA;
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ISBN: 978-0-8213-8186-1
eISBN: 978-0-8213-8187-8
DOI: 10.1596/978-0-8213-8186-1
Cover design: Naylor Design, Inc.
Library of Congress Cataloging-in-Publication Data
Görgens, Marelize.
Making monitoring and evaluation systems work : a capacity development tool kit / Marelize Görgens and Jody Zall
p. cm.
Includes bibliographical references.
ISBN 978-0-8213-8186-1 (alk. paper) – ISBN 978-0-8213-8187-8
1. Government productivity—Developing countries—Evaluation. 2. Performance standards—Developing
countries—Evaluation. 3. Total quality management in government—Developing countries—Evaluation.
4. Public administration— Developing countries—Evaluation. I. Kusek, Jody Zall, 1952- II. World Bank. III.
JF1525.P67G87 2010
352.3’57091724 – dc22
iv Contents Contents
Acknowledgments xxiv
Abbreviations and Glossary of Termsxxv
Preface xxxi
1. M&E Systems Make Managing for Results Possible 1
1.1. How can results-based M&E systems support better governance? 3
1.2. How does one build a results-based M&E system? 4
2. The Technical Side of M&E: The 12 Components of a
Functional M&E System 6
2.1. Challenges in setting up M&E systems 6
2.2. Addressing the challenges: the 12 Components of a
functional M&E system 7
3. Introduction to the Capacity Development Toolkit for
Making M&E Systems Work 12
3.1. Purpose of the Toolkit 12
3.2. Target audiences 12
3.3. Toolkit structure, aims and learning objectives 12
4. How the Toolkit Can Be Used for Teaching and Learning 21
5. Learning Activities 24
Chapter 1 Structure and Organizational Alignment for
Monitoring and Evaluation Systems 57
Component 1: Structure and Organizational Alignment for
M&E Systems 59
1. Introduction 59
2. Background Information and Defi nitions 59
3. Results to Be Achieved When Implementing this Component 63
Contents v4. Implementation Issues Regarding Organizational Alignment
and Structure for M&E Systems 64
4.1. Where should M&E units be located? 64
4.2. M&E responsibilities need to be formally assigned to
individual posts in the organizational structure 66
4.3. Embedding M&E into an organization does not require
full-time staff in all cases 66
4.4. Human resource planning and management is paramount
in retaining good quality staff 66
4.5. Technical support for M&E needs to be managed 66
4.6. Organizational culture plays an important role 67
5. HowTo Guide C1-1: How to Design and Align an
Organizational Structure for M&E 68
6. Summary of Chapter 1 Knowledge and Skills 77
7. Learning Activity 78
Chapter 2: Human Capacity for M&E Systems 89
Component 2: Human Capacity for M&E Systems 91
1. Introduction 91
2. Background Information and Defi nitions 91
3. Results to Be Achieved When Implementing This Component 93
4. Benefi ts of Human Capacity as Part of an M&E System 94
5. Implementation Issues Related to Human Capacity
Development for M&E Systems 95
5.1. At what levels should capacity be assessed? 95
5.2. Whose M&E capacity should be developed for the M&E
system to be fully functional? 95
5.3. What human capacities are typically needed for the
M&E system? 95
5.4. In what ways should human capacity be developed? 96
5.5. Who should provide human capacity development? 98
5.6. How can human capacity development strategies be
adapted to deal with the high demand for skilled M&E staff? 98
vi Contents 5.7. How can a database be used to track HCD efforts? 99
5.8. How can human capacity development efforts be evaluated? 100
6. HowTo Guide 2-1: Undertaking a Human Capacity
Development Assessment for the M&E System 100
7. HowTo Guide 2-2: Developing a Human Capacity
Development Strategy and Plan 105
8. Summary of Chapter 2 Knowledge and Skills 108
9. Learning Activity 109
Chapter 3: Monitoring and Evaluation Partnerships 123
Component 3: M&E Partnerships 125
1. Introduction 125
2. Background Information & Defi nitions 125
3. Results to Be Achieved When Implementing This Component 127
4. Benefi ts of M&E Partnerships for an M&E System 128
5. Implementation Issues Related to Establishing and
Maintaining M&E Partnerships 129
5.1. Principles for effectively managing and sustaining
M&E partnerships 129
5.2. Characteristics of successful M&E partnerships 130
5.3. Using an M&E Technical Working Group as a partnership
mechanism 130
5.4. Specifi c activities to strengthen the M&E partnership
with civil society 132
5.5. Specifi c activities for development partners to strengthen the
partnership with government 132
6. HowTo Guide C3-1: Establishing and Managing an M&E TWG 133
7. HowTo Guide C3-2: Planning and Undertaking a Joint M&E
Mission/Trip 137
8. Summary of Chapter 3 Knowledge and Skills 140
9. Learning Activity 140
Contents viiChapter 4: M&E Plans 143
Component 4: M&E Plans 145
1. Introduction 145
2. Background Information and Defi nitions 145
3. Results to Be Achieved When Implementing This Component 147
4. Benefi ts of an M&E Plan as a Component of an M&E System 148
5. Implementation Issues Related to M&E Plans 149
5.1. Link between a strategic/program plan and M&E plan 149
5.2. Link between the national M&E plans of different sectors 151
5.3. Link between a national M&E plan and M&E plans of
individual organizations 152
5.4. Contents of an M&E plan 153
6. HowTo Guide C4-1: Developing or Reviewing a National
M&E Plan 158
7. HowTo Guide C4-2: Developing Your Organization’s M&E
Plan Linked to the National M&E Plan 164
8. Summary of Chapter 4 Knowledge and Skills 167
9. Learning Activities 167

Chapter 5: Costed Monitoring and Evaluation Work Plans 195
Component 5: Costed M&E Work Plans 197
1. Introduction 197
2. Background Information and Defi nitions 197
3. Results to Be Achieved When Implementing This Component 199
4. Benefi ts of Costed M&E Work Plans as Part of an M&E System 199
5. Implementation Issues Related to This Component 201
5.1 Ensure leadership support at all levels and
government ministries 201
5.2 Involve all stakeholders meaningfully in all facets
of the process 20

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