The monitoring and evaluation (M&E) is a management discipline that is used to enhance organisational performance for the ultimate goal of serving clients to their satisfaction through optimal use of resources; thus keeping the organisation competitive, effective and relevant to changing environment.
There are many varied definitions and a host of names in use for the primary concept of M&E. the two words: monitoring and evaluation are used separately, interchangeably as well as jointly. However, their function is most effective when these are applied in tandem with each other and create a loop instead of two parallel or extending activities.
Some of the words used for 'monitoring' are progress tracking, periodic reporting, overseeing and internal control whereas words used for evaluation are review, assessment, analysis, audit, appraisal and valuation. These terminologies, in fact, reflect the way the primary concepts are being adapted and customised to a variety of situations to meet the requirements of users. Over a period of time, each of the above word has gained its own meaning, based on its function and usage within the broader framework of M&E. this proves the universality of the concept, its flexibility, adaptability and encompassing nature.
For general use, 'monitoring' is described as an on-going process to track down progress of work in respect of planned activities that allows frequent access to information and feedback through regular reporting, meetings and interaction with and among stakeholders. The function of monitoring helps ensure delivery of quality services, adherence to procedures, identifying gaps, checking direction and making timely correction. 'Evaluation' is described as a systematic and objective assessment of performance and results at a particular time or interval. Evaluation gets its input partly from regular monitoring and partly from the planned review. It focuses on identifying achievements and failures, establishing responsibility and determining the impact. It also draws conclusions and makes recommendations for future planning (feed forward). The object of monitoring and evaluation could be a particular policy, programme, project, operation or organisation as well as a particular theme, issue or sector.
M&E IN DEVELOPMENT SECTOR:
The development as we know it today is a fairly recent phenomenon. Its starting point was the 'Marshal Plan,' prepared to rebuild Europe, particularly Germany, after World War-II.
The process of implementation of the 'Marshal Plan' was characterised with resource mobilisation from many donor countries around the world and involvement of women labour in reconstruction of the country as a large number of men had been killed in the war. Creation of the Bretton Woods institutions ie the International Bank for Reconstruction and Development (known as the World Bank) and the International Monitory Fund signifies the era, so does the conversion of League of Nations into the United Nations Organisation.
The process of development and the roles of all these players since evolved and branched out into many different directions from reconstruction and development to relief and rehabilitation during natural disasters, protection of human rights, development of human resources, and promotion of democracy and empowerment of the poor.
The development process that takes place around the world, today, has its thrust on engaging civil society non-profit organisations as service providers (also called implementing agencies or partners-in-development). Equipped with local knowledge and deep roots in client communities, these organisations lead the development process by creating a link between investors and clients through their distinct role and establishing stakeholders' networks.
M&E provides institutional basis to ensure that all stakeholders are participating equitably in the development process to establish their ownership; and that resources are optimally applied to the satisfaction of stakeholders. It furthers another main objective of watching over the means and processes through which the above end is achieved and determining the impact.
The M&E, thus, emerges as the powerhouse of high performance organisations. It generates information, creates knowledge and highlights strengths and weaknesses of both organisational and operational processes for stakeholders to make pragmatic decision.
Basic functions or M&E system for high performance.
THE FOUR BASIC FUNCTIONS OF MONITORING AND EVALUATION SYSTEM THAT FACILITATE DECISION-MAKING ARE:
-- Identification of facts (information)
-- Reflection upon facts (lessons learned)
-- Interpretation and analysis (conclusions, findings), and
-- Proposing alternative action where necessary (recommendations).
M&E system performs the above functions through a set of mechanics for collection, collation and analysis of information, drawing conclusions and making recommendations. Mere availability of information does not set the stage for improvement in performance.
It is the acknowledgement of lessons, learned from experience (feedback) and acceptance of recommendations (feed forward) that lead to changes in policies, strategies, plans and operations aimed at improved performance in the delivery of service, application of resources and most of all participation and ownership of stakeholders.
Therefore, the most important action, prior to establishing the system and practice of M&E, is to lay down organisation's objective and its commitment to high performance.
Strategically, the M&E system is meant to provide timely, relevant, accurate and sufficient information to be used in decision making by stakeholders at various organisational and operational levels.
At macro level, state governments regularly prepare and revise national development policies and plans of action, based on information and feedback that is being provided through monitoring and evaluation. The constant exercise to show improvement in performance helps in building confidence of the public and of investors, as said below:
'Country evaluations are important for policy planning at the highest level and to provide a basis for country strategies and bilateral negotiations. They also represent an opportunity to focus on specific relevant issues such as the country's dependency on aid, institutional capabilities, democracy, human rights, gender and environment in a wide context.'
At micro level, private and civil society non-profit organisations are supposed to do the same within their own scope of work. However, most nonprofits have a strong service culture and lack only the tools to measure and improve their services more effectively.
The challenge for non-profit organisations is to build strong organisations without compromising their commitments to social goals. The key to making organisational capacity a means to social ends is to use management processes that enhance responsiveness to clients and support quality improvements, and not just those that enhance appeal to funders.
WHEN AND HOW TO FORM, EXPAND AND INTEGRATE M&E:
The process of development planning starts with monitoring and evaluation in the form of problem analysis, baseline survey and feasibility studies that lead to conceptualisation and formulation of a policy or an intervention.
It continues throughout the project cycle making significant contribution to its effective implementation by providing regular information and feedback for management decision making; drawing lessons learnt and making recommendations for future planning through systematic and objective outcome/impact assessment.
The system may initially be invisible or informal, however, it grows as it addresses newly emerging issues during the implementation phase by devising appropriate strategies, methodologies and techniques, till it is fully integrated into the development process.
It is important, here, to mention that development planners and managers should remain cautious of the danger of dysfunctional and counterfeit monitoring and evaluation systems, which may jeopardise their objectives.
A dysfunctional system is the one that has a formal structure but does not work to contribute positively to the development process whereas a counterfeit system is the one that works well but for the wrong objective.
The monitoring mechanism of the system is constantly at work, whereas evaluation mechanism is planned according to the need, resources and state of readiness of the organisation. Planned evaluation is an expensive, time consuming and technically intensive activity.
Besides, its findings and recommendations may, at times, be sensitive to development dynamics. Therefore, experts advise to conduct a 'Readiness Assessment' prior to making a decision in this regard.
The 'Readiness Assessment' is the first of a ten-step strategy to design, build and sustain a result-based monitoring and evaluation system as described below:
1. Conducting a readiness assessment
2. Agreeing on outcomes to monitor and evaluate
3. Selecting key indicators to monitor outcome
4. Baseline date on indicators to show where are we today?
5. Planning for improvement - selecting results and targets
6. Monitoring of results
7. The role of evaluation
8. Reporting for findings
9. Using findings
10. Sustaining the monitoring and evaluation system within the organisation
The 'Readiness Assessment' clarifies the position of an organisation with regard to conducting monitoring and evaluation. In case of a positive answer, the organisation stands committed to planning for improvement (step 5) and accepting and using its recommendations (step 9).
ORGANIZATIONS FACE A HOST OF ISSUES IN THE M&E PROCESS SUCH AS:
-- Management issues which relate mostly to decision making on the M&E objectives, resource and quality control;
-- Technical issues, which relate to methodologies, techniques and tools to be used;
-- Policy issues, which relate to ownership of the M&E by stakeholders and acceptance and use of its recommendation.
Policy issues supercede all the other issues as the opportunity for future change hangs in the balance unless policy issues are positively resolved.
Ownership has to come from those at every level who use the system, and demand for performance information at each level needs to be identified. Stakeholders' ownership of data at every level - national, regional, and local - is critical. Without ownership, stakeholders will not be able to invest time and resources in the system. The system will ultimately degenerate. If such a situation takes place, then the promise to achieve high performance will be lost. Therefore, organisations need to constantly strengthen participation and ownership among stakeholders.
Acceptance and use of recommendations is a matter of commitment to high performance by remaining competitive, effective and relevant to changing environment. It is the responsibility of all stakeholders to ensure that the organisation stands up to its commitment.
Courtesy: NGORC Journal