Results from Stocktaking of Monitoring & Evaluation practices
Most partners of NGO-IDEAs stress the importance of a participatory approach in Monitoring and Evaluation (M&E) which is often based on self-assessments. However, there has to be a combination of internal and external M&E procedures. Internal procedures tend to take place more frequently and are generally more participatory. They are then validated by external assessments.
Well planned and structured procedures and responsibilities are seen as a useful way to make regular assessment and follow-up actions so that corrective measures are taken on a regular basis. This means that M&E procedures (as reports, meetings, workshops, visits, etc.) are carried out regularly on a predetermined schedule. At SHG and cluster level M&E is mostly done on a monthly basis (sometimes also weekly) and at NGO or federation level they use to take place quarterly or annually.
Reports (weekly, monthly and annual) are the normal tool used for M&E. Moreover, case studies and regular visits of projects and homes of SHG members are practised as a valuable tool.
The partners collect both quantitative and qualitative information, and their M&E systems differ to a great extent depending on the kind of information they focus upon. Mostly, economic indicators are used to gather quantitative information while social and cultural indicators are used to assess qualitative impacts. Apart from these, the gender aspect is given high importance in the impact assessment.
Some NGO-IDEAs partners develop the monitoring systems including indicators in a participatory process during the planning stage itself. Agreed PME formats are followed for this purpose. An annual work plan with details is prepared in a participatory manner and used as the frame work for monitoring.
An observation made by some NGO-IDEAs partners is that there is an increased demand for ready made "tools and methods". This seems to be quite contrary to the "do-it-yourself-spirit" of the system.
The main questions discussed with the partners were:
Most partners of NGO-IDEAs stress the importance of a participatory approach in Monitoring and Evaluation (M&E) which is often based on self-assessments. However, there has to be a combination of internal and external M&E procedures. Internal procedures tend to take place more frequently and are generally more participatory. They are then validated by external assessments.
Well planned and structured procedures and responsibilities are seen as a useful way to make regular assessment and follow-up actions so that corrective measures are taken on a regular basis. This means that M&E procedures (as reports, meetings, workshops, visits, etc.) are carried out regularly on a predetermined schedule. At SHG and cluster level M&E is mostly done on a monthly basis (sometimes also weekly) and at NGO or federation level they use to take place quarterly or annually.
Reports (weekly, monthly and annual) are the normal tool used for M&E. Moreover, case studies and regular visits of projects and homes of SHG members are practised as a valuable tool.
The partners collect both quantitative and qualitative information, and their M&E systems differ to a great extent depending on the kind of information they focus upon. Mostly, economic indicators are used to gather quantitative information while social and cultural indicators are used to assess qualitative impacts. Apart from these, the gender aspect is given high importance in the impact assessment.
Some NGO-IDEAs partners develop the monitoring systems including indicators in a participatory process during the planning stage itself. Agreed PME formats are followed for this purpose. An annual work plan with details is prepared in a participatory manner and used as the frame work for monitoring.
An observation made by some NGO-IDEAs partners is that there is an increased demand for ready made "tools and methods". This seems to be quite contrary to the "do-it-yourself-spirit" of the system.
The main questions discussed with the partners were:
- Do the M&E systems need to be standardised?
- What are best practices for reports and field visits?
- How far can NGOs and SHGs develop the M&E systems together, including, for example, indicators and reporting formats?
- What are good indicators for the economic and social performance?
- How can the NGOs be sure about building high quality SHGs? How can they measure, rate and improve the quality of their respective SHGs?
- Dialogue between Cluster Associations (CLA) and SHGs for M&E procedures
- Importance of regular application (weekly, monthly, quarterly etc.)
- Meetings on different levels and the communication between NGO (staff as well as coordinators and directors), CLAs, SHGs, community based organisations (CBO)s etc.
- Case studies and regular visits of projects and homes of SHG members
- Reports, meetings, workshops, visits
- Performance indicators, performance appraisal, grading of SHGs and audits of group accounts
- Reviews of different records and registers such as individual and group bank passbooks, minutes registers, vouchers, the cashbook as well as credit and general registers
- Performance evaluations of the SHGs based on the conduct of weekly meetings, regular savings and deposits, direct linkages with banks and the status of revolving funds and loans taken for starting an enterprise
- Periodical assessment on the integration of the leprosy-affected persons based on criteria like acceptance level in the family, community and society, social status of affected persons, access to education and health services, skill development etc.
- Participatory Rural Appraisal (PRA), Rapid Rural Appraisal (RRA) and Management Information Systems (MIS)