monitoring & evaluation towards tracking hiv/aids response progress
DESCRIPTION
MONITORING & EVALUATION TOWARDS TRACKING HIV/AIDS RESPONSE PROGRESS. Workshop organized by the IAS at ICASA 2008 By Laetitia Lienart IAS Evaluation Coordinator. A FEW WORDS ON M&E. Why M&E is important? - PowerPoint PPT PresentationTRANSCRIPT
MONITORING & EVALUATION TOWARDS TRACKING HIV/AIDS RESPONSE
PROGRESS
Workshop organized by the IAS at ICASA 2008
By Laetitia Lienart
IAS Evaluation Coordinator
A FEW WORDS ON M&E
Why M&E is important? It is an essential part of our daily work, helping us to identify any unwanted developments and to continually improve our work.
What does stand for Evaluation?It is the objective analysis of information in order to answer specific
questions and to make assessments based on previously determined
success indicators. Potential assessment criteria for projects are: Relevance: Do the project goals correspond with the needs of the target
group(s)? Efficiency: Are the resources used for the intervention adequate? Effectiveness: Have the project goals been met? Impact: Which positive and negative, direct and indirect, intended and
unintended effects have occurred as a result of the project? Sustainability: Can the benefits of the project endure?
A FEW WORDS ON M&E (cont.)
What does stand for Monitoring?
Unlike evaluation, it is a continual analysis of information, which
gives indications as to whether or not a project is running
according to plan. On this basis a project can be adapted and
processes optimized, as needed.
What is essential in the M&E process?
Although it is not the only requirement, it is essential to have a
well structured project guided by a logical framework.
What is a LF?
A table giving a clear and synthetic picture of the project goal,
purpose, outputs and activities, their respective Key Performance
Indicators and sources of verification as well as risks which could
affect the project implementation.
Why is a LF useful ?
essential in the Monitoring & Evaluation process but also
reference tool during the whole project cycle towards Results-Based
Management (RBM), i.e. a management strategy focusing on
performance and achievement of objectives
reference tool for on-going reporting and communication between
partners
LOGFRAME INTRODUCTION
The LF process helps guide the planning of a journey from where we are now, HERE, to where we want to go, THERE. 1 - Who are ‘we’? Who has an interest and is a main stakeholder to be involved? 2 - Where are we now? What are the problems and related needs? 3 - Where do we want to be? What are the options? What are our objectives & expected results? 4 - How will we get there? What is the resulting strategy? What are activities do we have to undertake? 5 - What may stop us getting there? What are the risks and how can we manage them? What assumptions are we making? 6 - How will we know if we’ve got there? What are our indicators and targets? What evidence do we need? 7 – What do we need to get there? What detailed resources and related budget are needed?
HERE
THERE
LOGFRAME INTRODUCTION (cont.)
The Goal is the higher order objective, the longer term impact,
that the project will contribute to.
Use only one Goal statement.
Some progress towards the Goal should be measurable during the
lifetime of the project.
The Goal defines the overall “big picture” need or problem being
addressed; it expresses the justification of what is planned.
Formulate the goal as a verb: e.g. Accelerate the response to
HIV/AIDS in the Nbiya region.
STEP 1 - DEFINE THE ‘DEVELOPMENT OBJECTIVE’ OR GOAL
The Purpose describes the specific and immediate results of the
project.
The Purpose should be SMART (Specific/Simple, Measurable,
Achievable, Relevant & Time-based).
Have only one Purpose. If you think you have more, then you may
need more than one logframe; or your multiple purposes are in fact
indicators of a single purpose or lower outputs.
STEP 2 - DEFINE THE ‘IMMEDIATE OBJECTIVE’ OR PURPOSE
The Purpose should not be entirely deliverable, i.e. fully within the
project manager’s control. If it is deliverable, then it should be an
Output. Ex: ‘You can take a patient to the hospital, but you can’t make sure
he/she will follow doctor’s prescriptions’. The project may be ‘delivering’ the
access to hospital, but it cannot control the behaviour of the patient.
The project manager can best exert influence over Purpose achievement by
maximising the completeness of delivery of the Outputs and mitigating
risks.
Formulate the purpose as a verb: e.g. Improve access to HIV/AIDS
treatment in the Nbiya region.
STEP 2 - DEFINE THE ‘IMMEDIATE OBJECTIVE’ OR PURPOSE (cont.)
The Outputs describe what the project will deliver in order to
achieve the Purpose. They are the results that the project must
deliver in the control of the project manager.
Outputs are nouns + adjectives. E.g. a) Medical infrastructures
rehabilitated/reinforced in the Nbiya region; b) HIV/AIDS awareness
of Nbiya region’s inhabitants raised; c) Health care workers of the
Nbiya region adequatly trained on HIV/AIDS; d) Partnerships
between Nbiya’s government and drug supplier(s) initiated; etc.
Typically there are between 2 – 8 Outputs; any more than that and
the logframe will become over-complicated.
STEP 3 - DESCRIBE THE ‘RESULTS/PRODUCTS’ OR OUTPUTS
The Activities describe what actions will be undertaken to achieve
each output.
Activities are usually actions (use nouns). E.g. needs assessment,
recruitment of experts/consultants, design of materials, development
of training programme, selection of participants/trainers/suppliers,
organization of coordination meetings, distribution of awareness
materials, implementation of works, procurement of equipment &
supplies, etc.
STEP 4 – DEFINE THE ACTIVITIES
When the four rows of column 1 have been drafted, the logic needs
to be tested: use the IF/THEN test to check cause and effect,
reading from the bottom up:
If we do these activities, then this output will be delivered.
If we deliver these outputs, then this purpose will be achieved.
If the purpose is achieved, then this will contribute to the Goal.
STEP 5 – TEST THE LOGIC FROM THE BOTTOM TO THE TOP
Taking all the activities needed for Output 1, ask the question: ‘if we
complete these Activities successfully, then what can stop us
delivering Output 1?’ . Repeat for all the other Outputs taking each
Output and its associated activities in turn.
Taking all the Outputs together, ask the question: ‘if we deliver all
these Outputs successfully, then what can stop us achieving our
Purpose?’
Now ask the question: ‘if we are achieve our Purpose successfully,
then what can stop us contributing to the Goal?’
IDENTIFY THE RISKS
STEP 6 – UNDERTAKE A RISK ANALYSIS
What is its likely impact ? high, medium or low.
What is its likely probability? high, medium or low. You may at this
point decide to hereafter disregard insignificant risks.
Discuss & agree possible mitigation measures; transfer them into
Column 1 (i.e. extra activities) of your LF.
Example:
risk: decrease in the # of health care workers affected to the Nbiya region
mitigation measure/new activity: advocacy/lobbying to the relevant authorities
& stakeholders involved in health care workers management
STEP 6 – UNDERTAKE A RISK ANALYSIS (cont.)
ANALYSE AND MANAGE EACH RISK
Assumptions are what remains after the mitigation measures have
been put in place (even if mitigation measures are successful, it is
unlikely you can remove the risk completely).
Assumptions are external factors which could affect the success of the
project but over which the project manager has no direct control.
Example: ‘’Strong commitment and continuous support of the Nbiya’s
authorities towards combatting HIV/AIDS‘’
Logic test: once Activities have been carried out, and if the
Assumptions at this level hold true, Outputs will be delivered. Test
the same logic for the upper levels.
STEP 7 – FORMULATE THE ASSUMPTIONS
Step 8 – IDENTIFY KEY PERFORMANCE INDICATORS (KPI)
One of the key strengths of the logframe approach is that it forces
the planning team to build into the design how the project will be
monitored and evaluated.
Indicators and verification are needed to show what data we
intend to use to measure progress, and how that data will be
collected.
In most circumstances there is not enough baseline data available at
the design stage against which progress can be measured; in which
case the logframe helps to pinpoint the gaps and determine
what needs to be done.
Use the maxim Q Q T - Quantity, Quality, Time.
Step 1: Set the basic indicator.
Step 2: Add Quantity - an amount or percentage that will be achieved.
Step 3: Add Quality – a built-in quality measure to specify the indicator.
Step 4: Add Time – when this should be accomplished by. Avoid using
general phrases such as ‘As soon as possible.’ It is important to include a
balance of terminal/end of project indicators (TARGETS) and some mid-term
indicators (MILESTONES).
Step 8 – FORMULATE KPIs
Step 1: Increase in access of HIV/AIDS treatment
Step 2 (Quantity): [%] Increase over the baseline in number of HIV/AIDS
infected people (of the Nbiya region) receiving drugs or At least [X] % of
HIV/AIDS infected people (of the Nbiya region) receive drugs
Step 3 (Quality): [%] Increase over the baseline in number of HIV/AIDS
infected people (of the Nbiya region) receiving drugs on a sustainable way
Step 4 (Time): [%] Increase over the baseline in number of HIV/AIDS
infected people (of the Nbiya region) receiving drugs on a sustainable way
by [year/month] or within [duration]
Step 8 – FORMULATE A KPI (example)
Indicators are a means by which change will be measured while
milestones & targets are respectively mid-term and end “goals”.
As in the early stages of a project, there may not be the baseline
information needed to set targets, there will be mostly indicators.
Further stakeholder meetings and data gathering will lead to targets.
Example (for a project lasting 4 years ):
[%] Increase over the baseline in number of HIV/AIDS infected people receiving drugs on a sustainable way within [X] years is an indicator
10% Increase over the baseline in number of HIV/AIDS infected people receiving drugs on a sustainable way within 2 years is a milestone
25% Increase over the baseline in number of HIV/AIDS infected people receiving drugs on a sustainable way within 4 years is a target
Step 8 – INDICATOR EVOLVING INTO MILESTONE/TARGET
The final element of developing the logframe is to decide how KPIs
will be measured – what evidence we will use. This is a vital stage
of the initial planning that is often overlooked. Building in evidence
sources at this stage will make the monitoring and evaluating of the
project easier.
The evidence will almost invariably be documents (or sometimes
interviews, films, DVDs, videos or audiotapes.)
It should be considered as you formulate your indicators; so
complete columns 2 and 3 of the LF at the same time.
Step 9 – IDENTIFY THE EVIDENCE
Some typical sources of verification
Minutes of meetings and attendance lists
Stakeholder feedback & focus groups
Surveys and reports
Newspapers, radio and TV recordings, photographs, satellite imagery
National and international statistics
Project records, reviews and reports
External evaluation reports, training evaluation questionnaires, etc.
Step 9 – IDENTIFY THE EVIDENCE (cont.)
Step 10 - AND FINALLY, A FIFTH ROW?
For simplicity we say a logframe is a 4x4 grid but often a further 4
boxes are attached under the 16 x box logframe to indicate the
costs and resources needed to fund the project activities
together with pre-condition assumptions that need to be agreed.
Inputs Budget summary
Staff months
Accounts
summary
Pre-conditions;
Assumptions
made to carry out
the activities
EXAMPLE OF A COMPLETE LF
Always date your LF!
Intervention logic Indicators / Milestones / Targets Verification Assumptions
Goal : Accelerate the response
to HIV/AIDS in the Nbiya region.
Proportion of HIV/AIDS
infections decreased by [X]% by
Year 4 (I)
Reports, statistics,
surveys, etc.
Purpose: Improve access to
HIV/AIDS treatment in the Nbiya
region.
25% Increase over the baseline
in number of HIV/AIDS infected
people receiving drugs on a
sustainable way within Year 4 (T)
Reports, statistics,
surveys, hospital
patient/attendance
list, drug delivery
receipts, etc.
Sustainable
commitment from
authorities &
partners
Outputs:
O1. Medical infrastructures
rehabilitated/reinforced in the
Nbiya region
O2. HIV/AIDS awareness of
Nbiya region’s inhabitants
raised
O3. Health care workers of the
Nbiya region adequately trained
on HIV/AIDS
O4. Partnerships between
Nbiya’s government and drug
supplier(s) initiated
1. At least one hospital is running
independently in the Nbiya
region
by Year 2 (M)
2. # of awareness campaigns
organised by Year 2 (I)
3. At least 50 health care
workers of the Nbiya region
trained by Year 4 (T)
4.1 # of partnerships initiated by
Year 2 (I)
4.2 At least 2 partnership
agreements signed by Year 4 (T)
1. Reports of regular
control visits to the
hospital
2. Posters/leaflets &
other awareness
materials
3. Training reports &
post-training skills
evaluation stats
4. MoU/agreement,
minutes of meetings
Medical
infrastructures
regularly
maintained.
No security
restriction that
may prevent
reaching pops.
All trainees fully
affected to
HIV/AIDS & on a
sustainable way
Activities: to be developed with the same method
THE LF AS A COMMUNICATION TOOL
The LF can help report to project partners, sponsors & other
stakeholders what we are doing and why. This can be achieved by
taking a Step-by-step presentation approach
1. Goal: "The overall goal is to ............."
2. Purpose: "In order to contribute to this goal we in this project will............"
3. Outputs: "We will achieve this objective by taking direct responsibility for............"
4. Activities: "Let me describe our strategy in more detail. We believe that if we .............."
5. Activity level Assumptions: "and if .........."
6. Output level Indicators: "we will achieve our targets of ............."
7. Purpose: "In addition to reaching these targets, several other things must happen if we are to achieve our major objective of ............"
8. Output level Assumptions: "These other factors, outside our direct control, include ........."
9. Purpose level Assumptions: "We believe that if we can achieve our major objective, we will contribute to our overall goal. This contribution is, however, affected by factors outside of this project. These include ........ All of these factors taken together will be sufficient to realise this goal. The strategy we propose is an important and cost effective step towards that end."
10. Verification: "We propose that our performance be monitored and assessed in the following way..........."
THE LF AS A COMMUNICATION TOOL (cont.)
REPORTING USING THE LF
Complete the table for each different logic intervention level and at different times during the project cycle.
PROGRESS/MONITORING REPORT COUNTRY…………PROJECT TITLE……………… PERIOD COVERED………… CODE…………… DATE …………….. PREPARED BY…………………………
Project
Structure
Indicators of
achievement
Progress Comments &
recommendations
Rating
Insert
activities
and inputs
from the LF
Insert
indicators from
the LF
Provide a
report
against each
activity and
input
Provide comments
against each activity
and input (e.g. on the
extent to which the
assumptions are
being met) &
recommendations
where appropriate
1. Likely to be
completely achieved
2. Likely to be partially
achieved
3. Unlikely to be
achieved
x Too early to judge the
extent of achievement
WHERE TO GO FOR FURTHER INFORMATION
http://www.parcinfo.org http://ec.europa.eu/europeaid/evaluation/methodology/
egeval/methods/mth_cyc_en.htm http://www.worldbank.org/evaluation/ http://www.oecd.org/pages/
0,2966,en_35038640_35039563_1_1_1_1_1,00.html http://www.undp.org/eo/ http://www.uneval.org/ http://www.unaids.org/en/PolicyAndPractice/
MonitoringAndEvaluation/default.asp http://www.ideas-int.org/
TASK TO PRACTICE THE LFA
Subject: the Mbiya region is severely affected by HIV/AIDS, with
children and women among the most infected populations. You wish
to apply for a tender launched by a major donor in order to address
health problems in that region.
Methodology: each working group is expected to follow all the
above-presented steps to eventually design and present a complete
LF with at least 3 outputs and 3 activities per output. Use the fact
sheet as main background.
EVALUATION
As your feedback is of most importance to assess the success of
ICASA 2008, you will be invited shortly after the conference to
complete an online survey (available in both English & French) -
all data will be kept confidential.
In order to participate in the evaluation process, please share your
contact details by filling out the form under circulation.