monitoring manual by naushad kazi

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Moni tor ing, Evaluation & ResearchMANUAL

Written & Compiled

By Naushad Kazi

SAFWCO

HYDERABAD

SINDH AGRICULTURAL & FORESTRY WORKERS

COORDINATI NG ORGANI ZATION
http://www.bing.com/images/search?q=safwco+images&view=detail&id=35A22F15E4EBCFE9BA77237242A8506C9BEAEB62&first=0&qpvt=safwco+images&FORM=IDFRIR


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Table of Contents

01 Policies & Guidelines & Its Significance 04

1.1 Monitoring, Evaluation & Research

a.Key Conceptual Issues

b. Situating monitoring & Evaluation as oversight mechanism

c. Evaluation

d.Research Studies

04

1.2 SAFWCOs Monitoring Evaluation & Research (MER) Hierarchy 05

1.3 Safwcos Purpose of Monitoring &Evaluation 05

1.4 Objectives of MER 06

1.5 Guiding Principles 06

02 Monitoring and Evaluation Criteria 07

03 MER Adopted Tools & Approaches 07

04 SAFWCO Monitoring Program 08

05 Evaluation Program 08

06 Feedback & Dissemination 09

07 Monitoring Outcomes Approach 09

7.1 Choosing the appropriate Planning Monitoring Evaluation Frame Work 10

08 Adopted Monitoring Frame Work 1209 Code of Ethics for Monitoring, Evaluation and Research 13

Appendix.1. Program Monitoring Indicators 14

Appendix.2. Glossary of Key Terms 23

Appendix.3. Monitoring Check Lists 25


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1.Policy Guidelines and Its SignificanceThe MER Office develops the policy, related guidelines and administrative procedures for monitoring,

evaluation and research in the SAFWCO. The policy and guidelines help project managers, donor

organizations and its monitoring planning staff who is responsible to implement monitoring, evaluation andresearch policies. The present MER policies and procedures document sets out the principles of monitoring

and evaluation as applicable to SAFWCO-supported activities.

President/

Founder

DeputyExecutiveDirector

GeneralManager

Operations

Regional Manager

North ( Sanghar)

ProjectCoordinator

Support Staff

Regional Manager

South ( Sanghar)

ProjectCoordinator

Support Staff

Regional Manager

Thatta

ProjectCoordinator

Support Staff

Regional Manager

Jamshoro, Dadu &Hyderabad

ProjectCoordinator

Support Staff

ExecutiveDirector Planning & Development

(Department)

Accounts & Finance(Department)

HR & Training(Department)

Internal AuditDepartment

Monitoring & ComplianceDepartmentAdmin. & ITDepartment

Steering Committee

Thematic specailist

Livelihood SupportProgram> Food Security> Livestock Development> Forestry Development> Water Management> Social Safety Nets

Social Services Program

> Education and Literacy Serv.> Health and Hygiene Services> Physical Infrastructure Dev> Water and Sanitation

Environment and ClimateRisk Mngt.> Environmental Conserv.

And Education> Bio Diversity Promotion> Disaster Risk Reductionand Response

Human and Instit. Dev> Community Org Dev> Training> Adv. And Networking

(SAFWCOs Recent Organizational Structure)


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1.1.MONITORING, EVALUATI ON & RESEARCH:Monitoring, Evaluation & Research (MER) are integral and individually distinct parts of program

Preparation and implementation. These are critical tools to forward-looking strategic positioning,

organizational learning and for sound management.

a. Key Conceptual I ssues:As a basis for understanding monitoring and evaluation responsibilities in programming, this section provides

an overview of general concepts clarifies definitions and explains Safwcos position on the current evolution of

concepts, as necessary.

b.Situating moni tori ng and evaluation as oversight mechanisms:Both monitoring and evaluation are meant to influence decision-making, including decisions to improve,

reorient or discontinue the evaluated intervention or policy; decisions about wider organizational strategies or

management structures; and decisions by national and international policy makers and funding agencies.

Inspection, audit, monitoring, evaluation and research functions are understood as different oversightactivities situated along a scale. At one extreme, inspection can best be understood as a control function. At

the other extreme, research is meant to generate knowledge. Country Program performance monitoring and

evaluation are situated in the middle. While all activities represented in Diagram given as under are inter-

related, it is also important to see the distinctions.

c.Evaluation:Evaluation is an exercise that attempts to determine as systematically and objectively aspossible the worth or

significance of an intervention, strategy or policy. The appraisal of worthor significance is guided by key

criteria discussed below. Evaluation findings should be credible, and be able to influence decision-making by

program partners on the basis of lessons learned.

For the evaluation process to be objective', it needs to achieve a balanced analysis, recognize bias and

reconcile perspectives of different stakeholders (including primary stakeholders) through the use of different

sources and methods.

An evaluation report should include the following:

Findingsfactual statements that include description and measurement;

Conclusionscorresponding to the synthesis and analysis of findings;Recommendationswhat should be done, in the future and in a specific situation; and, where possible,Lessons learned corresponding to conclusions that can be generalized beyond the specific case,

including lessons that are of broad relevance within the country, regionally, or globally.

d.Research and studies:There is no clear separating line between research, studies and evaluations. All must meetquality standards.

Choices of scope, model, methods, process and degree of precision must beconsistent with the questions that

the evaluation, study or research is intending to answer.

In the simplest terms, an evaluation focuses on a particular intervention or set of interventions, and culminates

in an analysis and recommendations specific to the evaluated intervention(s). Research and studies tend to

address a broader range of questions sometimes dealing with conditions or causal factors outside of the

programbut should still serve as a reference for program design. A Situation Analysis thus falls within the


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broader category of "research and study". "Operational" or "action-oriented" research helps to provide

background information, or to test parts of the program design.

1.2.SAFWCO Monitoring Evaluation & Research (MER)DivisionsHierarchy:The Head of Monitoring directly reports to the Executi ve Di rector, the authorized official is responsible to

observe and review the performance. Later his/her consent, the Monitoring Head will be in position to forward

the reports to concern Project officials and donor agencies.

Monitoring, Evaluation & Research Divisions Hierarchy

SAFWCO/2012-

Executive

Director

ManagerMonitoring,Evaluation &

Research

Assistant ManagerData Operator

Program

Officer AssistantProgram Officer

PPT.Organizational Structure

1.3.SAFWCOs Purpose of moni tori ng and evaluation:Learning and accountability are two primary purposes of monitoring and evaluation. The two purposes areoften posed in opposition. Participation and dialogue are required for wider learning, while independent

external evaluation is often considered a prerequisite for accountability. On the two extremes, their design

models, process, methods, and types of information may indeed differ. The current focus on wider

participation by internal and external stakeholders and on impartiality allows learning and accountability

purposes to be balanced.

Performance monitoring contributes to learning more locally, ideally at the level where data is collected, at

each levels of program management. It feeds into short-term adjustments to program, primarily in relation to


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implementation modalities. Evaluation and monitoring of the situation of children and women contribute to

wider knowledge acquisition within the country or the organizational context. Program evaluation not only

contributes to improvements in implementation methods, but also to significant changes in program design.

Evaluation contributes to learning through both the process and the final product or evaluation report.

Increasingly, evaluation processes are used that foster wider participation, allow dialogue, build consensus,

and create buy-in on recommendations.Monitoring and evaluation also both serve accountability purposes. Performance monitoring helps to establish

whether accountabilities are met for implementing a plan. Evaluation helps to assess whether accountabilities

are met for expected program results.

1.4.Objectives of MER:MER policy at the SAFWCO has four objectives:

To monitor and evaluate results and impacts of Safwcos activitiesTo provide a basis for decision-making on amendments and improvements of policies, strategies, programmanagement, procedures, and projects.

To promote accountability for resource use against objectives by participating countries, Partner Agenciesand executing agencies.

To document, provide feedback on and disseminate results and lessons learned.More specifically, the purposes of the SafwcosMER are to monitor, evaluate, and disseminate its project-related information and lessons on: the performance of projects as well as adequacy of concern policies.

1.5.Guiding Principles:Safwco M&E is guided by the following principles:

Operational monitoring and evaluation will build on the existing systems of the donor and Partner Agencieswith the harmonization of monitoring, evaluation, and dissemination practices and outputs to meetSafwcos

goal requirements.

Evaluation practices will follow established standards, ensuring the credibility, impartiality, transparency,and usefulness of evaluation projects.

A project logical framework approach will be employed.


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2.Monitoring and Evaluation CriteriaIn general, monitoring and evaluation practices at Safwco explorefive criteria that are applicable to projects,

programs, andthematic or overall monitoring and evaluation but that donot all need to be systematically

reviewed in all cases. These fivespecific monitoring and evaluation criteria used in combinationprovide the

decision-maker with essential information in connectionwith present and future decisions on projects and

programs.

a.Impact:Measure both the positive and negative, foreseen and unforeseen, changes to and effects on the program

caused by the project(s) or program(s) under evaluation.

b.Effectiveness:Measures the extent to which the objective has been achieved or the likelihood that it will be achieved.

c.Efficiency:It is required timely assess the outputs in relation to inputs, looking at costs, implementing time, and economic

and financial results.

d.Relevance:Gauges the degree to which the project or program at a given time is justified within the global and

national/local environment and development priorities.

e.Sustainability:Measures the extent to which benefits continue from a particular project or program after Safwco

assistance/external assistance has come to an end.

3.MER Adopted Tools, Methods and ApproachesSAFWCOs M&E provides a better means of learning from past experience, improving service delivery,

planning and allocating resources, and demonstrating results as part of accountability to key stakeholders.

It has adopted following MER tools, methods and approaches, including several data collection methods,

analytical frameworks, and types of evaluation and review.

Performance indicators

The logical framework (log frame) approach

Theory-based evaluation

Formal surveys

Rapid appraisal methods

Participatory methods

Impact evaluation

Cost-benefit and cost-effectiveness analysis


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4.Safwcos Monitoring ProgramSafwcos monitoring system is an essential tool for improved performance, planning, and portfolio and project

management. One of the elements of this monitoring program is the monitoring of a projects progress in

implementation and in achieving its overall goals. In addition, and on the basis of a minimum common format,each project will build into its design a monitoring and evaluation component, funded by project resources.

This will include a baseline assessment, at a level appropriate to each project, to establish the conditions

existing prior to project implementation and a monitoring program carried out during implementation which

may include, where appropriate, participatory modes of monitoring and evaluation. An important outcome of

the monitoring program at the project level is the annual portfolio performance reports, which provide an

analysis of the aggregated results of individual project.

5.SAFWCOs Evaluation ProgramThe types of project evaluations conducted by the Donor andPartner Agencies responsible for project

implementation includemid-term reviews, implementation completion reports, performanceaudit reports, and

independent terminal evaluations. Theseagencies are responsible for the implementation of the project

evaluations together with the project executing agencies. A distinctionshould be made between internal

reviews performed bystaff in the responsible operational division and evaluations carriedout by persons who

are independent of project operations. Thelatter may be conducted by staff members of the evaluation

departmentsor external evaluators on contract.

The performance of the Safwco Operational Programs (OPs) is evaluated in relation to their objectives.

Among other factors, evaluation exercises will take into account guidance of the Conferences of the Parties to

the Conventions, strategic considerations of Safwco that cut across all programs, several strategic

considerationsspecific to each program, GEFs operational principles for its work programs, and projectselection criteria. In addition to evaluation of OPs, the MER team at the Safwco Secretariat will conduct and

coordinate cross-cutting evaluations that provide the opportunity to assess topics of concern to all operational

programs. The range of topics would include, for example, aspects of institutional development (participation,

capacity building, policy formulation, and technology comparisons), funding arrangements (incremental costs,

co-financing, technical and financial assistance), management and operations responsibilities, best practices

in MER arrangements, and application of lessons learned.

Evaluation Cr iteria in relation to program logic


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Standard Format of I ntegrated Monitoring and Evaluation Plan

S# Descripti on /Parti culars

1st

Quarter

2nd

Quarter

3rd

Quarter

4th

Quarter Remarks

1

Internal/External Events &

Processes using research, MER

data

2 Survey Studies

3 Evaluations

4 Internal Monitoring Reports

5 Project's Major data Collection

6 MER Capacity Building Trainings

7 MER Publications

6.Feedback and DisseminationAn essential and integral part of monitoring and evaluation is the feedback and dissemination of the analyses,

findings, recommendations, and lessons learned. This calls for clearly identified tasks, resources for their

implementation, designated dissemination responsibilities, and identification of the needs of the end users. It

requires using techniques that promote and facilitate findings and lessons into Safwcos programs and projects

and, more broadly, into all related efforts that advance the achievement of more benefits. Transparency in the

availability of information from monitoring and evaluation activities must be ensured. Ease of access to

relevant monitoring and evaluation information, as required by decision-makers and other users, including full

disclosure of non-confidential information.

7. MONITORING OUTCOME APPROACHOutcome Mapping (OM) is an approach to planning, monitoring, and evaluating social change initiatives

developed by the International Development Research Centre (IDRC) in Canada (Ear l et al., 2001). At a

practical level, OM is a set of tools and guidelines that steer project or programmed teams through an

iterative process to identify their desired change and to work collaboratively to bring it about. Results are

measured by the changes in behavior, actions and relationships of those individuals, groups or organizations

with whom the initiative is working directly and seeking to influence (Smutylo, 2005).


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Despite the dominance of the logical framework approach (LFA) in international development for structuring

the planning, monitoring and evaluation (PME) of projects and programs, it has significant limitations

(Bakewell and Garbutt, 2005). There are a growing number of alternatives, with 24 tools and methods

summarized in a recent report by ACT Development alone, and more listed by the Consultative Group on

International Agricultural Research (CGIAR) and the Barefoot Guide to working with organizations and

social change. Many could be more appropriate than LFA approaches in many development and social change

situations.

7.1.Choosing the appropriate PME fr amework:The usefulness of planning, monitoring and evaluation (PME) frameworks depends on how and where they are

used in practice and their characteristics and values can shape practice, depending on the extent to which theyare institutionalized. Because different tools are based on different principles and assumptions about the

change process and the role of the program in generating change, the role of knowledge and information in

these processes can differ.

The choice of PME framework for a project or program can influence the values and practices embedded

within the project or program, so the choice requires an explicit focus on what is needed in the specific

context. The decision matters, as it may influence whether or not a project or program is effective.

a.Actor -cantered development and behaviour change:Outcome Mapping (OM) recognizes that people and organizations drive change processes. The problem to be

tackled, the aims of the project and the indicators of success are defined in terms of changes in behavior ofthese actors.

b.Continuous learning and fl exibil ity:OM emphasizes that the most effective planning, monitoring and evaluation activities are cyclical, iterative

and reflexive. They aim to foster learning about the actors, contexts and challenges involved in influencing


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social change. OM enables this learning to feed back into adaptations to the project as it proceeds, and can be

used by project partners to influence their actions.

c. Participation and accountabil ity:

By involving stakeholders and partners in the PME process and emphasizing reflection on relationships andresponsibilities, participation incorporates valuable perspectives and fosters a two-way accountability that is

often missing in frameworks oriented towards upward accountability. It could help agencies work towards

commitments in the Paris Declaration on mutual accountability and ownership.

d. Non-li nearity and contri bution, not attribution and control:

With OM, processes of transformation and change are owned collectively; they are not the result of a causal

chain beginning with inputs and controlled by donors, but of a complex web of interactions between different

actors, forces and trends. To produce sustainable changes, projects should contribute to and influence these

processes of social change, rather than focusing on controlling specific outcomes and claiming attribution. A

more honest approach can generate a more meaningful picture of the actual contribution and role of aproject/program in achieving results


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8.Adopted Monitoring Frame WorkPurpose Name of tool For whom When

Planning Yearly Financial

Estimates

project staff, head office & donor before the end of

current six monthsPlanning Quarterly Target Plan project team, donor, MER before the start of

new quarter

Planning Quarterly activity budget

plan

project manager, finance & MER before the end of

current quarter

Planning

Monthly activity plan

project team, MER

before the start of

new month

Planning

Individual Work Plan

PM & Individual

before the start of

new month

Planning

Timeline for interventions

project team, donor, MER

at the time of

launching ofproject

Recording

District-wise

covered/uncovered pop MER & Project management start of project

Recording

List of Union Councils

with population project team, donor, MER

Recording

Union Council-wise list of

villages project management & MER

at the start of

project

Recording

List of revenue villages

with pop project management & MER

at the start of

project

3. Reporting

Monthly expenses report

donor, MER, finance

at the end of each

month

Reporting

Six monthly financial

report manager, donor, finance, MER

at the completion

of six months

Reporting

Monthly Targets &

achievements project manager & MER

at the end of each

month

Reporting

Monthly progress report record, project manager, MER,

donor

at the end of each

month

Reporting

Daily health services

report manager daily basis

Reporting

Quarterly progress report office record, manager, MER, donor

& senior management quarterly basis

Reporting

Trip report

immediate senior & office record

at the completion

of trip

Reporting Event report

Monitoring

Tools

Logical Frame Work

monitoring purpose, MER & project

team

at the stage of

developing check

list


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9.Code of Ethics for Monitoring, Evaluation and Research:The essential goal of an ethics and compliance program is to help governing authorities, managers,

employees, and agents work together to pursue the purpose of an organization and achieve its more specific

goals and objectives in a manner consistent with its standards for ethical business conduct. As employees and

agents pursue organizational purpose, organizational learning is a tool and way of life that helps them address

and adapt to the conditions facing the organization; they learn how to continuously expand their capacity to

create the future they truly desire to live. An ethics and compliance program is an integral part of how an

organization learns. It is a form of action learning: a process and culture of learning by doing. Evaluating an

ethics and compliance program has always been recognized as a good practice, though few organizations

evaluated their programs in any comprehensive sense. A Few ethics and compliance programs have been able

to demonstrate that their programs achieved expected program outcomes. A few major ethics are given as

under:

a. Follow informed-consent rules

b. Respect confidentiality and privacy. All information or data collected on individuals will be kept strictly

confidential. An identification number will be given and the names of participants will be removed. A filecontaining names and identification numbers will be kept for future follow-up. Only the Project

Coordinator will have access to this file.

c. Participation in the evaluation activities is voluntary for the people in communities. The people who

express the desire to withdraw will be able to do so at any time.

d. Monitoring and Research staff should be frank and avoid being rude.

e. All data collected belongs to the community and must be returned to the community


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Appendix.1- Program Monitoring Indicators

Project Name

Sr.

# Program Monitoring I ndicators

1. Social Mobili zation

Promote local institutions ( CO, VO, LSO ) to foster self-management and

Accountability

1 # of Community Organizations formed

2 # of male members in the community Organization

3 # of female members in the community organization

4 # of Village Organizations formed

5 # of male members in the village organization

6 # of female members in the village organization

7 # of Local support organizations formed

8 # of male members in the local support organization9 # of female members in the support organization

10 # Community organizations initiated savings

11 Total amount saved during the reporting period

12 # of Community organizations initiated internal lending

13 Amount utilized for internal lending

14 # of beneficiaries of internal lending

15

# of Community organizations maintaining proper record of saving and internal

lending

16 # of Community Organizations accessed credit facilities

17 # of beneficiaries accessed credit facility

18 # of community organizations developed linkages Govt. and other organizations

19 # of Cos, VOs, LSOs received basic facilities in the communities

20 Total number of schemes received

21 # of community assets created through partner organization

22 # of beneficiaries of assets

23 # of community assets created without support of Parnter Organization

24 # of beneficiaries of assets

25

# of Community, Village and local support organizations initiated bulk

purchasing

26 # of organizations initiated joint marketing

27 # of organizations initiated linkages with Govt. Institutions

28 # Of Village Organization access resource from public and privet organization.


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# of Organization households eligible for social safety net programs (including

Zakat Baitulmal etc.) will be identified and facilitate to obtain such support.

30

# of Village Organizations initiated some disasters preparedness activities in

village.

2. Gender inclusion 31 # of organizations arranged CNIC for women.

32

# of organizations initiated registering birth and death record of Male and

female.

33 # of sessions organized for women regarding their constitutional rights

34 # of women participated in the sessions

35 # of villages where the sessions were organized

36# Of women in COs sufficiently aware of their basic constitutional rights ofinheritance, their basic rights under marriage.

37

# of community organizations initiated campaign for improvising enrollment in

schools

38 # of newly enrolled children with efforts of community organizations

39 # of schools witnessed increase in enrollment

First COs in a village, there will be at least a 40% improvement in the primary

and a 25% improvement in middle school enrollment rate for girls among CO

members.

40

# of Awareness sessions of Rights and Participation in Local Government

organized

41 # of participants in the sessions

42

# of CO members, men and women, in the revenue village reported adequate

awareness of their basic rights under the constitution

43

# of men in COs are registered voters and aware of the importance of their vote

and the secrecy of the ballot.

44

# of women in Cos are registered voters and aware of the importance of their

vote and the secrecy of the ballot

3. Food project

To contribute to the mitigation of the negative effects of volatile food prices on

vulnerable local populations in Pakistan.

Improved agricultural production and safety nets for the most vulnerable women

and men farmers in Sanghar and Dadu Districts of Sindh

45

# of women and men farmers in the target areas have access to agricultural

inputs and services.


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46 # of men provided seeds and saplings

47 # of women provided seeds and saplings

48

# of villages farmer organization whose members have been provided seeds and

saplings

49

Provision of seeds and saplings (for agro forestry), fertilizers, tools and

implements for sowing of staples and non staple (pulses and vegetables) crops to

2000 women and men;

50 # of cares provided seeds and saplings

51 # of cares for vegetables

52 # of acres for fruit orchards

53 # of acres for wheat and other crops

54 # of community grain seed banks established,

55 # of farmers deposited grain / seed in the banks

56 Quantity of grain / seed deposited in the banks

57 # of farmer organizations Linked with local suppliers

58 # of men farmers linked with Safety nets

59 # of women farmers linked with safety nets

60

# of sessions organized for Promotion of indexbased crop/ weather insurance

in selected areas; awareness rising on crop insurance for small farmers and

government officials (at district, provincial and national level),private

companies.

61 # of male participants in the sessions

62 # of female participants in the sessions

63 # of Govt. officials participate in the sessions

64 # of National and private companies participated in the sessions

65

# Of capacity building sessions for Improvement of capacity, infrastructure and

equipment to withstand external shocks in 20,000 women and men farmers.

66 # of male participants in the sessions

67 # of female participants in the sessions

68

# of farmer organizations formed and strengthened through mobilization,

technical and vocational training, increased access to local market opportunities

and engagement with the local private sector;

69 # of farmers trained for land reclamation (men and women)

70

# of irrigation structures Strengthened through rehabilitation of existing

irrigation system and provision of efficient and userfriendly technologies;


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71

# Of organizations participating in dairy sector (especially of women) through

investment in dairy farms, training on veterinary services, and increased links

with government department and privet companies.

72

# of elected representatives and Govt. agencies contacted for Linkage

development at the district, provincial and national levels for policy advocacy.

4. Food Securi ty

Project Thatta 73

15% increase in agricultural production (combined monitory value) in sample of

target villages compared to sample of control villages

74

Among beneficiaries (assessed in samples), 15% increase in average food

consumption and 20% reduction in # of households not meeting minimum

nutritional requirements (WFP reference / SPHERE minimum standard of 2100kcal per person per day).

75 # of farmer groups organized

76 # of male members in the Farmer groups

77 # of female members in the farmer groups

78 # of acres land owned by male and female farmer groups

79

80% of FGs have signed Top with NGO and meet benchmarks of organizational

performance.

80 95% of FGs have at least 30% women in leadership role.

81 # of Farmer associations organized

82 # of male members in the Farmer Associations

83 # of male members in the Farmer Associations

84 80% FAs meet benchmarks of organizational maturity / service quality.

85

90% of FAs run plant nurseries and machine pools are used by at least 50% of

their farming population and are fully self-funding costs.

86 # of men and women farmers keeps logbooks and apply land use planning.

87 Average # of farm accidents in target villages has decreased by 40%

88 # of sessions organized for school children

89 # of children participated in the sessions

90

# of children both sex recalls the content of awareness sessions on nutrition,

hygiene, sanitation and safety.

91 # of sessions organized for media people


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92 # of messages delivered through media

93 # of Random samples of district respondents show recall of media messages.

94

# of Best practice communication material produced and is available in local

language

95

# of poor households participating in training has increased their production by

at least 20%.

96 # of poor households have cultivable land previously barren / unusable

97 # of barren / unusable land cultivated by poor farmers

98 # of vocational trainings provided to youth

99 # of male participants in the trainings

100 # of female participants in the trainings

101

60% of trainees of both sexes passed exams and are offering regular paid

services in their communities.

102

Average price of agriculture services has decreased by 15% relative to control

villages.

103 In target villages, use of chemical pesticide has decreased by 20%.

104

# of Focus group discussions conducted that show usefulness of demo plots and

adaptation of new technologies.

105

# of HHs benefitting from pilot installation of ponds, fishponds is actively using

and maintaining these.

106 # of HH have replicated construction

107 # of HHs with bio fertilizer pits / purchase 60% less chemical .fertilizer

108

Percentage of men and women In target villages, have ID / voting registration of

men and women (has increased from current level of 10-50% to 95%).

109

# of villages without any prior access to credit has qualified to receive

agricultural loans.

110

# of visits by agricultural extension workers conducted during the reporting

period.

5CMSD Project

Minorities and secluded communities, especially women, are mainstreamed in 20

villages of two districts mobilizing public sector resources worth PKR 2 million

for community infrastructure development, and up scaling income levels of 150

poorest of the poor HHs (by 25%) in these villages through providing social

safety nets by 2011


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111 # of secluded communities organizations formed

112 # of women members in the organizations

113 # of men in the organizations

114 (20 women organizations imply organizing over 1000 women)

115Amount of public sector resources mobilized for community infrastructuredevelopment

116 # of schemes of infrastructure received to minority organizations

117 # of organizations applied for schemes

118 # of organizations succeed to receive schemes from public or other sectors

Improved food security is achieved as 15,000 farming households (15000 each

men and women) have increased agriculture and livestock production by 25% by

the end of project period through accessing training, capacity building and

quality input services (including employing organic farming methods, certified

seeds, counseling etc) from pilot farmers resource centre at union council level

in district Sanghar

119 # of households increased agriculture production

120 Quantity of increased production

121 # of members increased the production

122 # of members increased livestock

123 # of members participated in the capacity building sessions

124 # of members employing organic farming methods

125 # of members purchased certified seeds

126 # of resource centers established

20 UC based networks in districts Sanghar, Matiari, Jamshoro, Hyderabad and

Thatta have designed advocacy and campaigning plans (social, economic, rights

etc) implemented 50% of these plans and mobilized Rs 15 million resource for

development project

127 # of men village development organizations formed

128 # of male members in the organizations

129 # of female village development organizations formed

130 # of female members in the organizations

131 # of youth development councils organized

132 # of male members in youth development councils

133 # of female members in youth development committees

134 # of UC based networks developed

135 # of UC based networks developed advocacy plans

136 # of UC based networks implemented advocacy plans

137 # of development projects initiated in UCs

138 Amount of public resources mobilized for projects


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139 # of women VDOs clubbed in UDCs

140 Total female membership of VDOs

(women VDOs will be clubbed into 5 UDCs that implies representation of over

1000 women)

20 youth development councils in 20 UCs each have designed and implemented

at least one micro level initiative for human rights, adolescent health, education,

culture promotion, HIV/AIDS, drug addiction, street crime etc by 2011

141

# of youth development councils implemented human rights initiative

142

# of youth development councils implemented adolescent health initiative

143 # of youth development councils implemented education initiative

144

# of youth development councils implemented culture promotion initiative

145

# of youth development councils implemented HIV/AIDS initiative

146

# of youth development councils implemented drug addiction initiative

147

# of youth development councils implemented street crime initiative

(10 out of 20 YDCs will exclusively be of girls/women that implies representation

of over 2000 girls/women)

148 # of villages have formed VDRMCs

149 # of male VDRMCs

150 # of female VDRMCs

151 # of male VDRMCs developed annual VDRMPs plans

152 # of villages implemented plans

153 # of female VDRMCs developed annual VDRMP plans

154 # of female VDRMCs implemented annual plans

In 100 villages of District Sanghar the communities have formed VDRMCs,

designed annual VDRMPs and implemented 50% of these plans by 2011

(in each of 100 villages separate men and women VDRM Plans will be designed

and later on consolidated into a single VDRM Plan. Therefore, 100 women

communities i.e. 5000 women will be represented)

155 # of VDRMPs reflected in DDRM plans


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DDMA Sanghar has DDRM plans by 2011 where VDRMPs are reflected (by

advocating with NDMA and PDMA Sindh).

6. Empoweri ng Gir ls-

Trans

formi ng Communiti es

Adolescent girls Sexual and Reproductive Health status in the target district

assessed

Increased knowledge and awareness among the stakeholders about socio-

economic and Reproductive Health education needs of young girls

156

Increased understanding of decision makers on girls education and

empowerment

157

Increased ability of girls to advocate with stakeholders for their rights to health

and education

158 Increased interest of girls and families to complete higher secondary school

159 Enhanced role of girls in advocacy initiatives at district level

160 Increased civic and social engagement of girls

161 Increased resources for young girls at local level

162 Increase in number of girls completing their secondary education

163

Increase in confidence level of adolescent girls about their SRH Rights

164

Positive perception of adolescent girls about their self, body and role in society

165

Increased ability of young girls to communicate effectively and demand for basicrights including right to education and health

166

Increased capacity of organizations to link issues of social and economic

empowerment with health and education

167

Increased capacity of partner organizations on issues of adolescent girls Sexual

and Reproductive Health and Rights

168 Increased capacity of schools to run and sustain the project

169 Increased motivation to have small families

170 Girls demonstrate self efficacy

171 Increased number of years in schooling

172 Increased young girls age at marriage and 1stbirth

Education PPAF

174 1750 students have been enrolled

175 84 teachers have been employed

176 43 supportive staff have been employed


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177 02 teachers trainings were organized

178 20 SMCs have been formed

179 158 SMC members

180 30 SMC members trained

181 67 meetings were conducted with male SMC members during last quarter

182 15 meetings were conducted with the mothers during last quarter

183 20 Schools have been provided furniture, swings and teaching aid material

184 10 schools have been provided uniforms, shoes, books and bags

8. Health Project

185

At least 60% of the beneficiaries reportsatisfaction with PPAF supported

health facilities (e.g. in terms of increased availability of trained medical and

paramedical staffs,

Frequency of access, range and quality of services .

186 At least 50% of beneficiaries of project health centers are female.

187

At least 40% of Health Management Committee members in targeted project

health centers are women.

188

At least 10% per annum increase in the usage of every public health facility

adopted by PPAF partners

189

At least 15% per annum increase in antenatal and post-natal checkups at every

public health facility in the project areas

190

At least 10% increase in the availability of trained birth attendants for

deliveries and allied services in outreach settlements served by PPAF partners.

9. AGE

191 # of Girls Enrollment Campaigns organized

192 # of girls Retained

193 # of students discontinued education

194 # of children discontinued their education

195 # of meetings held with Education department

196

# of training sessions organized for Capacity building of Primary school

teachers

197 # of schools having Created learning environment in schools

198 # of schools Created culture of sports in schools199 # of schools adopted ECE Methodology

10. LEP 200 # of villages where Social Mobilization took place

201 # of beneficiaries provided Livelihood Enhancement & Protection

202 # of beneficiaries provided Social Safety Nets


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203 # of beneficiaries who have been transferred Assets

204 # of sessions organized for Capacity Building

205 # of disabled persons benefitted Disability

206 # of sessions organized for Capacity Enhancement

11. Advocacy

207 # of community sessions organized for Community Awareness Program

208 # of meetings held with line departments for Linkages development

209 # of community related issues identified and raised with line departments

12. CPI 210 # of communities provided with Safe Environment

211 # of villages provided with Street Pavement

212 # of villages provided safe Drinking water Supply

213 # of villages provided Sanitation System

Appendix.2

Glossary of Key Terms:

Accountability is an agencys, organizations, or individuals obligation to demonstrate and take responsibilityfor performance in light of agreed expectations. (The functions of M&E promote accountability.)

Appraisals are overall assessments of the relevance, feasibility, and sustainability of a project prior to making

a decision on whether to undertake it.

Efficiency assesses the outputs in relation to inputs, looking at costs, implementing time, and economic and

financial results.

Effectiveness measures the extent to which an objective has been achieved or how likely it is to be achieved.

Evaluations are systematic and independent assessments of ongoing or completed projects or programs, their

design, implementation, and results with the aim of determining the relevance of objectives, development

efficiency, effectiveness, impact, and sustainability.

Impacts are the positive and negative, and foreseen and unforeseen, changes to and effects caused by the

projects or programs under evaluation.

Indicators are quantitative or qualitative statements that can be used to describe situations which exist and

measure changes or trends over a period of time. (In the context of the logical framework approach, an

indicator defines the performance standard to be reached in order to achieve an objective.)

Inputs are the funds, personnel, materials, etc., necessary to produce the intended outputs.

Lessons Learned are the lessons based on the findings of one or more evaluations, which are presumed to

apply to ongoing or future project, and which often form a specific section of an evaluation report.


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Logical Framework Approach is the tool for developing and monitoring the logical relationship between

inputs, outputs, and objectives/goals that determines the implementation of a project via identification,

formulation, appraisal, implementation, monitoring, and evaluation.

Monitoring is the continuous or periodic process of collecting and analyzing data to measure the performance

of a program, project, or activity. (As an integral and continuing part of project/program management, it

provides managers and stakeholders with regular feedback on implementation and progress towards theattainment of global environmental objectives.)

Objectives/goals are the ultimate and long-term development impact that is expected to be attained after the

project purpose is achieved. (Objectives or goals define a projects success.)

Outputs are the planned results that can be guaranteed with high probability as a consequence of project

activities.

Programs are a group of related projects or services directed toward the attainment of specific (usually similar

or related) objectives.

Projects are planned undertakings designed to achieve certain specific objectives within a given budget and a

specific period of time, and implemented in one or more sites.

The Project Cycle forms the stages of life of a project: concept development, preparation, appraisal,

approval, implementation, monitoring, and evaluation.

Relevance is the degree to which a project or program can be justified within the local and national

development priorities.

Reviews are comprehensive assessments of the progress of a program or component during implementation.

Stakeholders are people, groups, organizations, or other bodies with a stake or interest in the area or field

where intervene


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Appendix. 3

Monitoring Checklist

CHC Name: ______________________

Village and District: _________________________ CHC operating since: _______________

Reported by: _______________________________ Date:___________________________

1) Physical Environment

S. No CHC Building Yes/No and Comments

1. Building is safe and easily accessible for all2. Clean and well maintained3.

Waiting area is available

4. Clean toilet facility available with water and soap5. Drinking water available6. Direction board with name and address of clinic is displayed in a

prominent place in the community

7. Timings of the clinic and fee are prominently displayed8. Health messages and posters displayed in simple language for

community members

OPD/Examination Room

1. Neat and clean2. Proper light and ventilation3. Staff is neat and clean4. Furniture available is per specifications and is well maintained


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2) Services

S. No Staff Yes/No and Comments

1. Follow the CHC timings2. Aware of their roles and responsibilities (Doctor, LHV, LHW,

TBA. MHA, Dispenser, Lab Technician)

3. Deal with patients in a friendly and professional manner4. Aware of counseling techniques and national standards of infection

prevention

5. Aware of the nearest referral facility6. Received training\ refresher training of updated knowledge, skills

and techniques

Out Reach Team:

1 Appear to be motivated for field visits and satisfied with their

responsibilities

2 Well informed about the villages and households in the vicinity

3 Complete record of pregnant women, postnatal cases, vaccinated

children and their follow up schedule available with them

4 Good command on primary health care and counseling technique

5 Hold regular preventive education sessions

3) Infection Prevention Protocols

S.No National Standards Yes/No and Comments

1. Knowledge of National standards of Infection Preventionprotocols.

2. Practicing decontamination of instruments with 0.5 % chlorinesolution.

3. Running water available for cleaning process of instruments.


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4. Sterilizer / Boiler are available for high level disinfection.Waste Disposal

1 Segregation of infectious and non infectious waste.

2. Infectious waste burned or buried of at a remote area.

3. Non-infectious waste disposed in white bags to the general

waste.

4) Planning and Administrative Systems of the CHC

S No. Plans Yes/No and Comments

1. Work plan of out reach team is available.2. Expansion and sustainability plan of the clinic is available.

Registers

1. CHC staff attendance register is maintained2. Patients daily record register is available.3. Patients admission , discharge and referral record is available.4. Stock registers and record of maintenance is available in the CHC.5. Health Committee meeting record is available.

5) Community Interaction

S. No. Health Committee Yes/No and

Comments

1. Members list is available in the CHC and displayed prominently2. Roles and responsibilities are written and available in the CHC3. 3 Health committee members are aware of their roles and

responsibilities

4. Health committee has female membership (Please note reason


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for not having females in the committee)

5. Health committee members have received training onsupporting CHCs and are applying it. (make a note of key

contributions made by the community)

6) Partner Organization

S. No. Health Coordinator and other related staff Yes/No and Comments

Are aware of the basic principles of standard Clinics.

Have participated completely in the trainings organized for the

Health Staff

Maintain a proper record of the Clinics and are aware of the issues

related to them

Are in regular contact with the Health committees

Are aware of the general situation of the village in which clinics are

established.

Have work plan for management of the Health program and can

share training and monitoring plan.

Comments by Manager: _________________________________________________________

____________________________________________________________________________


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Monitoring Check List

How many staff is Posted / Presented Work plan of staff Work distribution of staff Individual team members plan of activities and its achievements To watch individuals work plan and its reporting / implementation Project Managers reporting system & employees appraisal Monthly targets and its achievement in percentage Understanding of staff regarding project activities, beneficiaries & mobilization process Project duration Geographical location How many organizations formed and their achievement against their allocated targets Transport facility and visit schedule We will observe vehicles issues regarding timing & fuels

monitoring manual by naushad kazi

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