Implementation and Monitoring:

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Implementation andMonitoring

• Assessing Performance in Contract Relationships

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Characteristics Affecting Project Implementation
Less Problematic   1. Simple technical
features 2. Marginal change from status quo 3.
One-actor target 4. One-goal objective 5.
Clearly stated goals 6. Short duration
More Problematic   1. Complex technical
features 2. Comprehensive change from status
quo 3. Multi-actor targets 4. Multi-goal
objectives 5. Ambiguous or unclear goals 6.
Long duration
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Project Identification, Formulation, Preparation
Design

• A Project is an intervention that addresses a
  problem
• Identifying the problem
• Goal must be identified
• What is the project to do?
• What tasks will it perform?
• What kind of institutional and organizational
  structure will allow it to accomplish goals?

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Project Identification, Formulation, Preparation
Design

• A project organization will carry out a variety
  of tasks
• Must be constructed in light of those tasks and
  the environment in which they occur
• For design teams to succeed, local beneficiaries
  must be involved at an early stage

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Project Identification, Formulation, Preparation
Design

• Problems in project identification
• In developing countries
• Lack effective procedures for project
  identification within national planning agencies
  and operating ministries
• Weak conceptual and operational links exist
  between various national, regional, local, and
  special interest constituencies
• National plans often fail to provide a strategy
  for development
• Allocation of resource issues
• Issues of priority

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Project Identification, Formulation, Preparation
Design

• Problems in project identification
• In developing countries, cont.
• Influence of interest groups
• Limited international assistance agency staff
  time to help government planners
• Excessive turnover and rotation of field
  representatives of assistance agencies
• Weaknesses in the overall planning system

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Project Budgeting
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Project Budgeting Concepts
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Budget Rate List
LABOR (Salary based on bio-data information for
either a 5-day or 6-day week)   International
Consultant 400/day Local Consultant 100/day   PE
R DIEM (Room, meals and expenses based on a
7-day week)   International Consultant 100/day Pa
rticipants 54/day   TRAVEL (Could include car
rental and in-country/regional airfares/train
fares)   Business Round Trip New
York-Eritrea 3,000/person   MISC. DIRECT COSTS
(Should include some basic items together with
activity-dependent items)   Fax/Telephone 50/day
Report Production/Photocopying 40/day Teaching
A/V Materials 20/day Computer
Rental 100/day DBA/SOS (insurance-intl.
consultant) 82/day
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Summary Budget Example

• Eritrean Community Rehabilitation Fund (ECRF)
• Budget Summary
• Consult weekly notes for example

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Budget Example
ERITREAN COMMUNITY REHABILITATION FUND Budget for
Program Support for Capacity Building Strategy 1
Overall design and organization development for
the expanded fund
TOTAL COST US 713,625.00 Strategy 1.1
Workshop/Retreat 100 participants _at_ US225 per
diem 1.5 days 33,750.00 Strategy 1.2 Training
Needs Assessment a.- 100 participants _at_ US225
per diem 14 Days 315,000.00 b. Contracting of a
consultant team for methodology and facilitating
purposes 34,875.00 Strategy 1.3 Research
Funds Employment of a Consultant _at_ US 64.000 a
year for 3 years. 192,000.00 Strategy 1.4
Preparation of Handbook Contract with
publisher 10,000.00 Strategy 1.5
Assessment Employment of a Consultant _at_ US
64.000 a year two Assessment periods (middle
second year to end) 128,000.00 TOTAL STRATEGY
1 713,625.00
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Budget Example
ERITREAN COMMUNITY REHABILITATION FUND Budget for
Program Support for Capacity Building Strategy 3
To strengthen local government officers to
support Fund outreach, implementation and
monitoring activities.
TOTAL COST US 642,400.00 Strategy 3.1 Promotion
and Outreach Seminar 20 particip _at_ US225 per
diem 4 days, 4 years (times) 72,000.00 Seminar
expenses (consultant contract) 20,000.00 Strateg
y 3.2 Training of Trainers National 100
participants _at_ US 40 per diem 14 days for 4
years. (10 participants per region)
224,000.00 Regional 120 participants per
activity, 8 activities, 14 days 20 per person.
(60 participants per region) 268,800.00 Strategy
3.3 Promotion and Training of Trainers. Contract
with publisher 57,600.00 TOTAL STRATEGY
1 642,400.00
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Budget Category Allocations
   
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Project Execution/Implementation
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Project Execution and Implementation

• POLICY COMMITTEE
• Minister of Health (MOH)
• Permanent Secretary
• MOH Senior Mgmt.

dissemination of technical results and
presentation of proposals
PMU
supervision, control and evaluation of project
activities
policy direction
policy direction
Consulting firm (long and short-run consultants)

• Lead counterparts
• Functional units of MOH
• GPH administration

project activities
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Project ExecutionScheduling and Charting

• Following steps should be observed in developing
  a chart for a project
• Level of Detaildecide what amount of detail
  should be displayed.
• Sequencedetermine in what logical sequence the
  various activities will be carried out.
• Durationestimate how long each activity will
  take.

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Project ExecutionMonitoring and Reporting

• Defined as
• Providing right people with the right information
  at the right time
• Monitoring
• conducting of a periodic review of status of
  project activities in order to predict if
  scheduled events are going to be achieved
• Reporting
• notifying members of project team and
  higher-level supervisors about status of project
  activities and events to allow them to perform
  their responsibilities

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Project ExecutionResource Allocation

• Principle resources available
• People, money, materials, machinery, time

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Project Execution

• Resource Needs Chart (RNC)

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Project Monitoring
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Project Monitoring

• Important to distinguish from evaluation studies
• Monitoring involves collection of information
  about project while it is in progress
• Emphasis on continual feedback on resources used
  and how implementation is being conducted

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Project Monitoring

• Storytelling or Process Documentation
• Informal monitoring process
• Use of anecdotes or personal accounts
• Describe actual problems and conflicts that occur
  and anxieties that people face
• Production of monthly reports that tell the
  story of what has been occurring
• Does not tell much about immediate results of a
  single project

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Project Monitoring

• Multiple Indicators
• Indicators need to be valid (measure what you
  want) and reliable (same results under different
  tests)
• Multiple indicators correct for validity or
  reliability problems that single measures may have

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Project Monitoring

• Multiple Indicators (examples)
• Credit
• increase in field staff
• number of rural banks established
• number and value of import and distribution loans
• number of loan applications received, processed,
  approved

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Project Monitoring

• Multiple Indicators (examples)
• Land Reform
• number of titles registered
• percentage of farmers on their own land
• necessary legislation passed
• average size of landholding
• number of hectares aerially photographed

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Project Monitoring

• Multiple Indicators (examples)
• Institutional Capacity
• time in existence
• professional status recognized
• technical comptence proved
• survival capacity demonstrated
• ability to attract financial resources shown
• capacity to innovate demonstrated
• linkages established with community groups
• services being used in community

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Exception Report Format
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Achievement Report Format
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Implementation Responsibility Chart
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Implementation Diagnosis Worksheet
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Instruments of Monitoring andEvaluation for
Results
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Benefits of MEDuring Project Execution

• Identify/correct project flaws in design and
  plans
• Increase likelihood of outputs as planned
• Identify new and recurrent problems
• Generate discussion and solutions
• Focus actions on key problems

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ME During Project Execution
M E Plan
PHYSICAL EXECUTIONPLANS (PEP)
LOGFRAMES
Design
FINANCIAL EXECUTIONPLANS (FEP)
Purpose
Execution
Evaluation
MONITORING EVALUATION REPORTS
PERIODIC MID-TERM EVALUATIONS
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The Logical Framework
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Example of Project Objectives

• GOAL
• Illnesses caused by impure drinking water
  reduced.
• PURPOSE
• Hygienic practices adopted by the rural
  population.
• OUTPUTS
• Clean water provided to 60 of villages in
  Northwest Region.
• Health workers trained.
• ACTIVITIES

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Example of Project Objectives

• ACTIVITIES
• 1.1. Choose sites for wells.
• 1.2. Organize village workers
• 2.1. Develop curriculum.
• 2.2. Recruit health workers.
• 2.3. Conduct training.

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The Logical Framework
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Horizontal Logic of the Logframe
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The Means of Verification
Objectives
Observable Verifiable Indicators
Means of Verification (MOV)
Hierarchy of Objectives
Indicators
Sources of information
Method for data collection
Agency responsible for data collection, analysis,
and dissemination (information producer)
Method for analysis of data
Frequency
Application (expected uses)
Reporting format (letter, written report, oral
presentation, etc.)
Circulation (expected information users)
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Logical Framework and ME

• Continuing rationale
• Efficiency
• Effectiveness
• Effects and impacts
• Lessons learned

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Physical Execution Plan

• Components and indicators
• Activities and tasks
• Time
• Responsibility (for execution)

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Physical Execution Plan
Component/Activities/Tasks
Time
Product
Responsibility
1. Component a. Activity b. Activity c.
Activity 2. Component a. b. c...
7 units 3 units
ConstructionUnit TechnicalSupport Unit
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Financial Execution Plan

• Line-item budgets
• Activity budgets

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Activity Budget
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Monitoring Reports

• Routine
• Special
• Alerts

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Routine Monitoring Reports

• Example Budget reports
• Procedure Some standardized procedures

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Special Monitoring Reports

• Example Bottleneck identification
• Procedure Troubleshooting

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Alerts

• Example Benefits/Costs
• Procedure Cost overruns

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Evaluation Reports

• Periodic review
• Mid-term evaluation
• Management (PPMR)
• Final evaluation