monitoring and evaluation learning and development
DESCRIPTION
sesh sukhdeo. Learning and development, monitoring and evaluation.TRANSCRIPT
–Understand how to review existing documentation, process and systems.
–Learn how to gather information related to M&E.
–How to enhance and gain buy in from relevant stakeholders.
–Prepare a detailed M&E plan including indicators, baselines and
targets, defining data (quantitative and qualitative) –Establish an implementation team(s) and mechanisms to
conduct M&E, identifying and meeting capacity needs, establishing methods and/or data sources for currently unobtainable data.
–Provide training to ensure relevant data sources, project
owners, implementers and users are adequately equipped to provide the required information on an ongoing basis.
–Closely monitor programme and project implementation against
all indicators, measure and report progress towards results.
*Many people have come to understand evaluation in a negative way as a process of inspection.
*So design is important
• Can be understood as the “observe and reflect” aspects of the learning cycle
• Sometimes a sharp distinction is made between monitoring and evaluation.
• However, monitoring is really a simpler and more continuous form of evaluation. Both involve reviewing experiences and evidence of impact of activities, and both involve reflection and learning towards improving how things are done in the future.
*ROI calculations do not take into account the shelf life of the training program and impact makes this difficult to calculate.
• The chain of cause and effect relationships may start with improvements in the area of learning and growth.
The direction of the cause and effect relationships is emphasized below.
Learning and growth + Internal business process = Customer and
Financial growth
Is a set of hypotheses about cause and effect relationships.
Defining an organization's strategy involves:
1. Defining the market the organization plans to serve - local, national, global
2. Defining the customer. Broad or narrow, age group, income level etc.
3. Identifying the critical internal processes needed to capture and satisfy those customers.
4. Determining the individual and organizational capabilities required in the other perspectives.
•How well are we doing?
•Are we doing the right things?
•What difference are we making?
•Does the approach need to be modified, and if so how?
*Monitoring can be focused on both the immediate processes and results, and on the longer-term impacts.
Level 4 - Results What organizational benefits resulted from the training?
Level 3 - Behaviour To what extent did participants change their behaviour back in the workplace as a result of the training?
Level 2 - Learning To what extent did participants improve knowledge and skills and change attitudes as a result of the training?
Level 1 - Reaction How did participants react to the program?
• Evaluation can give people who have participated in an endeavour the opportunity to reflect on their achievements.
• The process should enable the lessons of an experience to be articulated and debated so that a collective analysis can be carried out.
•Where failure and negative impacts have to be faced, they should be embraced as opportunities to learn.
*Participatory Monitoring and Evaluation is a large and rapidly growing field.
*It can be defined as an "approach which involves others, deciding together how progress should be measured, and results acted upon.
•Participation in the design of the process, and in analysis
•Negotiation on indicators, methods, use of information and subsequent action
• Learning for subsequent improvement
• Flexibility of the process
*Designing a sustainable process
*Reconciling different standards of the credibility of information
*Scaling-up the use of PM&E into large organisations and programmes
• Participate monitoring mechanisms –
• Performance measurement system –
• Indicators and baselines
