hbmon

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Handbook of Monitoring

ISBN: 92-1-131401-6 UN: HS/545/98

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' Tis not enough that justice were done, For justice is not done' Til it be seen to be done.

Anonymous

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Preface:...

This handbook is the result of six years ofmobilization and community managementtraining in the Community ManagementProgramme of Uganda, executed byUN-HABITAT (Habitat) and implemented by theDirectorate of Community Development of theGovernment of Uganda.

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It is designed, however, to be applicable inother countries, so specific situations inUganda are not emphasized, and the writingstyle is kept as simple as possible tofacilitate being translated into vernacularand local languages around the world.

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Many lessons were learned over theyears, some by success, some by failure.Through it all we have seen the potentialstrength and amazing resilience of thecommunities.

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What we have come to realize is that allcommunities, no matter how poor, have resources(many that still need to be identified) that can betapped, so that they, and all of Uganda, candevelop. To tap this huge national resources,mobilization and management training are needed.

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file:///A|/Handbook of Monitoring.htm (1 of 28) [04/18/2006 05:42:43 AM]

Along the way, all the stake holders need toknow how well the intervention (mobilizationand management training) is working. Stakeholders include community members,leaders, field mobilizers, coordinators,managers, administrators, planners at local,district and central level.

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This hand book, directed mainly at the fieldworkers (and recommended for all othersinvolved) provides some guidance, advice, tips,and recommendations for setting up a systemof needed monitoring, so as to let them all knowhow well it is working.

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Phil Bartle, Chief Technical AdviserLaban Mbulamuko, National CoordinatorUganda Community Management Programme

1992-1998

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Introduction:...

This handbook, which is a companion to"Handbook for Mobilizers," and "Handbook toGenerate Wealth," focuses on the monitoringand evaluation aspects of communitystrengthening.

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To complement the other two handbooks,this one goes into more detail about thepurpose and methods of monitoring, fromthe community level to the national level.

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While these three handbooks are intended primarilyfor community workers in the field, we recommendthat they also be read by planners, administratorsand managers involved in empowering low incomecommunities.

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Like the other two, this is a "how-to"book. There is a minimum of description,theory and history; there is an emphasison skills, methods, and principles.

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1. Principles of Monitoring:...

This chapter explains what monitoring is and the purposes it serves.

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1.1. What is Monitoring?...



Monitoring is the regular observation andrecording of activities taking place in a project orprogramme. It is a process of routinelygathering information on all aspects of theproject.

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To monitor is to check on how projectactivities are progressing. It is observation systematic and purposefulobservation.

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Monitoring also involves giving feedback aboutthe progress of the project to the donors,implementors and beneficiaries of the project.

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Reporting enables the gathered informationto be used in making decisions for improvingproject performance.

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1.2. Purpose of Monitoring:...

Monitoring is very important in project planningand implementation. .

It is like watching where you are goingwhile riding a bicycle; you can adjust asyou go along and ensure that you are onthe right track.

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Monitoring provides information that will be useful in:Analysing the situation in the community and its project; l Determining whether the inputs in the project are well utilized; l Identifying problems facing the community or project and finding solutions; l Ensuring all activities are carried out properly by the right people and in time; l Using lessons from one project experience on to another; and l Determining whether the way the project was planned is the most appropriate way of solving the problem at hand.

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2. Monitoring, Planning and Implementation:...



A project is a series of activities(investments) that aim at solving particularproblems within a given time frame and in aparticular location.

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The investments include time, money, humanand material resources. Before achieving theobjectives, a project goes through severalstages. Monitoring should take place at and beintegrated into all stages of the project cycle.

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The three basic stages include:Project planning (situation analysis, problem identification, definition of the goal,formulating strategies, designing a work plan, and budgeting);

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Project implementation (mobilization, utilization and control of resources and projectoperation); and

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Project evaluation. l

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Monitoring should be executed by allindividuals and institutions which have aninterest (stake holders) in the project.

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To efficiently implement a project, the peopleplanning and implementing it should plan for allthe interrelated stages from the beginning.

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In the "Handbook for Mobilizers," we said the keyquestions of planning and management were: (1) Whatdo we want?, (2) What do we have?, (3) How do we usewhat we have to get what we want?, and (4) What willhappen when we do?

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They can be modified, using"where," instead of "what," whilethe principles are the same.

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The questions become:Where are we?Where do we want to go?How do we get there? andWhat happens as we do?

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2.1. Situation Analysis and Problem Definition:...

This asks the question, "Where are we?" (What do we have?).

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Situation analysis is a process through which thegeneral characteristics and problems of the communityare identified. It involves the identification and definitionof the characteristics and problems specific to particularcategories of people in the community.

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These could be people withdisabilities, women, youth,peasants, traders and artisans.

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Situation analysis is done throughcollecting information necessary tounderstand the community as a whole andindividuals within the community.

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Information should be collected on whathappened in the past, what is currentlyhappening, and what is expected to happen inthe future, based on the community'sexperiences.

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Information necessary to understand the community includes, among others:Population characteristics (eg sex, age, tribe, religion and family sizes); l Political and administrative structures (eg community committees and local councils); l Economic activities (including agriculture, trade and fishing); l Cultural traditions (eg inheritance and the clan system), transitions (eg marriages, funeral rites), and rites of passage (eg circumcision);

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On-going projects like those of sub-county, district, central Government, non Governmental organizations (NGOs), and community based organizations (CBOs);

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Socio-economic infrastructure or communal facilities, (eg schools, health units, and access roads); and

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Community organizations (eg savings and credit groups, women groups, self-help groups and burial groups), their functions and activities.

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Information for situation analysis and problemdefinition should be collected with theinvolvement of the community members usingseveral techniques.

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This is to ensure valid, reliable andcomprehensive information about thecommunity and its problems.

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Some of the following techniques could be used:Documents review; l Surveys; l Discussions with individuals, specificgroups and the community as a whole;

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Interviews; l Observations; l Listening to people; l Brainstorming; l Informal conversations; l Village social, resources, services andopportunities;

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Transect walks, maps; and l Problem tree. l

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Situation analysis is very important beforeany attempts to solve the problem

because:It provides an opportunity tounderstand the dynamics of thecommunity;

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It helps to clarify social, economic,cultural and political conditions;

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It provides an initial opportunity forpeople's participation in all projectactivities;

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It enables the definition ofcommunity problems and solutions;and

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It provides information needed todetermine objectives, plan andimplement.

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Situation analysis should be continuous, in order toprovide additional information during projectimplementation, monitoring and re-planning. Situationanalysis and problem identification should be monitoredto ensure that correct and up dated information is alwaysavailable about the community and its problems.

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Since monitoring should beintegrated into all aspects orphrases of the process, let us gothrough each phase and look at themonitoring concerns associatedwith each.

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2.2. Setting Goals and Objectives:...

Goal setting asks the question, "Where do we want to go?" (What do we want?)

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Before any attempts to implement a project, theplanners, implementors and beneficiaries should setup goals and objectives. See Brainstorm for aparticipatory method to do this.

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A goal is a general statement of whatshould be done to solve a problem. Itdefines broadly, what is expected outof a project.

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A goal emerges from the problem that needs tobe addressed and signals the final destinationof a project.

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Objectives are finite sub-sets of a goal andshould be specific, in order to be achievable.



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The objectives should be "SMART." They should be:Specific: clear about what, where, when, and how the situation will be changed;Measurable: able to quantify the targets and benefits;Achievable: able to attain the objectives.... (knowing the resources and capacities at the disposal of the community);Realistic: able to obtain the level of change reflected in the objective; andTime bound: stating the time period in which they will each be accomplished.

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To achieve the objectives of a project, itis essential to assess the resourcesavailable within the community andthose that can be accessed fromexternal sources. See Revealing HiddenResources.

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The planners, implementors and communitymembers should also identify the constraints theymay face in executing the project and how they canovercome them. Based on the extent of theconstraints and positive forces, the implementorsmay decide to continue with the project or to drop it.

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The goals and objectives provide the basisfor monitoring and evaluating a project. .

They are the yardsticks upon which projectsuccess or failure is measured.

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2.3. Generating Structures and Strategies:...

This aspect asks the third key question, "How do we get there?"(How do we get what we want with what we have?)

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The planners and implementors(communities and their facilitators) shoulddecide on how they are going to implementa project, which is the strategy.

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Agreeing on the strategy involves determiningall items (inputs) that are needed to carry out theproject, defining the different groups orindividuals and their particular roles they are toplay in the project. These groups and individualsthat undertake particular roles in the project arecalled "actors."

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Generating the structures and strategies therefore involves:Discussing and agreeing on the activities to be undertaken during implementation; l Defining the different actors and outside the community, and their roles; and l Defining and distributing costs and materials necessary to implement the project. l

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After establishing the appropriateness of the decisions, theexecutive should discuss and agree with all actors on howthe project will be implemented.

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This is called designing a workplan. (How do we get what wewant?).

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A work plan is a description of the necessary activities set out in stages, with rough indication ofthe timing.

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In order to draw a good work plan, the implementors should:List all the tasks required to implement a project; l Put the tasks in the order in which they will be implemented; l Show allocation of the responsibilities to the actors; and l Give the timing of each activity. l

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The work plan is a guide to project implementation and a basis for project monitoring. It therefore helps to:

Finish the project in time; l Do the right things in the right order; l Identify who will be responsible for what activity; and l Determine when to start project implementation. l

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The implementors and planners have to agree onmonitoring indicators. Monitoring indicators arequantitative and qualitative signs (criteria) formeasuring or assessing the achievement of projectactivities and objectives.

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The indicators will show the extent towhich the objectives of every activityhave been achieved. Monitoringindicators should be explicit, pertinentand objectively verifiable.

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Monitoring Indicators are of four types, namely;Input indicators: describe what goes on in the project (eg number of bricks brought on site and amount of money spent);

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Output indicators: describe the project activity (eg number of classrooms built); l Outcome indicators: describe the product of the activity (eg number of pupils attending the school); and

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Impact indicators: measure change in conditions of the community (eg reduced illiteracy in the community).

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Writing down the structures and strategies helps inproject monitoring because they specify what will bedone during project implementation.

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Planning must indicate what should bemonitored, who should monitor, andhow monitoring should be undertaken.

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2.4. Implementation:...

Monitoring implementation asks the fourth key question "What happens when we do?"

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Implementation is the stage where all theplanned activities are put into action. Beforethe implementation of a project, theimplementors (spearheaded by the projectcommittee or executive) should identify theirstrength and weaknesses (internal forces),opportunities and threats (external forces).

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The strength and opportunities are positiveforces that should be exploited to efficientlyimplement a project. The weaknesses andthreats are hindrances that can hamperproject implementation. The implementorsshould ensure that they devise means ofovercoming them.

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Monitoring is important at this implementationphase to ensure that the project isimplemented as per the schedule. This is acontinuous process that should be put in placebefore project implementation starts.

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As such, the monitoring activities shouldappear on the work plan and should involveall stake holders. If activities are not goingon well, arrangements should be made toidentify the problem so that they can becorrected.

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Monitoring is also important to ensure thatactivities are implemented as planned. Thishelps the implementors to measure how wellthey are achieving their targets. This is based onthe understanding that the process throughwhich a project is implemented has a lot of effecton its use, operation and maintenance.

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Therefore implementation of the project ontarget is not satisfactory hence a need forimplementors to ask themselves andanswer the question, "How well do we getthere?" (What happens when we do?)

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2.5. Summary of the Relationship:...

The above illustrates the close relationship between monitoring, planning and implementation.It demonstrates that:

Planning. describes ways which implementation and monitoring should be done; l Implementation. and monitoring are guided by the project work plan; and l Monitoring. provides information for project planning and implementation. l

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There is a close and mutually reinforcing(supportive) relationship between planning,implementation and monitoring.

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One of the three cannot be done in isolationfrom the other two, and when doing one ofthe three, the planners and implementorshave to cater for the others.

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3. Evaluation:...

Evaluation differs from monitoring, but they are closely related.

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3.1. The Meaning of Evaluation:...

Evaluation is a process of judging value onwhat a project or programme has achievedparticularly in relation to activities plannedand overall objectives.

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It involves value judgement and hence it isdifferent from monitoring (which is observationand reporting of observations).

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3.2. Purpose of Evaluation:...

Evaluation is important to identify theconstraints or bottlenecks that hinder theproject in achieving its objectives.Solutions to the constraints can then beidentified and implemented.

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Assessing the benefits and costs that accrue tothe intended direct and indirect beneficiaries of theproject. If the project implemented is for example,the protection of a spring, evaluation highlightsthe people who fetch and use water and the peoplewhose land is wasted and whose crops aredestroyed during the process of water collection.

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Drawing lessons from the project implementationexperience and using the lessons in re-planning ofprojects in that community and elsewhere; and

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Providing a clear picture of the extentto which the intended objectives of theactivities and project have beenrealized.

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3.3. The Process of Evaluation:...

Evaluation canbe done: (a)before, (b)during, and (c)afterimplementation.

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Before project implementation, evaluation is needed in order to:Assess the possible consequences of the planned project(s) to thepeople in the community over a period of time;

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Make a final decision on what project alternative should beimplemented; and

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Assist in making decisions on how the project will be implemented. l

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During project implementation: Evaluationshould be a continuous process and shouldtake place in all project implementationactivities.

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This enables the project planners andimplementors to progressively review theproject strategies according to the changingcircumstances in order to attain the desiredactivity and project objectives.

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After project implementation:. This is to retrace the project planning and implementation process, and results after project implementation. This further helps in:

Identifying constraints or bottlenecks inherent in the implementation phase; l Assessing the actual benefits and the number of people who benefited; l Providing ideas on the strength of the project, for replication; and l Providing a clear picture of the extent to which the intended objectives of the project have been realized.

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4: Management Information:...

Management information and informationmanagement are different; managementinformation is a kind of information (thedata); information management is a kind ofmanagement (the system).

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Information management is the process ofanalysing and using information which has beencollected and stored in order to enablemanagers (at all levels) to make informeddecisions. Management information is theinformation needed in order to makemanagement decisions.

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Monitoring provides informationabout what is going on in theproject.

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This information is collected during the planning andimplementation phases. The information helps to detect ifanything is going wrong in the project. Management cantherefore find solutions to ensure success.

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4.1. The Importance of Management Information:...

Management Information is important to:Make decisions necessary to improve management of facilities and services; and l Implement participatory planning, implementation, monitoring and evaluation. l

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4.2. How to Use Information Management:...



To be able to use information to makemanagement decisions, the information shouldbe managed (collected, stored and analysed).Whereas information management (the processof collecting and storing information) andmanagement information (the informationneeded to make informed decisions) aredifferent; they always reinforce each other andcannot be separated in day to day operations.

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Management information therefore involves:determining information needed; l collecting and analysing information; l storing and retrieving it when needed; l using it; and l disseminating it. l

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Determining Information Needed forManagement: During project planning,management and monitoring, much informationis generated. Some is needed for makingmanagement decisions on spot; other for latermanagement decisions.

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A good management information systemshould therefore assist the projectmanagers to know the information theyneed to collect, for different managementdecisions at different times.

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Collecting and Analysing Information forInformation Management: Information can be gotfrom reports of technical people, village books,forms filled by the different actors, communitymeetings, interviews, observation andcommunity maps.

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Storing Information: It is important to storeinformation for further references.Information can be stored in the villagebook, project reports, forms and in themind. The major principle in informationstorage is the ease in which it can beretrieved.

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Using Information: Information can beused for solving community problems,determining resources (amount andnature), soliciting for their support anddetermining future projects.

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Dissemination or Flow of Information: For informationto be adequately used it needs to be shared with otherstake holders or users. The other stake holders canalso use this information for their managementdecisions and they can help the one collectinginformation to draw meaning and use out of it formanagement purposes.

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Information should be shared betweenthe village, parish, sub-county, district,national office, NGOs and the donor.

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Management information is part and parcel ofmonitoring because such information is got duringmonitoring and helps in the planning andimplementation of monitoring activities.

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5. Participation in Project Monitoring:...

Monitoring is a vital management role thatcannot be left to one stake holder. .

Therefore as many individuals and institutions aspossible that have any interest in the project, at alllevels, must participate in monitoring.

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5.1. Advantages of Participation:...

The advantages of participation in monitoring include: (a) a common undertaking, (b) enhancingaccountability, (c) better decisions, (d) performance improvement, (e) improved design, and (f)more information.

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Common Understanding of Problems andIdentification of Solutions: Participative monitoringhelps stake holders to get a shared understandingof the problems facing the community or project(their causes, magnitude, effects and implications).

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This facilitates the identification ofsolutions. These solutions are morelikely to be appropriate because they arederived from a current situation.

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Benefits the Target Groups andEnhances Accountability: Participationin monitoring ensures that the people towhich the project was intended are theones benefiting from it.

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It increases the awareness of people's rights, whichelicits their participation in guarding against projectresource misappropriation. Guarding againstresource misappropriation makes projectimplementation less expensive.

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Making Appropriate Decisions:Monitoring provides informationnecessary in making managementdecisions.

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When many people participate in monitoring it means thatthey have participated in providing managementinformation and contributed to decision making. Thedecisions from this are more likely to be acceptable andrelevant to the majority of the population. This makeshuman and resource mobilization for projectimplementation easier.

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Performance Improvement During Monitoring: if aperformance deviation is discovered solutions canbe devised. To find appropriate decisions that canbe implemented requires the participation of thosepeople who will put the solution into practice.

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Therefore participation in monitoringcan help improve project performance.

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Design of Projects: The information generated duringproject monitoring helps in re-designing projects inthat locality to make them more acceptable.

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The lessons learned can also be usedin the design of similar projectselsewhere.

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Collection of Information: If many peopleparticipate in monitoring they are morelikely to come up with more accurateinformation. This is because, informationthat is omitted by one party, can becollected by the other.

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Each stake holder is putting varying emphasison the different aspects of the project usingdifferent methods. Alternatively, one partyknowing that the information they are collectingwill be verified, forestalls deliberate wrongreporting.

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5.2. Challenges of Participation in Monitoring:...

Whereas participation in monitoring has anumber of virtues, it is likely to face a numberof challenges.

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The challenges include: (a) high costs, (b)variations in information, and (c) inaccuracies.

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High Initial Costs: Participation in monitoringrequires many resources (eg time, transport andperformance-related allowances).

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It is a demanding process that canover-stretch volunteer spirit atcommunity level and financial resourcesat district and national levels. Thereforeit must be simple and focussed to vitalelements.

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Quantity and Variety of Information:Monitoring requires collection,documentation and sharing of a wide rangeof information.

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This requires many skills that are lacking in thecommunities. It therefore necessitates muchtime and resources for capacity building. Italso risks wrong reporting.

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Inaccuracy of Information: Some stake holders,from the community to the national level, mayintentionally provide wrong information to depictbetter performance and outputs or because ofcommunity or project differences.

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To counteract wrong or incorrectreporting needs sensitization andconsensus building that is difficult toattain.

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The advantages of participation inmonitoring are evidently more than thechallenges.

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It is therefore necessary to encourage andsupport participatory monitoring as we devisemeans to counteract the challenges.

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6. Levels of Monitoring:...

Monitoring should be carried out by all stakeholders at all levels. Each level, however, hasspecific objectives for monitoring, methodsand therefore roles.

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For monitoring to be effective, there is need fora mechanism of giving feedback to all peopleinvolved at all levels (community, district,national and donor).

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6.1. Monitoring at Community Level:...

Community level is where implementation andutilization of the benefits of the project take place. Inmost cases it is the village and parish level. At thislevel, the major purpose of monitoring is to improvethe implementation and management of projects. Theinterest of the community as a whole in monitoringschool construction, for example, is to ensure that theconstruction of the school (an output) is being doneas planned.

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The specific objectives for monitoringat this level therefore include, (a)ensuring that the projects areimplemented on time, (b) that they areof good quality and (c) that the projectinputs are well utilized.

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Monitoring at this level involves:

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Identifying a community project. This shouldbe identified in a participatory manner toreflect the community needs and stimulatepeople's interest in its implementation andmonitoring.

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If the process of project identification is notwell done and does not reflect communityinterests, it is likely that the communities willnot participate in the monitoring of theimplementation activities;

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Identifying the team(s) to spearheadthe monitoring of the project in thecommunity.

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The roles of each team, how they should carry out themonitoring process, the use and sharing ofinformation generated with other groups within andwithout the community, should be specified andexplained;

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Design a work plan that guides projectmonitoring. The work plan should specifythe activities in the order that they will beexecuted and the individuals to executethem.

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This helps the people monitoring to know theactivities that should be carried out byparticular individuals in a given period of time. If the activities are not carried out, the peoplemonitoring get guidance in coming up withsolution(s);

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Determine the major activities from thework plan. Whereas all activities in thework plan are necessary and should bemonitored, it is useful to identify themajor activities on the basis of whichobjectives and indicators would be set.

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For example if the preparatory activities in a schoolconstruction project include, communitymobilization, borrowing of hoes from theneighbouring village, digging of the soil andfetching of water for brick making, the major activitysummarizing all the sub-activities could be brickmaking.

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Determine the indicators for eachactivity objective. The indicatorshelp the that team monitoring to tellhow far they have gone in achievingthe objectives of each activity. Inour example, one indicator could bethe number of bricks made. and

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Compare what is happening with what was plannedshould be done in the process to tell whether the projectis on schedule and as planned. The monitors shouldcheck at the indicators to measure how far they havereached in achieving the objectives. This shouldinvolve looking at the quality of work to ensure that it isgood. The monitoring team may need to involve atechnical person like a local artisan or a technician fromthe district to ascertain the quality of the project (if it isof a construction).

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The monitoring team should then agreeon how often they should visit theproject site as a means of verifyingwhat is taking place.

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For a community project, to avoid big deviationsfrom the work plan, monitoring visits should becarried out at least once a week. During the projectvisits, the team should look at what is happening(observe) and talk to every body who is involved inthe project;

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For each activity, the monitoringteam should identify the objectives. .

For example the objective of brick making as an activityduring the school construction project could be; tomake ten thousand bricks by the end of February.

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Whenever a monitoring visit is carriedout, those monitoring should write downwhat their findings. They can use a formattached in the annex or agree on anyother reporting format that captures thefindings of the exercise in relation to thework plan.

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The findings from the monitoring visits should bediscussed with other members of theimplementation committee. The monitoring andimplementation teams should use the informationcollected to detect and solve the problems facingthe project.

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The monitoring and implementation teams shouldstore the information well and use it for futureactions and to inform other stake holders.

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At each site there should be a file in whichcopies of monitoring reports and otherdocuments related to the project are kept.

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6.2. Monitoring at District and Sub-County Level:...

The district and sub-county officialsshould get information from thecommunity monitoring (monitoringperformance in relation to turning theinputs into outputs).

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They should also monitor the outcome of theproject (eg the effect of school construction on theenrolment levels). The district should also monitorthe increase in strength, capacity and power of thetarget community to stimulate its owndevelopment.

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The objectives therefore include: supporting theimprovement in project performance and measuringthe applicability of the way the project was designed inrelation to community strengthening.

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The methods for monitoring that canbe adopted at this level include (a)routine monitoring and (b) qualitativesupport.



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Routine Monitoring and Supervisory Support:This requires the District Project Coordinator,Community Development Assistant, othertechnical staff and politicians at the district andsub-county to visit the project sites to ascertainwhat is happening in relation to what wasplanned.

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A copy of the work plan and communitymonitoring reports should be kept in theproject site file. This will help whomeverwants to compare progress with the workplan and get comments of the monitoringteam to do so without necessarily tracingthe members of the monitoring team whomay not be readily available.

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During routine monitoring, discussions shouldbe made with all the people involved in theimplementation and monitoring of the project.Look at the manner in which each teamperforms its duties (as a means of verifying theincrease in community capacity).

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Make and record comments about good andbad elements in the project. Recommendsolutions showing who should undertakethem, with financial, time and the negativeeffects that may accrue to the project if theyare not taken. A copy of the commentsshould be left in the project site file/book andthe other discussed and filed at the district.

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The sub-counties and districts shouldorganize discussions of project progress atleast once a month.

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Also file and submit a project progress reportas part of the routine monthly reporting to thedistrict and national office respectively.

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The major issues to look at during the district and sub-county routine monitoring include;Levels of actual community, sub-county, district and donor contributions (including funds, materials, time and expertise);

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Timely implementation and quality of projects; l Appropriate use and accountability of community and donor resources; l Level of community involvement in the project; l Commitment and performance of community committees; and l Timely use of information generated through the community routine monitoring. l

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Qualitative Enquiry: Thedistrict, in liaison with thesub-county, should organizeFocus Group Discussions,Key Informant Interviews, andCommunity GroupDiscussions, withcommunities and other keyinformants at least twice ayear.

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These enquiries would help the district to:Verify some of the information collected by thecommunity and district;

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Get information on issues that are not captured duringthe routine monitoring;

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Discuss on spot with the communities on possiblesolutions to problems hindering project performance;and

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Discuss with the community, learn from them, explaincapacity building issues.

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These qualitative enquiries should be simple andinvolve the community members to reduce the costsand enable the community members to learn how toconduct them as a means of communitystrengthening. The outputs should be analysed inrelation to the community and routine district findingsand should also be used to discuss solutions.

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Findings should be well documentedand shared at the national level inorder to assist national levelmanagement information.

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The major issues during the qualitative enquiries include:Establishing whether the projects were the community priorities (also the appropriateness of the project identification);

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Community members' knowledge and appreciation of the project methodology, and their willingness to participate and contribute to the project activities;

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Effectiveness of the community members during project monitoring; l Opinions of community members on quality and use of resources (accountability); l Skills (eg decision making capacity and negotiation skills), acquired by specific categories of people in the community during project implementation; and

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Community knowledge of their rights and obligations. l

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Before qualitative enquiries, each district and sub-countyshould identify and discuss any management informationgaps to form periodic themes.

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Specific designs would also beagreed upon at this stage.

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6.3. Monitoring at National and Donor level:...



Monitoring at the national and donor level is to find out if project inputs are wellused (desired outputs are being realized), project design is appropriate, and for

learning.

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The objectives of monitoring at this level include:To ensure that the inputs for are efficiently and effectively utilized. l That the planned activities are being realized; l To measure the applicability of the methodology to community strengthening; and l To draw lessons from the project intervention for future projects in the country and beyond. The lessons will provide the basis for project methodology replication.

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The methods for monitoring at this level include: (a) routine monitoring,(b) action research and qualitative enquiries, and (c) surveys.

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Routine Monitoring: Routine monitoring shouldbe done on a quarterly basis by project staffand the ministry's planning unit to check on thelevels of activities and objectives. Since thenational level gets information about theprojects and activities through monthly districtprogress reports, national routine monitoringshould be limited in scope.

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It should cover aspects that appearcontradictory, problematic, very satisfactoryor unique. These would enable the nationaloffice to provide the necessary support anddraw lessons.

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Action Research and QualitativeEnquiries: The national office shouldcarry out in-depth qualitative enquiriesonce a year.

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These should focus on drawing lessons from theproject design and implementation experiences forreplication.

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Therefore, the major issues at this level include:The contribution of community projects on national and donor priorities; l Satisfaction derived by the communities (levels of service and facility utilization); l Capacity of the community to operate and maintain the services and facilities; l Ability of the community members to pay for the services and facilities; l Appropriateness of the project methodology in light of national policies; l Leadership, authority and confidence within communities; l Capacity building and functioning of local governments and district personnel; l Representation (especially of women) in the community decision making process; l Replication of experiences in other projects and training institutions; l Capacity building of existing individuals and institutions; and l The functioning of the monitoring and management information systems. l

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Surveys: Surveys should also be conducted to gather quantifiable data andsupplement the information generated through other methods. These can be

contracted to research institutions such as at universities.

...

6.4. Monitoring Issues and Procedures at Different Levels:...

Monitoring issues and procedures are described herefor each level. This is to emphasize that the stakeholders should spearhead but not exclusively carry outall monitoring. In practice, the issues and proceduresof the different stake holders overlap. Each stakeholder should support others in monitoringresponsibilities.

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Issues mentioned in this section arenot exhaustive but indicate whatshould be done. Each level shouldtherefore collect information on anyother issues deemed relevant to theparticular situations.

...

These are presented as three tables (1) community level, (2) districtlevel, and (3) national level, indicating the key issues at each level.

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6.5. Community Level:...



At the community level the three main actors who have astake in the community strengthening intervention are the:

CBO Executive or Implementing Committee (CIC) ofthe community project;

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Community mobilizers; and l Parish Development Committee (PDC). l

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The following table looks at themain issues of interest,monitoring indicators, means ofobserving, frequency, andsuggested monitoringprocedures, for each of thesethree stake holders.

...

Stakeholder Issue Monitoring Indicator Means of

ObservingFreq. MonitoringProcedure

ExecutiveCommittee

TimelyImplementationof Projects

Number of projectactivities implemented intime

Routineproject visits Weekly

Members use routinemonitoring form

Appropriateuse ofprojectresources

No materials misused

Routineproject visits.Projectqualitychecks

Weekly

Members use routinemonitoring form.Check quality usingthe technician'sguidelines

Propercollectionand storageof projectinformation

Percentage of projectswith project site files;number of reports in sitefiles

Reviewingthe projectsite files

Weekly

Members of theproject committeereview the project sitefile, reports andcomments

CommunityMobilizers

Realisticprojectimplementationwork plan

Number of project workplans with wellsequenced activities

Compareactivities inthe work planwith how theyareimplemented

Monthly

Mobilizers (1) reviewsequence of projectwork plans with atechnical person, and(2) conduct monthlyproject site visits

Communityparticipationin projectactivities

Number of personsperforming their roles

Number ofactivities.Amount ofresourcesprovided bythecommunity

MonthlyProject site visits;Discussions withpeople about theircontributions.

ParishDevelopm'nt Committee

Accountabilityof ProjectResources

Percentage of resourcesaccounted for

Resourceaccountabilityform

QuarterlyPDC members useproject resourceaccountability form

......

6.6. Sub-County and District Level:...



At the district and sub district(more than one community) level,the main actors who have a stakein the community strengtheningintervention are the:

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Community Development Assistants (CDAs); l Planning Unit; and l District Project Coordinator, (DPC) who, if aministry official, is usually a CommunityDevelopment officer (CDO), or an NGO equivalent.

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The following table looks at the main issues of interest, monitoring indicators, means ofobserving,

frequency, and suggested monitoring procedures, for each of these three stake holders.

...

Stakeholder Issue MonitoringIndicator

Means ofVerification

Freq. MonitoringProcedure

CommunityDevelopmentAssistant

Functioning ofmobilizers andcommunitycommittees

Number ofcommitteesperforming theirroles

Review of eachcommittee'sperformance

Twice ayear

CDA during thequalitative enquiriesdetermine theperformance of eachcommittee

District Project Coordinator

and

Planning Unit

Identification ofprojects that fall inthe district planand nationalpriorities

Number ofprojects under thedistrict plan

Review of projectidentificationreports.Project visits

Twice ayear

The planning unitreviews the plansfrom the parishes, toestablish if they fallunder the district planand national priorityareas

Communityleadersacquisition ofcommunitymanagementskills

Number ofvillages usingcommunityparticipationin planningand implementingprojects

Review of projectreports. Focusgroupdiscussions andother qualitativeenquirytechniques

Twice ayear

Planning unitconducts qualitativeenquiries to find out ifcommunities areparticipating in projectactivities. Districtspecific proceduresmust be designedwhen exercises takeplace

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6.7. National and Donor Level:...

At the national or country level, there are two main stake holders, (1) The ministryor agency that is implementing the intervention or project, and (2) any external

national or international donors that are contributing to the intervention or project.

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Stakeholder Issue Monitoring Indicator Means ofVerification Freq. Monitoring Procedure



National Office

and

Donors

Communityknowledge ofmethodology

Proportion of peopleaware of themethodology

Surveys, focusgroup,discussions, keyinformantinterviews

AnnuallyAgency or Ministrydesign and conduct theannual studies

Effectivenessof the projectdesign

Percentage of project outputsattained. Percentage of designaspects appreciated by thecommunity

Review ofproject reports,Surveys, FocusGroupDiscussions, KeyInformantInterviews

AnnuallyAgency or Ministrydesign and conduct theannual studies

Adaptation ofimplementationexperiences byother projectsandinstitutions inthe country

Proportion of the projectdesign aspects adapted

National andinternationaldiscussions

Annually

Agency or Ministry conductsmeetings with academicinstitutions and communityprojects to find out themethodological aspects thathave been replicated

....

7. Reporting:...

Reporting is a major activity duringproject monitoring. It is the way in whichinformation about the process and outputof activities, and not just the activities, isshared between the stake holders of theproject. See also Report Writing.

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In case of the school construction project,reporting does not end at mentioning the numberof times the community met to make bricks andbuild the school walls, but also mentions thenumber of bricks and school walls that wereconstructed plus the process through which theywere accomplished.

...

In community projects, reporting is mainly done through two ways: verbal and written.

...

7.1. Verbal Reporting:...

This is a process where reporting is doneorally. It is the commonest means ofreporting.

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The community members find it easier and moreeffective to communicate to others in words.

...



The advantages of verbal reporting are:The ability for a wider proportion of the community to participate. Many communitymembers especially in rural areas are illiterate and cannot write. Those that can write findthe writing of reports time and resource consuming which makes them reluctant todocument all the information acquired during project monitoring.

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Clarity and timely distribution of information. Verbal reporting is always done immediatelyafter an event. This makes the information arising out of the process to be relatively valid,reliable and up to-date than the information that is documented. The people that give thereports, get an opportunity to discuss with the community and get immediate feedback.This helps in decision making.

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Low cost. Verbal reporting cuts down significantly the time and other resources spent onreporting.

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...

The challenges of verbal reporting include:Wrong reporting. Some community members may deliberately disseminate wronginformation verbally to protect their interests. Verbal reporting is so tempting because aperson reporting knows that no body will disqualify the reports. In other cases the peoplegiving the information are not given the time to think through the responses.

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Storage, replication and consistency: Since during verbal reporting information is neitherdocumented nor recorded, it is very difficult to keep and retrieve it for further use. Thisinformation is only kept in the minds of people who participated in the implementation ofthe project. This therefore makes it difficult to share the information with people beyondthe community especially in instances where those people who know the informationcannot or are not willing to reveal it. The information collected is also not likely to beconsistent especially in cases where past information is needed to generate new data.

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...

7.2. Written Reporting:...

During monitoring it is important to reportabout the results of activities not just theactivities.

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Write what you observe, along with reviewingreports of technical people.

...

The advantages of written reports are:They provide reliable information for management purposes (Written reports can be cross-checked over time with other information to ascertain accuracy);

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They help to provide information from the technical people; and l The reports that are written are easy to manage. l

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The challenges of written reports are:Day to day writing during project monitoring activities is always ignored; and l Documentation of reports is very costly both in time and money. l

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7.3. Reporting Roles of Key Stake holders:...

Community level:

...

Project Committees:Design and publicize (in liaison withmobilizers) the project implementation workplan to the, Parish Development Committee,Local Councils and the community;

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Compile and publicize the monthly projectprogress reports to the Parish DevelopmentCommittee, Local Councils at village andparish level and Community DevelopmentAssistant; and

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Keep the project site file (including the workplans, monitoring reports and any otherspecific project information) for eachproject.

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Community Mobilizers:Prepare reports about village levelproject identification process andsubmit copies to the ParishDevelopment Committee and theCommunity DevelopmentAssistant;

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Collect and submit reports aboutthe community and specificindividuals in the community; and

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Submit reports on all trainingconducted in the community.

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...

Parish Development Committees:Give an up-date about projects in theparish to the community in local councilmeeting;

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Report to community and CDA aboutresources and how they are used in eachproject;

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Submit an annual report to the CDA on themain actors in the community projects.

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Local Council One and Two:Document minutes of council andexecutive meetings for theirmanagement decisions and use bythe sub-county, district and nationalteams.

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...

Sub-County and District Level:



Community Development Assistant:Submits a monthly summary of project progressreports to the district;

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Report on status and functioning of communitymobilizers, project committees and parishdevelopment committees;

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Submits a summary of training conducted bymobilizers and to the mobilizers;

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Submits a report on the main contributors in thecommunity projects to the district.

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Community Development Officer(District Coordinator):

Submits a monthly summaryof district progress reports tothe national office.

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...

National Office:

National Coordinator:Submits half year progress reportsin the country to the nationalsteering committee, ministry anddonors;

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Prepares up-dates of projectactivities and outputs and submitscopies to each district, who in turnpublicize the report to the sub-counties and parishes.

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Submits SWOT (Strengths, Weaknesses,Opportunities, Threats) reports twice a yearon the strength and weaknesses of theproject design to the ministry and donors.Include bad and good implementationexperiences. May be part of the six monthreport;

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Compiles and publicizes survey andqualitative enquiry findings whenever suchstudies are conducted.

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... ...

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Local DiskHandbook of Monitoring

hbmon

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