Transcript Le suivi - Handicap International

PM E
This presentation looks
specifically at the monitoring of
projects/ programmes. It follows
on from a more general introduction
to PME systems.
Version 1 – Avril 2003
Monitoring
1.
Importance and risks
2.
Approach
1.
2.
3.
4.
3.
Stakeholders
Indicators
Field of observation
Criteria
Tools
1. For collecting data
2. For analysing information
3. For summarising information
4.
Bibliography
Importance and
risks
Monitoring is the energising
factor in a PME system
A project starts with an analysis of
the requests made, the needs
identified and local resources and
know-how.
The evaluation is for
assessing the quality
of an action, for
drawing conclusions
from the experience
and for reporting on
the action to the
stakeholders
concerned.
The logical framework
is the basic tool for
presenting a project and
working on its
programming,
monitoring and
evaluation
Monitoring is the periodic
supervision of how an action is
being implemented
Its programming
consists of
specifying who ?
does what? when ?
how ? why ?
« Monitoring is the art of procuring the
information necessary for taking those
decisions that govern the orientation of work
underway, as quickly and as inexpensively as
possible» (GTZ, 1997)
Or, to quote Catherine Care on the subject of
sharing knowledge :
“Stop rowing and start steering”
« Arrêtez de ramer et prenez le gouvernail »
The risks (1)

Too much information kills the information!
An surplus of information prevents it from being stored
accurately.
There is not enough time and resources for analysing
and utilising the information.
Too detailed information can prevent the identification of
or hide the important trends
DDC, 1997
The risks (2)

Too little information prevents us :
from anticipating and therefore mobilising the resources
needed for the action;
from reporting on the implementation of activities to the
parties concerned (beneficiaries, partners, funding
bodies, donors…).
Monitoring
system
The essential questions to
ask
The two biggest questions are : who needs the
monitoring information? What information is really
needed?
On this basis, we can determine :
 Who should participate in devising the monitoring
system?
 How should the information be collected, analysed and
presented?
 What degree of detail is required?
 How long and how often should the information be
collected and analysed?
GTZ,1997
The monitoring system
…in the different
fields of
observation…
During programming and
implementation the
stakeholders define and
measure...
… the indicators
for keeping in
touch with
reality…
…according to
different angles of
analysis (criteria).
LOGICAL
FRAMEWORK
A - Who are the stakeholders
concerned?
Those potentially concerned by the definition
and implementation of the monitoring system
are:
Within HI :
Outside of HI :
In the field:project manager,
project team, field
programme director,
administrator…
Local stakeholders,
At head office:desk officer,
technical co-ordination unit,
financial controller, HR
service..
Public institutions,
technical services
Project partners,
Local collectivities ,
Institutional funding
bodies
…
A relatively complex internal stakeholders ’ map
Diagram of the
flow of
information
Head Office
Board/ AC
Technical
management
Methods and Techniques
Section
Terrain
Sections
Directeur opérationnel des
programmes
And all these people need
RH
precise
and specific
information …
Responsable de
programme
And that ’s without counting
the external stakeholders
(partners, institutions, funding
bodies,
donors…).
Directeur
de
Logistique
Financial
controller
programme
Administrator
Stakeholder
Line
management
Project manager
This diagram gives an idea. It is not exhaustive
…due to a lack of space
The information required by
each stakeholder should be
clearly defined
Each stakeholder must define the
information that is essential to him/her.
This will be done as part of the PME
exercise currently underway.
B - What is an indicator ?
Objectively
verifiable
indicator
Measurable indicators that
show whether the objectives
at the three highest levels of
the logical framework have
been attained. The OVI are
the starting point for
developing an appropriate
monitoring system.
UE, 2001
The characteristics of a good
indicator
A good indicator should be
specific – measure what its supposed to measure
measurable
available at an acceptable cost
relevant vis-a-vis a given objective and cover it
have an fixed term.
UE, 2001
For each indicator, who does
what? When?
Who ?
Indicator
Defines
Measures
Management
(presentation,
transmission,
archiving…)
Decisionmaking
When ?
C – The fields of observation
A project or a process can
be schematised as follows
:
Environment
Results
Output
Input
human,
partner,
financial,
Project / Process
Output
Input
Impact
Output
material
resources …
1st level of
results of
activities
2nd level of
results of
activities
3rd level of
results of
activities
The questions to ask:
What goal(s) have
we (not) achieved
?How did we do
it?
What have we
achieved?
What stage are
we at?
Results
monitoring
What are
thelong-term
repercussions of
our work?
What helps or hinders
our work?
Process
monitoring
Impact
monitoring
Context
monitoring
DDC, 1997
Fields of observation matrix
Results
… planned
…unplanned
Process
…favourable
… unfavourable
Impact
…desired
… undesired
Context
Favourable influences
Unfavourable influences
D - The criteria
Relevance = input/ process/
output/ environment
Environment
Impact = actual results/
environment
Expected results
Producti
on
factors
Efficiency =actual
results /resources
(actually)
implemented
Project / Process
Actual results
Efficacy = actual
results / expected
results
Durability = actual result
or process / time
Time
Heeren, 2002
To sum up,
The stakeholders should together draw up management charts that provide them with a
clear vision of exactlywhat stage they are at.
The project manager ’s management chart should be based on his/her project’s logical
framework, the FDP ’s chart should be based on his/her programme’s strategy..
P
E
M
Results
( service offers, local capacity
building …)
Process
(mobilisation of human resources,
financial management…)
Context
Impact
Indicators for assessing the
criteria (efficacy and
efficiency mainly / impact,
relevance and durability to a
lesser extent)
A matrix such as the one below is not only for identifying the indicators, but
also for identifying the form the information should take, the periodicity, use
and circulation..
A matrix like this is only useful if it remains simple.
Type of
information
Periodicity
Collector
Utilisation
Transmission
Campaign report
Monthly
Ministry
Efficacy of the
programme
WHO
Governments
Survey
Annual
Project
Impact
Ministry
WHO
Who report
Twice a year
Ministry/ Project
Monitoring
production factors
WHO (Geneva)
Financial report
Three times a year
Project accountant
Monitoring
production factors
WHO
Governments
Annual report
Annual
Project manager
Efficacy of the
project
WHO
Ministry
Exemple de système d’information de gestion pour un projet d’immunisation OMS de Sahelia
(In : DW Brinkerhoff & JC Tuthill, 1991)
Tools…
… for collecting information
There are many methods for collecting
information :
– Monitoring sheets,
– Individual interviews,
– Enquiries, surveys,
– Observation methods in the field,
– Work meetings
–…
… for analysing data



Before starting to collect information, it is
essential to define what it is to be used for
and how it will be processed.
There are many internal and external
documents providing analysis tools.
For example, you could refer to the internal
document on partnerships for analysing
stakeholders ’ strategies.
… for summarising information
At HI we are snowed under with
information, not always analysed.
 It is essential to provide information
that has been analysed and
summarised.
 One of the main results expected of
the PME exercise is in fact the
definition of those indicators that are
essential to the different stakeholders
(FPD, DO,TC, ODP…).

… and always
bear in mind :
« The quality of monitoring can be
measured by the extent to which it
facilitates the taking of decisions on
project management and
implementation. If they do not
improve the implementation of the
project, any modifications made to
the internal monitoring of the
project are unjustified. »
GTZ
Bibliography
The references given here specifically concern
monitoring.
They are available from the documentation
centre or on the internet.
Bibliographical references on the PME are
given in the general PME presentation
available from the Methodology TC unit.

DDC, July 1997, Monitoring –keeping in touch
with reality, 58p.

F3E/ Europact, 2002, monitoring a
development project– Approach, systems,
indicators, 84p.
Available on the F3E website

GTZ, Monitoring in a project, 28p.
END