Controlling

CONTROLLING

Planning Concepts and Tools

•Analyzing the External Environment•Analyzing the Internal Organizational Context•Setting Directions / Planning Matrix

Managing Finances and Other Resources

Monitoring and Evaluation

Tools in Monitoring and Evaluation

Analyzing Systems and Structures

The Control Process• Control is the process of assuring that

organization plans, programs & specific tasks are carried out effectively & efficiently.

• Plans & programs are usually translated into quantitatively measured targets, for control purposes these targets are made the responsibilities of individuals/units.

• The process of monitoring the implementation performance of plans & programs as well as evaluating their realization is called Management Control.

Pastoral Concern /

Issue

Concern / Issue Responded

Programs and plans are laid down to respond to real needs and concerns

Process: leads us to concrete responses to identified needs or concerns

Monitoring and evaluation are essential in controlling the process. They are organic parts of the program / project . M and E enable the manager to take a pulse and facilitate feedbacking. It makes projects and programs effective. Constant learning from experience enhances capacity of implementers to respond to pastoral concerns.

Monitoring is the systematic collection and analysis of information while the implementation of an activity, program or project is on progress. It is based on activities and measurements of success that are laid down.

Evaluation is a formal and systematic assessment whether the laid down objectives are achieved or not. It compares the actual processes and results with the planned processes and results .

Planning Implementation

Monitoring

Eval.

Midterm / Formative Evaluation

Terminal / Ex -post Evaluation

Eval.Eval.

Appraisal/ Ex -ante Evaluation

Monitoring Evaluation

• intended achievements can be compared with actual achievements

• to recognize successes

• to identify deviations

• to anticipate problems or challenges

• to make necessary and timely corrective action

• to determine whether the set objectives were appropriate for the identified concerns and needs

• to know if the program or project was able to realize its intended purposes

• to know if the planned processes were done; the strategies effective

WHY?


• to steer implementation towards realizing the objectives

• to determine whether resources are sufficient and are being well used

• to assess whether capacity is sufficient and appropriate

• to know if resources at hand were properly used

• to know the broader and longer effects and side effects of the program

• to further improve programs and their management

• to generate knowledge that can be shared

WHY?


• collection, analysis and understanding of relevant information to make timely necessary and corrective actions.

• project managers, can be external, activities and budget figures

• ongoing-continuous

• review of program or project performance and impact on target groups

• evaluators - external/ internal, impact of project

• Periodic

Comparison

Efficiency (maximum output with less input)

Effectiveness(achivement of objectives)

Impact(significant results or difference)

Intervention Intervention LogicLogic

AssumptionsAssumptionsVerifiable Verifiable IndicatorsIndicators

Sources of Sources of verificationverification

ActivitiesActivities

ResultsResults

Project Project PurposePurpose

Overall Overall ObjectivesObjectives

Pre-Pre-condictionscondictions

MeansMeans CostCost

Monitoring and Evaluation in the Logframe

EVALUATION

MONITORINGACTIVITIES

OUTPUTS

OUTCOMES

IMPACT

MONITORING

•is a management task which ensures continuous review and assessment of the inputs, transformation processes and outputs of the project. It takes place at all levels of management. • is a communication process among the different actors involved in order to reach a common understanding of the achievement of the planned results or objectives. • involves comparison of the actual progress against plans to identify necessary remedial or corrective measures. • uses both formal reporting and informal communication flows.

Designing A Monitoring System

1.Define the management structure

2.Clarify Objectives

3.Select Information Chapters

4.Formulate Managers Questions

5.Determine Indicators

6.Define Information Flow and

Responsibilities



Board

Coop Manager

Education Committee

Coordinating Body

Education Officer



Board monitor overall direction and progress of strategic plan implementation

Coop Manager monitor delivery of services, functioning of coop staff

Education monitor implementation of education program,

Committee coordination with staff and consultants

Coordinating Body monitor activities, schedules – their coordination

Education Officer monitor actual training, budget and resource procurement and use


OutputOutput R1. Members’ attitudes and skills are further developed

1.1 Contact and seek commitment from NGOs for consultancy and support for education

1.2 Conduct an education and training needs assessment.

1.3 Design a responsive education and training program

1.4 Implement and evaluate the program


2. Clarify Objectives


3. Select Information ChaptersMonitoring Input: Finance, Resource Person, Training Materials, Venue

Monitoring of the Process (throughput): planned activities, personnel performance, partnership and coordination

Monitoring Output: Results of training / changes on the participants (knowledge, attitudes, skills )

Monitoring Reaction: effect of training (purpose level) impact of training (overall objective level)

Monitoring of the Context: assumptions, unforeseen events


4. Formulate Managers QuestionsMonitoring Input: •Is the budget made available and well used?•Are there available and capable resource persons?•Are quality training materials adequate and available?

Monitoring of the Process (throughput):•Are the planned activities done as scheduled? Did they cover the target number :participants, contacts?•How did the staff / resource person perform their function?•How strong and substantial are the partnerships with NGOs?

Monitoring Output: •What are the skills and knowledge developed?


5. Determine IndicatorsInput:•Budget and actual expenses; items on budget or excess spending•Number and qualification of resource persons?•# materials per module per participant, quality of materials?

Monitoring of the Process (throughput):•Activities implemented and not implemented•# of participants targeted and actually involved•Tasks performed and not performed by staff•MOA covers resource person, materials and budget counterpart within defined timeframe 2 years.


6. Define Information Flow and Responsibilities

Responsible Person

Data to be Collected

Where How Who receives Information

When

Who in the structure is responsible in collecting the information / data?

What data /information needs to be collected?

Where can it be found? In the org / or outside?


6. Define Information Flow and Responsibilities

Responsible Person



When

How will the data be retrieved and packaged / presented

Who will receive and

use the data?

When should the data be

given?


6. Define Information Flow and ResponsibilitiesExample: Monitoring expenditures for training and education o of Dinagat coop members

Responsible Person



When

Education Officer

Actual expenses for

education and training

In office from receipts,

other finance documents

Document expenses and

put it in a liquidation

report

Finance Officer

At most 3 days every

after training or education session held

Finance Officer

Amount of actual

expense in relation to

budget

Liquidation reports and

budget schedule

Post actual expenses and put it into a

monthly finance report

Coop Manager

Every end of the month

Coop Manager

Budget released and

funds remaining

Finance Report

Write a budget

performance report

Board Chairperson

Every six months

during Board meeting

Designing A Monitoring SystemExample: Monitoring the implementation of education and training activities

Resp. Person



When

Documen-ter

Actual proceedings and

evaluation results of trarining

Actual training

Document and write

proceedings and summary

evaluation

Education Officer

At most a week after

training

Education Officer

# of participants, their evaluations and insights from

training

Proceedings and

Evaluation Summary

Review all documents and write progress

report

Coop Manager

Every two months

Coop Manager

Data on the overall progress

of training program

implementation

Office / progress

report

Write a bi-annual

progress report

Board Chairperson

Every six months

during Board meeting

Visualising the Monitoring Data

Simple Matrix for Control

Planned Targets Actual Mitigating Factors Recommendation for Action

Activity Calendar

Bar Graphs

Gantt Charting

EVALUATION

An examination as systematic and objective as possible of an on-going or completed project or programme, its design, implementation and results, with the aim of determining its efficiency, effectiveness, impact, sustainability and relevance of the objectives.

Impact (including side-effects or not)effectiveness (realising intended purposes)outputs (doing what was planned to be done)efficiency (proper use of resources)inputs (making available what was planned)sustainability (basically, involving dimensions of time

and organisation related to effect and impact)

Evaluation is the systematic collection of information about the activities, characteristics, and outcomes of programs to make judgments about the project, improve project effectiveness, and/or inform decisions about future programming.

M.Q.Patton (1997

What for is evaluation?

Utilization-Focused Evaluation

Commitment to intended use by intended users should be the driving force in an evaluation.

Strategizing about use is ongoing and continuous from the beginning of the evaluation.

Evaluations should be user–oriented and their primary intended users should be identified.

People’s Participation in Evaluation

“Participatory monitoring and evaluation is not just a matter of using participatory techniques within a conventional monitoring and evaluation setting. It is about radically rethinking who initiates and undertakes the process, and who learns or benefits from the findings.”

—Institute of Development Studies, 1998

Example: Dinagat Cooperative

Intervention LogicIntervention Logic


ResultsResults

Project Project PurposePurpose

Overall Overall ObjectivesObjectives Improved quality of life

Cooperative is strengthened and sustained

R1. Members’ attitudes and skills are further developed

1.1 Contact and seek commitment from NGOs for consultancy and support for education1.2 Conduct an education and training needs assessment.

1.3 Design a responsive education and training program

Objectively Objectively Verifiable IndicatorsVerifiable Indicators

At least 3 NGOs commit and signed MOA with the coop to help education, provide materials At least 3 assessment tools are developed and utilized gathering data from 80% of the membersProgram of 10 courses laid down to develop 5 priority needed knowledge, skills and attitudes

70% of those who have finished courses indicated understanding of the concepts and development of skills and affirmed the courses are relevant and useful for the coop

7 become facilitators in conflict resolution meetings, 5 become farm consultants

Evaluation is a close look at the actual turnout of the plan implementation and compare it to what is the laid down measurement of achievement – the objectively verifiable indicators.

Evaluation comes easy with clearly defined OVIs.

Evaluation comes easy with an efficient monitoring system that provides the needed data and documents to verify actual achievement.

Evaluation comes easy with people who are willing to look back and learn, and aspire to better.

Documents

Controlling