Monitoring and Evaluation System Clause Samples

Monitoring and Evaluation System. A monitoring and evaluation system is crucial in implementing projects that strive to be sustainable because this serves as a barometer in project development, provides input for modelling from lessons learned, and measures impact. Hence it becomes critical for the GDS to compile regular reports derived from an assessment of activities.

Monitoring and Evaluation System. After early delays, due primarily to staff turnover, the Monitoring and Evaluation system (M&E) was fully rolled out in conjunction with the mid-term evaluation, and has worked well since then. All activity managers have systems in place to track program progress throughout the year and, at the end of the reporting period, send the required data to headquarters for review and consolidation. Exceptions have been for activities that operate on different planning/fiscal years, e.g. in-school YE programs. The results for these activities are usually available four to eight weeks after the close of the relevant period. Perhaps the greatest challenge has been the need for collection of information for activities where TNS’s partners have taken a more active role in operational management (e.g. tracking success in how leadership fellows have or have not met their individual project targets or the impacts of the school-based YE program). While TNS has clearly communicated the reporting expectations/requirements, the demands of implementing the activities, the additional steps required to collect particular indicators, and differing senses of the cost/reward for gathering the information have sometimes made it difficult to obtain these data on time. On the other hand, given the increasing importance of the activities for TNS and the implementation of these activities in non-Matching Grant countries, it is clear that TNS has surpassed the parameters of the program’s original M&E system. For example, the amount of financial resources mobilized will be tracked for the BPC and YE sponsors, as well as the achievements of participants. For the BPC, programs are increasingly tracking participants up to three years after the competition to gauge their businesses’ survival rate, and special impact studies are being planned. Finally, as a part of a broader effort to improve service delivery and client satisfaction, TNS is undertaking a broad multi-part exercise to self-assess activity impacts. Beginning with an internal survey of perceived best practices and key areas of challenge, the next steps are to perform a client satisfaction survey (to include an assessment of work with volunteer consultants) and an external survey of best practices in client work.

Monitoring and Evaluation System a. GEOGRAPHIC INFORMATION SYSTEM We will use satellite images and georeferencing of the cacao plots registered in the PCA database to analyze one or more areas of intervention in order to identify patterns regarding areas of new cacao growth, current production areas, presence of pests and disease, crop density, and other notable geospatial information such as the presence of road infrastructure and other existing crops in the selected area. These inputs will be used to create a parameterized cartographic data model that will permit visualization of the value chain in the target area, among other uses. PCA will offer this model to public agencies and/or future private sector investors to support commitments regarding sustainability in the region. The data gathered by each office and used in this model will be “ground-truthed” based on a representative sample from the field. PCA will collect this data sample and use it to adjust the proposed model as necessary.