Project Performance Evaluation Sample Clauses

Project Performance Evaluation. The M&E Plan will make provision for evaluations of all relevant Projects. The M&E Plan will also make provision for mid-term and final Project level evaluations (“Mid-term Evaluation” and “Final Evaluations”). With the prior written approval of MCC, the Government or MCA-Malawi will engage independent evaluators to conduct the Mid-term and Final Evaluations at the end of the Project. The Evaluations will review progress during Compact implementation and provide a qualitative context for interpreting monitoring data and impact evaluation findings. They must at a minimum: (i) evaluate the efficiency and effectiveness of the Projects; (ii) determine if and analyze the reasons why the Compact Goal, Program Objective and Project Objectives, outcome(s) and output(s) were or were not achieved; (iii) identify positive and negative unintended results of the Program; (iv) provide lessons learned that may be applied to similar projects; and (v) assess the likelihood that results will be sustained over time.

Project Performance Evaluation. Statistics documenting the enforcement actions taken during the enforcement details and shifts where the DUI vehicle was used will be reported. To incorporate community stakeholders, the La Mesa Police Department will engage with existing community organizational contacts, such as contacts with MADD, and ask them to join us to help educate the public during enforcement details. MADD usually can provide informational pamphlets that can be given to drivers by MADD volunteers during DUI Checkpoints or DUI saturation patrols.

Project Performance Evaluation. 38. In light of the information described above, the Project operations and implementation performance are satisfactory, in terms of both financial and technical aspects. 39. Financing of investments in agricultural activities have created conditions that stimulated economic infrastructure development initiatives which have been funded under RBDP (IFAD III) and RFSMP (IFAD IV). Thus, 19 (18%) from 105 villages that have developed VDPs and have been financed under ARP benefited from grants for construction/ rehabilitation of rural infrastructure. 40. By the end of 2012 the financed enterprises1 have improved most of its financial indicators. These enterprises have reported the end of 2012 comparing to baseline the following:  growth in total assets average per enterprise of 2.21;  growth in equity average per enterprise of 6.80;  ARP borrowers have reported an increase in sales of more than 2 times after accessing project loans, totaling circa USD 25.8 million or USD 1.78 per every disbursed dollar of IFAD loan (USD 14.5 million). 1 Data provided by the Impact Assessment Report 2012. 41. Through the project lifetime, 17 new jobs have been created in average per one financed enterprise, or 3 888 jobs. The number of jobs created during ARP activity has exceeded the appraisal target with 49% or 1288 jobs. The average income earned by one employee amounted to USD 208/months which is good compared to average waged employees from agriculture sector USD 178.73/months and covers at 1.82 the subsistence minimum established by the of Q3, 2012 for rural areas (USD113.96)2. 42. The project has increased agricultural productivity both in terms of growth in physical output of food and in terms of increasing the purchasing power for rural people to buy food. It is estimated that the 37 investments in agricultural machinery cultivate around 3 700 ha of which 2 830 ha was rented from 1 886 smallholders. Same approach with 17 investments in combine procurement, which is estimated to cultivate around 3 400 ha of which 2 615 ha was rented from 1 732 smallholders. The productivity on this land has increased by 9.5% p.a. contributing to overall food security. Similarly the investment in multiannual plantations of 1 552 ha, 14 666 tons of cold storages transformed the simple agriculture productivity in the high value chain output, cumulated as well as with 42 630 sq. meters of greenhouses. Thus all these businesses avoided low value field crops to cultivation of high value cro...

Project Performance Evaluation. The Napa Police Department utilizes the Crossroads Collision reporting system. We will use the data from impaired collisions during the grant period and compare them with prior years to determine the effect and success of the programming. For all activities, we will document officer’s actions for contacts, stops, arrests, etc. These data points will be compared with prior year information from our records management system. The Napa Police Department communicates internally with the department members and with the public through multiple channels. Internally, a DUI BOLO is prepared each month and disseminated through email and on department digital displays. Grant objectives, results and activities would also be displayed throughout the department. Officers involved in training will conduct in-person briefings to bring back trends and information from grant-funded training. Externally, the department utilizes pre and post press releases, Instagram and Facebook to provide information about grant activities. There is also an opportunity to receive feedback through our social media portals. The Traffic Bureau maintains a web page with contact information listed. The grant will be listed on our web page with information on impaired driving. The Traffic Bureau gives community presentations throughout the year where feedback will be solicited. Should grant funding be drastically reduced or rescinded, the Napa Police Department would have to request additional funds be allocated for former grant activities. This is dependent on City Finances and City Council. The training and experience portion of the grant activities will continue after funding has ended. The advanced training officers receive will build confidence and expertise, which will be shared with other officers every day. Officers conducting DUI saturation patrols or checkpoints will have opportunities to focus on DUI enforcement and build their skills. These skills and confidence will last beyond the grant period and extend to the department. Lessons learned from alternative DUI/DL checkpoint deployments could be continued using other funding sources or requested from the Office of Traffic Safety.

Project Performance Evaluation. Using the data compiled during the grant, the Grant Director will complete the “Final Evaluation” section in the fourth/final Quarterly Performance Report (QPR). The Final Evaluation should provide a brief summary of the grant’s accomplishments, challenges and significant activities. This narrative should also include whether goals and objectives were met, exceeded, or an explanation of why objectives were not completed. Administrative Support: This program has full administrative support, and every effort will be made to continue the grant activities after grant conclusion.

Project Performance Evaluation. The M&E Plan will make provision for evaluations of all relevant Project activities. The M&E Plan will also make provision for final Project level evaluations (“Final Evaluations”). With the prior written approval of MCC, the Government or MCA-Malawi will engage independent evaluators to conduct the Final Evaluations at the end of the Project. The Final Evaluations will review progress during Compact implementation and provide a qualitative context for interpreting monitoring data and impact evaluation findings. They must at a minimum: (i) evaluate the efficiency and effectiveness of the Activities; (ii) determine if and analyze the reasons why the Compact Goal, Program Objective and Project Objective, outcome(s) and output(s) were or were not achieved;

Project Performance Evaluation. The Garden Grove Police Department Traffic Unit will keep extensive notes and use course/instructor evaluation documentation over the duration of the grant period. This will assist in proper record keeping and quality control. This will be continually monitored and appropriate adjustments will be made when and if necessary. Grant activity progress will be reported on a quarterly basis to ensure actions are being taken towards the set goals outlined. Quantitative measurements will be reported by the Crime Prevention Unit regarding the success of the activities. Additionally, we will use the data gathered to create a "Final Evaluation" section in the fourth quarter of the set grant period. This will provide a summary of the grant's accomplishments, challenges, and other significant activities. This narrative will include whether or not the department met, exceeded , or falls short of the objectives outlined. If the department falls short of the goals set, an explanation will be provided in detail.