Concert evaluation form, Monitoring and analysis (often abbreviated M&E) are separate, but related, tools for analyzing and understanding program implementation and effect. While evaluation professionals frequently have graduate degrees or other advanced education in analysis, data collection, statistics, or qualitative research techniques, there are many things your nonprofit organization can do to increase your capacity for planning and executing very good monitoring and evaluation practices.
Monitoring and evaluation are crucial for building proof base around the demands your programs address and for assessing the often varied interventions being employed to tackle the issue globally. They are tools for identifying and documenting successful applications and approaches and tracking progress toward common indicators across related endeavors. Monitoring and evaluation forms the basis of understanding underlying factors and the power of the response in the service-provider, community, national and worldwide level. Monitoring is a systematic and longterm process which gathers information in regards to the advancement made by an implemented project. Evaluation is period specific and it is performed to judge if a project has reached its targets and delivered what anticipated according to its original plan.
Both observation and evaluation utilize social research methods to tackle systematic investigations, aiding to answer a frequent set of queries. Despite these shared goals, their roles are distinct. The focus of monitoring is on monitoring program implementation and advancement, including application activities and procedures, outputs, and original outcomes. Monitoring focuses on both what’s done in a schedule and how it is being done to support management decisions and accountability.
Monitoring and evaluation are important management tools. Nonprofit organizations (and for=profit businesses) use these to track progress and enable informed decision making. When some grant-makers require some kind of monitoring and evaluation, the people with whom your organization works can be the best customers of an evaluation. By thoroughly and honestly examining your work, your nonprofit organization can develop programs and activities which are effective, efficient, and a supply of powerful change for your community.
Most organizations conduct performance evaluations on an annual cycle. And, that is okay. Employees should receive an official report at least once a year to provide them a sense of how they’re measuring up. However, when the test is the only time the worker receives feedback about their performance, it is often too little too late. You ought to be giving regular and informal feedback to employees during the year. Minimally this should occur in a quarterly meeting that’s documented. Ideally, it is going to happen daily. Conversations about particular projects or tasks do not count. Actual feedback implies that you’re engaging the employee in a dialog about what they are doing well and what they can do to enhance. It’s a beneficial conversation, not an excruciating dialogue.
Be open-minded and prepared for change. The duty of an evaluation consultant is to assess the requirements of their target population within the support environment and devise an actionable strategy to deal with that need. Obviously, the direction of this plan consists of collecting information and reporting the findings, but in case your current project isn’t meeting the needs of the target population, then what result is your job really producing? Sometimes needs change. Although this is not necessarily true, it is essential to be ready for constructive criticism and be open to change if needed.