Group work evaluation form, Monitoring and analysis (frequently abbreviated M&E) are different, 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, data, or qualitative research methods, there are various things your nonprofit organization can do to increase your capacity for planning and implementing very good monitoring and evaluation practices.
Monitoring and evaluation are critical for building proof base around the demands your applications address and for assessing the often diverse interventions being employed to address the issue worldwide. They’re tools for identifying and documenting successful programs and approaches and tracking progress toward common indicators across related endeavors. Monitoring and analysis forms the cornerstone of understanding underlying variables and the power of the response at the service-provider, community, national and international level. Monitoring is a systematic and longterm process which gathers information in regards to the advancement made by an implemented project. Assessment is period special and it is done to judge if a project has reached its goals and delivered what expected according to its original strategy.
Both observation and analysis utilize social research methods to undertake systematic investigations, aiding to answer a common set of questions. Despite these shared aims, their functions are different. The focus of observation is on monitoring program implementation and progress, 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 responsibility.
Monitoring and evaluation are important management applications. Nonprofit organizations (and for=profit companies ) use these to monitor progress and enable informed decision making. While some grant-makers require some kind of monitoring and evaluation, the people with whom your company works are the best customers of a test. By thoroughly and honestly examining your job, your nonprofit organization can create activities and programs that are powerful, efficient, and a source of powerful change for your community.
Most organizations conduct performance tests on an yearly cycle. And, that is okay. Employees should receive an official report at least once a year to give them a feeling of how they are measuring up. But once the test is the only time the worker receives feedback regarding their functionality, it’s often too little too late. You ought to be providing frequent and informal feedback to employees throughout the year. Minimally this should occur in a quarterly meeting that is documented. Ideally, it is going to happen every day. Conversations about particular projects or jobs do not count. Actual feedback means that you are engaging the employee in a conversation about what they’re doing well and what they can do to enhance. It is a beneficial conversation, not a intolerable conversation.
In conclusion, using monitoring and evaluation tools to evaluate and understand nonprofit program implementation and influence offers important advantages to your organization. Consider increasing your company’s potential for planning and implementing very good observation and evaluation practices by getting involved in a local chapter of the American Evaluation Association, attending a workshop in a nearby university, or speaking with a RevGen adviser about simple things you could implement that would have a favorable return on investment.