1 WORKSHOP REPORT MONITORING AND EVALUATION TRAINING WORKSHOP FOR CIVIL SOCIETY ORGANISATIONS IN SIERRA LEONE DATE: 24 – 26, MAY, 2011 VENUE: KONA LODGE, FREETOWN, SIERRA LEONE WEST AFRICA CIVIL SOCIETY INSTITUTE
Monitoring and Evaluation Training Narrative Report, Sierra Leone (May, 2011)
Oct 04, 2014
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WORKSHOP REPORT
MONITORING AND EVALUATION TRAINING
WORKSHOP FOR CIVIL SOCIETY ORGANISATIONS IN
SIERRA LEONE
DATE: 24 – 26, MAY, 2011
VENUE: KONA LODGE, FREETOWN, SIERRA LEONE
WEST AFRICA CIVIL SOCIETY INSTITUTE
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TABLE OF CONTENTS
Introduction 3 Session 1: Introduction to Monitoring and Evaluation 5 Session 2: Planning, Monitoring and Evaluation (RBM) 6 Session 3: What you need to Know about Your Programme 8 Session 4: Indicators 9 Group Exercise 1: LogFRAME 11 Session 5: Data Sources and Tools 13 Session 6: Stakeholder Analysis 14 Group Exercise 2: Preparing a Stakeholder Matrix 14 Session 7: Developing Your Monitoring and Evaluation Action Plan 16 Session 8: Sharing Your Monitoring and Evaluation Findings 17 Closing Remarks 19 Appendix 1: Programme Agenda 20 Appendix 2: List of participants 23
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1. INTRODUCTION
The West Africa Civil Society Institute (WACSI) in collaboration with the OSIWA Sierra Leone Country Programme organised a Specialised Workshop on Monitoring and Evaluation for Civil Society Organisations in Sierra Leone. The workshop was targeted at strengthening the capacity of OSIWA partners and grantees to professionally assess the efficiency, effectiveness and impact of their projects, interventions and organisational performance. This report documents the proceedings and outcomes of the workshop. Training Objectives The specific objectives of the workshop were: To help trainees understand the fundamentals of designing and implementing a
monitoring and evaluation system for a project or an organisation; and To provide a comprehensive overview of a sample of monitoring and evaluation
tools, methods, and approaches, including their purpose and use; advantages and disadvantages and key references.
Training Methodology The training workshop was delivered using interactive, learner-centered methods, audio visual tools, experiential learning, and practical exercises. Participants shared “real life” organisational experiences.
Training Areas The three day workshop covered 10 sessions. The specific training areas include:
Session 1: Introduction to Monitoring and E valuation Session 2: Planning, Monitoring and Evaluation (RBM) Session 3: What you need to Know about Your Program Session 4: Indicators Session 5: Data Sources and Tools Session 6: Stakeholder Analysis Session 7: Developing Your Monitoring and Evaluation Action Session 8: Sharing Your Monitoring and Evaluation Findings Expected Training Outcomes At the end of this specialised training, all participants will learn to: Use monitoring and evaluation as a key tool to help make management decisions; Use data to more effectively manage programmes and resources; Develop a draft monitoring and evaluation action plan for programmes; Build on what participants already know and do; Enhance your understanding of monitoring and evaluation; Help participants develop knowledge and skills to monitor and evaluate your
programs; Expand participants understanding of how monitoring and evaluation can be used to
help you make management decisions; and
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Develop participants’ skills and confidence to communicate program results and lessons learned.
Opening Remarks Capacity Building Officer, WACSI The workshop commenced with a welcome message by the Capacity Building officer of WACSI, Charles Kojo Vandyck. The Officer welcomed the participants. The Officer began with a brief presentation on WACSI’s mandate. The Officer emphasised that WACSI was created to reinforce the capacities of civil society and to respond to operational deficiencies within civil society. The Officer added that WACSI conceptualised this specialised monitoring and evaluation course to strengthen the capacity of civil society practitioners to understand, design and undertake impact assessments of projects and their respective organisations. Mr. Vandyck acknowledged the resourcefulness of the facilitator and urged participants to make the best out of the workshop.
The Officer concluded that by the end of the three days training, the course will provide the trainees with the requisite and relevant monitoring evaluation competencies. Country Manager, OSIWA Sierra Leone The Country Manager of OSIWA Sierra Leone welcomed the participants and thanked them for responding to the invitations to attend the workshop. The Country Manager also welcomed WACSI informing the participants that it was the first time the Institute was organising a training initiative specifically for civil society organisations in Sierra Leone. The Manager highlighted on the importance of the monitoring and evaluation workshop for the Country Office and its partners. Madam Kabbah concluded by wishing the participants fruitful learning experience and a successful workshop.
Participant expectations of the workshop The workshop began with participants articulating their expectations for the workshop. The expectations were:
To fully understand the monitoring and evaluation process; To disseminate the knowledge acquired about monitoring and evaluation to other
staff members; To receive valuable knowledge about monitoring and evaluation from the
experiences of other participants; To attain basic monitoring and evaluation skills;
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To understand the conceptual definitions and explanations of monitoring and evaluation;
To be equipped with monitoring and evaluation methodologies and tools; To acquire knowledge about how to evaluate the expected outcomes as per the real
outcomes; To strengthen relationships with other civil society practitioners through networking
and experience sharing; To acquire the skills to set-up monitoring and evaluation systems for projects and
institutions; To reinforce the ability to utlise the log frame for monitoring and evaluation
purposes; and To strengthen the ability to articulate and communicate results from impact
assessment data gathering exercises.
2. SESSION ONE: INTRODUCTION TO MONITORING AND EVALUATION After going through this session, participants will be able to: Define monitoring and evaluation; Understand the monitoring and evaluation logical framework; and Explain some terminologies in monitoring and evaluation. Monitoring is a continuous process of collecting and analysing information to compare how well a project; programme or policy is performing against expected results. To monitor is to look at what is being done. Monitoring deals mostly with two levels: Inputs and Outputs. Inputs are people, training, equipment and resources that we put into a project, in order to achieve outputs. Outputs are the activities or services we deliver Evaluation is an assessment of a planned, ongoing, or completed intervention to determine its relevance, efficiency, effectiveness, impact and sustainability. The intent is to incorporate lessons learned into the decision-making process. To evaluate is to assess the value of something periodically. To evaluate is to examine what has been achieved. Evaluation deals with: Outcome and Impact. Outcomes are changes in behavior and/or skills. Impacts are outcomes intended to lead to improvement in a specific indicator.
Monitoring Evaluation
Continuous: day-to-day Periodic: important milestones
Documents progress In-depth analysis of achievements
Focuses on inputs and outputs Focuses on outcomes and impacts
Alerts managers to problems Provides managers with strategy and policy options
Self-assessment External analysis
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The Logical Framework The logical framework (LogFRAME) is a planning and management tool used for systematic and logical thinking for: Planning projects; Monitoring projects; and Evaluating projects. It connects a project’s means with its end. The LogFRAME has the following functions: Communicate project’s objectives clearly and simply; Ability to incorporate the views of all the stakeholders of a project; Tool to summarize the key features of a project design; and It is an upfront planner that provides essential information. The LogFRAME should be: Concise - normally not longer than 2 sides of paper; Easy to understand for those sighting it for the first time. No acronyms; Include beneficiaries in the design of the LogFRAME; and A basis for monitoring and evaluation – must be reviewed and amended regularly. The benefits of a LogFRAME include: Brings together in one place a statement of the key components of a project; It presents them in a concise and coherent way (clarifies and shows logic of how the
project is expected to work); It separates the various levels in the hierarchy of objectives (helps to avoid confusion
of inputs and outputs); It clarifies the relationships which underlie judgments about likely efficiency and
effectiveness of projects; It identifies the main factors related to the success of the project; It provides a basis for monitoring and evaluation by identifying indicators of success
and means of quantification or assessment; and It encourages a multidisciplinary approach to project preparation and supervision. 3. SESSION TWO: PLANNING, MONITORING AND EVALUATION (RBM)
After going through this session, participants will be able to:
Understand results-based management and results-based management evaluation;
Understand the steps involved in project planning;
Link projects and monitoring and evaluation;
Undertake planning for your project; and
Explain the ten steps for building an monitoring and evaluation system.
Results-Based Management (RBM) focuses on tangible results to be delivered. It also
clarifies clients and the mandate of an organisation and promotes benchmarking and
performance analysis. It emphasises value-for-money.
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A results-based monitoring and evaluation is an exercise to assess the performance of an
institution and/or a programme or a project, on the basis of impacts and benefits that
the institution and/or the programme/project is expected to produce.
Difference Between Results-Based Monitoring and Evaluation (RBME) and
traditional Monitoring and Evaluation
Traditional M&E measures and reports status of results (a reactive tool) RBME measures and reports results to produce results (proactive tool) RMBE is often seen as a dynamic tool of planning and budgeting for improving
substantive performance and achieving results Results-Based Management Principles Ownership is key in formulating and implementing programs and projects; Who benefits from your programme or project; Stakeholder Engagement- it is vital to engage stakeholders and promote buy-in; Who are your stakeholders and have they bought into your project; and Focus on results- Planning, monitoring and evaluation should ensure the
achievement of results. Planning Planning involves identifying the vision, goals, or objectives to be achieved, formulating the strategies needed to achieve the vision and goals, determining and allocating the resources (financial and other) required achieving the vision and goals, outlining implementation arrangements for monitoring and evaluation progress towards achieving the vision and goals. Initial Design Stage Assess feasibility, scope and rationale of project; Determine the goal and objectives; Outline main project outputs and key activities; Outline project implementation process and structures; Outline the M&E system; and Develop the budget and specify staffing levels. Start-up Phase Develop understanding of project goals and objectives with key stakeholders; Review and revise the initial design; Design and plan work in sufficient detail to allow for implementation; and Develop a detailed operational M&E system.
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Annual Review of the Work Plan and Budget Check if the outputs, objectives and goal remain relevant; else, adjust; and Decide what activities and tasks are necessary to deliver outputs. Supervision (recurrent) Discuss overall progress of the project; Decide on changes that should be made in the annual work plan; and Assess any potential changes in the overall design that require loan agreement
negotiations. End of the Early Implementation Phase Review overall project strategy in light of early implementation experience; Develop recommendations for the work plan in the next phase; and Negotiate any significant changes to project design for the next phase. Mid-Term Review Review achievement of outputs and progress towards the purpose(s) and goal; Assess appropriateness of the overall strategy; and Redesign the project as necessary. Beginning of the Phase-Out Period Identify the priorities of final activities in order to maximise impact; and Review and adjust strategies with a view to sustained impact. 4. SESSION THREE: WHAT YOU NEED TO KNOW ABOUT YOUR
PROGRAMME After going through this session, participants will be able to: Explain the importance of data use Describe how data are used for program decisions Discuss various stakeholders’ uses of monitoring and evaluation data Develop monitoring and evaluation questions Using information involves examination and use of routinely collected programme information by programme managers and stakeholders to make decisions about a programme for the purposes of: Judgment Improvement Knowledge development Stakeholders have different information needs. Stakeholders view activities from different perspectives, have different degrees of understanding of the programme, need/want different information, need/want information at different levels of complexity and have different intensities of interest.
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Information needs can also be expressed in the form of monitoring and evaluation questions. Did we deliver services? Did we do it well? Were sufficient numbers of staff recruited? Did we implement the services as planned? Are our staff members capable of providing effective services?
Monitoring and evaluation questions should relate to programme objectives and be specific and measurable.
5. SESSION FOUR: INDICATORS
After going through this session, participants will be able to:
Define an indicator and describe how to use it Describe how to select indicators Describe the types of Indicators Develop your program Indicators An indicator is a quantitative or qualitative factor or variable that provides a simple and reliable means to measure achievement or to reflect the changes connected with a project or an intervention. An indicator is a specific measure of program performance that is tracked over time by the monitoring system. Indicators are compared over time in order to assess change. An indicator is something that helps you understand where you are, which way you are going and how far you are from where you want to be. A good indicator alerts you to a problem before it gets too bad and helps you recognize what needs to be done to fix the problem. Indicators help determine the success or failure of an intended goal and normally are measurable. Indicators are measured in terms of percentage or proportions. Indicators are useful for measuring changes or trends over a period of time. Characteristics of Good Indicators Indicators will vary from one project to another, according to the work and its context, but in general they are often expected to be: SMART (specific, measurable, attainable, relevant and time-bound) SPICED (subjective, participatory, interpreted, cross-checked, empowering and
diverse) Key Elements of a Good Indicator Specific: An indicator must be related to the conditions that the program/project
wishes to change; Measurable: An indicator must be quantifiable and allow for statistical analysis of
the data; Appropriate: An indicator must be necessary and have relevance to the
program/project; Realistic: An indicator must be attainable at a reasonable cost using appropriate
collection methods; and
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Time-based: An indicator must have a time period for collection clearly stated. Indicators provide a reference point for programme or project planning, management, and reporting. Indicators assess trends and identify problems and can act as early warning signals for corrective action. Types of Indicators Input indicators: The number of personnel required before establishing a
programme, the skills each personnel is expected to have, number of equipment. Process indicators: These will track the activities in which the inputs are utilized, for
example, training, what percentage of people will be trained, planning of the service delivery, how many items needed; etc.
Output indicators: here will point to the direct and immediate results of input and processes. For example the prevention measures, care and support services
Outcome indicators: At this level, indicators take a relatively longer time to be realized than the first two levels.
Impact indicators: These are measured at the end of the programme or project. Normally they take a longer time to measure than the previous ones. In other words, one can establish whether or not the established objectives have been reached by using a set of indicators. To reach to this conclusion one needs impact indicators.
Indicators are linked to goals and objectives or achievements of the project. They are therefore constructed from statements which show what should happen at a given time. It could be quantitative or qualitative. To construct an indicator is thus to have a sentence or statement that show the accomplishment. How Indicators are Constructed Goal: e.g. To have a society in which children can grow up free from the threat of
disease Objective: To reduce the rate of malaria infection among children Target: To control the breeding of mosquitoes by 15% in 5 years Indicator: Percentage of children reporting to clinics with malaria Objectives are normally indicating: the purpose, desire, intention or the ultimate
goal
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GROUP EXERCISE 1: LOGFRAME Participants were divided into 3 groups and were tasked to formulate a logical framework.
Log FRAME Exercise To establish a Pilot Healthy Living Centre for Older People (65+ years)
The Centre is to be located in an established housing area, where 25% of the population is older people. There are few activities or social facilities available. A survey has been carried out of the residents, which indicates an urgent felt need for services and advice. A high incident of loneliness was also indicated. Funding available: $1,750,000 for capital and equipment $ 550,000 per year for 3 years for running costs The Centre will provide:
Health screening Information and advice on:
Healthy eating Exercise and Fitness Financial planning Traditional remedies Volunteering and engagement opportunities Clubs and classes
Group Results Group 1
Intervention Logic
Verifiable Indicators
Means of verification
Assumptions Risks
Goal
A society in which older people (65+ years) can be catered for and free from the threat of loneliness and To establish a Pilot Healthy Living centre for older people (65 + years)
Reduction in the number of uncared for aged or old people in community
National statistics on the aged Data from social safety net –Ministry of Labour
Older people will not be hindered by their children and or wards to be a part of the centre Government will to support the initiative
Continuity of the scheme
Objective 1. To reduce the incidence of absence of services and advice for older people.
Percentage increase of older people that are using the centre. Percentage
Records kept by centre
Buying in the idea of the centre by
older people
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2. To establish a social safety thrift among the aged
increase of older people registering for the thrift
Target 1. To reduce incidence of absence of services and advice for older people by 10 % in 3 years
2. To reduce
dependency
on families
by 15 % in 3
years
Percentage reduction of loneliness among the aged (65+ years) Percentage increase use of services and advice from the centre
Perception survey Records from centre
Governmental support
Indicators
GROUP 2
Interventions Verifiable indicators Means of verifications
Assumption Risks
Goal:
To establish a pilot healthy living centre for older people
The Reduction of incidence of loneliness and health hazard of 15%
Data from the health centers
Purpose/Objective
To increase opportunities for access to social and health facilities for the aged
Number of social and health facilities for the aged
Established and furnished structure for the aged
contractors able to finished project within the agreed time
Changes in social and policy context
Expected resulted/target
To increase visitation &utilization of the centre by 15% in 2YRs
Number of aged accessing the centre facilities
Centre register Project quarterly report
Health & environmental conditions of the aged is stable
Getting the desired staffing capacity whose attitude and behavior are acceptable to the aged
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Group 3
Logic Intervention Variable indictors
Means of verification
Assumption Risk
Goal To improve the livelihood of the aged.
Increased the life expectancy of the aged from 65yr to 80yrs
Birth and Death record
Aged will use the facility available Youth will be disgruntled and target the centre
Political instability
Objectives To established a well-equipped healthy living centre for the aged (65+) by May 2014
Number of aged accessing the centre
Centre records The services provided is free of cost
Sustainability of the funding
Expected Result
Increased healthy life span of the aged Improved social interaction among the aged
Reduced Number of aged visiting the hospital
Hospital centre Health worker will be willing to provide hospital records
Act ivies 1. Construction of the centre
2. Recruitment
6. SESSION FIVE: DATA SOURCES AND TOOLS Programme data may be collected through quantitative methods (numerical data) which include surveys, questionnaires and checklists. In addition, data may be collected through qualitative methods (descriptive information) which include key informant interviews, focus groups, record reviews, observations and mixed methods (mix of quantitative and qualitative methods). A wide variety of tools is available for collecting data, including formal surveys, structured or semi-structured interviews, group discussions, direct observation and case studies. Each method brings its own advantages and drawbacks. The choice of method depends on the nature and scale of the project, the type of information required, and the frequency, ease and cost of collection. Data that can be collected or measured easily by field workers (e.g. levels of beneficiary participation in meetings, the number of rainwater harvesting structures completed) can be put into monthly or quarterly reports.
Data requiring more systematic or time-consuming collection are gathered less frequently – perhaps annually.
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7. SESSION SIX: STAKEHOLDER ANALYSIS
After going through this session, participants will be able to: Construct a stakeholder matrix Meet the information requirements of your stakeholders Understand the criteria for stakeholder participation in your program Learn how to prioritize your stakeholders
Stakeholder analysis in the context of monitoring and evaluation helps you define whom to try to involve when designing the monitoring and evaluation system and in which way, and it allows you to find out whose information needs must be considered. It can also be used to develop an appropriate sample for data collection. It can help you to identify which stakeholders to involve in (re-) designing a project and its monitoring and evaluation system, and to assess their interests and how these relate to the project and to monitoring and evaluation. It can assist you in making an appropriate selection of the stakeholders most central to the task/issue at hand. It can help provide a foundation and strategy for participation throughout the project, thereby making it easier for stakeholders to learn from each other. The main purpose of the stakeholder analysis is to agree on the criteria for assessing the stakeholders. In stakeholder analysis for monitoring and evaluation, your main purpose is "to make sure we are including all key players in developing the projects monitoring and evaluation system". Then list which criteria you will use to prioritize whom to involve. The types of criteria for selecting stakeholders could be: "supposed to be benefiting from the project", "critical role in ensuring success", "legally required to participate", "have specific knowledge on monitoring and evaluation processes" among others. GROUP EXERCISE 2: PREPARING A STAKEHOLDER MATRIX Participants were tasked to formulate a stakeholder’s matrix. Group 1
Stakeholder Stake in project
Potential impact on project
What does the project expect the stakeholder to provide
Perceived attitude and or risks
Stakeholders management strategy
Responsibility
Government MOH Social Welfare
Provides policy direction
Government can either stall or lend credence to the project
Support Change in policy Withdrawal of support for project
Consultation and meetings
MOH/ OACODA
Old age community development organization
Created the basis for the current intervention
Are the primary beneficiaries of the project
Initial beneficiaries
Refusing to access the services provided
Meetings and follow-up visits
Executive members of OACODA
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Funder Implementation of mandate
Enhance project implementation
Funds Late disbursement of funds
Termination of funding
Meeting /consultation
Steering committee of OACODA
Health Practitioners
Provision of services
Provides quality health care services to beneficiaries
Services Strike action
Postings/transfers
Absence of medical supplies
Meetings and consultations
Sierra Leone medical and dental health Association
Youth Reduction of burden for caring for old people
Enhance project implementation
Provision of Labour
Group 2
Stakeholders
Stake in the project
Potential Impact on the Project
What does the Project expect the Stakeholder to Provide
Perceive attitudes and or Risks
Stakeholder Management Strategy
Responsibility
Ministry of Social welfare Gender and Ministry of Health and Sanitation
Policy makers and State Machinery
Provide Policy Guidelines and determines policy framework
Direct Collaboration and technical support
Lack of Political will
Involvement in Planning
Focal Persons in trhe Ministry
Inmates of King George the 2nd home
Direct beneficiaries
Determine the relevance of the Center
Availability and acceptance of the Project
Traditions and customs preventing the use of such facilities
Early Sensitization
Chair for the Aged and Matron
OSIWA
Funder Financial Contributors
Timely disbursement and monitoring of funds and activities
Delay in disbursement
Constant Communication
Country Coordinator
Leonard Cheshire Implementing partner
Technical Keep to deadlines Document information and Communicate progress so far
Lack of Capacity to implement programmes in a timely manner
Timely Reporting
Contractor Construction of the State of the Art Center
Timely Completion
Keep to deadline and communicate information
Use of sub-standard materials
Regular Monitoring
Group 3
Stakeholder Stake in the project
Potential impact on project
What does the project expect to provide
Perceived attitude/risks
Stakeholder management strategy
responsibility
Govt high Contribute on the sustainability
Policy guideline and technical expects
Govt. role highjack
Lobbying Focal point at Govt. ministry
Aged high Their involvement lead to the success
First-hand information on their status
Buy-in due to customs
Awareness raising
Project coordinator
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Funder High Successful implementation of the project
Capital and equipment
Delay in remitting funds
Constant engagement
Country rep.
community high Providing necessary support
cooperation Willingness to per take
Awareness raising
Project coordinator and community leaders
8. SESSION SEVEN: DEVELOPING YOUR MONITORING AND
EVALUATION ACTION
After going through this session, participants will be able to: Assign staff members to work on various monitoring and evaluation tasks Draft a budget for your monitoring and evaluation activities Draft a timeline for your monitoring and evaluation activities A monitoring and evaluation action plan is a written document that explains how one will implement different monitoring and evaluation activities within a programme and the resources required to do these activities. The monitoring and evaluation plan should include the: Description of the programme; Purpose of monitoring and evaluation activities and objectives; Monitoring and evaluations questions that will be used; Description of what data will be collected; Methods for collecting, analyzing, managing and disseminating data; Instruments for gathering data; Description of data flow; Descriptions of who will implement various aspects of the plan; Resources needed to implement the plan; and Timeline for completing monitoring and evaluation activities. Monitoring and evaluation activities may be carried out by programme staff members, organizational administrative staff members, other stakeholders and external experts/consultants. Recruiting an External Consultant The following considerations must be made when working with an external consultant: Their role Monitoring and evaluation training Previous monitoring and evaluation related experience and prior experience working
with similar programs Their professional approach Whether their personal style is a good match for your organization’s needs and
culture The terms of agreement
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Select a consultant, who knows the topic, is culturally competent, can communicate clearly with different stakeholders (e.g., project managers, front line staff, community members) There is the need to clarify the roles and responsibilities of the external consultant, negotiate and establish a contract and work plan with deliverables, timeline, fees, and publishing rights. In addition, one must participate in developing evaluation plans and final reports and dissemination plans and meet regularly to monitor progress. Use the consultant to build internal capacity. There is also the need to assign responsibilities including: Basic monitoring and evaluation tasks; Develop logic model; Develop monitoring and evaluation questions; Select/develop indicators; Develop data collection instruments; Collect data; Enter data into electronic format; Clean and check quality of data; Analyze data; Review and use findings internally; and Develop communication materials for external audience. 9. SESSION EIGHT: SHARING YOUR MONITORING AND EVLAUATION
FINDINGS
After going through this session, participants will be able to:
Select methods for sharing monitoring and evaluation findings
Identify stakeholders you will share this information with
Determine when you will share monitoring and evaluation findings
Describe various visual aids that is used to display information
The uses of monitoring and evaluation findings:
Guide service delivery
Manage and improve your program
Make decisions for the future
Inform capacity building
Gain resources
Be accountable to stakeholders
Identify best practices
Report to policy makers
Communicate successes and challenges
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Communicating information within your programme can:
Help you and your staff members understand how and why your program is working
Highlight program strengths and accomplishments
Improve program planning
Identify gaps in program implementation
Identify future program needs
Help you make decisions about the best use of resources
Communicating information externally can: Help stakeholders and the community understand what the program is doing; Help ensure social, financial, and political support; and Help your programme establish or strengthen your network of individuals and
organizations with similar goals. Communicating information externally also can: Help raise awareness of your program among the public, policymakers, and donors Strengthen funding proposals: regular documentation and dissemination of results
and lessons learned from M&E can be impressive to donors and can serve as a basis for increasing or sustaining support for programs
Allow others to learn from your experience Contribute to a body of lessons learned and best practices that can strengthen all
programs Monitoring and Evaluation results should be disseminated and used throughout the year not just at the end. To the extent possible, dissemination should be linked to donor reporting and budget cycles. Appropriate timing can increase the attention that is given to the data. In conclusion, information is shared through several channels: Report Presentation Press conference Memorandum Success story Theatre production for non-literate audiences Radio Poster Fact sheet Brochure Marketing launch Programme review Workshop
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Closing Remarks
The training workshop was brought to a close at the end of the final presentation.
Hannatu Kabbah, Country Coordinator of OSIWA Sierra Leone acknowledged the
importance of the workshop and thanked WACSI for a well-organized, comprehensive
and relevant workshop.
The Capacity Building Officer of WACSI, Charles Kojo Vandyck, thanked the facilitators
for an insightful and educative workshop. Mr. Vandyck expressed his appreciation to the
participants’ for their level of participation and contributions.
Participants’ were presented with certificates and learning materials at the end of the
workshop.
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APPENDIX 1
PROGRAMME AGENDA May 24 – 26, 20011, Freetown, Sierra Leone
Venue: The Kona Lodge, the Maze, Wilberforce
DAY 1
TIME
ACTIVITY
OFFICER
RESPONSIBLE
8:30-9:30 Arrival & Introduction of Resource Persons
and Participants
OSIWA, WACSI
9:30-10:30
Session 1: Introduction to M& E (Overview
and Some Definitions)
GAB
10:30-10:45
TEA BREAK
10:45-12:30
Session 2: Planning, Monitoring and
Evaluation (RBM)
GAB
12:30-1:30
LUNCH BREAK
1:30-3:00
Session 3: What you need to Know about
Your Program
GAB
3:00-3:15
TEA BREAK
3:15 – 4:30
Session 3: What you need to Know about
Your Program Contd.
GAB
END OF DAY 1
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DAY 2
TIME
ACTIVITY
OFFICER
RESPONSIBLE
9:00-10:30
Session 4 - Indicators
GAB
10:30-10:45
TEA BREAK
10:45-12:30
Session 5 - Data Sources and Tools
GAB
12:30-1:30
LUNCH BREAK
1:30-3:00
Session 6: Stakeholder Analysis
GAB
3:00-3:15
TEA BREAK
3:15-4:30 Session 6: Stakeholder Analysis Contd. GAB
END OF DAY 2
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DAY 3
TIME
ACTIVITY
OFFICER
RESPONSIBLE
9:00 – 10:30
Session 7: Data analysis and Preparation
of Reports (Report Types)
GAB
10:30-10:45
TEA BREAK
10:45-12:30
Session 8:Developing Your M&E Action
GAB
12:30-1:30
LUNCH BREAK
1:30-3:00 Session 8:Developing Your M&E Action GAB
3:00-3:15 TEA BREAK
3:15-4:30 Session9: Sharing Your M&E Findings GAB
4:30-5:00
Closing Ceremony
WACSI,OSIWA
END OF DAY 3
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APPENDIX 2
LIST OF PARTICIPANTS
No. NAME OF PARTICIPANT
ORGANISATION TEL No.
EMAIL ADDRESS
1 MARCELLA MACAULEY
CAMPAIGN FOR GOOD GOVERNANCE (CGG)
+232 33 312117
2 SYLVESTER AMARA
CENTRE FOR ACCOUNTABILITY AND RULE OF LAW (CARL)
+232 76 610429
3 EDWARD KOROMA
TRANSPARENCY INTERNATION- SIERRA LEONE CHAPTER
+232 33 445884
4 SHEKU JAMES NETWORK MOVEMENT FOR JUSTICE AND DEVELOPMENT (NMJD)
+232 76640301
5 JOHN SAHR TAYLOR
MOVEMENT FOR THE RESTORATION OF DEMOCRACY (MRD)
+232 78 914 952
6 JOSEPH GAMBAI PARTNERSHIP ACTION FOR GRASSROOT DEV. (PAGE SL)
+232 76 454550
7 EDWARD B. KANU CENTRE FOR DEMOCRACY AND HUMAN RIGHTS (CDHR)
+232 76449470
[email protected]/[email protected]
8 CHRISTIANA DAVIES COLE
LAWYERS +232 33 399968
9 RANDOLPH KATTA
50/50 +232 76 694917
10 ZAINAB JOAQUE
CORNET +232 76 515808/ 33579079
11 ABU INSTON MOROVIA
COALITION SECRETARIAT- OSIWA
+232 78217233
12 ALIE KARGBO COALITION SECRETARIAT- OSIWA
13 EDWARD MASSAQUOI
COALITION SECRETARIAT- OSIWA
+232 77835789
14 ABU BAKARR KAMARA
COALITION SECRETARIAT- OSIWA
+232 33354955
15 ABDUL SAMURA CENTRE FOR COORDINATION OF YOUTH ACTIVITIES
+232 76201287
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16 JONATHAN PEARCE
DISTRICT BUDGET OVERSIGHT COMMITTEE
+232 77662716
17 AUGUSTINE KAMBO
EDUCATION FOR ALL SIERRA LEONE (EFA-SL)
+232 786844445
18 BERYL SARTIE TIMAP FOR JUSTICE [email protected]
19 DAVID KOROMA RACAP +232 76 575058
20 IDRISSA COLE ENGAGE YOUTH IN EMPOWERMENT (EYE SIERRA LEONE)
+232 77 347885
21 HANNATU KABBAH
OSIWA-SIERRA LEONE +23276317531 [email protected]
22 GILBERT ATTA BOAKYE
CICADA- (RESOURCE PERSON)
+233264006525
23 CHARLES KOJO VANDYCK
WACSI +233264128605
24 BETHEL KWAME BOATENG
WACSI +233244863674
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