This review examines the implementation, process, outputs and impact of the Stepping Stones training package on HIV/AIDS, communication and relationship skills in two communities in Uganda.
This handbook discusses the basic definitions and principles of M&E, including where, why and how evaluation is carried out, and a detailed examination of what qualities are possessed by both good and bad indicators. There is an in-depth discussion of the functions of community based M&E and a list of 'ten steps' is provided to guide in developing and supporting a community based M&E system. Each steps is examined and illustrated with reference to a project in in India. There is also a list of do's and dontÆs in supporting a community based M&E system and a discussion of links that can exist between the M&E systems of an agency such as an NGO and that of a community based organisation. The paper concludes with a discussion of how M&E fits into the project cycle and the importance of fostering the right attitudes towards M&E practice is emphasised.
From Beneficiaries to Agents of Change: self-administrable tools to assess community preparedness for vulnerability reduction
This guide shows how self-administrable tools can be used to assess community mobilisation of any community-based organisation (CBO). The book can help CBOs assess their own performance, plan their future strategies and monitor themselves.
This document provides guidelines to be used as a reference for the implementation process of a proposed Nutrition and Early Childhood Development Project in Uganda.
PRA is suggested as a key strategy to be used in the community planning and relevant techniques and training methods which can be used at each stage in the process are described. The guidelines also considrer the process of community mobilisation.
This folder, produced by the Jamaican Social Investment Fund, consists of seven short handbooks on CBOs . They are the result of observation of many Jamaican CBOs and they seek to address some of the common problems addressed by these organisations. These practical handbooks cover a number of topics: 1 The Community Based Organisation: looks at issues such as what a CBO is, how to get started, membership types, CBO structure, how to encourage new people, principles of evaluation and accountability, and registration. 2 Leadership and Motivation: here several issues are considered such as who the organisation belongs to, the constitution, job descriptions, meetings, how to stimulate creativity, building consensus and decision making, delegating and dealing with conflict. 3 Money Management and Fundraising: this handbook looks at the role of the Treasurer, the types of funds needed, different ways to raise funds, budgeting, accounting, financial reports, audit, credit and investment. 4 Planning Community Projects: various issues are considered such as developing a vision, identifying priorities, analysing the problem, analysing resources, analysing the past, analysing alternative solutions, analysing risk, planning activities and writing project proposals 5 Implementing Community Projects: this handbook takes the community project further by addressing implementation challenges, identifying beneficiaries, mobilising people to provide services, detailing the action plan, identifying the best time for implementation and monitoring of the project. 6 Evaluation of Community Projects: the issues around evaluating projects are looked at in this handbook and include questions such as why evaluate, who should evaluate, what should be evaluated and how should it be done. Evaluating people, planning and reporting are also addressed. 7 CBO Publicity and Networking; this last handbook looks at promoting the image the CBO through newsletters, press releases, presentations and by phone then goes on to consider communication in meetings, invitations and requests, and representation outside the community.
NGO-IDEAs is a cooperation of about 40 non-governmental organisations (NGOs) from South Asia, East Africa and the Philippines, and 14 German NGOs working in the field of development cooperation. Together they have been developing tools that are specifically relevant for civil society involved in community development in a wider sense. As a result they have produced the Impact Toolbox which is organised along the lines of the project cycle.
The examples in this publication tell stories of how NGOs have applied elements of this tool box, with a view to giving people an idea of how the process works in practice. Hence, rather than presenting the impact of NGO development work, they give a practical description of how the tools have been applied, and the difference they have made. They only report on parts of the practice relevant to this publication and also highlight errors and learnings.
Internal learning system : a participatory monitoring and evaluation system for grassroots livelihoods and micro-finance programs
This booklet describes a participatory monitoring and evaluation system for grassroots livelihoods and micro-finance programs. It contrasts the traditional techniques used to monitor and evaluate credit programmes with those of the group-oriented internal learning system (ILS). It gives details of how ILS works, a five step process involving collecting information, assessing the direction of change, analysing the information, planning based on learning and the documentation of results. Throughout it emphasises the participatory, flexible, simple, and decentralised method of the ILS.
This training manual is part of the "Internal Learning System" which is a participatory monitoring and evaluation system for grassroots livelihoods and micro-finance programmes, developed in India. Accompanying the member level diary, this manual gives pictorial direction of a series of exercises for member training meetings. It includes topics such as looking at socio-economic conditions, collecting and analysing data and using loans effectively.
Basic training materials diagramming methods by which annual PRAs are carried out by participating communities to review activities and make new plans. The information generated includes items of utility to a range of stakeholders from farmers to government and donor resource providers.
This guide is about using monitoring and evaluation (M&E) to improve the impact of IFAD (International Fund for Agricultural Development)-supported projects working with rural poverty alleviation and rural development. The focus is on a learning approach to M&E that uses achievements and problems for better decision-making and accountability. It requires creating an M&E system that helps primary stakeholders, implementing partners and project staff learn together in order to improve their development interventions on a continual basis. Because the ultimate objective is to ensure the maximum possible benefit for the rural poor, they are the ones best placed to assess project impact. The Guide suggests ideas for implementing this and other forms of participatory M&E. It includes the following set of booklets with sections going through the steps of M&E: introducing the M&E guide; using M&E to manage for impact; linking project design, annual planning and M&E; setting up the M&E system; deciding what to monitor and evaluate; gathering, managing and communicating information; putting in place the necessary capacities and conditions; and reflecting critically to improve action. The guide kit also includes five annexes with a glossary of M&E concepts and terms; an annotated example of a project logframe matrix and logframe explanation; an annotated example of an M&E matrix; methods for monitoring and evaluation; and sample job descriptions and terms of reference for key M&E tasks.
This manual provides the underlying principles and guidelines for conducting self-evaluation. It consists of two parts: 1) a brochure on self-evaluation themes and concepts; 2) a brochure of suggestions for methodological procedure. The first part provides explanations and information concerning the concept of self-evaluation and its application in practice. It outlines the basic elements and general objectives of the self-evaluation process and the steps leading from self-evaluation theory to practical application. Four ætypesÆ of self-evaluation are explored: 1) self-evaluation for individuals, 2) self-evaluation for a group or team, 3) self-evaluation in an institution, 4) self-evaluation in projects/programmes. Part 2 of the manual gives examples and provides questions and checklists that may be used for self-evaluation.