In this blog, Emily Burn, THET's Evaluation & Learning Officer, walks you through the key monitoring, evaluation and learning issues health partnerships should be addressing when planning projects.
Recently I attended an M&E workshop held by INTRAC which
brought together many M&E practitioners from the NGO and public sector to
share challenges and solutions to common issues in M&E. The detailed discussions led me to think about
the over-arching principles that we should return to when we plan our M&E. Here
I summarise the components of a good system for monitoring, evaluation, and
learning, which health partnerships should think through when planning their
projects.
Your Monitoring &
Evaluation needs a rigorous system underpinning it
Your monitoring and evaluation activities need to be
underpinned by an efficient system that enables you to focus your efforts and
translate data into evidence and lessons.
An efficient system is particularly important to health partnerships
which are operating with limited resources for M&E but which need to meet
reporting requirements, and make the most of opportunities for learning.
So what does an efficient M&E system look like?
It is thoroughly planned
The project plan clearly articulates the change you want to
achieve. A Theory of Change approach
will help you to see the logical flow of your objectives. For more information
and a tool for using this approach see: http://www.thet.org/hps/resources/good-practice-guidance/project-planning-theory-of-change-1
You have discussed who your stakeholders are and the types
of results they will be interested in, which means that you can plan the
analysis, focussing on a limited number of questions that the data could
answer, rather than all possible questions.
Each objective has ‘indicators’ (also known as signs of
success or measures of progress) that are appropriate and feasible given the time,
funds, expertise, and data (etc.) that you have access to. Also, you know who will gather the indicator
data, with what tools, and how frequently.
You know if the data collector has the expertise to do this or you have
a plan in place to provide training. You know if you need to create a new data
collection tool or if an adequate system is already in place that you can use.
You know how the data will be brought together in a central
place. For example, you have an M&E focal person in each project site whose
responsibility it is to submit health worker logbook data on a monthly basis (via
email ) and then you have a central site where these data are entered into a
spreadsheet, ready to be analysed.
M&E planning tool: http://www.thet.org/hps/resources/good-practice-guidance/monitoring-evaluation-plan
It is carried out
consistently and in partnership
All those who are part of project implementation understand
the objectives and buy in to the indicators.
This may require on-going review and adjustment of the indicators and
milestones.
You have a process in place to disseminate the project’s
progress regularly so that those affected by the project understand what is
going well and what is not. The channels
for communicating the results take into account the different project
stakeholders, from NHS board members, to the staff on the ward, where the
former may be most receptive to a presentation from the UK partner, and the
latter may prefer to see improvements in practice displayed on a poster or mapped
out on a chart in a staff area.
Lastly, an efficient M&E system facilitates learning by making full use of the findings to question
how things are going, pinpoint problems, and so make changes based on evidence.
At THET, our M&E system includes an analysis process that aggregates qualitative
data into a simple spreadsheet where we group findings thematically. We see the
benefits of this: when we write reports for our donors; when we need evidence
of how best to support health partnerships; or when we need examples of, for
example, positive changes in practice. In this way, our system for analysing
and recording the data from health partnerships helps us to make use of it, in multiple
formats, and for all our stakeholders.
Discussing protocols at Kambia Government Hospital, Sierra Leone. |