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Monitoring success and less

This guideline presents a simple framework that was used in SWITCH for monitoring and evaluating with a focus on actors and outcomes. The use of descriptive ‘microscenarios’ for recording stakeholders perceptions of change on key indicators can complement other monitoring and evaluation methods. Monitoring is a necessity for projects that seek to bring about change – it is the only way to know whether and how to adjust interventions. However resources (time, money and people) are often lacking to carry out elaborate evaluation while the project is still active. It is not possible to monitor long term impact during the course of a project, and not particularly useful to monitor only outputs. SWITCH used ‘micro-scenarios’ to monitor four indicators that were agreed by the whole SWITCH project team and extra indicators decided by each city. Some learning alliances visited these indicators regularly as part of their quarterly reporting. When used as a workshop exercise they helped the teams to focus on what needed to be done to improve project performance. However, in practice they were not widely used by facilitators with the whole learning alliance or by the wider SWITCH project management. [authors abstract]

TitleMonitoring success and less
Publication TypeBook Chapter
Year of Publication2011
AuthorsButterworth, J., Da Silva Wells, C.
Paginationp. 369 - 377; 1 box
Date Published2011-01-01
Keywordsevaluation, guidelines, monitoring
Abstract

This guideline presents a simple framework that was used in SWITCH for monitoring and evaluating with a focus on actors and outcomes. The use of descriptive ‘microscenarios’ for recording stakeholders perceptions of change on key indicators can complement other monitoring and evaluation methods. Monitoring is a necessity for projects that seek to bring about change – it is the only way to know whether and how to adjust interventions. However resources (time, money and people) are often lacking to carry out elaborate evaluation while the project is still active. It is not possible to monitor long term impact during the course of a project, and not particularly useful to monitor only outputs. SWITCH used ‘micro-scenarios’ to monitor four indicators that were agreed by the whole SWITCH project team and extra indicators decided by each city. Some learning alliances visited these indicators regularly as part of their quarterly reporting. When used as a workshop exercise they helped the teams to focus on what needed to be done to improve project performance. However, in practice they were not widely used by facilitators with the whole learning alliance or by the wider SWITCH project management. [authors abstract]

NotesWith references on p. 377.
Custom 1205.40

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