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Difference between revisions of "Result Based Monitoring of Cookstove Projects"
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[[Cooking Energy Compendium|=> Back to Overview Compendium]] | [[Cooking Energy Compendium|=> Back to Overview Compendium]] | ||
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| − | + | == '''Why monitor?''' == | |
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Projects introduce development changes to make a difference to the lives of target groups. They strive to achieve positive change, and it is essential for them to monitor and evaluate the causal chain from project activity to impacts if they are to prove the value of their project. This information is needed for both project management and for reporting to the outside world (e.g. a partner or donor). | Projects introduce development changes to make a difference to the lives of target groups. They strive to achieve positive change, and it is essential for them to monitor and evaluate the causal chain from project activity to impacts if they are to prove the value of their project. This information is needed for both project management and for reporting to the outside world (e.g. a partner or donor). | ||
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Results Based Monitoring (RBM) serves different purposes: | Results Based Monitoring (RBM) serves different purposes: | ||
| − | + | *To check that set targets have been met | |
| − | + | *To provide data and information for reviewing the strategy | |
| − | + | *To steer and make changes, where necessary, to an intervention | |
| − | + | *To create ownership among various project actors | |
| − | + | *To provide evidence on progress/ changes/ achievements for national partners (e.g. ministries). | |
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Results Based Monitoring requires time, personnel and funds, and thus it needs to be included into the activities and budget plan. Ideally, Results Based Monitoring should be planned from the very beginning of a project (concept development, activity planning, budgeting etc.) to ensure that it is an integral part of the approach. Often, however, it is only considered at a later stage. It is important to allocate enough resources (working time, finances) into the budget, and to plan it carefully so that it delivers useful results. | Results Based Monitoring requires time, personnel and funds, and thus it needs to be included into the activities and budget plan. Ideally, Results Based Monitoring should be planned from the very beginning of a project (concept development, activity planning, budgeting etc.) to ensure that it is an integral part of the approach. Often, however, it is only considered at a later stage. It is important to allocate enough resources (working time, finances) into the budget, and to plan it carefully so that it delivers useful results. | ||
Revision as of 12:58, 19 November 2008
=> Back to Overview Compendium
Why monitor?
Projects introduce development changes to make a difference to the lives of target groups. They strive to achieve positive change, and it is essential for them to monitor and evaluate the causal chain from project activity to impacts if they are to prove the value of their project. This information is needed for both project management and for reporting to the outside world (e.g. a partner or donor).
Results Based Monitoring (RBM) serves different purposes:
- To check that set targets have been met
- To provide data and information for reviewing the strategy
- To steer and make changes, where necessary, to an intervention
- To create ownership among various project actors
- To provide evidence on progress/ changes/ achievements for national partners (e.g. ministries).
Results Based Monitoring requires time, personnel and funds, and thus it needs to be included into the activities and budget plan. Ideally, Results Based Monitoring should be planned from the very beginning of a project (concept development, activity planning, budgeting etc.) to ensure that it is an integral part of the approach. Often, however, it is only considered at a later stage. It is important to allocate enough resources (working time, finances) into the budget, and to plan it carefully so that it delivers useful results.
