Developing-Monitoring-And-Evaluation-Framework-for-Budget-Work-Projects
- 1. Developing Monitoring And Evaluation Framework for Budget Work Projects
- 2. Developing Monitoring And Evaluation Framework for Budget Work Projects Dharmendra Chandurkar and Nidhi Sen
- 3. Results-based Management Theory of Change Performance Measurement Framework Performance Monitoring Plan CONTENTS
- 4. 1.1 Users of the Guidance Note 06 1.2 Design of the Guidance Note 07 2.1 What is a Project? 10 2.2 Project Objective or Objectives: One or Many? 12 2.3 Project Objective: Hitting the Bull’s Eye 13 2.4 Project Goal: The Ultimate End 14 2.5 Project Cycle: The Wheels of Action 15 2.6 Results-Based Management (RBM): Putting the Horse before the Cart 20 3.1 What is the ‘Theory of Change’? 24 3.2 How to Develop the Theory of Change? 30 4.1 Monitoring and Evaluation: Same or Different? 56 4.2 Monitoring: What We Are Doing? 57 4.3 Evaluating: What Have We Done? 58 4.4 Monitoring and Evaluation Typologies: Unity in Diversity 60 4.5 What is a Performance Measurement Framework? 61 4.6 How to Develop the Performance Measuring Framework? 63 4.7 How to Implement the Framework? 74 A. Performance Monitoring Framework of CSRD 76 B. Format for activity-input monitoring 78 C. Format for result assessment 79 1.0 2.0 3.0 4.0
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- 6. and why is limited. Monitoring and evaluation of budget work projects thereforeassumescriticalimportance.Whilemonitoringandevaluation evaluation is for ensuring transparency and accountability through our conducted a series of workshops with its six partner budget groups. intensive partner-level workshops were organised to understand its nuances. An attempt was made to develop a hands-on monitoring and evaluation framework congruent to partners’ budget work. A cross-learning workshop was also organised with partners to share guide is the product of the collaborative process undertaken by NFI with its partners on developing the framework for their budget work projects.
- 7. 6 It is envisaged that the guide would help budget work professionals in mapping the conceptual terrain of their work and develop a clear roadmap of what they seek to achieve through their work with distinct milestones and achievable results. The guide has been developed as a handy reference for practitioners of budget work in developing simple and robust monitoring and evaluation frameworks for their budget work projects. Being focused on the ‘process’ of designing a monitoring and evaluation multi-stakeholder and complex working environment. 1.1/
- 8. 7 It builds on this understanding to introduce the concept of theory of change and the process of developing one. It then details the concepts of monitoring and evaluation and presents a step-by-step process providing pointers for implementation. The contents of the guidance note are logically process would be prerequisites for effective use of the guide. To “work” with the note would be the best way to put it to use. progress. Comments and suggestions to improve its contents and presentation would be much appreciated in making it more effective and relevant to users. 1.2/
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- 10. 9 projects. We are constantly working on a variety of projects. These rights depending on the mandate and mission of an organisation. developing a better understanding of the basics of monitoring and evaluation.
- 11. of the project period. It is these ‘activities’ that characterise a project and constitutes the Let’s take the example of budget work. Budget groups engage in a number of activities implementation is in the form of ‘activities’. We know that the activities we implement in any project are not random. When we design Another aspect that characterises a project is its duration. Each project has a ‘definite start’ and a ‘definite end’. What is being sought as the objective is to be achieved within the stated project period. We do not speak of projects extending specific time? we employ to implement the activities in a project? alternative use. We therefore have resources apportioned to meet project requirements 2.1/
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- 13. So far we know that each project has a set of activities that are executed within a towards realizing a particular objective. The moot question remains whether it is one project have? What is this elusive objective that we speak of? single objective. is incorrect usage and against the spirit of a ‘project-based approach’. Projects are that each problem is addressed one at a time in a single project. It is not about tackling but rather they are always in short supply. Resources that have been ploughed for a is the best possible within the given resources. or many? The answer is one. 2.2/ Project Objective or Objectives:
- 14. 13 then the objective would be ‘lowering the drop-out rate of adolescent girls in schools’. reduced by 25 per cent in two years? If 25 per cent is realistically attainable within two want to achieve? 2.3/ Project Objective: S M R A T
- 15. of what one seeks to achieve or objective. But planned activities that lead to the beyond the precincts of the project. What is that goal we speak of? project for reducing the drop-out rate of adolescent girls in schools could be ‘increased women’s literacy’. We can also say that the goal essentially locates the project in the larger macro-level landscape. But each project on reducing poverty or improving livelihood security or enhancing a goal is the intended change we seek; it is expansive in its scope and all-encompassing while achieving their respective objectives. 2.4/ Project Goal:
- 16. monitoring and evaluation. Let us look at the project cycle in this context. generic overview of the same. Projects don’t exist in a vacuum but rather respond to a particular context or setting. Setting the context for knowing what is the existing situation or condition is called . What does this involve? It tries to assess the ground situation from a ‘the existing situation’ with ‘the desired situation’ in order to understand the need or gap that is to be addressed through the project intervention. 2.5/ Project Cycle: Situation Analysis Evaluation Implementation and Monitoring Project and Design Problem Analysis
- 17. 16 between the ground situation and the desired situation. is addressing the core problem itself or its multiple manifestations. To be able to do the underlying reasons for the problem need to be probed and explored so that we can correctly address its root ‘causes’. This process is called the . the doctor may actually be prolonging the illness through improper medication. It is therefore critical to undertake a thorough problem analysis so that the project addresses the core problem. To arrive at the root cause of the problem requires unpacking the complex manifestations of the root cause. It entails digging deep and logically investigating the cause-effect relationships among various manifestation of the problem. It is these root causes that we address through the ‘activities’ in a project. A common method that is used to help identify the core problem is the ‘problem see illustration in the next page).
- 18. 17 in the project. This then becomes the scope of the project or what is called as . This is usually followed by an in-depth which includes formulation and monitoring and evaluating the project. Success of any project implementation depends on the quality of project planning. Problem Tree
- 19. Following project planning is the phase of project implementation executed and progress is monitored to ensure that the project is on track and there is no variance between planning and implementation. whether the ‘situation’ has changed or not. An helps us to take stock of or not. of 19 per cent and whether the desired situation of 33 per cent has been reached or by what margin has the gap been reduced. If we were to look at the project cycle from a monitoring and evalutation lens taking the the proportion of women elected leaders in Parliament?’ for a situation analysis; the last question forms the basis for evaluation. Or to put it question is an Can we therefore say that a project starts with an evaluation and ends with an evaluation and is monitored through its implementation? Does monitoring and evaluation have a
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- 21. There are usually two approaches to managing projects. One talks about simply rules and procedures forms a core concern of the project such as whether the project we do not ask the question how many people were trained on hand-washing with soap they received the training? A ‘result’ in RBM is a describable or measurable development change resulting from a outcomes and outputs (products or services) and aligning inputs and activities the project activities and strategies in such a way that they deliver the same. 2.6/ Results-Based Management (RBM)*: * Canadian International Development Agency (December 2000): RBM Handbook on Developing Results Chains: The Basics of RBM as Applied to 100 Project Examples; Results-Based Management Division
- 22. RBM involves some of the following dimensions: by modifying its activities or approaches to better deliver those expected results. With The next chapter would help us in adapting the main tenets of RBM to our budget work programmes.
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- 24. We now have a better understanding of the fundamental concepts of project and project-based work. We also now appreciate the role of sound planning in project design as a pre-requisite for ensuring it is necessary to prepare a blueprint of change. This requires a thorough cause-and-effect analysis underlying the project logic or we will try and understand the concept of theory of change and how to develop it systematically for our budget work projects.
- 25. 3.1/ What is the and rationale of change guiding it. Decoding this landscape of change to understand ‘why we are doing what we are doing’ is the crux of the theory of change. We can say theory of change is an explicit articulation of through the project intervention. It forms the roadmap to for ushering in the change in a given context. Although the theory of change has been common to all these models and frameworks is they represent the pathways of change based on sound cause-effect logic. The theory of change is a conceptual map of the terrain of change on which the project is changes desired. A well-articulated theory of change helps us in identifying the roadmap outcome and impact are related in a comprehensive logic of change. nature of change over the project cycle. the ) are put in a juicer ( ) to drink. logic is nothing but a means-to-an-end relation or cause-and-effect connection between the system components.
- 26. the nuts-and-bolts of the problem of and . outcome or objective which we ‘achieve’ and the larger impact or goal towards which we Use Do Deliver Achieve Contribute
- 27. number of assumptions or enabling pre-conditions that are necessary for the delivery of results. These assumptions are the causal inferences that govern the change processes Inputs are the resources that we use in the project Processes are the activities that we implement in the project Outputs are the immediate effect of the activities implemented (and not the completed activities) in a project and form the deliverables of the project. Outcome is the project objective to be achieved and can be understood as the inverted image of the core problem Impact objective of the project
- 28. knowledge products and budgetary information for advocacy Key influencers in government and civil society would participate in the activities undertaken in the state assembly and the budget proceedings are not disrupted or adjourned Health and education continue to be the focus of state-led service delivery initiatives There is no siphoning of funds from those allocated have been employed by the state and there are no posts vacant in schools and hospitals
- 29. of influence. This is because we have full ownership of the results that directly follow from our activities. But we do not have single-handed control over the which influence the outcome of a project. or the actions of other state and non-state actors. This makes the problem of attribution/contribution in a project an extremely troublesome one. project towards the delivery of its results and the achievement of its objective. In other providing a trajectory of how the project is to realize its stated purpose. Area of Control and Sphere of Influence in the Results Hierarchy We can see that a clearly articulated theory of change is one that teases out the interactions and disentangles the complex links in the causal chain of results. It is also one where causal inferences or assumptions in the results chain are detailed minutely. results to be delivered in the project. By adhering to the principle of “say what you do and commitment to being the engine of change.
- 30. danger of attributing impact and establishing contribution made by one project among several other actors and factors that might be equally responsible as well. This leads to tension in observing correlations based on causal inferences and realistic in pointing out the expectations of what a project can achieve. But does it mean we cannot measure the achievement of a project objective and its differential contribution to the project goal? We certainly can measure and needtodeploymorenuancedandcomplextechniquessuchasOutcomeMapping to assess and track impact.
- 31. The theory of change is essentially a framework of action that reflects the organisational vision of change through a project lens. The process of developing a theory of change is an engaging and productive exercise when conducted in a participatory and interactive manner. This requires reflection on the nuances of change and causality by stakeholders Here is how you can go about developing it in a participatory manner. changes they expect to see. This is essentially a brainstorming exercise and therefore individual listing is important. If you initiate a group discussion right away on the a group. It is critical that individual members describe the changes sought as well as the underlying reason why they have chosen the same. This is to ensure that all members of the group are clear about the changes desired. It would be better to collect the individual responses on separate index cards. 3.2/
- 32. 31 important that we remove all these repetitions from the list of changes so that we have an exhaustive list of changes envisioned by the group. Better media coverage of budget issues Pre-budget consultations with citizens and civil society are institutionalised health and education Appropriate allocation of funds for social sector schemes and Community demands are incorporated in local planning and budgeting State government formulates policies and budgets in consultation with citizens Proper implementation of Right to Education norms Submission of charter of demands by the community Tribals and dalits have adequate access to primary healthcare and education Improved budgetary practices are adopted by the state government MLAs demand for more resource allocations towards disadvantaged sections such as tribal and dalits Human Development with citizens and civil society are institutionalised’ and ‘state government formulates policies and budgets in consultation with citizens’ are essentially talking about the same
- 33. especially for health and education’ are also talking about the same thing. Such repetitions can be removed. Better media coverage of budget issues Pre-budget consultations with citizens and civil society are institutionalised health and education Community demands are incorporated in local planning and budgeting Proper implementation of Right to Education norms Submission of charter of demands by the community Tribals and dalits have adequate access to primary healthcare and education Improved budgetary practices are adopted by the state government MLAs demand for more resource allocations towards disadvantaged sections such as tribal and dalits Human Development people either through increased fund allocations or improved service delivery. by MLAs in the assembly etc. are essentially not results but actions envisaged by other enabling preconditions or requirements that create the groundwork for larger system- level changes or action by government. These form the assumptions or preconditions of our work.
- 34. 33 partners or stakeholders or whether they are preconditions or assumptions of our work. Can you list the changes that you or your organisation seeks through the budget work?
- 35. and interconnections between these listed changes. This involves brainstorming and discussions in prioritising the various changes such that they are ordered into a hierarchy of changes with a cause-effect logic underlying all the interrelationships. You can use the following framework to segregate the changes sought:
- 36. changes in the overall development status. You can now see the chain of causality and linkages in these three levels of changes. In Better media coverage of budget issues MLAs demand for more resource allocations towards disadvantaged sections such as tribal and dalits Submission of charter of demands by citizens Pre-budget consultations with citizens and civil society are institutionalised Increase in resource allocations for particularly health and education Community demands are incorporated in local planning and budgeting Tribals and dalits have adequate access to primary healthcare and education Enhanced Human Development Improved quality of life of people
- 37. 36 Can you now draw out the linkages based on the changes that you have listed and see how it looks?
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- 39. The next step in the process of developing theory of change is mapping the various actions or activities that may be required to foster the changes envisioned. These could be three stakeholders that would lead to changes in government. for fostering the envisioned changes through our actions or by actions of our partners. In be sought’ through budget work. Research and analysis for periodically examining budgetary allocations and expenditure in the state budget Producing budget briefs by organising meetings and consultations with them Networking with rights-based groups to build solidarity and advocate for common demands society groups and so on. So while there are certain activities that a group carries out required policy and budgetary changes that the budget group seeks to bring about.
- 40. 39 Can you list the actions that you or your organisation furthers through the budget work towards soliciting the changes listed earlier?
- 41. Now that we have developed the interconnections between the various changes sought framework. Taking the example of our budget group we can say that it employs a strategy of synergistic action and therefore fosters partnerships with an array of actors. It engages organisations seeking to influence their actions. These collaborative efforts are envisioned to further requisite action by the state government as well as bring about larger systemic changes. These resultant changes would then translate into changes in the lives of people. outcome and improvement in the overall development status is the impact that we seek.
- 42. The point to keep in mind is that actions by our partners and stakeholders are still at the level of activities since it is through our influencing actions that our partners and
- 43. Can you use the framework with the changes and actions that you listed and see what your hierarchy looks like? Actions by us Actions by us to influence the actions of our partners/stakeholders Actions by our partners and stakeholders
- 45. Rough Sheet
- 47. Can you use the diagram below to draw out the relationship between your actions and partners’ action towards the changes sought?
- 49. The last step in developing a theory of change is stating the assumptions or unvoiced presumptions that underpin the various levels of changes the form the results chain. is necessary to state the enabling preconditions or prerequisites that need to be met for the results to be delivered and the outcome to be achieved. Documenting assumptions and actors who can influence the causality. the theory of change for budget work:
- 50. knowledge products and budgetary information for advocacy Key influencers in government and civil society would participate in the activities undertaken in the state assembly and the budget proceedings are not disrupted or adjourned Health and education continue to be the focus of state-led service delivery initiatives There is no siphoning of funds from those allocated have been employed by the state and there are no posts vacant in schools and hospitals
- 51. Rough Sheet
- 53. Can you articulate the theory of change of your budget work here along with stating the assumption?
- 54. Can you look at the theory of change of your work and visualise what would have been different in it had we developed this say two years ago?
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- 56. We are all familiar with the terms monitoring and evaluation. More the same breath. So what is monitoring? What is evaluation? Are they same? What purpose do they serve? How do we go about to understand the nuances of monitoring and evaluation and the process of developing a comprehensive monitoring and evaluation theory of change developed.
- 57. 4.1/ Monitoring and Evaluation: Figuring out the fundamentals of monitoring and evaluation is key to successfully managing our projects for achieving results. To understand the essence of monitoring monitoring is directed at cross-checking whether our work is on track over a period of can see that there are two distinct domains within a project. One is concerned with ‘what
- 58. 4.2/ Monitoring: work we do daily relate mainly to the realm of activities. Monitoring thus relates to the domain of work that we are doing on an everyday basis. When we talk of monitoring a This begs a more fundamental question of why do we need to monitor our work? We us where we stand and if we are on shaky ground. But what if we know that we are corrective action to ensure that we are back on the right track. Monitoring allows us a gateway to revise our actions so that our activities may go according to plan. The question naturally arises that who is the best person to monitor our activities? Any guesses on whether it should be an outsider or one who is directly engaged in activities? The best monitoring is done by those who are involved in the day-to-day implementation of project activities. Why is that? Because they know best what project activities.
- 59. 4.3/ Evaluating: value of evaluation is critical in doing our work better. So what is the purpose of an evaluation? An evaluation is an unbiased assessment of the achievement of the project objective The objective is what is sought in a project once all the project activities are estimate of what has been achieved relative to what was to be achieved. the project has ended. It tries to answer the basic question of whether there has been whether these activities have added up to any change or led to the attainment of the Anevaluationalsoseekstoanalysethedifferentialcontributionoftheprojectinachieving the desired change. We know that at any given point of time there are a number of projects or interventions undertaken for realising a larger goal. Our project does not exist in a vacuum; there are other actors and factors also contributing towards the change. So the change we observe may be from a combination of all these actions and not by us alone. We therefore have to be sure of what is the change that could be attributed to an evaluation can demonstrate the special or incremental contribution of the project in ‘what difference did you make?’
- 60. evincing impact. factors contribute to their attainment. The question then remains as to who is best placed to evaluate our work? Any guesses on whether it should be by an outsider or one who is directly engaged in activities? An evaluation is best conducted by a third-party or person. This eliminates any possibility of Relevance Effectiveness Sustainability Impact Results
- 61. 4.4/ Monitoring and Evaluation Typologies: monitoring and evaluation. depending on whether stakeholders are involved in the process. It is conventional when only project personnel are involved in the process and it is participatory monitoring and evaluation when there is the active involvement and ownership of stakeholders in the Another form of monitoring and evaluation that has gained prominence in recent times is wherein we have to monitor resources that we use for doing our activities and for delivering level of achievement in the project objective and our contribution towards the goal. the domain of evaluation. What if we were to extend the domain of monitoring to the area would essentially be doing monitoring and evaluation simultaneously or concurrently and hence the term . achievement of the project objective in the course of the project. Keeping both ‘what monitoring and evaluation maps the multiple layers of change and makes progress- tracking and impact assessment easier to capture and understand.
- 62. 61 4.5/ what result is to be achieved determines what activities are to be carried out. of change within our project. It now becomes necessary to track changes mentioned Measurement Framework (PMF) to help us capture and monitor project performance. We are consciously using the term ‘monitor’ as PMF is a tool of concurrent monitoring and evaluation where we also ‘monitor’ the outcome or objective. performance measurement framework that can assess and provide evidence of project results This would help us in managing the results by continuously providing evidence on the performance of the project. Performance Monitoring Plan (PMP) and Results Framework.
- 63. A typical PMP looks like the one shown in the matrix below. What does this matrix have? Statement of expected results Indicators informing what information to seek so that we know that the condition is achieved Periodicity describing when we would be making the measurement of the indicator Source Baseline or the starting value of the indicator before the intervention situation or condition. Milestones across various project years Target of the condition that we want to achieve at the completion of the project Responsibility of who will fetch the information at the desired periodicity
- 64. 63 4.6/ Now that we have understood PMF as a tool of concurrent monitoring and evaluation through an easy step-by-step approach as delineated below: All we have to do now is to bring the outputs and outcome from the theory of change and put them in the respective expected results column at the assigned level. This is because outputs and outcomes are deliverables whose achievement we are accountable for. You contributed and never actually achieved. ForthetheoryofchangeofourbudgetgroupinthepreviouschapterthePMFwouldlooklike:
- 65. We see that there are three types of results: 1 2 3 need to think differently for process or practice-level results. Let us move to the next step. We are essentially interested in measuring change in a given condition as a result of our or the desired condition has been achieved. So what is an indicator and how can it be used as a measure for the stated results? Developingsuitableindicatorsremainsachallengingtaskinanyperformancemeasurement would be income or kilocalories consumed between time t1 (start of the project) and increased or decreased or remained the same over a period of time. The point to be noted indicator by its very nature is value-neutral and can at best be proxies or approximations. have at least one indicator and a maximum of three. More than three indicators would imply that we are not clear of what we are trying to achieve as a result. Physical - Behavioural - Financial -
- 66. look like this: measuring it. Periodicity should be based on the consideration of change being visible periodicity would be low such as quarterly or half-yearly. And if the change is expected after informationwouldbedrawn.Oneshouldbeabletopinpointtheexactsourceofthisinformation for availing the indicator information then we should mention at least two of those sources. information needs to be assigned to someone from the project team. Access to health and education by the tribal communities is enhanced Net enrolment rate .1 % of GSDP on health 2.1 % utilisation in health Number of PHCs 1.2 % of GSDP on education 2.1 % utilisation in education 1. Allocation for Social Sector (Health and Education) budget is enhanced 2. Utilisation of the Social Sector (Health and Education) budget is enhanced 3. Participatory budget formulation practices are adopted by the GoO
- 67. 66 Let us now see how the PMF of our budget group looks like in this regard. starting point for gauging or calculating that change. The baseline is the a priori value of the condition. Access to health and education by the tribal communities is enhanced Net enrolment rate Project Coordinator Project Coordinator Researcher Researcher Economic Survey published by Planning and Government of Odisha Annual Annual Annual Annual 1.1 % of GSDP on health 2.1 % utilisation in healthhealth Number of PHCs 1.2 % of GSDP on education 2.1 % utilisation in education 1. Allocation for Social Sector (Health and Education) budget is enhanced 2. Utilisation of the Social Sector (Health and Education) budget is enhanced 3. Participatory budget formulation practices are adopted by the GoO
- 68. 67 Wealsohavetodevelopkeymilestonesandtargetvaluesfortheindicators.Thetargetisthe the concrete result we seek at the end of our project efforts. Milestones are the benchmark values that we hope to achieve within the project implementation years. The milestone values are to be assigned based on the way we plan our project implementation. Usually which its intensity picks up from the second year and peaks during the third or fourth year. benchmark values. Let us now see how the PMF looks in this case. Access to health and education by the tribal communities is enhanced Net enrolment rate Project Coordinator Project Coordinator Researcher Researcher Economic Survey published by Planning and Coordination Government of Odisha GoO GoO Annual 1209 82% 3.1% 2.9% 1250 85% 5% 4.5% Annual Annual Annual 1.1 % of GSDP on health 2.1 % utilisation in healthhealth Number of PHCs 1.2 % of GSDP on education 2.1 % utilisation in education 1. Allocation for Social Sector (Health and Education) budget is enhanced 2. Utilisation of the Social Sector (Health and Education) budget is enhanced 3. Participatory budget formulation practices are adopted by the GoO
- 69. These can be also termed as institutional changes. and track process-level changes along the pathway of change. Using a graded measure So what are these progress markers? Progress markers are the practice or process- documents etc. all constitute key practice-level demands that require institutional change. is called ‘ milestone forms what is known as ‘love to see’ or the most desirable or ambitious change class distinction is what we would ‘love to see’. Theseprogressmarkersaremoreorlessanalogoustomilestonesandtargetsforindicators Let us now see how the PMF of our budget group looks like.
- 70. 69 Access to health and education by the tribal communities is enhanced Net enrolment rate Project Coordinator Project Coordinator Researcher Project coordinator Project coordinator Researcher Economic Survey published by Planning and Coordination Department Budget at a Budget at a Annual 1209 82% 3.1% Representatives of the state government associated with the budget formulation process would participate in pre-budget consultations organised by civil society organisations State government district-wise budget planning processes initiated by civil society State government would invite civil society to pre-budget consultations organised by them District-wise disaggre- gated plan budget data published by the state gov- ernment State govern- invite sug- gestions and recommenda- tions on the budget from civil society organisations State govern- ment pilots a district-wise budget plan- ning process in at least one district in Odisha 2.9% 1250 85% 5% 4.5% Annual Annual Annual 1.1 % of GSDP on health Pre-budget consultations District-wise budget planning 2.1 % utilisation in health Number of PHCs 1.2 % of GSDP on education 2.1 % utilisation in education 1. Allocation for Social Sector (Health and Education) budget is enhanced 2. Utilisation of the Social Sector (Health and Education) budget is enhanced 3. Participatory budget formulation practices are adopted by the GoO
- 71. budget group in the form of a theory of change by following a step-by-step process. In target values in your budget work projects? Can you think of the progress markers and
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- 73. Can you visualise how the PMF of your budget work would look like?
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- 75. 4.7/ and resources towards the achievement of our results. To be able to do so we need two ‘cost overruns’. this format would help us in tracking our activities and resource utilisation as well as the adherence to the project implementation schedule. PMF. A simple format for the same is given in Annexure C. The same would help us know how far we have moved and help prepare our strategies for the future course of action.
- 76. Process evaluation Process evaluation helps us in understanding how a project was implemented. It helps was the outreach etc. In budget work context it could be used for answering questions like: Were all the activities completed as intended? To what extent the partners have to evaluation. Process evaluation helps us in understanding how a project was implemented. It helps answer questions like whether the activities were completed and targets answering questions like: Were all the activities completed as intended? To what extent the partners have undertakes activities that we wanted them to take (e.g. monitoring and should not be used as an alternative to evaluation. Process evaluation is because we know that the context is dynamic and may have changed within a year. It therefore becomes important to probe whether the theory of change is still congruent to the responsive to the dynamic nature of the context in our approach to result management. evaluation would entail gathering evidence of the project’s contribution to the change. It would not be for ‘attribution’ but for analysing the ‘contribution’ of the project towards Relevance Effectiveness Sustainability Results
- 81. List of Publications by NFI 1. Common Cause: NGOs and Civil Society 2. Budget work in India: A Stocktaking 3. A study of Nutrition among Rural Children in Assam 4. Analysis of Agriculture Value Chain in Tomato sub-sector in Hazaribagh, Jharkhand 5. Analysis of Agriculture Value Chain in Paddy sub-sector in Bilaspur, Chhattisgarh 5. The North East Voluntary Action and Vision 6. Constructive Work as Self-Governance About the Authors Nidhi Sen Dharmendra Chandurkar Nidhi is currently anchoring the budget work portfolio at NFI. With a background in Political Science (Jawaharlal Nehru University) and Human Rights (National Law School of India University), she has been working in the development sector for more than 5 years in different capacities. Deeply interested in social protection and governance issues, she has a number of publications on the same. Committed both to development action and communication, she has both experience and training in change management, grant management, knowledge-building, and programmatic design and planning. He is responsible for leading Sambodhi’s knowledge vision and strategy, includingidentifyingandincubatingemergingmethodologiesanddesigns with relevance to monitoring and evaluation, project management and research. In his 14-year career, he has been involved in designing curricula and developing resources for capacity-building programmes and has led multidisciplinaryteamsinmonitoringandevaluationprojects.Hisworkon design and operationalization of monitoring systems has been published in leading internationally. A management graduate, Dharmendra is also the editor of the “South Asian Journal of Evaluation in Practice”. His He likes cooking and enjoys experimenting with different cuisines.
- 82. National Foundation for India (NFI) NFI is a national fundraising and grant-making organisation. It aims to make a difference and help create a just and equitable society by enabling marginalised communities to improve the quality of their own lives and by improving public understanding of social issues. NFI: Core 4 A, Upper Ground Floor, India Habitat Centre, Lodi Road, New Delhi-03 Tel: 011-24641864-65, Fax: 011-24641867, Sambodhi Sambodhi Research and Communications Private Limited (Sambodhi) is a premier consulting and advisory institution catering to research, evaluation and allied services needs of the social sector with the belief that design and development of state-of-the-art knowledge products and provision of knowledge-based services is essential to expedite the developmental change process. Sambodhi offers both customized and syndicated services based on sectoral know-how, evidence and analytics. Sambodhi also disseminates knowledge through publications and events to a wide variety of audience. Sambodhi Research & Communications Pvt. Ltd. 0-2,2nd Floor,Lajpat Nagar-II,New Delhi-110024 Phone No:+91 11 40560734,65492502 Email: nitin@sambodhi.co.in Published in 2014, Design by | www.spiritnoise.com NFI is supporting eleven civil society groups working on public budgets in more than ten states ofIndia.NFIiscommittedtoexpanding,strengtheninganddeepeningthebudgetdiscourseand practice from a social equity perspective. NFI would like to collaborate with multiple stakeholders including civil society organisations, the print and electronic media, public policy institutions, and people’s representatives to create a national momentum around pressing budget reform issues. NFI believes that a synergistic and strategic approach can help leverage the impact and gains of civil society budget work to meet India’s developmental challenges. To learn more about NFI’s budget work portfolio and how one can contribute to the sector’s effectiveness, please write to or