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An effective state is essential to achieving socio-economic and sustainable development. With the advent of globalization, there are growing pressures on governments and organizations around the world to be more responsive to the demands of internal and external stakeholders for good governance, accountability and transparency, greater development effectiveness, and delivery of tangible results. Governments, parliaments, citizens, the private sector, NGOs, civil society, international organizations and donors are among the stakeholders interested in better performance. As demands for greater accountability and real results have increased, there is an attendant need for enhanced results-based monitoring and evaluation of policies, programs, and projects. This Handbook provides a comprehensive ten-step model that will help guide development practitioners through the process of designing and building a results-based monitoring and evaluation system. These steps begin with a “Readiness Assessment” and take the practitioner through the design, management, and importantly, the sustainability of such systems. The Handbook describes each step in detail, the tasks needed to complete each one, and the tools available to help along the way.

Written for those who said to the authors (and for others in the same situation): \"We know we need M and E, but we don't know how to set up an M and E system, or how to make ours work well and provide the information we need.\" This detailed, practical manual explains the skills and steps for making a monitoring and evaluation (M and E) system that functions well. The goal is an M and E system -- people, processes and partnerships -- that collects, verifies and analyzes good quality information that is useful and used by decision makers, managers, implementers, funders, and other stakeholders. The manual begins by introducing the concept of results-based management, and the internationally accepted \"12 components of functional M and E Systems\" framework. It describes the purpose and functions of each component, and builds skills by taking users through the steps for setting up, or improving what already exists. (The 12 modules – one for each component – are listed overleaf.) Each module has clear learning objectives, detailed systematic explanations and useful examples, and exercises for learners to work through that apply what is being taught (model answers are available on line). Use: It can be used as a reference manual, a training text, or for self-study. It is likely to be especially useful for trainers and trainees trying to meet the need for skilled professionals, capacity and technical advice in building sustainable M and E systems. Using the 12 components of any working M and E system as a benchmark, users can easily assess their own system for sustainability, identify where improvements are needed, and follow the detailed, systematic steps and \"how to\" guidance. Potential Users: The broad audience for this manual includes all those responsible for M and E, across all sectors. The primary audience is people who set up, operate, or oversee M and E functions, trying to ensure that data are collected, compiled, and provided in a useful way to decision makers. The book was written mostly for staff in government agencies at national and sub-national levels, but is fully relevant to NGOs, the private sector, and funding agencies. All implementing or policy-making organization with programs that aim for results and change need monitoring and evaluation, will find this guide useful, practical, systematic and thorough. Development: The manual shares the authors' extensive practical, hands-on experience helping clients to build and use M and E systems, and advising on managing for results. The materials were developed and tested \"in the field\", and benefited from detailed discussions with other M and E practitioner-experts to get consensus on the approach. The draft was refined after extensive peer reviews, and pilot use in training courses inTanzania and Turkey. The manual complements and extends the globally recognized best-selling book co-written by one of the authors, widely used by academic institutions, governments, and developing partners worldwide to better understand the principles and practices of results-based M and E. \"Making Monitoring and Evaluation Systems Work\" goes beyond the broad consensus on the need to measure, monitor, and manage to results, and the investments in monitoring and evaluation systems, to go step-by-step through the details and practicalities of making sure M and E systems are functional and sustainable. Contents Introductory Module: Introduces the Training Course, the concept of results-based management and the 12 Components of Functional M and E Systems 1. The Enabling Environment: People, organization, partnerships and planning Module 1: Organisational Structures for M and E: Explains the importance of including M and E in organisational structures, and how to plan for human resources to meet the needs of an M and E system.

What happens after your program's strategy has been designed? How do you now wether you've been successful in implementing the strategies you planned? After more than a decade of development investments in monitoring and evaluation few countries are able to regularly report on how effective their policies and programs are in achieving the results they desire. It is not through lack of good Monitoring and Evaluation (M&E) design, nor political mandates to support the effort, but from a lack of sustained management and delivery of effective M&E programs within established organizations. This title will not only help you build functional M&E systems, but also provide you with the tools and concepts for helping others build their systems.

An effective state is essential to achieving socio-economic and sustainable development. With the advent of globalization, there are growing pressures on governments and organizations around the world to be more responsive to the demands of internal and external stakeholders for good governance, accountability and transparency, greater development effectiveness, and delivery of tangible results. Governments, parliaments, citizens, the private sector, NGOs, civil society, international organizations and donors are among the stakeholders interested in better performance. As demands for greater a

Contracting non-governmental organizations (NGOs) has been shown to increase health service delivery output considerably over relatively short time frames in low-income countries, especially when applying performance-related pay as a stimulus. A key concern is how to manage the transition back to government-operated systems while maintaining health service delivery output levels. In this paper we describe and analyse the transition from NGO-managed to government-managed health services over a 3-year period in a health district in Cambodia with a focus on the level of health service delivery. Data are derived from four sources, including cross-sectional surveys and health management and financial information systems. The transition was achieved by focusing on all the building blocks of the health care system and ensuring an acceptable financial remuneration for the staff members of contracted health facilities. The latter was attained through performance subsidies derived from financial commitment by the central government, and revenue from user fees. Performance management had a crucial role in the gradual handover of responsibilities. Not all responsibilities were handed back to government over the case study period—notably the development of performance indicators and targets and the performance monitoring.

During the 1990s, the Sudan began several initiatives to establish new medicine-financing mechanisms as part of the health reform process. Initial seed stocks were provided to each hospital. Unfortunately these facility-based funds did not regenerate and the hospitals were left without funds for medicines. The Revolving Drug Fund (RDF) was established in 1989 to facilitate access to medicines in health facilities in Khartoum state. This study used quantitative and qualitative research techniques to collect data from health-care providers and users to evaluate the experience of operating an RDF in Khartoum state. Data from personal observations and from archival and statistical records were also analysed. Seven health facilities were sampled for this research. The Ministry of Health has a policy to expand the RDF to the whole country and has already commenced roll-out to seven more states. This policy is based on the experience of the RDF within Khartoum state. Khartoum state has a high (97%) level of availability of essential medicines and this is attributed to the RDF. The RDF medicines were mostly considered affordable by users and very few (6%) patients failed to obtain the prescribed medicines for financial reasons. The RDF could be successfully replicated in other states of the Sudan and in low-income countries with similar contexts on condition that they meet success factors, such as gradual implementation, political commitment and availability of hard currency.

This paper, drawn from an ESRC-funded research project, deploys data from one secondary school to raise some general issues about the development of disciplinary technologies of surveillance and uses of performativity in education. It is argued that the use of Total Quality Management, School Development Planning and Ofsted (The Office for Standards in Education) Inspections, individually and collectively produce an intensification of teachers' work, submit teachers more directly to the 'gaze' of policy, and encourage schools and teachers to 'fabricate' themselves for the purposes of evaluation and comparison. The paper is premised on the argument that schools cannot be represented adequately within research (or evaluation) by simple stories or single essentialising tags; 'good/bad', 'successful/failing' -- they are inherently paradoxical institutions.

This book analyzes the objectives and content of the World Bank's assistance program during the period 1994-2003, the economic and social development outcomes in Pakistan, and the contributions of the Bank to development outcomes.