United Nations in Mozambique
Joint Program: More and better jobs in Cabo Delgado province and Nampula Province
More and better jobs in Cabo Delgado and Nampula Provinces
More and better jobs in Cabo Delgado and Provinces
Harnessing the opportunities of M
Monitoring, Evaluation
and Knowledge
Management Strategy
United Nations in Mozambique
Joint Program: More and better jobs in Cabo Delgado province and Nampula Province
INTRODUCTION
The UN Joint Program “More and better jobs in Cabo Delgado and Nampula Province” will
be implementaed by 4 agencies, namely ILO, UNDP, UNIDO and UN Women. The
programme seeks to contribute to improved articulation, across stakeholders to promote
sustainable livelihoods for young people (both male and female) and female headed
households through adjusting economic policies and strategies to generate sustainable
employment.
This document highlights various efforts applied by the program in ensuring monitoring,
evaluation and learning are spearheaded and internalized amongst its staff and partners
and ultimately support achievement of the expected results. The audience of this
document are the program Technical Staff, Interns/Consultants, Partners and other
external parties who would wish to understand how the program practice its M&E
component.
Performance Monitoring Framework
The Performance Monitoring framework prepared in the design stage of the program
gives a summary of the key building blocks. This matrix present the flow of the impact/goal
expected by the stakeholders at the end of the project implementation, outcomes and
outputs desired as well as activities. Also the matrix shows clear the indicators, means of
verifications as well as assumptions which when they hold the project may achieve its
expected results. See Annex 1
Indicators
These are yardsticks used to measure the achievement of results. The indicators in this
manner are the determinants of which type of tools will be used to measure the outcomes
or outputs. The program has quite a number of indicators from activity level to goal level
as established in project design stage and other consultations during project
implementation.
MONITORING AND EVALUATION IN BIGGER PICTURE
Monitoring and Evaluation is an integral part of program/project management which helps
to ensure proper implementation of work plans and objectives and that expected results
achieved as planned. It also ensures that corrective actions are applied in case things go
wrong. Monitoring and evaluation serves as management tool for decision making based
United Nations in Mozambique
Joint Program: More and better jobs in Cabo Delgado province and Nampula Province
on the findings. The Program has in number of ways established initiatives to ensure M&E
is mainstreamed in its processes from tracking indicators by developing scorecards to
building capacity and mutual understanding of its technical staff in adapting such
tools/initiatives.
The OECD (2002a) defines monitoring and evaluation as follows:
Monitoring: is a continuous function that uses the systematic collection of data on
specified indicators to provide management and the main stakeholders of an ongoing
development intervention with indications of the extent of progress and achievement of
objectives and progress in the use of allocated funds (p. 27).
Evaluation is the systematic and objective assessment of an ongoing or completed project,
program, or policy, including its design, implementation, and results. The aim is to
determine the relevance and fulfillment of objectives, development efficiency,
effectiveness, impact, and sustainability. An evaluation should provide information that is
credible and useful, enabling the incorporation of lessons learned into the decision making
process of both recipients and donors (p. 21).
The Power of Measuring Results
• If you do not measure results, you cannot tell success from failure.
• If you cannot see success, you cannot reward it.
• If you cannot reward success, you are probably rewarding failure.
• If you cannot see success, you cannot learn from it.
• If you cannot recognize failure, you cannot correct it.
• If you can demonstrate results, you can win public support.
SIGNIFICANCE OF M&E IN PROJECT/PROGRAM MANAGEMENT

Ensures accountability of the project management towards donors and stakeholders
on agreed results and targets

Helps to rectify where the program/project implementation goes astray,

Support the management in making decision based on the findings generated

Helps to showcase to stakeholders results achieved by the program/project

Fosters learning throughout the project/program implementation,
MONITORING & EVALUATION STRATEGY
United Nations in Mozambique
Joint Program: More and better jobs in Cabo Delgado province and Nampula Province
Monitoring and Evaluation strategy is the guideline which helps to provide an overview of
the implementation of monitoring and evaluation function of a given project or program.
Like any other project/program, we put attention on monitoring and evaluation of the
interventions. It is therefore feels crucial to have a guideline which will ensure better
implementation of this important component. It is important to note that the strategy
builds on the M&E plan developed as follows:
Monitoring and Evaluation Plan/ Data Collection Matrix: This is the document that
narrates who, when, how, data on the indicators established will be collected. The plan
gives more details of the responsible person for data collection, methods/tools for data
collection, frequency of the data collection and use of data. Generally this is the guideline
for data collection on the indicators established since the design stage of the
program/project.
Scorecard; this is the template that list down all project indicators from outcome level to
activity level against milestones. The idea behind this template is to ensure all information
on project indicators are collected and documented against the milestones at an agreed
duration in implementation year which currently is on quarterly basis. The audience of this
template are project staff themselves so as to understand their efforts towards achieving
the milestones as well as Steering Committee, Projecy Management Committee and
donors (for the semi-annual scorecard) regarding progress of the project towards
achieving its targets so as to take necessary actions.
Monthly Reports; These are brief reports submitted that highlights achievement of
outputs based on the implementation of country work plans. The information reported is
based on the status of the activities in each output in terms of actual achievement after
implementation. This includes outreach against targets and any qualitative information
collected including case studies or stories of change.
Strategy map: this is the internal monitoring tool that ensures the key indicators
particularly indicators of achievement (IoA) are updated against milestones established by
the project. This tool helps to alert implementers of the work plans (project technical staff)
and project management on the progress in achieving particular milestone at a particular
set time which alert green, yellow and red for full, partial and poor achievement
respectively. This tool helps the project management to ensure the work plans are
implemented as planned and targets/milestone are taken into consideration during
implementation but most importantly communicate to the project stakeholders on the
progress towards achieving agreed targets.
United Nations in Mozambique
Joint Program: More and better jobs in Cabo Delgado province and Nampula Province
Annual & Semi-Annual Reports: These are comprehensive reports produced twice per year
and submitted to SDG-F. These reports are aimed at showcasing to both the parties on the
progress of the project based on the results achieved at both levels. The reports are built
based on the reports submitted monthly/quarterly.
Monitoring Templates/Tools; these are forms, checklists or questionnaires which have
been developed to capture data on the activity and output level. The tools are mostly
focusing the indicators whose data are routine e.g. Number of entrepreneurs trained,
Number of partnerships created, students receiving entrepreneurship education e.t.c.
They are divided into two, field-data capturing tools and data collation and aggregation
tools. The difference between the two are based on the fact that the former is based on
field data collection by activities’ implementers and the latter is more based on
aggregation of the information collected with field tools and are mostly managed at
project country’s office/sregional office level.
MONITORING ACTIVITIES
Assessment of reports from partners; This exercise helps to ensure accountability of the
partners. It is also an important mechanism to ascertain progress achieved in
implementing a particular intervention and that data/information submitted by
implementing partners are in line with reporting requirements and also answer key
aspects which were agreed in the contract with the implementing agencies. Nevertheless
the assessment ensures critical issues/challenges are identified and fixed immediately to
avoid compromising the expectation of the project.
Monitoring/Validation Visits; these visits are aimed at validating data collected from the
field based on the activities/interventions implemented either by partners or staff. These
visits also serve as a status and quality check of the intervention based on the agreed
outputs, targets and timeliness and ensures data reported are relevant and valid. They are
also aimed at identifying lessons learnt and best practices as well as challenges facing the
intervention/partners and recommend the solutions for rectification.
Furthermore, field visits also provide opportunity to build capacity of partners on areas of
monitoring, evaluation and reporting to ensure that all reports submitted are with relevant
and valid data as well as informing respective key indicators which the particular
implementation relates.
United Nations in Mozambique
Joint Program: More and better jobs in Cabo Delgado province and Nampula Province
EVALUATION ACTIVITIES
End of the project Evaluation; this is an independent assessment conducted during the
phase-out of the project/program implementation to ascertain achievements recorded by
the project throughout its life span. This process is always coordinated by an ILO Manager
who has not been directly involved in project implementation but conducted by an
independent Consultant appointed by ILO. (ILO TC Manual)
United Nations in Mozambique
Joint Program: More and better jobs in Cabo Delgado province and Nampula Province
KNOWLEDGE MANAGEMENT
The primary objective of the knowledge management is to connect “knowledge nodes”
both the knowledge providers and the knowledge seekers to allow for more informed
decision making. To help with that the project will capture knowledge, help with access
and actively work to create a knowledge sharing environment. The project intends to
record experience and knowledge gained from the project implementation. The content
will package and be made available to make it accessible and understandable. The project
will facilitate knowledge sharing among stakeholders by continuously absorbing and
sharing knowledge with knowledge seekers through website, blog, print material, media,
coordination meetings and in opportunities given by the activities.
Several different knowledge seekers are foreseen: 1. The intergovernmental policy group
on employment that is supported by the UN and other government bodies; 2. National
research institutions; 3. International partners and initiatives in Mozambique working in
the area of employment; 4: International and regional initiatives, on extractive industries
and job creation including post 2015 dialogue; and 5, Business and job seekers.
The following activities are proposed:
Activity 1: Capture and record stories on how programme results have been achieved,
businesses have developed and jobs have been found and what lessons can be drawn. This
will also derive from or complement the monitoring and evaluation plan.
Activity 2: Maintain and update the UN run employment website and blog
http://dialogoemprego.org/
Activity 3: Participate and facilitate national dialogue, policy development, business to
business knowledge sharing, knowledge sharing among job seekers, aid coordination and
international and regional fora.
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Harnessing the opportunities of Mozambique’s New Econ