B. Monitor, solve problems and report findings - How are we doing?

TIME: 2 hours

AIMS: By the end of this section participants will be able to:

1. List things which can cause a project to lose community support.

2. Monitor progress.

3. Solve problems that come up.

4. Prepare progress reports for the community, government, aid organizations, etc.

PREPARATION:

1. Review TRAINER OVERVIEW and steps in PROCEDURE.

2. Select a management problem for each of the teams to solve in Step 8. The problem should be related to their "projects". For example: project materials or money are disappearing, one leader is bossing too much, there are disagreements among members of the management team, there is poor communication between the project management team and the community.

MATERIALS:

1. Blackboard and chalk.

2. Handout 13, "Problem Solving Steps".

3. Handout 16, "Sample Action Plan Work Sheet".

4. Handout 24, "Monitoring Projects".

5. Handout 25, "Sample Monitoring Report".

TRAINER OVERVIEW

Here we look closely at the monitoring side of project management. First we clarify the difference between monitoring and evaluating. We talk about what kinds of thing we want to look for when following up on projects and what kinds of things can go wrong. Each of our "management teams" works out solutions to a problem in their "project". Them we look at how to prepare a monitoring report.

PROCEDURE:

Step 1. Review AIMS of this section of the workshop with participants.

Step 2. Clarify the meaning of the word "monitoring". Explain that monitoring means to check up on the progress of a project while it is still going on. It is different from an evaluation. We evaluate to measure our efforts after the project is finished. Some planners and project managers discuss monitoring as a part of evaluation; however most separate the two activities, as we are doing in this workshop.

During the project ® Monitoring

After the project ® Evaluation

Step 3. Ask participants each of the following questions and write ideas on the board:

• Why do we monitor projects?

• What things do we look at when we monitor a project?

• How often do we monitor projects?

Step 4. Review handout 24. Compare with list on the board. Discuss. Points to cover:

1. Monitoring should be done to help people, not to criticize them or put blame on anyone.

2. Monitoring should follow a schedule and include a plan of things to look at.

3. The project management team/project manager should use the information they get from monitoring to make progress reports to the:

• community

• extension worker

• aid organization

4. How much monitoring should be done is hard to answer. "Enough" doesn't give us much help! More monitoring is probably needed at the beginning of a project and if the project is not doing well. After the project is started and going well, the project must still be monitored regularly but less often.

Step 5. Ask participants kinds of reports are required for the projects they work with and what kinds of information are requested. How do they get the Information they need? Points to cover:

1. No matter what official reports are required for a project, the project management team must report to the community.

2. The management team/project manager should make the reports to the community and, whenever possible, make any other reports as well.

3. What reports need to be made depends on government requirements, requirements of aid organizations, what the extension worker needs, etc.

Step 6. Have participants look back at handout 16 and then review handout 25. Explain that a monitoring report follows up on the project's action plan. Handout 25 is just one example of a monitoring report. Ask participants to assess the project in handouts 16 and 25. Is it running well or not? What action should be taken? What about the things listed in points 2, 3, and 4 on handout 24?

Step 7. Ask participants what can go wrong in a project. Write ideas on the board and compare with the list below:

• action plan not good

• unexpected things happen-cyclones, leader leaves village, money doesn't come

• materials and supplies disappear

• things that were to be given "free" now cost money

• lose community support

• gossip/"spoiling"

• problems with money

• long delays in receiving supplies, funds, etc.

• poor management

• big men and big women taking project money and supplies for personal use

• disagreements

• someone in the community taking over, acting like Mr. Me or Mr. High-high Seleva

Step 8. Give each team a different management problem to discuss and solve. Suggest that the teams look back at the handout 13 about solving problems and try to follow the same steps They should spend about 30 minutes and then come back together.

Step 9. Have teams share the results of their problem solving and discuss. Points to cover:

1. Problems do not solve themselves. Managers need to take action to solve problems - quickly! Unsolved problems can destroy a project. The longer a problem goes on, the bigger it grows, like a sore that boils up because we don't look after it.

2. People in the community will expect the management team/project manager to solve problems. This is one of the responsibilities "managing". The members of the management team/project manager should consult with other community leaders, extension workers, government officials and so forth as needed. Then the team/manager acts to solve the problem.

3. Communication is one of the most important tools to solve problems-find out what really happened by talking to the people involved and hearing their side. Many misunderstandings come up between people. Talking about them often clears up these misunderstandings.

HANDOUT 24

MONITORING PROJECTS

Why monitor?

• to measure progress

• to collect information

• to look at costs and benefits

• to solve problems. not criticize or blame anyone

• to help us see where we are going and if we need to make any changes

What things do we look at when we monitor a project?

The project management team should start by looking at the project objectives and the action plan (activities) and then:

1. Compare the project plans and what has been done.

2. Find out who has been doing what, what supplies and funds have been received, etc.

3. Check money records-receipts, payment vouchers, ledgers, cash and passbook.

4. Ask these questions and analyze the answers:

• Schedule: Are we on schedule?

• Costs: Are they within the budget?

• Benefits: Are they being shared according to the project plan?

• Decision-making and cooperation: Are community people involved in running the project? Does the community still support the project?

• Leadership and management: Are leaders taking action to solve problems? Are records being kept? Are regular reports being made? Have the managers made adjustment to plans as needed?

• Problems: Are there any unsolved problems?

• What more do we need to do?

How often do we monitor?

How much monitoring should be done is hard to answer. It depends on how long it will take, how big the project is and how complicated . In general, more monitoring is probably needed at the beginning of a project and if the project is not running well. For all projects, monitoring should follow a schedule.

Who do we report to?

The project management team always reports to the community. Other reports may be needed, depending on government requirements, requirements of aid organizations, the extension worker's needs, etc.

HANDOUT 25

SAMPLE MONITORING REPORT

PROJECT NAME South Side Water Tank DATE 15 October

ACTIVITIES From Action Plan	SCHEDULE On Time?	LABOR See Work Sheet	MATLS & SUPPLIES See Work Sheet	COMMENTS
1. Collect sands & gravel	Yes	Yes	Yes
2. Order mold, cement and other materials	Yes	Yes	Yes	Order placed but no cement in Lumi
3. Transport mold and materials	No	Ready	Ready	Delivery expected on 15 Dec.
4. Build Tank	No	Ready	Ready	Construction scheduled for 16 & 17 Dec.
5. Maintenance	No	Ready	Yes
NOTES: If cement does not arrive on 15 December, other ways to buy cement will have to be found.