Organization and Management
Monitoring and Evaluation
It is proposed that a specific monitoring and evaluation
system be developed under the tea component to review progress in
component implementation and success in meeting its objectives.
This should have a two pronged approach: (i) continuous monitoring
of project impact on poverty and other socio-economic conditions
of beneficiary households; and (ii) monitoring the overall progress
of the processes of component implementation and that of the service
providers, and provide project management with independent information
on the performance.
The PCU Tea component Manager will be responsible
for M&E of the component. With the assistance of the project
M&E, the Tea component Manager will develop a comprehensive
result-based M&E plan and an action programme. The M&E action
program will depict the target objectives, monitoring indicators,
means of verification, required activities, expected time of completion,
financial plan, quantitative targets, measurement of status, agency/persons
responsible, the assumptions and the issues.
The field staff especially the tea extension/development
officers will be responsible to monitor their activities and outputs.
In order to review the quantitative performance, information should
be collected periodically by way of reports and sent regularly to
the PCU. These data will be used for the measurement of physical
and financial progress of the component. The qualitative assessment
will usually be done during the visits to the beneficiaries by the
extension staff. These observations made at field visits will be
reported back by extension staff at regular intervals. The information
will include progress, bottlenecks, development constraints and
any other information that needs attention of the management. The
M&E system will also focus on process monitoring. The component
will use service providers and the process monitoring should include
monitoring the service providers, their out put and the quality.
A participatory monitoring system will be developed focusing especially
on impact assessment of the target group beneficiaries. Since the
extension staff will routinely visit the beneficiaries, indicators
need to be developed to assess the impact. Beneficiaries and extension
officers will be trained to carry out participatory monitoring.
However, mission’s interventions at different
levels both in the Project and at field level indicate that there
is a lack in the identification of indicators that would be used
for impact monitoring at all levels. Assessing impact implies the
measurement of change, which presumes knowledge of the pre-change
situation and of indicators by which to measure the change. If the
impact of project interventions on rural poverty was to be quantified,
selected baseline impact indicators should have been clearly identified
prior to or early in the Project. They should thereafter have been
monitored as part of a regular management information system or
a series of specially focused case studies or small scale surveys/assessments.
Suitable indicators would reflect and be measured in terms of the
people’s stated objectives and expected components/activity
outputs. A list of performance and impact indicators is given in
Appendix 5. This list will be finalized by the PCU Tea component
Manager, the project M&E responsible and the Manager of the
NTF.
Finally, the specific M&E system of the tea component will
be integrated in the project M&E system.
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