WEST AFRICA CIVIL SOCIETY INSTITUTE

WORKSHOP REPORT

MONITORING AND EVALUATION TRAINING WORKSHOP FOR CIVIL SOCIETY ORGANISATIONS IN SIERRA LEONE

DATE: 24 26, MAY, 2011

VENUE: KONA LODGE, FREETOWN, SIERRA LEONE

TABLE OF CONTENTS Introduction Session 1: Introduction to Monitoring and Evaluation Session 2: Planning, Monitoring and Evaluation (RBM) Session 3: What you need to Know about Your Programme Session 4: Indicators Group Exercise 1: LogFRAME Session 5: Data Sources and Tools Session 6: Stakeholder Analysis Group Exercise 2: Preparing a Stakeholder Matrix Session 7: Developing Your Monitoring and Evaluation Action Plan Session 8: Sharing Your Monitoring and Evaluation Findings Closing Remarks Appendix 1: Programme Agenda Appendix 2: List of participants 3 5 6 8 9 11 13 14 14 16 17 19 20 23

1. INTRODUCTION The West Africa Civil Society Institute (WACSI) in collaboration with the OSIWA Sierra Leone Country Programme organised a Specialised Workshop on Monitoring and Evaluation for Civil Society Organisations in Sierra Leone. The workshop was targeted at strengthening the capacity of OSIWA partners and grantees to professionally assess the efficiency, effectiveness and impact of their projects, interventions and organisational performance. This report documents the proceedings and outcomes of the workshop. Training Objectives The specific objectives of the workshop were: To help trainees understand the fundamentals of designing and implementing a monitoring and evaluation system for a project or an organisation; and To provide a comprehensive overview of a sample of monitoring and evaluation tools, methods, and approaches, including their purpose and use; advantages and disadvantages and key references. Training Methodology The training workshop was delivered using interactive, learner-centered methods, audio visual tools, experiential learning, and practical exercises. Participants shared real life organisational experiences. Training Areas The three day workshop covered 10 sessions. The specific training areas include: Session 1: Introduction to Monitoring and E valuation Session 2: Planning, Monitoring and Evaluation (RBM) Session 3: What you need to Know about Your Program Session 4: Indicators Session 5: Data Sources and Tools Session 6: Stakeholder Analysis Session 7: Developing Your Monitoring and Evaluation Action Session 8: Sharing Your Monitoring and Evaluation Findings

Expected Training Outcomes At the end of this specialised training, all participants will learn to: Use monitoring and evaluation as a key tool to help make management decisions; Use data to more effectively manage programmes and resources; Develop a draft monitoring and evaluation action plan for programmes; Build on what participants already know and do; Enhance your understanding of monitoring and evaluation; Help participants develop knowledge and skills to monitor and evaluate your programs; Expand participants understanding of how monitoring and evaluation can be used to help you make management decisions; and
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Develop participants skills and confidence to communicate program results and lessons learned.

Opening Remarks Capacity Building Officer, WACSI The workshop commenced with a welcome message by the Capacity Building officer of WACSI, Charles Kojo Vandyck. The Officer welcomed the participants. The Officer began with a brief presentation on WACSIs mandate. The Officer emphasised that WACSI was created to reinforce the capacities of civil society and to respond to operational deficiencies within civil society. The Officer added that WACSI conceptualised this specialised monitoring and evaluation course to strengthen the capacity of civil society practitioners to understand, design and undertake impact assessments of projects and their respective organisations. Mr. Vandyck acknowledged the resourcefulness of the facilitator and urged participants to make the best out of the workshop. The Officer concluded that by the end of the three days training, the course will provide the trainees with the requisite and relevant monitoring evaluation competencies. Country Manager, OSIWA Sierra Leone The Country Manager of OSIWA Sierra Leone welcomed the participants and thanked them for responding to the invitations to attend the workshop. The Country Manager also welcomed WACSI informing the participants that it was the first time the Institute was organising a training initiative specifically for civil society organisations in Sierra Leone. The Manager highlighted on the importance of the monitoring and evaluation workshop for the Country Office and its partners. Madam Kabbah concluded by wishing the participants fruitful learning experience and a successful workshop. Participant expectations of the workshop The workshop began with participants articulating their expectations for the workshop. The expectations were: To fully understand the monitoring and evaluation process; To disseminate the knowledge acquired about monitoring and evaluation to other staff members; To receive valuable knowledge about monitoring and evaluation from the experiences of other participants; To attain basic monitoring and evaluation skills;

To understand the conceptual definitions and explanations of monitoring and evaluation; To be equipped with monitoring and evaluation methodologies and tools; To acquire knowledge about how to evaluate the expected outcomes as per the real outcomes; To strengthen relationships with other civil society practitioners through networking and experience sharing; To acquire the skills to set-up monitoring and evaluation systems for projects and institutions; To reinforce the ability to utlise the log frame for monitoring and evaluation purposes; and To strengthen the ability to articulate and communicate results from impact assessment data gathering exercises.

2. SESSION ONE: INTRODUCTION TO MONITORING AND EVALUATION After going through this session, participants will be able to: Define monitoring and evaluation; Understand the monitoring and evaluation logical framework; and Explain some terminologies in monitoring and evaluation. Monitoring is a continuous process of collecting and analysing information to compare how well a project; programme or policy is performing against expected results. To monitor is to look at what is being done. Monitoring deals mostly with two levels: Inputs and Outputs. Inputs are people, training, equipment and resources that we put into a project, in order to achieve outputs. Outputs are the activities or services we deliver Evaluation is an assessment of a planned, ongoing, or completed intervention to determine its relevance, efficiency, effectiveness, impact and sustainability. The intent is to incorporate lessons learned into the decision-making process. To evaluate is to assess the value of something periodically. To evaluate is to examine what has been achieved. Evaluation deals with: Outcome and Impact. Outcomes are changes in behavior and/or skills. Impacts are outcomes intended to lead to improvement in a specific indicator. Monitoring Continuous: day-to-day Documents progress Focuses on inputs and outputs Alerts managers to problems Self-assessment Evaluation Periodic: important milestones In-depth analysis of achievements Focuses on outcomes and impacts Provides managers with strategy and policy options External analysis

The Logical Framework The logical framework (LogFRAME) is a planning and management tool used for systematic and logical thinking for: Planning projects; Monitoring projects; and Evaluating projects. It connects a projects means with its end. The LogFRAME has the following functions: Communicate projects objectives clearly and simply; Ability to incorporate the views of all the stakeholders of a project; Tool to summarize the key features of a project design; and It is an upfront planner that provides essential information. The LogFRAME should be: Concise - normally not longer than 2 sides of paper; Easy to understand for those sighting it for the first time. No acronyms; Include beneficiaries in the design of the LogFRAME; and A basis for monitoring and evaluation must be reviewed and amended regularly. The benefits of a LogFRAME include: Brings together in one place a statement of the key components of a project; It presents them in a concise and coherent way (clarifies and shows logic of how the project is expected to work); It separates the various levels in the hierarchy of objectives (helps to avoid confusion of inputs and outputs); It clarifies the relationships which underlie judgments about likely efficiency and effectiveness of projects; It identifies the main factors related to the success of the project; It provides a basis for monitoring and evaluation by identifying indicators of success and means of quantification or assessment; and It encourages a multidisciplinary approach to project preparation and supervision. 3. SESSION TWO: PLANNING, MONITORING AND EVALUATION (RBM) After going through this session, participants will be able to: Understand results-based management and results-based management evaluation; Understand the steps involved in project planning; Link projects and monitoring and evaluation; Undertake planning for your project; and Explain the ten steps for building an monitoring and evaluation system. Results-Based Management (RBM) focuses on tangible results to be delivered. It also clarifies clients and the mandate of an organisation and promotes benchmarking and performance analysis. It emphasises value-for-money.

A results-based monitoring and evaluation is an exercise to assess the performance of an institution and/or a programme or a project, on the basis of impacts and benefits that the institution and/or the programme/project is expected to produce. Difference Between Results-Based Monitoring and Evaluation (RBME) and traditional Monitoring and Evaluation Traditional M&E measures and reports status of results (a reactive tool) RBME measures and reports results to produce results (proactive tool) RMBE is often seen as a dynamic tool of planning and budgeting for improving substantive performance and achieving results

Results-Based Management Principles Ownership is key in formulating and implementing programs and projects; Who benefits from your programme or project; Stakeholder Engagement- it is vital to engage stakeholders and promote buy-in; Who are your stakeholders and have they bought into your project; and Focus on results- Planning, monitoring and evaluation should ensure the achievement of results.

Planning Planning involves identifying the vision, goals, or objectives to be achieved, formulating the strategies needed to achieve the vision and goals, determining and allocating the resources (financial and other) required achieving the vision and goals, outlining implementation arrangements for monitoring and evaluation progress towards achieving the vision and goals. Initial Design Stage Assess feasibility, scope and rationale of project; Determine the goal and objectives; Outline main project outputs and key activities; Outline project implementation process and structures; Outline the M&E system; and Develop the budget and specify staffing levels.

Start-up Phase Develop understanding of project goals and objectives with key stakeholders; Review and revise the initial design; Design and plan work in sufficient detail to allow for implementation; and Develop a detailed operational M&E system.

Annual Review of the Work Plan and Budget Check if the outputs, objectives and goal remain relevant; else, adjust; and Decide what activities and tasks are necessary to deliver outputs.

Supervision (recurrent) Discuss overall progress of the project; Decide on changes that should be made in the annual work plan; and Assess any potential changes in the overall design that require loan agreement negotiations.

End of the Early Implementation Phase Review overall project strategy in light of early implementation experience; Develop recommendations for the work plan in the next phase; and Negotiate any significant changes to project design for the next phase.

Mid-Term Review Review achievement of outputs and progress towards the purpose(s) and goal; Assess appropriateness of the overall strategy; and Redesign the project as necessary.

Beginning of the Phase-Out Period Identify the priorities of final activities in order to maximise impact; and Review and adjust strategies with a view to sustained impact.

4. SESSION THREE: WHAT YOU NEED TO KNOW ABOUT YOUR PROGRAMME After going through this session, participants will be able to: Explain the importance of data use Describe how data are used for program decisions Discuss various stakeholders uses of monitoring and evaluation data Develop monitoring and evaluation questions Using information involves examination and use of routinely collected programme information by programme managers and stakeholders to make decisions about a programme for the purposes of: Judgment Improvement Knowledge development Stakeholders have different information needs. Stakeholders view activities from different perspectives, have different degrees of understanding of the programme, need/want different information, need/want information at different levels of complexity and have different intensities of interest.
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Information needs can also be expressed in the form of monitoring and evaluation questions. Did we deliver services? Did we do it well? Were sufficient numbers of staff recruited? Did we implement the services as planned? Are our staff members capable of providing effective services? Monitoring and evaluation questions should relate to programme objectives and be specific and measurable. 5. SESSION FOUR: INDICATORS After going through this session, participants will be able to: Define an indicator and describe how to use it Describe how to select indicators Describe the types of Indicators Develop your program Indicators An indicator is a quantitative or qualitative factor or variable that provides a simple and reliable means to measure achievement or to reflect the changes connected with a project or an intervention. An indicator is a specific measure of program performance that is tracked over time by the monitoring system. Indicators are compared over time in order to assess change. An indicator is something that helps you understand where you are, which way you are going and how far you are from where you want to be. A good indicator alerts you to a problem before it gets too bad and helps you recognize what needs to be done to fix the problem. Indicators help determine the success or failure of an intended goal and normally are measurable. Indicators are measured in terms of percentage or proportions. Indicators are useful for measuring changes or trends over a period of time. Characteristics of Good Indicators Indicators will vary from one project to another, according to the work and its context, but in general they are often expected to be: SMART (specific, measurable, attainable, relevant and time-bound) SPICED (subjective, participatory, interpreted, cross-checked, empowering and diverse) Key Elements of a Good Indicator Specific: An indicator must be related to the conditions that the program/project wishes to change; Measurable: An indicator must be quantifiable and allow for statistical analysis of the data; Appropriate: An indicator must be necessary and have relevance to the program/project; Realistic: An indicator must be attainable at a reasonable cost using appropriate collection methods; and
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Time-based: An indicator must have a time period for collection clearly stated.

Indicators provide a reference point for programme or project planning, management, and reporting. Indicators assess trends and identify problems and can act as early warning signals for corrective action. Types of Indicators Input indicators: The number of personnel required before establishing a programme, the skills each personnel is expected to have, number of equipment. Process indicators: These will track the activities in which the inputs are utilized, for example, training, what percentage of people will be trained, planning of the service delivery, how many items needed; etc. Output indicators: here will point to the direct and immediate results of input and processes. For example the prevention measures, care and support services Outcome indicators: At this level, indicators take a relatively longer time to be realized than the first two levels. Impact indicators: These are measured at the end of the programme or project. Normally they take a longer time to measure than the previous ones. In other words, one can establish whether or not the established objectives have been reached by using a set of indicators. To reach to this conclusion one needs impact indicators.

Indicators are linked to goals and objectives or achievements of the project. They are therefore constructed from statements which show what should happen at a given time. It could be quantitative or qualitative. To construct an indicator is thus to have a sentence or statement that show the accomplishment. How Indicators are Constructed Goal: e.g. To have a society in which children can grow up free from the threat of disease Objective: To reduce the rate of malaria infection among children Target: To control the breeding of mosquitoes by 15% in 5 years Indicator: Percentage of children reporting to clinics with malaria Objectives are normally indicating: the purpose, desire, intention or the ultimate goal

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GROUP EXERCISE 1: LOGFRAME Participants were divided into 3 groups and were tasked to formulate a logical framework.

Log FRAME Exercise

To establish a Pilot Healthy Living Centre for Older People (65+ years) The Centre is to be located in an established housing area, where 25% of the population is older people. There are few activities or social facilities available. A survey has been carried out of the residents, which indicates an urgent felt need for services and advice. A high incident of loneliness was also indicated. Funding available: $1,750,000 for capital and equipment $ 550,000 per year for 3 years for running costs The Centre will provide: Health screening Information and advice on: Healthy eating Exercise and Fitness Financial planning Traditional remedies Volunteering and engagement opportunities Clubs and classes Group Results Group 1
Intervention Logic A society in which older people (65+ years) can be catered for and free from the threat of loneliness and To establish a Pilot Healthy Living centre for older people (65 + years) 1. To reduce the incidence of absence of services and advice for older people. Verifiable Indicators Reduction in the number of uncared for aged or old people in community Means of verification National statistics on the aged Data from social safety net Ministry of Labour Assumptions Older people will not be hindered by their children and or wards to be a part of the centre Government will to support the initiative Risks Continuity of the scheme

Goal

Objective

Percentage increase of older people that are using the centre. Percentage

Records kept by centre

Buying in the idea of the centre by older people

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2.

To establish a social safety thrift among the aged To reduce incidence of absence of services and advice for older people by 10 % in 3 years

increase of older people registering for the thrift

Target

1.

Percentage reduction of loneliness among the aged (65+ years) Percentage increase use of services and advice from the centre

Perception survey

Governmental support

Records from centre

2.

To reduce dependency on families by 15 % in 3 years

Indicators

GROUP 2
Interventions Goal: To establish a pilot healthy living centre for older people Verifiable indicators The Reduction of incidence of loneliness and health hazard of 15% Means of verifications Data from the health centers Assumption Risks

Purpose/Objec tive

To increase opportunities for access to social and health facilities for the aged

Number of social and health facilities for the aged

Established and furnished structure for the aged

contractors able to finished project within the agreed time

Changes in social and policy context

Expected resulted/target

To increase visitation &utilization of the centre by 15% in 2YRs

Number of aged accessing the centre facilities

Centre register Project quarterly report

Health & environmental conditions of the aged is stable

Getting the desired staffing capacity whose attitude and behavior are acceptable to the aged

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Group 3
Logic Intervention Goal To improve the livelihood of the aged. Variable indictors Increased the life expectancy of the aged from 65yr to 80yrs Means of verification Birth and Death record Assumption Aged will use the facility available Youth will be disgruntled and target the centre Centre records The services provided is free of cost Health worker will be willing to provide hospital records Sustainability of the funding Risk Political instability

Objectives

Expected Result

To established a wellequipped healthy living centre for the aged (65+) by May 2014 Increased healthy life span of the aged Improved social interaction among the aged 1. Construction of the centre 2. Recruitment

Number of aged accessing the centre Reduced Number of aged visiting the hospital

Hospital centre

Act ivies

6. SESSION FIVE: DATA SOURCES AND TOOLS Programme data may be collected through quantitative methods (numerical data) which include surveys, questionnaires and checklists. In addition, data may be collected through qualitative methods (descriptive information) which include key informant interviews, focus groups, record reviews, observations and mixed methods (mix of quantitative and qualitative methods). A wide variety of tools is available for collecting data, including formal surveys, structured or semi-structured interviews, group discussions, direct observation and case studies. Each method brings its own advantages and drawbacks. The choice of method depends on the nature and scale of the project, the type of information required, and the frequency, ease and cost of collection. Data that can be collected or measured easily by field workers (e.g. levels of beneficiary participation in meetings, the number of rainwater harvesting structures completed) can be put into monthly or quarterly reports. Data requiring more systematic or time-consuming collection are gathered less frequently perhaps annually.

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7. SESSION SIX: STAKEHOLDER ANALYSIS After going through this session, participants will be able to: Construct a stakeholder matrix Meet the information requirements of your stakeholders Understand the criteria for stakeholder participation in your program Learn how to prioritize your stakeholders Stakeholder analysis in the context of monitoring and evaluation helps you define whom to try to involve when designing the monitoring and evaluation system and in which way, and it allows you to find out whose information needs must be considered. It can also be used to develop an appropriate sample for data collection. It can help you to identify which stakeholders to involve in (re-) designing a project and its monitoring and evaluation system, and to assess their interests and how these relate to the project and to monitoring and evaluation. It can assist you in making an appropriate selection of the stakeholders most central to the task/issue at hand. It can help provide a foundation and strategy for participation throughout the project, thereby making it easier for stakeholders to learn from each other. The main purpose of the stakeholder analysis is to agree on the criteria for assessing the stakeholders. In stakeholder analysis for monitoring and evaluation, your main purpose is "to make sure we are including all key players in developing the projects monitoring and evaluation system". Then list which criteria you will use to prioritize whom to involve. The types of criteria for selecting stakeholders could be: "supposed to be benefiting from the project", "critical role in ensuring success", "legally required to participate", "have specific knowledge on monitoring and evaluation processes" among others. GROUP EXERCISE 2: PREPARING A STAKEHOLDER MATRIX Participants were tasked to formulate a stakeholders matrix. Group 1
Stakeholder Stake in project Potential impact on project What does the project expect the stakeholder to provide Support Perceived attitude and or risks Stakeholders management strategy Consultation and meetings Meetings and follow-up visits Responsibility

Government MOH Social Welfare Old age community development organization

Provides policy direction Created the basis for the current intervention

Government can either stall or lend credence to the project Are the primary beneficiaries of the project

Change in policy Withdrawal of support for project Refusing to access the services provided

MOH/ OACODA

Initial beneficiaries

Executive members of OACODA

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Funder

Implementatio n of mandate

Enhance project implementation

Funds

Health Practitioners

Provision of services

Provides quality health care services to beneficiaries

Services

Late disbursement of funds Termination of funding Strike action Postings/tran sfers Absence of medical supplies

Meeting /consultation

Steering committee of OACODA

Meetings and consultations

Sierra Leone medical and dental health Association

Youth

Reduction of burden for caring for old people

Enhance project implementation

Provision of Labour

Group 2
Stakeholders Stake in the project Policy makers and State Machinery Direct beneficiaries Potential Impact on the Project Provide Policy Guidelines and determines policy framework Determine the relevance of the Center Financial Contributors Technical What does the Project expect the Stakeholder to Provide Direct Collaboration and technical support Perceive attitudes and or Risks Lack of Political will Stakeholder Manageme nt Strategy Involvement in Planning Responsibility

Ministry of Social welfare Gender and Ministry of Health and Sanitation Inmates of King George the 2nd home OSIWA Leonard Cheshire

Focal Persons in trhe Ministry

Availability and acceptance of the Project

Funder Implementin g partner

Timely disbursement and monitoring of funds and activities Keep to deadlines Document information and Communicate progress so far Keep to deadline and communicate information

Traditions and customs preventing the use of such facilities Delay in disbursement Lack of Capacity to implement programmes in a timely manner Use of substandard materials

Early Sensitization

Chair for the Aged and Matron

Constant Communicati on Timely Reporting

Country Coordinator

Contractor

Construction of the State of the Art Center

Timely Completion

Regular Monitoring

Group 3
Stakeholder Stake in the project high Potential impact on project Contribute on the sustainabili ty Their involvemen t lead to the success What does the project expect to provide Policy guideline and technical expects First-hand information on their status Perceived attitude/risks Govt. role highjack Buy-in due to customs Stakeholder manageme nt strategy Lobbying responsibility

Govt

Focal point at Govt. ministry Project coordinator

Aged

high

Awareness raising

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Funder

High

community

high

Successful implement ation of the project Providing necessary support

Capital and equipment cooperation

Delay in remitting funds Willingness to per take

Constant engagement Awareness raising

Country rep.

Project coordinator and community leaders

8. SESSION SEVEN: DEVELOPING EVALUATION ACTION

YOUR

MONITORING

AND

After going through this session, participants will be able to: Assign staff members to work on various monitoring and evaluation tasks Draft a budget for your monitoring and evaluation activities Draft a timeline for your monitoring and evaluation activities A monitoring and evaluation action plan is a written document that explains how one will implement different monitoring and evaluation activities within a programme and the resources required to do these activities. The monitoring and evaluation plan should include the: Description of the programme; Purpose of monitoring and evaluation activities and objectives; Monitoring and evaluations questions that will be used; Description of what data will be collected; Methods for collecting, analyzing, managing and disseminating data; Instruments for gathering data; Description of data flow; Descriptions of who will implement various aspects of the plan; Resources needed to implement the plan; and Timeline for completing monitoring and evaluation activities. Monitoring and evaluation activities may be carried out by programme staff members, organizational administrative staff members, other stakeholders and external experts/consultants. Recruiting an External Consultant The following considerations must be made when working with an external consultant: Their role Monitoring and evaluation training Previous monitoring and evaluation related experience and prior experience working with similar programs Their professional approach Whether their personal style is a good match for your organizations needs and culture The terms of agreement

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Select a consultant, who knows the topic, is culturally competent, can communicate clearly with different stakeholders (e.g., project managers, front line staff, community members) There is the need to clarify the roles and responsibilities of the external consultant, negotiate and establish a contract and work plan with deliverables, timeline, fees, and publishing rights. In addition, one must participate in developing evaluation plans and final reports and dissemination plans and meet regularly to monitor progress. Use the consultant to build internal capacity. There is also the need to assign responsibilities including: Basic monitoring and evaluation tasks; Develop logic model; Develop monitoring and evaluation questions; Select/develop indicators; Develop data collection instruments; Collect data; Enter data into electronic format; Clean and check quality of data; Analyze data; Review and use findings internally; and Develop communication materials for external audience. 9. SESSION EIGHT: SHARING YOUR MONITORING AND EVLAUATION FINDINGS After going through this session, participants will be able to: Select methods for sharing monitoring and evaluation findings Identify stakeholders you will share this information with Determine when you will share monitoring and evaluation findings Describe various visual aids that is used to display information The uses of monitoring and evaluation findings: Guide service delivery Manage and improve your program Make decisions for the future Inform capacity building Gain resources Be accountable to stakeholders Identify best practices Report to policy makers Communicate successes and challenges

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Communicating information within your programme can: Help you and your staff members understand how and why your program is working Highlight program strengths and accomplishments Improve program planning Identify gaps in program implementation Identify future program needs Help you make decisions about the best use of resources Communicating information externally can: Help stakeholders and the community understand what the program is doing; Help ensure social, financial, and political support; and Help your programme establish or strengthen your network of individuals and organizations with similar goals. Communicating information externally also can: Help raise awareness of your program among the public, policymakers, and donors Strengthen funding proposals: regular documentation and dissemination of results and lessons learned from M&E can be impressive to donors and can serve as a basis for increasing or sustaining support for programs Allow others to learn from your experience Contribute to a body of lessons learned and best practices that can strengthen all programs Monitoring and Evaluation results should be disseminated and used throughout the year not just at the end. To the extent possible, dissemination should be linked to donor reporting and budget cycles. Appropriate timing can increase the attention that is given to the data. In conclusion, information is shared through several channels: Report Presentation Press conference Memorandum Success story Theatre production for non-literate audiences Radio Poster Fact sheet Brochure Marketing launch Programme review Workshop

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Closing Remarks The training workshop was brought to a close at the end of the final presentation. Hannatu Kabbah, Country Coordinator of OSIWA Sierra Leone acknowledged the importance of the workshop and thanked WACSI for a well-organized, comprehensive and relevant workshop. The Capacity Building Officer of WACSI, Charles Kojo Vandyck, thanked the facilitators for an insightful and educative workshop. Mr. Vandyck expressed his appreciation to the participants for their level of participation and contributions. Participants were presented with certificates and learning materials at the end of the workshop.

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APPENDIX 1
PROGRAMME AGENDA May 24 26, 20011, Freetown, Sierra Leone Venue: The Kona Lodge, the Maze, Wilberforce DAY 1

TIME 8:30-9:30

ACTIVITY Arrival & Introduction of Resource Persons and Participants

OFFICER RESPONSIBLE OSIWA, WACSI

9:30-10:30

Session 1: Introduction to M& E (Overview and Some Definitions) TEA BREAK Session 2: Planning, Evaluation (RBM) Monitoring and

GAB

10:30-10:45 10:45-12:30

GAB

12:30-1:30 1:30-3:00

LUNCH BREAK Session 3: What you need to Know about Your Program TEA BREAK Session 3: What you need to Know about Your Program Contd. END OF DAY 1 GAB GAB

3:00-3:15 3:15 4:30

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DAY 2

TIME

ACTIVITY

OFFICER RESPONSIBLE GAB

9:00-10:30 10:30-10:45 10:45-12:30 12:30-1:30 1:30-3:00 3:00-3:15 3:15-4:30

Session 4 - Indicators TEA BREAK Session 5 - Data Sources and Tools

GAB LUNCH BREAK Session 6: Stakeholder Analysis TEA BREAK Session 6: Stakeholder Analysis Contd. END OF DAY 2 GAB

GAB

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DAY 3

TIME

ACTIVITY Session 7: Data analysis and Preparation of Reports (Report Types) TEA BREAK Session 8:Developing Your M&E Action LUNCH BREAK Session 8:Developing Your M&E Action TEA BREAK Session9: Sharing Your M&E Findings Closing Ceremony END OF DAY 3

OFFICER RESPONSIBLE GAB

9:00 10:30 10:30-10:45 10:45-12:30 12:30-1:30 1:30-3:00 3:00-3:15 3:15-4:30 4:30-5:00

GAB

GAB GAB WACSI,OSIWA

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APPENDIX 2 LIST OF PARTICIPANTS

No. 1 2 3 4 5 6 7 8 9 10 NAME OF PARTICIPANT MARCELLA MACAULEY SYLVESTER AMARA EDWARD KOROMA SHEKU JAMES JOHN SAHR TAYLOR JOSEPH GAMBAI EDWARD B. KANU CHRISTIANA DAVIES COLE RANDOLPH KATTA ZAINAB JOAQUE ORGANISATION CAMPAIGN FOR GOOD GOVERNANCE (CGG) CENTRE FOR ACCOUNTABILITY AND RULE OF LAW (CARL) TRANSPARENCY INTERNATION- SIERRA LEONE CHAPTER NETWORK MOVEMENT FOR JUSTICE AND DEVELOPMENT (NMJD) MOVEMENT FOR THE RESTORATION OF DEMOCRACY (MRD) PARTNERSHIP ACTION FOR GRASSROOT DEV. (PAGE SL) CENTRE FOR DEMOCRACY AND HUMAN RIGHTS (CDHR) LAWYERS 50/50 CORNET +232 76 694917 +232 76 515808/ 33579079 TEL No. +232 33 312117 sylvesteramara@yahoo.com +232 76 610429 edbankskay@yahoo.com +232 33 445884 shekujames@yahoo.co.uk +232 76640301 mrdsl@yahoo.com +232 78 914 952 +232 76 454550 +232 76449470 +232 33 399968 joegambai@yahoo.com cdhr100@yahoo.co.uk/massi e_bah@hotmail.com chrisforda86@yahoo.com kattanec@gmail.com zainabjj@yahoo.co.uk EMAIL ADDRESS macauleycella@yahoo.com

11 12 13 14 15

ABU INSTON MOROVIA ALIE KARGBO EDWARD MASSAQUOI ABU BAKARR KAMARA ABDUL SAMURA

COALITION SECRETARIAT- OSIWA COALITION SECRETARIAT- OSIWA COALITION SECRETARIAT- OSIWA COALITION SECRETARIAT- OSIWA CENTRE FOR COORDINATION OF YOUTH ACTIVITIES 23

instonbush@yahoo.com +232 78217233 aliekargbo2008@yahoo.com +232 77835789 +232 33354955 +232 76201287 eddiemass@yahoo.com bubakaysl@yahoo.com ccyayouthvoice22@yahoo.co .uk

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JONATHAN PEARCE AUGUSTINE KAMBO BERYL SARTIE

DISTRICT BUDGET OVERSIGHT COMMITTEE EDUCATION FOR ALL SIERRA LEONE (EFA-SL) TIMAP FOR JUSTICE

+232 77662716 +232 786844445

jonathanopearce@yahoo.co m kamboaugustine@gmail.com berylfyfe@yahoo.com

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DAVID KOROMA IDRISSA COLE

RACAP ENGAGE YOUTH IN EMPOWERMENT (EYE SIERRA LEONE) OSIWA-SIERRA LEONE

+232 76 575058 +232 77 347885 +23276317531

racapsl@yahoo.com icole84@yahoo.com

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HANNATU KABBAH GILBERT ATTA BOAKYE CHARLES KOJO VANDYCK BETHEL KWAME BOATENG

hkabbah@osiwa.org

22

CICADA(RESOURCE PERSON) WACSI

+2332640065 25 +2332641286 05 +2332448636 74

gilbert@cicadaconsult.com

23

cvandyck@wacsi.org

24

WACSI

bboateng@wacsi.org

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