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WHAT ISIo"R ABQ!!"? oTO SEARCHoTO RESEARCH1.Research is repJication.2.Research is special typeof information.3.Research is systematic.4.Research is procedural. .RESEARCH IS A HUMAN PROCESS1.Mediated communication2.Biased by approach3.Biased by method4.Frail
.oWhat?ooWily?How caused?oSimilar people and cunditionsoDifferent people and conditions
1.HELPS MANAGER OPTIMIZE RESEARCH CHOICES: XTRAPOLATEGENERALIZE --------------l--------------IDESCRIBEI -------------- -------------- GUIDES MANAGER IN USING DATA
Rese rcho pprQ b:type of informationproducedoResearch !hQQ: means of -probabilityoSUB-GROUP (SUB-PHENOMENA)odescribe a 11 people wi thou t "error"o d e s c rib e 8 IIp e 0 pIe wit h "e r r 0 r ,.odescribe some people3.BASIC : . . . . . . . . . . Rieses?Ask about: . . . . Biases?Watch:Touch:Biases?Biases?. .i. .h- "" Il.,ljn-'l;r"
oCENSUS:-----(All/All)(Some/All)oSUB-GROUP &NON-PROBABILITY !JEY Y.:.(Some/Some)SUMMARY:------oTO GENERALIZEoTO EXTRAPOLATE
1.IF YOU CAN'T EXPLAIN WHY THINGS HAPPEN, YOUCAN'T EXf1AIN HOW TOTHEM.2.IF YOU CAN'T GENERALIZE FOR HUMAN CONDITIONS,YOU CAN'TTHEM.3.THE MAIN OBJECTIVE OF MANAGERS OF DEVELOPMENTPROGRAMS IS GIVEN THIS OBJECTIVE AND GIVEN TETHE MOST USEFUL KIND OF INFORMATIONFOR MANAGERS OF DEVELOPMENT PROGRAMS HQ 1 BETHAT WHICHANDFOR HUMAN BEHAVIOR.!Qg 11Y, 5.THIS IS THE TYPE OF INFORMATION PRODUCED BY ARESEARCH APPROACH CALLED THE:C---------------------- . --------------------F -------------------------------------------E6.IN SUMMARY, THIS IS A SPECIAL KIND OF RESEARCHTHAT TRIES TOAND TOTHFOF
1.PROTOTYPE STUDY OF CHANGE2.FE ATURE S :oHeal worldoInterventionoTiming (b/a)oTimes (2 )oEquivalent groups.oComparisonsExperimentalControl one groupoRandomoAvoid ContaminationOutside -----EXPERIMENTALGROUPCONTROLGROUP
1.EXPERIMENTAL DESIGN EXPLANATION ANDGENERALIZATION OF CAUSES OF CHANGE.2.EVALUATION RESEARCH CONCERNED WITH CHANGE.oNot exclusive,but major concernoDiscrepancy:"whatshould be"oInputs/Outputsis" vs."what Effects (KAP)3.EVALUATION INFLUENCED BY EXPERIMENTAL METHOD4.DEVELOPMENT COMMUNITY EMBRACED EXPERIMENTALMETHOD:5.oObjective is:oEvaluation studiesBUT THE EXPERH1ENTSTHE EXPERIMENTERSAND THEIR FINDINGS.LARGELY FAILED TO HELP MANAGERS.6.WHY?
HY M Y B! T E !1(Other research too)ooo2.Cost too muchTake too longDidn't helpLARGELY JNREAL:-------------oooooReal world controlUnreal deliveryCost impact on theoryObtrusiveNon-equivalent groupsEthical concernsooWhich cause/which effectoWhy programs work
1.REFER:::NCE GROUP2.PRODUCT3.PERCEIVED ACCOUNTABILITY
.RELEVANCE11 -------------14.SUMMARYMANAGERS' RESPONSIBILITY
1.DISENCHANTED, TURNING TO FASTER, CHEAPER, MOREPRACTICAL METHODS.2.METHODS NOT NEW, BUT NEW APPLICATIONS3.GENERAL oRigoroField ntitativeoStatistical LeveloCo prehensionoPracticaloDecision UtilityoInnovationoCounterpartsoLoc01 Resf'nrchers
Review:PurposeManager's QuestionsWhy chooseTime/Costoo)oIntroducing new1.f,o.-1 ;C '\.:h·,:,,'l ?10V':'''"j\0--1)0-' .-.S .i·!·"S". - ' "/,.',- '·.,:"·"··,,.,,,I·u2.-·\c. ,'){"O;;"'F'-'f"o-n,',-/',/\.'Ci.l.'i "Y -t:,\. IV-(· , ,f,'Cd,-,,,-f.,cvl{j(h"ro:./·1S'f" "''-:)'. !G B! (i F: it; ;ia t ii- C /?r--- V J 'motivatio! ?, ,.,,:am .ai n. :.j 'V',a.- 'I" ),r -"1 , , . . . -,.t.JVLv.,r- /L:. ::.,.:. ':'.p.::}.t "!-.c.,fc-,,---. · -K; !-.i, l/i l,Q' '!".A,/'I'(''''L- ''{;f- L-;4/. G. VZ- . r-tt .".F-c:.7" '- ? J'",,,,,.-'v " '''; -' ,s.'---4.-:I.cv--j7.,'I--i"-\. L.-- t.1,.,t.- {L - "'l/·./[.n'v 1-2:2f.: 3. rQH !§I Q BY !!Q :4. I! Q T T 1 QIY!Q 1 Q eTH ! T RY! §:Water program andincidence of w&ter-borne diseases.Recipients of Public Health Nursing Service.5.INDIA -- EXPERT PANEL:----- .----------------Family plalming studydesign.6. lQ B! Y ! EQBM I :Entering ruralcommunities.7.J e BBQQ I ! T RY! §:Characteristicsof in flu e it t i a l l e a d e r san d t e c h n i cia n s .c:5 ,;.,' ,:·C,e(. -c-,
ontractingMonitoringEmpirical baseReplication/ComparisonsSystematic
EVALUATION PLANNING
EVALUATION PLANNING Key Questions for EvaluationPlanning I1. Who is J.ikely to need information from or aboutthe project and what do they need to know?2. why do they need to k (i.e., how woulduse the information if they had it)? hey3. When do they need it?4. How accurate must it be? 5. When & how should data be collected andanalyzed?6.10/85Who's responsible for what?1
EVALUATION PLANNING lements of Evaluation Planning Strategy 10/851.Evaluation Planning during the initial design ofprojects and programs.2.The preparation of "Annual Evaluation Plans".3.Planning for a specific evaluation and preparingits scope of work.4.Planning for follow-up and feed-back of evaluationfindings and recommendations .2
EVALUATION PLANNINGHOW DO YOU BEGIN?1. Clarify the project design (the "planned")2. Identify decisions & options3. Identify constituencies or "clients" forevaluation results 10/853
EVALUATION PLANNING MONITORING AND EVALUATIONTraditional View:*Monitoring and evaluation are clearly defined anddistinct activities.*Monitoring is the collecting of regular informationon inputs and outputs.*Evaluation takes place once or twice in a project'slife.Current View: .10/85*Monitoring and evaluation are intimately relatedactivities.*Monitoring includes the collection of informationon purpose and goal level achievements as well asinformation on inputs and outputs.*Ongoing evaluation of administrative data should bean in egral part of effective project management andshould be supplemented by special studies andperiodic evaluations as needed.4
EVALUATION PLANNING rEvaluationMonitoring*Challenges design*Accepts design asgiven*Draw conclusions andmakes judgments*Measures progress* Focuses on relevance*Focuses on t milestonesor decisions 10/855
EVALUATION PLANNING rt of a single M.I.S.ProjectH. I. nitoringExplainEvaluationTellReporting 10/856
EVALUATION PLANNINGPOSSIBLE ISSUES AND DATA ITEMS FOR PROJECTMONITORING AND EVALUATIONISSUESEfficiency/Effectivenessof Implementation(Likelihood of) SuccessDATA ITEMS* Activities*Progess toward targetsCI,O,P)* Assumptions* Costs*Achievement of targets(O,P,G)* Milestones andLeading Indicators* Assumptions* Data to SubstantiateCause-Effect Lihkagesor EliminateAlternative Explanations (if appropriate)Broader EffectsI* Sustainability***10/85National Policies andProgrammingInstitutional CapacityOther "Unplanned" Effects* Evidence of Effects* Data to SubstantiateLinkages or EliminateAlternative Explanations if appropriate)8
A PRACTITIONER'S GUIDE TO M&E PLANSA PRACTITIONER'S GUIDE TO M&E PLANS*What is an M & E plan?A simple description of a project'sinformation needs*When is it done?As part of the project design process.*Who prepares it?The proj ct design team, possiblysupported by evaluation or informationspecialists.10/851
A PRACTITIONER'S GUIDE TO M&E PLANSLimitations:-prepared at the design stage whenusers don't exist or aren't interested-can beco e "academic" or overlycomplex-can become a blueprint or obligationfor managers instead of a means oflearning 10/852
A PRACTITIONER'S GUIDE TO M&E PLANS Advantages:-providing necessary resources-raising consciousness (most peopledon't focus on information and how touse it -provision for initial data collectionactivities (including baseline -minimizing collection of useless data-a plan to deviate from-clarifying and improving projectdesign-identifying "external" users 10/853
A PRACTITIONER'S GUIDE TO M&E PLANS, IHow do you actually put together an M&E plan?1) Identify users and their information needs2) Clarify project design3) Identify priority questionsa d proble s4) Select key indicators and identify existingdata5) Determine appropriate methods for obtainingadditional information6) Identify roles and responsibilities andensure commitment 7) Establish feedback procedures8) Develop budget9) Specify evaluation schedule10/854
A IIPRACTITIONER SGUiDE TO M&E PLANSSuggested Format-simple summary taole understood by allinvolved-written plan as back-up information-data collection and analysis activitiesorganized for ease of reference in terms ofschedule (dates) and responsibilities-easy to revise 10/855
USES AND LIMITATIONS OFTHE LOGICALFRP EWORKEVALUATIONTOOLAS AN
USES AND LIMITATIONS OF THE LOGICAL FRAMEWORK AS ANEVALUATION TOOLPROJECT AN ORGANIZED EFFORT FOR CHANGE.OR, MORE PECIFICALLY:AN INTEGRATED SET OF ACTIVITIESAIMED AT ACHIEVING AN OBJECTIVEWITHIN LIMITS 10/851
USES AND LIMITATIONS OF THE LOGICAL FRAMEWORK AS ANEVALUATION TOOLSUMMARYSTRUCTURE OF PROJECT DESIGN* OBJECTIVES--CLARITY AND AGREEMENT--CAUSE/EFFECT*TARGETS AND INDICATORS--PLAUSIBLE--QUANTITY, QUALITY, TIME*RELATIONSHIP TO OUTSIDE FACTORS--ASSUMPTIONS*ALLOCATION OF MANAGEMENTRESPONSIBILITY--MANAGEABLE INTERESTEVALUATIONPLAN 10/852
USES AND LIMITATIONS OF THE LOGICAL FRAMEWORK AS ANEVALUATION TOOLUSES, MISUSES, AND LIMITATIONSUSES-clarify, analyze & reach consensus on basiclogic & strategy of the project-identify key questions for feasibility analysis& evaluation-facilitate comparison of alternativesMISUSES-a form to be filled at for the PP-a top-down "blueprint"-a total implementation planLIMITATIONS-it is substance "neutral"-does not consider possible unplanned effects-linear cause effect relationships 10/853
USES AND LIMITATIONS OF THE LOGICAL FRAMEWORK AS ANEVALUATION TOOLNATURE OF OBJECTIVESWHAT THEY S ACHIEVEDWHAT THEY ARE NOT:--ASSIGNMENTS--TASKS--ACTIVITIES--MEANS 10/854
USES AND LIMITATIONS OF THE LOGICAL FRAMEWORK AS ANEVALUATION TOOLI TWO KEYS TO WRITING MEANINGFUL OBJECTIVES1. OBJECTIVES SHOULD BE STATED ASCOMPLETED ACTIONS2. WHEN YOU WRITE YOUR OBJECTIVES SELECTSTRONG ACTION VERBSWEAKCOORDINATEPARTIeI CONSTRUCTINSTALLERADICATEREDUCE FROM X TO YINCREASE FROM X TO YMAKECONDUCT5
USES AND LIMITATIONS OF THE LOGICAL FRAMEWORK AS ANEVALUATION TOOLTERM! NOLOGYGOAL:THE HIGHER ORDER OBJECTIVE TO walCHPROJECT IS EXPECTED TO CONTRIBUTEPURPOSE:wHAT WE HOPE TO ACHIEVE--THE SOLUTIONTO A DEVELOPMENT PROBLEM--THE "REAL"OR ESSENTIAL MOTIVATION FOR PRODUCINGOUTPUTSOUTPUTS:THE SPECIFIC RESULTS OR "DELIVERABLES"THE PROJECT WILL -------INPUTS:THE ACTIVITIES TO BE UNDERTAKEN AND/ORTHE RESOURCES TO BE PROVIDED 10/856
USES AND LIMITATIONS OF THE LOGICAL FRAMEWORK AS ANEVALUATION TOOLHIERARCHY OF OBJECTIVESGLOBALOBJOCTIVERATIONALEIGOALI henthen---.I PURPOSE 1 ifI IDIRECT RESULTSifI OUTPUTS I .ACTIVI TIES ANDRESOURCESif--I INPUTS I----J10/85tne n7
USES AND LIMITATIONS OF THE LOGICALEVALUATION TOOLFRAM ORKAS ANWGICAL F'RAME.WORK MATRIX(f) Bco§ . NMtil :e10/85i0. n:lN H8
USES AND LIMITATIONS OF THE LOGICAL FRAMEWORK AS ANEVALUATION TOOLOBJECTIVELY VERIFIABLE INDICATORS1.CLARIFY OBJECTIVES AND TELL US HOW WEWILL RECOGNIZE SUCCESS2.FORCE SPECIFICITY3.PROVIDE AN OBJECTIVE BASIS FOR EVALUATION 10/859
USES AND LIMITATIONS OF THE LOGICAL FRAMEWORK AS ANEVALUATION TOOLCHARACTERISTICS OF GOODINDICATORS--PLAUSIBLE--VERIFIABLE--TARGETTED QUANTITY, QUALITY, TIME)--COMPREHENSIVE 10/8510
USES AND LIMITATIONS OF THE LOGICAL FRAMEWORK AS ANEVALUATION TOOLTYPES OF INDICATORS:*Interim & Leading*Indirect & Proxy*UnobtrusivePURPOSE LEVEL EOPSINPUT LEVEL BUDGETTYPE 1:LEVELTYPE 2:CHANGE IN LEVELTYPE 3:PROVISION OR CREATION OF SOMETHING NEW 10i8511
USES AND LIMITl.TIONS OF THE LOGICAL FRAMEWORK AS ANEVALUATION TOOLMEANS OF VERIFICATIONHow will the data be obtained or generatedto ve-ify achievement of objectives? 10/8512
USES AND LIMITATIONS OF THE LOGICALEVALUATION TOOL FRAM ORKAS ANSPECIAL CONSIDERATIONS ABOUT MOVs*MAY LEAD TO MODIFICATION OF OBJECTIVESAND OVI*HOW ACCURATE IS ACCURATE ENOUGH?*NEED TO INCORPORATE ANY SPECIAL DATACOLLECTION AND ANALYSIS ACTIVITIESINTO THE PROJECT*MOVs AS MIS(Management Information System) 10/8513
USES AND LIMITATIONS OF THE LOGICAL FRAMEWORK AS ANEVALUATION TOOL ASSUMPTIONS*actions or conditions outside the directcontrol of the project which influence theachievement of project objectives*concept of necessary & sufficientGOALifPURPOSEASSUMPTIONSI ----------.'ASSUMPTIONSthenIASSUMPTIONS10/85*link to feasibility assessment*use of skeptics14
USES AND LIMITATIONS OF THE LOGICAL FRAMEWORK AS ANEVALUATION TOOL-r-------------------,KEY MANAGEMENT ISSUES RE: ASSUMPTIONS INTERLOCKING LOG FRAMES*MODIFYING DESIGN TO INFLUENCE OR "INTERNALIZE"ASSUMPTIONS*IDENTIFYING AND RESPONDING TO HIGH IMPACT/LOWCONFIDENCE ASSUMPTIONSIMPACTHIGH-LOWC0NFIDENCEHIGHLOW ,' '"'.L------10/85-----J15
USES AND LIMITATIONS OF THE LOGICAL FRAMEWORK ASEVALUATION TOOL NMANAGEABLE INTEREST*"point of view"*"management contract"#;results*responsibility without authorityVB.activities & procedures 10/8516
USES AND LIMITATIONS OF THE LOGICAL FRAMEWORK AS ANEVALUATION TOOLer--------------------.,FOCUS ON DELIVERABLES(OUTPUTS)**WHY OUTPUTSWHY NOT ONLY OUTPUTSGUNDERSTANDINGpCOL·1MI TMEN ToRESPONSIBILITYMONITOR, INFLUENCE,WARNIAUTHORITYMONITOR, INFLUENCE,WARN eL----------------J10/8517
USES AND LIMITATIONS OF THE LOGICAL FRAMEWORK AS ANEVALUATION TOOLUSES OF THE LOGICAL FRAMEWORK AS ANEVALUATION TOOL- clarifies designers' intent (i.e., "plan todeviate from")- identifies the logic of the project, its plannedobjectives and measures of success- distinguishes the project's managementresponsibility (outputs) from its expectedconsequences (purpose and goal)- encourages accountability- assists in identifying, during project design,project's main data sources and data collectionactivities (baseline, monitoring, evaluation) 10/8518
USES AND LIMITATIONS OF THE LOGICAL FRAMEWORK AS ANEVALUATION TOOL LIMITATIONS OF THE LOGICAL FRAMEWORK AS ANEVALUATION TOOLunfamiliar terminologydifficulty in dealing with issues such assustainability, replicability andinstitution buildingassumes agreement on objectivesexcludes possible unplanned effects encourages a "blueprint" mentality10/8519
EVALUATION AS A PROJECTGeneric Management Functions10/85 Clear & shared objectives Clear roles & responsibilities Realistic pudgets & schedules Effective feedback mechanisms Leadership & teamwork1
EVALUATION AS A PROJECTKey QuestionsWho is my ·Client"?What is my "Product"?10/852
EVALUATION AS A PROJECTLogframe for an Evaluation ProjectG: Dev. Projects more fully achieve their purposesP: Decisions on project design, re-design, andmodification are made with adequate, objective,information0: 1. Data gathering & analysis completed2. Specific info. gaps filled3. Answers to key questions presented in usefulform & meet decisionmakers specificationsfor validity, timeliness, & reliability4. Climate established for use of eval. resultsI: Establish needs Collect data do analysis(cause/effect); present findings, conclusions &recommendations10/853
EVALUATION AS A PROJECTTeam Planning Meetings Rationale- Most technical assistance team members havedifferent experience, expectations, andmotivations- Team members hold different understandings ofgoals, objectives, etc.- ream members bring different analyticframeworks, problem-solving approaches, andtechnical "languages"- Time in the field is often spent too much onlogistics1 administration and too little onsubstantive work - Team scope of work not clear as to individualassignments or individual scopes of work unclearas to results expected from teamArrival and departure of team members isdifferent- Limited time in the field for teambuildingcauses conflict, lowers morale & diminishesquality of results 10/854
EVALUATION AS A PROJECTTPM CHARACTERISTICS*2 1/2 - 5 days*work focused*participatory* process/contest*structured & facilitated* recorded & transcribed*10/85a laboratory & a model6
PREPARATlorJ0FSCOPES OF i·JORK
PREPARATION OF SCOPES OF WORKOutline For Scopes of Work(or Terms of Reference)I.Description of Activity to be EvaluatedII.Purpose of the EvaluationIII.BackgroundIV.Work Statement-key questions-required inputs,outpu ,V.Methods & ProceduresVI.Team CompositionVII.FundingpurposeVIII. Reporting & Debriefing Requirements10/85 1
PREPARATION OF SCOPES OF WORKThe Three "CnsIs it Clear?Is it Complete?Is it "Contractable"? 10/85 2
COLL.ABORATIV FVALUATI0N
COLLABORATIVE EVALUATION"COLLABORATIVE EVALUATION"WHAT DOES IT MEAN?WHO'S COLLABORATING?IN WHAT WAYS?WHY IS IT DESIRABLE?10/851
COLLABORATIVE EVALUATIONrObjectivesImprove quality and relevance of evaluation findingsampen criticismlmprove probability of recommendations being acceptedontribute to teambuilding trengthen institutional capacity10/852
COLLABORATIVE EVALUATIONEvaluation As A ProjectGIncreased ImpactpBetter decisionsoQuality workUseful RecommendationsClimate of receptivityI : timebenefitcost 10/853
COLLABORATIVE EVALUATIONProject Cycle all Eyaluation( Des ign[ Eval uat ionI( Implementation 10/854I
COLLABORATIVE EVALUATION OPTIONS FOR I*Select projects & issues* Identify questions & concerns* Determine study design, SOW, team, timing 10/855
COLLABORATIVE EVALUATION ImplementationI Replication/Institutionalization Jr"p., 0IY ProcessII1r*Collect data*Analyze data*Provide data*Assist with money, access & logistics*Conduct related studiesL - . . . 10/85 6
COLLABORATIVE EVALUATION Evaluation i.e.Utilization)G --------)p - . ----)o -------)I* Participate in discussion & de-briefing *Receive specific recommendations* Co-issue and/or distribute report 10/85.I
COLLABORATIVE EVALUATIONl TRIXFOR ANALYZING OPTIONS FOR COLLABORATIONSTAGE/APPROACHI. Design-Select projectsand issues-Identify questionsand concerns-Determine study design,sow, team, timingII. Implementation-Collect data-Analyze data-Provide data-Provide money, accessand logistics-Conduct related studiesIII. Evaluation-Participate in discussions and debriefings-Receive specificrecommen.da t i on s-Co-issue and/ordistribute report10/858
TOURISP nfVELOPMFNT PROJECTThe purpose of this eight year project initiated bythe Government of Tunisia is to increase tourism to andsmall entreorenuer activities in the Cartha e, Sidi Bou Saidand La Mors areas.It is year four of the proiect.Project anagers want to know:a) the extent to which the project has been effectiveto date in increasin? tourisn; andb) what should be done during the remaining four yearsof the projec to enhance the likelihood tha r theproject purpose will be achieved.They also wantto know if there have been any unplanned effects. heo vespecific outpucs of the project to increase tourismbeen:1. completion of rhe Tunis-Larnarsa railroad line construction of a hotel in Lanarsa3. clearing away of debris from the ruins at Carthageor should it be? . Project anagers want to know whetherthe railroad has been effective in increasin tourism todate or has the road been equally or ore effective?Should further investments in the project be made in therailroad or in the roads?
PRIVATE SECTOR RUG HARKfTING PROJECTIn the 70's, the marketin? of carpets locally orinternationally by Tunisian cooperatives was not oing well.For the oast four years, a donor a ency and the Governmentof Tunisia have provided assistance to the carpet cooperativeof Tunisia. he purpose o this project has been to increaselocal and international marketing of carpets ry 10 percenteach year.Project outputs were to toa) carpets with more appealing designs for Western markets(as a result of technical assistance under the project).b) establishment of incentives for cooperative members( in order to increase production).It is now year four of this eight year project.Thequestion that project mana ers have is whether theassistance provided under this project has been effective inf:'l.arket ing loca I and international sales by 10 percent. ajorIn order to increase project effectiveness in the remainingyears, the following are questions that managers have:\' atdo the c?rpet entreprenuers believe are the majorfactors resr.ousible for the sales increase or lack ofincrease?- Are the reas nroduced by the coonerativ s of better quality(more interestin desi n, colors, greater variety, betteroverall a Dearance) from those in other tourist shops notparticipatir:g in the cooperative movement? Fhy or v.7hy not?- Eave incentives been provided to cooperative members inorder to increase sales? If so, what and how?- lfuat additional assistance do the entreprenuers feelcould be provided to increase sales further?
ENGLISH LANGUAGE TRAINING PROJECTThe Government of Tunisia has been providing Englishlanguage training to small entreprenuers in the Souk inan attempt to increase sales.The purpose of theproject is to ensure that th2re is at least one personin each business establishment who has adequate facilityin English.The major questions that Tunisian managershave is, has this project been successful in ensuringthat there is one person with English language capabilityin each business establishnent?If there is a person who speaks English, do the shopo mers believe that this capacity has been help ul inensuring or increasing sales?Should other language training be provided?what language?If soApproximately what percentage of a sample of businesseshave English language capability?(larget was 80%)How adequcte is there English capability?
SHORT EXERCISES ON LINKED HYPO'rHESESIndicate the cause-effect relationshios amonq th2 following statemen sby writipg 1, 2, 3 or 4 beside each s ntence: #1 should i dicate theactivitv to be conducted, and 2, 3 and 4 should indicate the successive ti rs of objectives which are expected to occur as a result ofthis activity.IStorage wells constructed . Choose the sites for the \ve lIs. IBalance of payments surplus achieved. 3Self-sufficiency in oil attained. fIIIncrease in the oer ca ita income of small farmers. Distribute the seeds. IStandard of living in the rural areas of the no th-west raised.Wheat production increased. LfIIIPotable water available to 60% of the villages in the southern region. Sicknesses due to water impurities decreased in the southern region. 1Choose the sites for the water purification systems. ,Water purification systems in operation. L /- " [7' -f,'"'""'-r . c;!;',k, c,r . 1.ll-(.'"CvI./"""- ----- ''i' /.,{ "U«'v'Increase in agricul tural revenues. I-fr". AI II '7' .Instruct the farmers in the use of fertilizers. i,. ' Product i vi ty per hectare inc reas ed. 3 "x". f'c'1:f.'- -fcJ-.;;;-' .1,5.-/-.-. 5 ."C; i t/ .J ';".r:::. (. .J"-- -" r , C. . jo;; .u.,. tV Use of fertilizer increased. L x . , ("C"-'!-;LI,"'o.t.:. d.,,::-:. . i , v ," L /\.J.:l ""' '"'l.7/.'fj- '",",-""Jto: ''7 (h: '" '! L,.,. . IVIOU,.",F'l.i\'--V' "'t.5·VExtension program operational. LTotal cereals production increased.Recrui t people to train. IBarley production increased. .-v!., VIHealth units meet medical needs of local population. 3Rates of morbidity and mortality decreased in Villa Riva.Design refresher courses.Medical Skills of Health Personnel Upgraded. Lk-,'VL ,-:J.,. ,",-:.A
LINKED HYPOTHESES--2Determine the linked hypotheses among the list of statements below.There may be more than four levels, and more than one objective atany given level.VIIPurchase lumber for livestock pens.Recession impact is reduced and national economy stimulated.Hire carpenters. IDesign livestock and health maintenance programs. ILivestock pens constructed and functioning. Higher quality of livesto k obtained. Improvement of median economic level of the islanders.
ENGLISPT INJNr,ENGLISH LANGUAGEPROJECTTPAI INGPROJECTThe Government of Tunisia has been providing Englishlanguage training to small entrepreneurs in the souk aspart of a larger program to increase sales. The purposeof the project is to ensure that 80 percent of businessesin the souk have at least one person as a full-timeemployee in the business establishment who has adequatefaciljty in English.It is now year four of this sevenyear project. The major question that project managershave is how successful has this project been in reachingthe target? More specifically, approximately what percentof a sample of businesses have English language capability?Additional questions are:- How adequate is the English language capabilityof the full-time employee?- Do the shopo\vners believe that English languagecapability is helpful in ensuring or increasingsales? Has increased Engli::'h language capabilityresulted in ny other positive or negative outcomes?- Should other language training be provided?what language?If so,
COOPERATIVE MOVEMENTSeveral years ago the Govern ent of Tunisia launched aprogram to increase the cooperative movement in Tunisiato increase incomes for s all sC31e artisans and entrepreneurs.How effective has this program been? Deter ine the extent ofthe cooperative movement in the central market place. fuichtrades are represented? How old are these? How large?Is production for the local market only or is export alsopursued? Is credit provided? How are leadeys chosen?Hhat could the government do to increase profitability?LOCAL RUINSA couple of years ago, the Government of Tunisia upgradedinfrastructuve at the Roman ruins located near the beach.Asphalt paths were built, the area was fenced in, facilitieswere uP8raded.the extent to which these improvements have increased the attractiveness of this site fortotirism.Have guided tours increased? Eas revenue at thegate increased? Are the costs of the improvement beingrecovered? Has the intrinsic value of the site itself beenpreserved for postarity? Are there other sites in the areawhich could be upgraded for tourist attractions?
EVALUATION PLANNING MONITORING AND EVALUATION Traditional View: * Monitoring and evaluation are clearly defined and distinct activities. * Monitoring is the collecting of regular information on inputs and outputs. * Evaluation takes place once or twice in a project's life. Current View: * Monitoring and evaluation are intimately related activities. * Monitoring includes the collection of .
May 02, 2018 · D. Program Evaluation ͟The organization has provided a description of the framework for how each program will be evaluated. The framework should include all the elements below: ͟The evaluation methods are cost-effective for the organization ͟Quantitative and qualitative data is being collected (at Basics tier, data collection must have begun)
Silat is a combative art of self-defense and survival rooted from Matay archipelago. It was traced at thé early of Langkasuka Kingdom (2nd century CE) till thé reign of Melaka (Malaysia) Sultanate era (13th century). Silat has now evolved to become part of social culture and tradition with thé appearance of a fine physical and spiritual .
On an exceptional basis, Member States may request UNESCO to provide thé candidates with access to thé platform so they can complète thé form by themselves. Thèse requests must be addressed to esd rize unesco. or by 15 A ril 2021 UNESCO will provide thé nomineewith accessto thé platform via their émail address.
̶The leading indicator of employee engagement is based on the quality of the relationship between employee and supervisor Empower your managers! ̶Help them understand the impact on the organization ̶Share important changes, plan options, tasks, and deadlines ̶Provide key messages and talking points ̶Prepare them to answer employee questions
Dr. Sunita Bharatwal** Dr. Pawan Garga*** Abstract Customer satisfaction is derived from thè functionalities and values, a product or Service can provide. The current study aims to segregate thè dimensions of ordine Service quality and gather insights on its impact on web shopping. The trends of purchases have
Chính Văn.- Còn đức Thế tôn thì tuệ giác cực kỳ trong sạch 8: hiện hành bất nhị 9, đạt đến vô tướng 10, đứng vào chỗ đứng của các đức Thế tôn 11, thể hiện tính bình đẳng của các Ngài, đến chỗ không còn chướng ngại 12, giáo pháp không thể khuynh đảo, tâm thức không bị cản trở, cái được
Le genou de Lucy. Odile Jacob. 1999. Coppens Y. Pré-textes. L’homme préhistorique en morceaux. Eds Odile Jacob. 2011. Costentin J., Delaveau P. Café, thé, chocolat, les bons effets sur le cerveau et pour le corps. Editions Odile Jacob. 2010. Crawford M., Marsh D. The driving force : food in human evolution and the future.
Le genou de Lucy. Odile Jacob. 1999. Coppens Y. Pré-textes. L’homme préhistorique en morceaux. Eds Odile Jacob. 2011. Costentin J., Delaveau P. Café, thé, chocolat, les bons effets sur le cerveau et pour le corps. Editions Odile Jacob. 2010. 3 Crawford M., Marsh D. The driving force : food in human evolution and the future.
