Activity Monitoring
What to look for when receiving a report
For NZAID staff, the main contact with a monitoring system will often be the reports from the implementing partner that provide information and analysis based on the partner’s own monitoring data. It is important that NZAID staff know what to do with reports.
Reports as a decision-making tool
Monitoring is all about getting the right information to the right decision-makers. Most day to day management decisions are taken by the implementing partner (eg small reprioritisations; staff management; dealing with ad hoc delays; or managing friction with beneficiaries). NZAID does not need to see all of the data. NZAID’s main interest in day to day monitoring is only in summary data, to assure the programme team that the system is working and information is being collected and used properly.
It is a mistake to put too much effort into ‘improving’ sub-standard reports if they already contain enough understandable information for us to take a decision. Carefully appraising, reformatting and otherwise improving reports can be an easy trap to fall into if it is a distraction from our more important task of advising or taking management decisions.
The underlying monitoring system
On receiving a report, the basic usefulness of the Activity’s monitoring system should normally be quickly checked against the principles, issues and common problems set out in the Guideline. Sometimes it will not be until a regular report that flaws in the monitoring system become noticeable. In such a case, NZAID should provide this feedback and (generally) ask the implementing partner to strengthen their monitoring system.
It will sometimes be too late at this stage to completely fix fundamental problems with an Activity’s design, programme logic (ie the way it hopes inputs and outputs will translate into higher level outcomes) or data collection methods. Instead, NZAID comments on a report will often focus on ensuring there is ‘good-enough’ data and analysis within an existing framework.