Monitoring and Evaluation in Aftercare Activities
Activities in monitoring and evaluation (M&E) allow the observation of planned activities to determine if desired outcomes are being achieved. M&E is crucial for assessing effectiveness, fine-tuning strategic plans, and measuring results to enhance credibility and best practices. The process involves measuring outputs, outcomes, and impacts to guide decision-making and improve performance.
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4. Monitoring and Evaluation Sharm El Sheikh, Egypt December 5, 2018
Monitoring and Evaluation for Aftercare Monitoring and Evaluation (M&E) are: Activities which allow to observe if planned activities are reaching the desire outcomes or goals or not. Activities which can guide IPIs toward achieving greater effectiveness and efficiencies. Activities which assist in the fine tuning of strategic plans. M&E activities are NOT: Examinations for IPIs. Control mechanisms aimed at disqualifying an IPI or its management and / or staff. A direct and unbiased assessment of an IPI s capacity.
Why M&E? M&E at the very beginning provides for the establishment of baselines M&E allows to capture trends and challenges IPIs. Discard or reevaluate specific activities. M&E is measuring results. It provides credibility to the IPI. It is what distinguishes the best practice IPIs: It is what links and validates the work done from one year to another. Keeps the
Outputs, Outcomes and Impacts M&E measures can be generally measured through three main dimensions: Outputs, Outcomes and Impacts. Outputs are generally the more immediate results of a strategy. These include: Promotional material of any kind: Brochures, presentations, and reports, both in their hard and soft (electronic) formats such as a website. All public relations activities or networking events: those one participated and / or organized. Also includes press releases, advertising (paper and electronic) and efforts to increase on-line presence through links and greater on-line visibility. All the selling activities such as attending general and sector specific events; one-on-one meetings with investors; and outreach activities both general and targeted. These are generally measured quantitatively.
Outputs, Outcomes and Impacts Outcomes are the sought-after goals of the different planned activities. Outcomes are generally measured qualitatively though are supported often by quantitative data. All activities should be designed based on a desired outcome. Outcomes can have a wider or more general scope or a more targeted or specific scope. Generally, Outcomes tend to be most effective at generating desired impacts when these are more specific or targeted.
Outputs, Outcomes and Impacts Outcomes include: Raising awareness of a country, region or local area to prospective investors. To both a general investor audience or a more specific one. (concrete or potential number of audience) Raising awareness of sector specific or other concrete investment opportunities. To both a general investor audience or a more specific one. (concrete or potential number of audience) Persuading investors to come and visit a prospective location. Number of potential investors which visited. Solved investor issues (regulatory and / or operational directly, through partner contacts or through policy advocacy). Generating investment leads and the quantity of leads generated. Facilitated information through answering investor inquiries, # of investors.
Outputs, Outcomes and Impacts Impacts are the ultimate goals of IPIs: Number of new investments. Number of reinvestments. New total capital investment. Total capital reinvestments. Number of new jobs created through new and reinvestments. Total retained capital investment. Total retained employment.
Outputs, Outcomes and Impacts Ideally, when designing a strategy, IPIs should design backwards: Start with Impacts, then outcomes, then activities and then outputs. Effectively, results will depend on: The strategy selected; The resources available; and The collaboration of all stakeholders involved. No one single IPI can achieve many results on its own.
The Issue of Attribution It is impossible to single out an agency as the sole reason for attracting an investor. Only investors decide where and when they want to invest, despite the efforts of any IPI! An IPI can influence through a wide variety of activities, services and marketing or selling techniques; but ultimately the most critical factors are: A clear profitable opportunity; An attractive business environment; and Political will to generate an attractive environment.
The Issue of Attribution IPIs however, in fulfilling their mandate to promote and facilitate investment have certain tools at their disposal to support their attribution: Investor testimonials; Investor service satisfaction surveys; and Getting written confirmation on the data on jobs and capital investment from investors. For greater credibility and if resources permit, IPIs can hire outside firms to carry out the investor service satisfaction surveys or the confirmation on the investment and job figures.
M&E is a year-long initiative! M&E should be updated periodically to be aware of how the program is progressing and whether activities are achieving the desired results. Ideally, there should be 2 formal M&E reviews per year (semester). Not all activities can be measured equally and therefore the IPI should foresee at the planning stage how long it will take to be able to reach any useful conclusions for the different activities undertaken. And remember; let the M&E guide your future plans M&E allows for adaptability (to unforeseen challenges and opportunities)
