writing project report
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Writing Project Report. Multi-Purpose Reporting. Management Function. - PowerPoint PPT PresentationTRANSCRIPT
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Writing Project Report
Multi-Purpose Reporting
Pro
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Management Function
• Monitoring and reporting are firstly intended to produce clear, transparent, timely information on activities and impacts. This information allows for reliable short-term forecasting of implementation, problems and prospects for success, and is the basis for necessary adjustments of the workplans
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Information Function
• At the same time, the information produced also serves to inform donors and the governing board/executing agency about achievements to date and constraints to progress. It can also be used to enhance co-operation and information sharing within the project and with other partner agencies concerned.
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Public Relations Function
• In addition to forwarding the monitoring reports to the next management level (internally), and to the respective donor agency and national agencies concerned, results can also be used for public relations.
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Reports
• Inception Report• Interim Report• Progress Report• Mid-term Report• Back-to-office Report• Special Assessment Report• Final/Completion Report
• Design – Concept Paper
• Management – PAM
• Reporting – PPR
• Evaluation – PCR
• Post-evaluation - PPER
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Project Administration Memorandum
• All project information to facilitate project implementation and to allow the Executive Agency and ADB to monitor project progress and evaluate project outcome
• The design and monitoring framework is the basis for building the project performance report format
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Project Performance Report
• An early warning system for ADB management to take corrective actions
• Mirrors the design summary, performance targets and indicators, and assumptions and risks in the design and monitoring framework
• Serves as historical basis for evaluating project performance
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Project Completion Report
• Evaluates the rationale for the project, adequacy of its formulation and clarity and comprehensiveness of the TOR
• Evaluates the achievement of the project’s outcome and outputs
• Evaluates the quality of outputs
• Describes project implementation and significant changes in project design
• Identifies majors lesson learned
• Rates the performance of the project
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Report Format
• Executive Summary
• Objectives and Approach
• Brief Description of Program/Project (Evaluation Object)
• Findings (Analysing and evaluating programme results and effects)
• Lessons learned
• Recommendations
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Annexes
• List of Abbreviations
• List of Tables
• Appendices Terms of Reference (tasks and statement of
work) Evaluation process List of interview partners Sources Description of methods (questionnaires,
interview guidelines, tables, etc.) Case descriptions
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ADB PCR Format
Basic Data
Map
I. Project Description
II. Evaluation Design and Implementation
III. Evaluation of Performance (REESI)
IV. Overall Assessment and Recommendations
I. Overall Assessment
II. Lessons
III. Recommendations
IV. Appendices
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UN/IGO Format
• Executive Summary
• Introduction and Background
• The Findings Relevance Performance Success
• Conclusion
• Recommendations
• References
• Annexes
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Executive Summary
• Short introductory remarks on the programme's rationale and objective.
• Main observations (especially the degree of achieving the objective and implementation strategies of the Project).
• Main recommendations.
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Objectives and Approach (Evaluation Design & Implementation)
• Objectives and Users (Refer to TOR as agreed)
• Evaluation method and approach Composition of the expert's team. Brief description of methods,
including the kind and form of partner participation in the evaluation.
Description of the limits of the method applied. (Detailed description of the method in the appendix)
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Brief Description of Program/Project(Evaluation Object)
• Background situation and needs.
• - Objectives and approach.
• - Country/region and target groups
• - Partner organisations.
• - Strategic partners, cooperation(s) with other implementing agencies and political funding bodies.
• - Participants.
• - Professional external partners.
• - Importance of the conditions for the programme objective and implementation, as well as changes in the conditions over the programme period.
• - Comparison with programme planning documents.
• - Summarised description of the primary factors supporting or limiting the programme's success.
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Findings (REESI)
• 5.1 Evaluating relevance: Are we doing the right thing?
• 5.2 Evaluating Efficacy: Analysing and evaluating the programme's effectiveness in achieving of outcome
• 5.3 Evaluating efficiency: Are we working cost-effectively?
• 5.5 Evaluating sustainability: Are the results durable? Are we helping to achieve overarching development goals (impact)?
• 5.6 Institutional Development: Evaluating coherence, complementarity and coordination Overarching question: Is the programme properly aligned within Organization Direction and with other donors? Did the program build local capacity?
• 5.7 Evaluating the programme in relation to crosscutting issues
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RelevancePerformance
SUCCESS
Substantive Focus
Program Quality
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UN Key criteria
• relevance – the degree to which the objectives of a programme remain valid and significant;
• performance – progress of a programme towards achieving its objectives, in terms of effectiveness, efficiency and timeliness;
• success – attaining a measurable level of benefits that can be directly attributed to the programme, in terms of impact, sustainability and capacity development.
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SMART Results
• Specific: What, Who, Where
• Measurable: Quantitative or Qualitative indicators. The type of change is defined
• Achievable: result is within the scope of the project’s control, within the budget and time period
• Relevant: Result addresses identified needs and/or problem(s)
• Time-bound
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Conclusions (Overall Assessment)
• Conclusions are reasoned and rational judgements based on an analysis of the findings, and as such must flow logically from those findings. They serve as the basis for recommendations
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Lessons Learned
• Lessons Learned are those positive and negative experiences of the programme that may be applicable to other programmes, as a result of their generic nature.
• Influencing factors - Which factors have contributed to the
effects? - What has hindered the effects? - How have the goals of the activities and
the programme's activities contributed and what have other programmes added?
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Recommendations
• Recommendations are proposals for certain actions or decisions of a remedial, corrective or initiating nature. They should identify an order of priority, actors, and a specified time-frame.