Good monitoring starts with the right planning
Good monitoring systems serve the result-oriented control of programmes/projects. A prerequisite for this is that the objectives of a programme/project are defined and that there is clarity as to how these objectives are to be achieved. Good monitoring therefore always starts with effect-oriented planning. Therefore, it is immanently important that monitoring and strategy processes go hand in hand.
Transparency increases the quality of work
We are convinced that if all participants know exactly why the programme/project is being carried out and why monitoring is so important, this will increase the quality of the work and contribute significantly to the achievement of the objectives. This motivates all participants to continue the dialogue on lessons learned.
- We guarantee established quality standards in the area of monitoring (e.g. SMART criteria for indicators) and consider state-of-the-art developments (e.g. nested theories of change).
- We have developed systems that acknowledge the particularities of our customers. For example, it is often important for our customers in the field of international cooperation that the monitoring can be used together with their partners abroad. We therefore attach great importance to comprehensibility and a clear definition of roles and responsibilities.
- We offer training and intermittent consulting – for the anchoring of monitoring competencies with our customers.
- We make monitoring attractive – with technical solutions that are tailored to the needs of our customers. Whether Excel or web-based: with easy-to-use and visually appealing systems we simplify your daily work.
A specific example
We were commissioned to develop an impact-oriented monitoring system for the funding area of a large German organisation in the field of higher education cooperation. In participative workshops we first developed impact structures and indicators for different programmes within the funding area. In an iterative process, we derived standard indicators from these, which could be used to make statements about the effects in different programmes in the funding area. Together with the client, we then developed processes for impact-oriented planning, monitoring and control in the programme cycle. Responsibilities were also defined between the sponsor and the recipient of the grant. Through the participatory development of the products, the employees of the organisation were now well versed in advising their partners in the planning and application of impact-oriented monitoring. As a result, the significance of the data collected in monitoring and reporting has increased significantly.
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