LECTURE SIX

MONITORING AND EVALUATION PROCESS IN CO-OPERATIVE EDUCATION AND

TRAINING PROGRAMMES

MONITORING:

is the continuous and systematic collection of data to track the implementation of activities and the
achievement of objectives over time.

is a process of observing and tracking activities and progress. It is a critical component of any successful
project, intervention, public policy or program.

is an ongoing, continuous process. It requires the collection of data at multiple points throughout the
program or project cycle, including at the beginning to provide a baseline. goals.

KEY COMPONENTS:

Inputs and Activities Monitoring: Tracking the resources (inputs) allocated and the activities conducted.

Process Monitoring: Examining the efficiency and effectiveness of the implementation process.

Output Monitoring: Capturing immediate and tangible results of activities.

Outcome Monitoring: Assessing the intermediate results or changes that occur as a result of the outputs.

MONITORING QUESTIONS

Monitoring is sometimes referred to as process evaluation because it focuses on the implementation process.
However, monitoring generally asks key questions on activities, outputs, outcomes, and Impact.

How well has the program been implemented?

Have planned activities been completed on time and within budget?

What unplanned activities have been completed?

What direct tangible products or services has the program delivered as a result of activities?

Did the program benefit the intended people? At what cost?

What progress has been made towards achieving the program goals and objectives?

What challenges have been encountered during implementation, and how have they been addressed?

What are the key outputs and outcomes of the program, and how are they being measured?

How effective have the program activities been in achieving the intended outcomes?
What lessons have been learned during program implementation, and how can they be used to improve
future activities?

How well are the team members working together, and what can be done to improve collaboration and
communication?

How is the program benefiting the target beneficiaries, and are there any unintended negative consequences?

What recommendations do the monitoring team have for improving the program implementation and
achieving the intended outcomes?

EVALUATION

is the process of examining the performance of an organization, program, project, policy, or any other
intervention to determine its relevance, adequacy, effectiveness, efficiency, and progress for the purpose of
identifying areas for improvement.

is a complex and dynamic process that requires the use of a variety of data collection methods and analysis
techniques to assess the performance of an organization, program, policy, or project. Evaluation can be used
to inform decision-makers about how to improve the effectiveness of programs, projects, policies, and
organizations.

examines a program or project to see if it’s doing what it’s supposed to be doing, Evaluation can provide
recommendations to help improve the program or project’s performance.

EVALUATION STANDARDS

Evaluation is the process of judging an intervention based on a set of standards. The 7 evaluation standards
mostly used in M&E practice are the relevance, adequacy, progress, efficiency, effectiveness, impact, and
sustainability of an intervention.

Relevance, is the intervention doing what it is supposed to do, the intervention is relevant if it answers the
needs, policies, or priorities it has been designed to meet.

Adequacy, is the intervention equal to our needs? The state of being sufficient for the purpose concerned.
The intervention is adequate if it meets its requirements and if its activities are being carried out in
accordance with a planned schedule.

Progress, how successful is the intervention in achieving the goals it was set out to achieve? The movement
toward a goal, an improved or more developed state, or to a forward position. An intervention accomplishes
progress if its activities are carried out according to the schedule it has set.

Efficiency, is the resource being used to the best of its ability? The extent to which objectives are achieved
by minimizing the use of resources. Efficiency, the relationship between inputs and outputs in the production
of goods and services, is obtaining the best possible value for the resources used. The intervention is
efficient if it makes the most efficient use of the resources devoted to it.

Effectiveness, is the intervention achieving its objectives? The degree to which objectives are achieved and
the extent to which targeted problems are resolved. The intervention is effective if the results obtained are in
accordance with the objectives and targets for reducing the dimensions of a problem or for improving an
unsatisfactory situation. Its impact is related to the overall effect it has on people and the environment.

Impact, what difference does the intervention make? The extent to which the intervention has had long-term
positive or negative effects at a higher level, either intended or unintentional. An impact evaluation provides
information about the observed changes or ‘impacts’ produced by an intervention.

Sustainability, will the benefits last? The extent to which the net benefits of the intervention continue, or are
likely to continue.

PURPOSES OF MONITORING AND EVALUATION PROCESS

Tracking progress towards achieving specific goals and objectives: Monitoring helps to track progress
towards achieving specific goals and objectives, providing information on what has been achieved and what
needs to be improved.

Identifying implementation challenges: Monitoring helps to identify implementation challenges that may be
hindering the achievement of the intended outcomes. This information can be used to develop strategies to
address these challenges and improve program or program implementation.

Assessing the effectiveness of interventions: Monitoring helps to assess the effectiveness of interventions
and determine whether they are achieving the intended outcomes. This information can be used to adjust the
implementation approach to improve the effectiveness of the intervention.

Enhancing accountability: Monitoring enhances accountability by ensuring that program or project

implementation is transparent and that progress towards achieving goals and objectives is regularly reported
and reviewed.

NB

Monitoring and Evaluation (M&E) is a systematic process that involves tracking and assessing the
progress, performance, and outcomes of a project, program, or policy. The main purposes of M&E
are to ensure that activities are on track, to measure the effectiveness and efficiency of interventions,
and to provide evidence for decision-making and learning. The process typically consists of two
interconnected components: monitoring and evaluation.

THE KEY STEPS IN THE MONITORING AND EVALUATION PROCESS IN CO-OPERATIVE

EDUCATION AND TRAINING PROGRAMMES:
Define Objectives and Indicators:

Clearly define the objectives of the co-operative education and training programs. Identify specific
indicators that can be measured to assess progress and success. These indicators could include skill
development, knowledge acquisition, changes in behavior, and other relevant metrics.

Develop Monitoring and Evaluation Plan:

Create a comprehensive plan that outlines the monitoring and evaluation activities. This plan should specify
the data collection methods, frequency of assessments, responsible parties, and the tools to be used.

Data Collection:

Regularly collect data on various aspects of the co-operative education and training programs. Data sources
may include participant feedback, assessments, attendance records, and other relevant information. Both
qualitative and quantitative data can be valuable in providing a comprehensive understanding of the
program's impact.

Analysis of Data

Analyze the collected data to assess the effectiveness of the co-operative education and training initiatives.
Compare the actual outcomes with the predefined indicators and objectives. Identify trends, patterns, and
areas that may require attention.

Identify Successes and Challenges:

Determine what aspects of the co-operative education and training programs are successful and contributing
positively to the development of cooperative members. Simultaneously, identify challenges or areas where
improvements are needed.

Reporting:

Communicate the results of the monitoring and evaluation process to relevant stakeholders. This includes co-
operative members, leadership, trainers, and any other parties involved. Transparent reporting fosters
accountability and provides insights into the impact of the programs.

Use of Findings for Decision-Making:

Ensure that the findings from the monitoring and evaluation process inform decision-making. If certain
aspects of the program are particularly successful, consider expanding or replicating those components.
Similarly, address and rectify any issues or challenges identified.
IMPORTANCE OF MONITORING AND EVALUATION PROCESS IN CO-OPERATIVE
EDUCATION AND TRAINING PROGRAMMES

The monitoring and evaluation (M&E) process is of great importance in cooperative education and training
programs, not only for the educational institutions involved but also for the cooperative societies that engage
with these programs. Here are several reasons highlighting the significance of M&E in the context of co-
operative societies:

Skills Alignment with Cooperative Need

M&E ensures that the skills and knowledge imparted through cooperative education programs align with the
specific needs and requirements of cooperative societies. This alignment is crucial for preparing students to
contribute effectively to the cooperative sector.

Workforce Development

Cooperative societies benefit from a well-trained and knowledgeable workforce. M&E helps assess the
effectiveness of education and training programs in developing the skills that cooperative societies need
among their members and employees.

Enhanced Productivity and Efficiency:

By monitoring the progress and evaluating the outcomes of cooperative education programs, societies can
identify opportunities for enhancing productivity and efficiency within their operations. Well-trained
individuals contribute to smoother cooperative functioning.

Community Impact:

Cooperative societies often play a vital role in community development. Monitoring and evaluating
education programs ensure that the cooperative workforce is equipped to make positive contributions to the
community, fostering social and economic development.

Sustainable Practices:

M&E processes help integrate sustainable practices into cooperative education programs. This is important
for cooperative societies seeking to adopt environmentally friendly and socially responsible approaches in
their operations.

Adaptation to Changing Market Dynamics:

Co-operative societies operate in dynamic environments. M&E assists in assessing whether education and
training programs are equipping individuals with the ability to adapt to changing market conditions,
technological advancements, and other external factors.

Member Participation and Engagement:

Co-operative societies thrive on active member participation. Monitoring and evaluation ensure that
education programs enhance members' understanding of cooperative principles, governance, and
participation, fostering a more engaged and empowered membership.

Leadership Development:

M&E ensures Co-operative education programs often contribute to leadership development within
cooperative societies. M&E ensures that these programs are effective in nurturing the next generation of
leaders who can guide and strengthen the cooperative movement.

Strategic Planning:

The insights gained from monitoring and evaluation inform strategic planning for cooperative societies. This
includes decisions related to workforce development, resource allocation, and the overall direction of the
cooperative in response to emerging trends and challenges.

Building Trust and Credibility:

A well-monitored and evaluated education program enhances the credibility of cooperative societies. It
demonstrates a commitment to continuous improvement and accountability, building trust among members,
partners, and stakeholders.

Risk Management:

M&E processes can identify potential risks or challenges that cooperative societies may face, such as gaps in
skills or knowledge. This information enables proactive risk management strategies and helps societies
address issues before they become significant problems

Continuous Improvement:

M&E is an iterative process. Use the insights gained to continuously improve cooperative education and
training programs over time. This ensures that the programs remain relevant, effective, and aligned with the
evolving needs of cooperative members.

By implementing a robust monitoring and evaluation process, cooperative societies can enhance the quality
and impact of their education and training initiatives, contributing to the overall development and success of
their members

In summary, the monitoring and evaluation process in cooperative education and training programs are
instrumental in ensuring that cooperative societies have a skilled and knowledgeable workforce, fostering
sustainable practices, and adapting to the evolving needs of their members and communities. It contributes to
the overall success and resilience of cooperative societies in achieving their social and economic objectives.
The monitoring and evaluation (M&E) process in co-operative education and training is a systematic
approach to assess the effectiveness, efficiency, and impact of educational programs within co-operative
societies. This process involves ongoing data collection, analysis, and feedback to ensure that the co-
operative education and training initiatives meet their objectives and contribute to the overall development
of co-operative members.

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 LECTURE SEVEN

TRAINING NEEDS ASSESSMENT

Is a process that identifies the present level of knowledge, skill, and competency and compares it with the
required or established levels within an organization. This concept helps to know the difference and
determine training needs. Is The method of determining if a training need exists and, if it does, what training
is required to fill the gap.

Training needs assessment is one of the best ways to deal with competency gaps. It can be conducted at any
time like hiring, making career development plans, performance reviews, succession planning and dealing
with changes related to the job position.

Training needs assessment survey and training needs assessment reports should be conducted regularly
through training needs assessment form and training needs assessment questions to determine whether there
is a need for training and whether the existing programs are proving effective in the organization.

Training Needs = (Desired Capability) – (Current Capability) of the Participants

Training may be needed when there is a gap between the desired performance, and the current performance,
and the reason for that gap is lack of skill or knowledge. Training may only be able to resolve part of the
problem. Thus we need to analyze the problem and find out whether training will be able to resolve it. If
training is necessary, we also need to define the objective of the training and how it will help the staff
member(s) become more effective. This process is called a Training Needs Assessment shown above or
Training Needs Analysis

It is important to note that, despite many reasons to conduct training shown above, training may sometimes
not be the only solution to a problem.

THE FACTORS THAT WILL LEAD TO TRAINING ASSESSMENT PROGRAMS ARE AS

FOLLOWS

1. Succession planning
2. Implementing new processes
3. Re-organization in the company
4. Process improvements
5. Re-engineering of business processes
 6. Re-locations
7. New hires
8. Layoffs / Transfers
9. Career growth plans
10. Changes in regulations
11. Promotions
12. Changes in the workforce
13. Introducing new technology
14. Safety-related issues

THE SOURCES/DATA COLLECTION METHODS WHICH WILL DETERMINE TRAINING

NEEDS ASSESSMENT ARE AS FOLLOWS

1. Focus groups
2. Assessment centers
3. Skills test
4. Observations
5. Needs analysis
6. Needs assessment questionnaire
7. Exit interviews
8. Employee interviews

THE BENEFITS OF TRAINING NEEDS ASSESSMENT ARE AS FOLLOWS

1. Training needs assessment is considered beneficial for an organization as it helps it to determine the
employees who need training through performance evaluations, self-assessments, focus groups,
customer feedback, etc. Identifying employees who require training helps to meet their learning needs
and assist in their professional growth.
2. Training assessment is considered beneficial for an organization as it helps to identify performance
gaps. It encourages both existing and new employees to take competency assessments to know the
need for training and the areas which should be targeted.
3. Training needs assessment is considered beneficial for an organization as it helps to direct resources
to priority areas to meet business goals. It also helps in preventing unnecessary training and thus saves
money and time
4. Training assessment is considered beneficial for an organization as it helps to improve the efficiency
and productivity level of an employee. The workforce will be able to gain competence and become
more productive. This will ultimately improve employee engagement and boost employee morale
 5. Training assessment is considered beneficial for an organization as it helps to improve the quality of
services. The training helps to meet the desired goals
6. Training assessment is considered beneficial for an organization as it helps to train the right employee
for the right job with the right approach
7. Training assessment is considered beneficial for an organization as it helps to collect qualitative and
quantitative data
8. Training assessment is considered beneficial for an organization as it prioritizes training needs so that
employees can become innovative, efficient and innovative in their jobs.
9. Training assessment is considered beneficial for an organization as it helps to achieve a higher return
on investment
10. Training assessment is considered beneficial for an organization as it provides an opportunity for
learning and development through proper training
11. Promotes Continuous Improvement. Stagnation leads to frustration for both employees and the
business. Without continuous improvement and growth, competitors can take over the market share
leading to less business for the organization. For staff, the lack of continuous improvement means a
loss of growth and opportunity in their career and is one of the biggest contributing factors in
employees choosing to work elsewhere. Regular training needs assessments keep the business and its
employees on track for continuous improvement to ensure professional and personal growth.
12. Highlights Unknown Training Needs. It’s easy for focus to become too narrow when trying to
identify training needs across a department or organization. This can lead to important areas being
overlooked or a lack of training being delivered for a specific area. A TNA ensures that effective
background research is carried out prior to a training plan being implemented. This helps to highlight
training areas that were unknown or previously not considered of any importance and provide a more
thorough training experience.
13. Prevention of harm from coming to the business. It is quite common for a company to malfunction
due to particular gaps in its business processes. Training needs assessment helps you quickly
identify any weaknesses or gaps in your employees’ abilities.

DISADVANTAGES OF TRAINING NEED ASSESSMENT

1. Training assessment is a time-consuming process. Developing surveys and assessments and

completing them will take lots of time and effort that can be spent on other important matters. The
training in itself is also considered time-consuming as it will be conducted during office hours that
will waste a good chunk of the employee’s working hour.
2. Training assessment is very expensive. It might require multiple sessions and this will prove
expensive for the organization and if it hires the third party for conducting assessments even then it
will prove costly.
Why do we need a Training Needs Assessment?

TNA aims at the following situations.

 Solving a current problem

 Avoiding a past or current problem
 Creating or taking advantage of a future opportunity
 Providing learning, development or growth

The purpose of TNA is to answer some familiar questions: why, who, how, what, and when. The following
are descriptions of the questions and what analysis can be done to answer them

Five Steps of Training Needs Assessment:

i) identify problem and needs;

ii) determine design of needs assessment;
iii) collect data;
iv) analyze data;
v) provide feedback.

The first step in TNA is to identify problems and needs.

Before TNA is conducted, it should be probed whether training is needed. In the public sector, it is important
to identify organizational context in such aspects as policy, goal, roles and responsibilities

Realizing the policy direction of the organization, performance analysis known as “gap” analysis is
conducted to look at an official’s current working performance and knowledge and identify whether an
official is performing as desired based on given roles and responsibilities. Then the more explicit the
standard for current performance and knowledge, the easier it will be to describe the gap in performance or
knowledge deficiency.

After identifying problems and needs, set up overall objectives for a training course.

The second step in TNA is to determine the following:

i) target groups to be trained; ii) interviewees; iii) survey methods; iv) survey plan including schedule to be
conducted TNA and persons in charge of TNA. Those items become the basis for a training course designer
to either create a new training course, identify an existing one that can fulfill the need, or obtain one
externally.

The third step in TNA

is to collect data through: i) reviewing documents on existing training (secondary data and information); and
ii) conducting survey including interviews and observation at work
 1. Surveys and questionnaires: can be used to gather information from employees, managers, and other
stakeholders about their training needs and preferences. They can be administered in a variety of ways,
such as online, via email, or in person.

2. Interviews: can be conducted one-on-one or in small groups to determine how individuals or groups of
employees prefer to learn new skills or information.

3. Focus groups: involves bringing a group together to see how employees feel about their current learning
and development plan while identifying training opportunities.

4. Direct observation: involves observing employees performing their job in order to tell if they possess the
required knowledge and skills to do their job

Step Four: Analyze Data:

a. Conduct qualitative or Quantitative Analysis

b. Determine solutions/recommendations

Upon completing the training needs assessment data collection, the subsequent phase entails a rigorous
analysis and interpretation of the gathered information.

A systematic review and organization of the data are undertaken to discern underlying patterns, trends, and
prevailing themes. Through a thorough examination of the data for the training needs assessment, insightful
observations concerning specific training requisites materialize, thereby facilitating a judicious prioritization
of these needs based on their relative significance and urgency.
An inclusive approach to the analysis process, wherein key stakeholders, including department heads,
supervisors, and employees, actively participate, ensures a comprehensive grasp of the findings. This
collaborative involvement ascertains that the defined training needs align with the organization's overarching
strategic objectives and goals, thus reinforcing the efficacy and relevance of subsequent training
interventions.
Conduct qualitative or Quantitative Analysis

b. Determine solutions/recommendations

Step Five: Provide Feedback

a. Write report and make oral presentation

Step Six:
Develop Action Plan for Providing Training:
All organizations should produce a general alertness and alertness to the performance problems. This should
be a permanent feature of the learning organizations at all times. Performance problems symptoms may
manifest itself in the shape of absenteeism, workshop accidents, under-utilized equipment’s or resources and
increasing employees’ demonization etc.