NSTP Community-Based Projects: Documentation, Monitoring, and Evaluation

UNIT 5: DOCUMENTATION, MONITORING, AND EVALUATION OF NSTP COMMUNITY-BASED PROJECTS

Learning Objectives

Identify documents, monitoring, and evaluation instruments for NSTP community immersion projects.
Utilize documentation techniques, monitoring guides, and evaluation instruments for meaningful NSTP program implementation.
Appreciate the values of proper documentation, monitoring, and evaluation for community service projects.

Documentation of NSTP Projects

Documentation is crucial for NSTP community immersion projects.
It provides clear evidence that projects are conducted effectively.
Recorded notes and observations serve as guidelines for future programs.
Dynamic documentation requires information on new management developments relevant to the work and program.

Specifically:

Updated Status Report: Functions as a ready reference of data that can be a source of information for NSTP, additional income, and institutional undertakings.
Information on Work Methods and Results: Availability of data from previous programs for new assignments.
Serves as References for:
- Trainees' information/source data for requirements.
- Staff personnel evidence for rating student trainees' performance and growth.
- Monitoring and evaluation purposes of NSTP projects.
- Evidence for support in strengthening extension service or community outreach of institutions.

NSTP Forms Required for Documentation During Community Immersion

For Trainees:

Waiver.
Letter of request to the barangay to conduct immersion.
Acceptance letter from the barangay.
Community needs assessment.
Memorandum of Agreement (MOA) or Memorandum of Understanding.
Narrative report format.

For Trainers:

Copy of all documents for student immersion:
- Waiver
- Letter of request to the barangay
- Acceptance letter of the barangay
- Community needs assessment
- Memorandum of Agreement (MOA) or Memorandum of Understanding
Grade sheets
Summary list of graduates with their specialization
Accomplishment reports
Program of instruction

Documentation is a reservoir of information that can improve the project

Monitoring of NSTP Projects

Result monitoring is a systematic and continuous procedure to check programs and projects during NSTP community immersion.
It provides awareness of a project's status.
Monitoring involves consistent observation of changes over time.
- Example: Trainee observation of increasing community participation or cost-efficiency in activities.
Monitoring offers background knowledge to facilitate changes, adjustments, and adaptations during project implementation.

Significance of Monitoring NSTP Projects

Monitoring is essential to determine:
- Whether inputs are achieved on time or as planned.
- Whether activities were conducted as scheduled.
- Whether outputs were produced on time, or in the right quantity and quality as specified in the project design.
Monitoring produces progress reports that enable timely management interventions.
It tracks the project's status.

Who Monitors NSTP Projects?

Trainees themselves.
Trainers.
Barangay officials.
Partner agencies.
Other concerned individuals.
A monitoring plan is necessary to ensure project success by providing data for informed decision-making.

Monitoring Plan

Includes:
- Data/information needed for rational decision-making.
- Personnel involved in project execution, data collection, and problem identification.
- Knowledge about data reporting.
- Levels of implementation.
Specific activities in project implementation are identified to create a detailed schedule.

Tools Needed For Monitoring Purposes

Professional community workers rely on tools to record findings in the community.

Helpful Tools:

Journal or Process Recording
- Journal:
  - An account of day-to-day events.
  - A record of experiences, ideas, or reflections kept regularly for private use.
- Process Recording:
  - An account of day-to-day events focusing on how a task was performed and achieved.
  - Useful in assembling gathered data.
  - A good needs assessment relies on the strength and up-to-datedness of events being monitored.
Gantt Chart
- Created by Henri Gantt, it illustrates a summary breakdown of work elements.
- Useful for monitoring if NSTP projects are implemented on time.
Summary Checklist
- Implementers write indicators to check for progress from the start of the project.
- Objectives, tasks, materials, and persons involved are written on a checklist.
- Columns indicate whether items have been complied with.

How to Conduct Community Immersion Activities in the Light of NSTP

Students make a letter of request regarding their immersion addressed to the partner group signed by the trainer/coordinator and approved by the NSTP Coordinator/Director.
Community partners will respond to the request signifying their acceptance.
Students, based on the needs identified with the community partners, will propose a project.
Students will prepare a detailed program schedule.
Students will go on actual immersion and project implementation to assigned areas. Monitoring and Evaluation is intensified at this phase.
Students prepare a narrative report of the activities.
Each group will submit the narrative report in compliance of the requirement.

Synthesis

Documentation is a reservoir of information that can improve future programs.
Vital for management to avoid duplication and repetition of mistakes, contributing to greater efficiency and effectiveness.
Must depict the absolute truth of events and other important data for future reference.
Result monitoring is a systematic and continuous process to check projects during NSTP immersion.
Determines whether inputs are achieved on time and outputs are maximized as required.
Manifests progress and identifies needed interventions to keep track of the project's status.
Carefully planned for desired results as input to decision-making.
Evaluating the impact of the project assesses whether the project has made a difference in the lives of the target audience.
Determines the project's effects on the clientele.
If all requirements are met, it quantifies and qualifies the extent to which lives have been touched.

Sample Monitoring Plan Format of NSTP Project Operation Plan (Oplan): Clean and Green

(A Project on Waste Management and Green Philippines)

Evaluation of NSTP Projects for Community Immersion

Activities require an effective system for information on the extent to which projects achieve their objectives.
Activities are checked for economical and timely conduct.
The activity's contribution to overall program objectives is essential.
Information from monitoring and evaluation systems is required by planners, policy makers, trainers, and trainees.
Evaluation is defined as a systematic assessment of value or worth.
This could be NSTP projects, programs, techniques, or situations in a community.
To NSTP trainees and trainers, evaluation means the value or means of his teaching- learning activities.
Questions asked mostly are: “Did I meet the objectives? Are the strategies appropriate in meeting the objectives? Do the results equate with the inputs spent?

Importance of Evaluation

Provides trainers/trainees and others with an idea of the activities' progress and accomplishments and how well they fare in achieving goals.
Results serve as a basis for empowerment in carrying out activities.
Provides an avenue for program revision and adjustments.
Provides an opportunity for trainees to experience and develop skills in conducting evaluation.

What to Evaluate?

Five aspects for successful NSTP Project evaluation:

Effort
- Measured using input evaluation.
- Identifies available resources (human/personal), material resources (money), educational tools, methods, techniques, and activities undertaken.
Effect
- Assessed by measuring the outcomes of efforts made.
Adequacy
- Measured by looking into the effectiveness of the project in terms of the number of clients being served.
Efficiency
- Determined through cost-benefit analysis by trainers of the trainees.
- Identifies benefits derived from the program.
Process
- Evaluates how and why the project worked or didn't work.
- Responds to how different project inputs can be utilized for good outcomes.
- Evaluation of projects is a continuous process.

Who Will Conduct Evaluation of the NSTP Projects?

Trainees themselves
Trainers/facilitators
NSTP Office personnel
CHED/TESDA as outside evaluators
Follow-up studies, if any

Effective management of NSTP projects requires proper documentation, periodic monitoring, and evaluation to ensure right implementation of designed goals and objectives.

How are the NSTP Projects Evaluated?

Identification of Objectives
- Must be in behavioral terms.
- Include domains of learning (knowledge, skills, and attitudes).
Examine Program Activities and Implementation Procedures
- What activities meet objectives?
- How are activities undertaken?
- Did activities achieve program objectives?
Indicators of Expected Outcome
- Are methods/approaches relevant?
- Are materials appropriate?
- Are there changes among clients in:
  - Knowledge?
  - Attitude (values, beliefs, habits, practices)?
  - Skills?

When Do We Evaluate?

Evaluation must be undertaken before, during, and after the project.
- Pre-activity evaluation: Provides baseline information on knowledge, skills, and attitudes.
- Evaluation of an ongoing project: tracks progress and identifies problems in program implementation.
- Post-evaluation of activity : Determines whether project objectives have been attained or clients show measurable gain in knowledge, attitude, and skills.

Evaluation Checklists

Example checklists for evaluating Effort Exerted, Effort Attained, Adequacy, Efficiency in the Use of Resources, and Process of Conduct.

Supplementary Reading 1 Networking and Alliance-Building for Sustainable NSTP Projects

“Make my joy complete by being one in mind, love, spirit, and commitment on one Purpose.” - Philippians 2:2

What is an Alliance?

An association of people, groups, or nations who agree to cooperate and achieve a shared goal.

What is Alliance Building?

The coming together of persons, groups, or nations, mutually committing to support each other to achieve a desired goal.

When are Alliances Formed?

Alliances are formed when there are needs or objectives that are perceived to be shared like protection from a common enemy or objectives to attain.
Alliances are formed when aside from having common needs and objectives, mutual trust and respect and a willingness to commit are present.

Who are these Potential Allies?

Potential stakeholders maybe the local government units from the barangay to the provincial level, people’s organizations, non-governmental organizations academic and research institutions, media, business associations, donor agencies, even armed groups from the government or otherwise.

How to Do Alllance-Bullding Steps in Alliance-Bullding:

Coming Together
- Before any alliance takes place one has to have a good understanding about the project –the rallying point. Is it responsive to the needs identified by the beneficiaries themselves? Does its scheme manifest assurance of continuity or sustainability? Are the key personnel of its management without doubt qualified and committed? What can you offer as your counterpart In the alliance?
- Initiators for collaborative work come together due to:
  - need for action and
  - a common vision of a better community
- Other than knowledge about and access to potential partners, Initiators in alliance building must also consider the following:

Adequacy of partners

The coverage of the collaborative task determines the adequate number of collaborative partners. Too much alliances may require a restructuring to avoid confusion and unnecessary delays.
Breaking the big group into smaller groups and the big task into smaller ones will help keep the alliance effective and efficient. The more specific tasks will be assigned to the sub- groups.

Interst and Commitment of Decision Makers

To facilitate and strengthen the collaborative bond, major policy makers and authorities of all collaborating stakeholders should be drawn into line.
Initiators must sell the idea of working together to them to get their interest and commitment. Once you win them on your side, others will fall into line.

Threats but Potential Partners

Persons and organizations perceived to be blocks to collaborative work but who possess the needed resources and skills for a successful collaboration should be influenced to join in.
Sitting down with them to present the advantages of collaborating with each other might work. There are cases when staunch opponents become significant allies.

History of Potential Partner

It is also important to consider how the person or group worked with alliances in the past.
Identifying the goat from the sheep at the inception stage will help secure the viability of the collaborative endeavor.

Skills

It is imperative to know what skills are needed to bring this collaboration into success.
Initiators of the alliance should look into the personal and collective skills in the market of would- be partners.

Multi-Sectoral Participation

Initiatives to collaborate tend to involve only persons and institutions within the same field of discipline and/ or mission.
However, often needed data, skills, resources and other forms of support can come from persons or groups belonging to other sectors.

Building and Strengthening
- After identifying potential partners, what more can be done?

Getting potential partners to engage

Gather as much information about the prospective partner before meeting them. Conduct profiling of potential stakeholders in the vicinity in terms of their VMGO, programs, projects, target beneficiaries, and resources. Identify from the data the potential partners that have a role in addressing certain issues or components of the project.
Know who the decision-makers and the key players in the organization. Invite them to your program presentation.
Present the program in a simple, organized, and understandable manner.
Show the potential mutual benefits that can be gained from collaborating
Be attentive to the interest and cultural overtones of potential collaborators.
Be clear with the exploratory intentions of the first few meeting with potential partners.

Leveling Off

By levelling off, partners create abase of information accessible to all stakeholders to facilitate common knowledge about partners self-interests, cultures, and visions.

Self interest

Self interest is a powerful stimulant which when property understood and considered can work to the advantage of the alliance.
It should be clear to all what each partner has something to gain from collaborating. The more these self-interests are openly expressed, the deeper trust and respect develop between or among collaborators.

Sensitivity and responsibility to be expressed and implied cultural differences and similarities can further enhance the level of respect and trust.

Talking candidly about cultural expectations and traditions during formal and informal gatherings is important.

A shared vision ensures sustainability of collaboration.

A shared vision is an imagery of what partners hope to create in the future.
Formulating a vision out of many individual or corporate visions is difficult because it takes a lot of listening, thinking, time and maturity but, when partners are clear on what desired end/s the alliance is working to achieve, they will be motivated and energized.

Strategic Planning

This provides the framework for allied work. It is divided into five tasks.

Formulation of the Mission Statement

The mission statement expresses the particular of the general direction stated by the vision, the purpose/s, values, and beliefs of the alliance.

It must describe what must be achieved for whom.
It must define the coverage of task.
It must express the desired objective/s which is related to the missions of individual or collective partners but somehow unique from them.
It must be clearly expressed for all partners to understand.

Environmental and Capacity Assessment

Environmental assessment looks Into the threats and the opportunities external but affecting the collaboration.
Capacity assessment looks into Internal strengths and weaknesses and confronts the environment in the context of its perceived capabilities.
A hasty external and self- analysis may spell disaster for the alliance. A careful analysis of both reinforces strengths and fills in gaps consequently making the alliance stronger

Goal Formulation

A goal is a specific statement of what the alliance commits to do. This consists of the standard against which the progress of the alliance is to be measured.
Goals that span for a period of three years or more are called long term goals and those that are immediate are dubbed as short-term goals.

A goal states desired achievements.
It is realistic.
It is measurable.
It is specific.
It is expressed in a simple and easily understood statement.

Strategy selection

To achieve the goals appropriate strategy should be selected.

An appropriate strategy must lead to goal realization.
It must work within the bounds of available resources.
It must be consistent with the Mission Statement.

Development of an Action Plan

Basing on the goals made, a plan of action is made.
The plan of action lists down the steps to be undertaken. The plan may best be arranged into a matrix for easy reference.
The action plan consists of the following data:

the activities to be undertaken;
the partners responsible to carry out the activity;
time frame for completion;
accountability indicators;
success indicators; and
anticipated costs.
Implementation of the Action Plan

This is the time for the allied partners to manifest their commitment to the vision and mission that hey set for themselves under this collaboration scheme.
The implementation may begin by piloting certain activities before going full scale. This will allow partners to fill gaps before resorting to foul implementation.

Evaluation

This stage is the time of knowing how the collaborative efforts and strategies fare against the set standards.
Evaluations may be conducted by all the stakeholders of the alliance or it may be conducted by entities. External to it.
An evaluation tool that is sensitive enough to measure degrees of efficiency effectiveness, and other indicators of success should be designed.
Invite the stakeholders to be present in the project's evaluation and phasing-out activities.
The whole collaborative process is subject to review and revision as more allies are added, as new events unfold and as new directions are set.

Synthesis

Building Alliances or developing inter-agency collaboration is a systematic process of research, group dynamics, planning, decision-making, implementing and evaluating.
Alliances increase the quantity and the quality of resources enhancing service delivery, and encouraging the better use of available resources in addressing common interests and goals. It also increases opportunities for cultural exchange and cultural awareness and competence.
However, it is a difficult process since it necessitates sensitivity to individual/institutional and cultural differences as well as sustained adaptation or coping up with the ever-changing environment. Moreover, the act of collaborating can sometimes drag on to a longer time and may also take considerable physical'and psychological investments.
A strong alliance is a product of sustained effort and commitment of partners. Transparency right motivation and trust from each partner for all partners in the collaborative alliance are in fact the essential bond without which alliances dissipate.