LEADER 03835oam 22007695 450 001 9910809195003321 005 20200520144314.0 010 $a1-282-50208-5 010 $a9786612502088 010 $a0-8213-8187-3 024 7 $a10.1596/978-0-8213-8186-1 035 $a(CKB)2670000000015088 035 $a(EBL)515771 035 $a(OCoLC)593295884 035 $a(SSID)ssj0000333534 035 $a(PQKBManifestationID)11297145 035 $a(PQKBTitleCode)TC0000333534 035 $a(PQKBWorkID)10355287 035 $a(PQKB)10252715 035 $a(MiAaPQ)EBC515771 035 $a(Au-PeEL)EBL515771 035 $a(CaPaEBR)ebr10373405 035 $a(CaONFJC)MIL250208 035 $a(The World Bank)ocn461631338 035 $a(US-djbf)15965614 035 $a(EXLCZ)992670000000015088 100 $a20091029d2009 uf 0 101 0 $aeng 135 $aurcn||||||||| 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 10$aMaking monitoring and evaluation systems work : $ea capacity development toolkit /$fMarelize Gorgens and Jody Zall Kusek 210 1$aWashington, DC :$cWorld Bank,$d[2009] 210 4$dcopyright 2009. 215 $axxxi, 493 pages $cillustrations, maps ;$d24 cm 300 $aDescription based upon print version of record. 311 $a0-8213-8186-5 320 $aIncludes bibliographical references and index. 327 $aContents; Acknowledgments; Abbreviations and Glossary of Terms; Preface; Introduction; List of Figures; List of Tables; List of Annexes; Chapter 1 Structure and Organizational Alignment for Monitoring and Evaluation Systems; Chapter 2: Human Capacity for M&E Systems; Chapter 3: Monitoring and Evaluation Partnerships; Chapter 4: M&E Plans; Chapter 5: Costed Monitoring and Evaluation Work Plans; Chapter 6: Advocacy, Communication, and Culture for Monitoring and Evaluation; Chapter 7: Routine Monitoring; Chapter 8: Periodic Surveys 327 $aChapter 9: Databases Useful to Monitoring and Evaluation SystemsChapter 10: Supportive Supervision and Data Auditing; Chapter 11: Evaluation and Research; Chapter 12: Using Information to Improve Results; References; Index 330 $aAfter more than a decade of development investments in monitoring and evaluation few countries are able to regularly report on how effective their policies and programs are in achieving the results they desire. It is not through lack of good M&E design, nor political mandates to support the effort, but from a lack of sustained management and delivery of effective M&E programs within established organizations. Building Sustainable Monitoring and Evaluation Systems will help improve the capacity of any organization committed to measure, monitor and manage to development results. 410 0$aWorld Bank e-Library. 606 $aGovernment productivity$zDeveloping countries$xEvaluation 606 $aPerformance standards$zDeveloping countries$xEvaluation 606 $aTotal quality management in government$zDeveloping countries$xEvaluation 606 $aPublic administration$zDeveloping countries$xEvaluation 615 0$aGovernment productivity$xEvaluation. 615 0$aPerformance standards$xEvaluation. 615 0$aTotal quality management in government$xEvaluation. 615 0$aPublic administration$xEvaluation. 676 $a352.3/57091724 700 $aGorgens-Albino$b Marelize$01129360 701 $aKusek$b Jody Zall$f1952-$01621454 712 02$aWorld Bank. 801 0$bDLC 801 1$bDLC 801 2$bYDXCP 801 2$bC#P 801 2$bCDX 801 2$bBWX 801 2$bY9D 801 2$bDLC 906 $aBOOK 912 $a9910809195003321 996 $aMaking monitoring and evaluation systems work$94114563 997 $aUNINA