Basic Impact Assessment At Project Level Page 18
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CONDUCTING AN IMPACT ASSESSMENT
The level of impact assessment required, who it should be undertaken by, and the timing
of any reports should be determined during the project design phase and set out in the
Project Memorandum. There should, however, be some scope for flexibility to take
account of any changes that may take place in the project's circumstances (e.g. major
social, political or economic changes). The Logframe should highlight special features to
be included in the impact assessment, for example vulnerable groups, the impact of a
particular training programme, relative effectiveness of male and female staff in reaching
female clients etc. Consideration of these issues at the design stage will enable much
better assessment of the practical implications and learning of IA.
It is important to engage the stakeholders, principally the implementing partners and their
staff, from the beginning. Many project staff and managers feel threatened by impact
assessment, believing their work is being judged in a critical manner and seeing it as a
personal performance review. If they have been actively engaged in the design of the
project from the start, however, and participated in the design of the IA strategy, fully
understanding it's objectives, they will be more supportive. They should be encouraged to
view it as a learning experience rather than judgmental. Whilst failure to meet targets due
to negligence should not be overlooked or ignored, where impacts have not been as
extensive as they might have been the priority should be to discover why rather than seek
to blame, and then to consider what action can be taken to improve impact in the future.
Depending on the nature and level of impact assessment required, it may be necessary at
the start of the project, or even before, to contract out the collection of some baseline data
on which to base future work. This may involve a range of qualitative and quantitative
methods which can be time consuming and may require different skills from those
possessed by project staff or EDAs. This should also identify which of these baseline
indicators can be incorporated into existing Management Information Systems and how
this should be done. It should also identify which types of information will require external
consultants/researchers, or whether special staff will be needed to conduct research by M
and E departments.
For all their projects, EDAs are expected to oversee project reporting by project staff, and
participate in routine monitoring and output to purpose reviews. Internal monitoring for
ongoing programme level learning should take place through the integration of specific
impact indicators into existing management information systems, however, which makes
information immediately available to staff, and allows the project's management to act on
that information more timeously. Periodic updates of this data would then be required
(ideally undertaken by the same team) throughout the project.
Regular reports (usually either quarterly or six monthly should be sent to EDAs by project
staff. These reports should cover progress against activities and against outputs, using the
impact assessment indicators specified in the project logical framework. This information
should be gathered routinely by project staff.
Periodic project monitoring visits are required by EDAs, the frequency of visits depending
on the complexity and progress of the project.
Monitoring visits should be used as
opportunities to discuss the impact of the project with stakeholders and to verify the
accuracy of project reports.
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