The document discusses monitoring and evaluating social projects. It defines monitoring as focusing on proper implementation, while evaluation determines if the intended outcomes were achieved. A 3-part framework is provided for evaluating outcomes at the short, medium, and long term levels across changes in knowledge, attitudes, behaviors, and quality of life. The evaluation also considers appropriateness across dimensions like effectiveness, relevance, accessibility, acceptability, timeliness, transparency, and sustainability. Criteria are outlined for assessing each dimension.

1. CASE MANAGEMENT TRAINING PACKAGE
Module 7.
Social project monitoring
and evaluation of outcomes

2. Monitoring and evaluation
The coping network arranges a project of social intervention in order to reduce social
needs. The network has to monitor and evaluate the outcomes of that project.
To better understand the difference between monitoring and evaluation, we can
consider this metaphor: if we want to organize a trip, we need a good car, a good
itinerary, a good driver, and the necessary skills to deal with the contingencies
that may occur during the trip, whilst still having in mind the final destination.
The monitoring process pays attention to all these element, while the evaluation
process only considers whether the destination has been reached, whether the
journey was worth it, and if there is an alternative destination.
So: we must not confuse monitoring with evaluation of the outcomes!
The correct management of a social project (the focus of the monitoring
process) is a necessary but not sufficient condition for the success of
the project (which will always be the improvement of social and personal
conditions)!
Case Management – module 7 – slide 2

3. Monitoring of the project planning and
implementation
Case Management – module 7 – slide 3

4. Evaluation of the project outcomes
The evaluation of outcomes highlights the changes achieved,
their stability, and the reduction of the social needs
It is not easy to evaluate the outcomes of a social project. We
have to keep in mind these issues:
1. In many cases, there is not a clear “final destination”, but only a
series of intermediate ones. We have to consider the desired
outcomes on three different levels: short term; medium term,
and long term. Short-term outcomes should be clearer than
long-term outcomes.
2. The desired outcomes can change while the project runs. It is
important that any changes are shared within the coping
network.
3. It is important to have an analytical description of the desired
outcomes. For this aim, it is useful to use a framework, like the
one in the following slide …
Case Management – module 7 – slide 4

5. The evaluation of outcomes highlights the changes
achieved, their stability, and the reduction of social needs
The evaluation of outcomes can be made with regard to the following
areas:
Changes/improvement of knowledge and abilities: has the person or
the family acquired some new useful skills and knowledge? Which? How
can they be useful?
Changes/improvement of mental approaches: has the person or the
family changed their opinion on their life, on their social relations, on the
world in general? Which? How? Can this change facilitate the resolution
of their social needs?
Changes/improving of behaviours: has the person or the family
improved their social and private behaviours, particularly their
problematic or symptomatic behaviours? Which?
Changes/improving in the level of the quality of life: has the person or
the family improved their lifestyle? Particularly, is their informal social
network broader than it was before the social intervention?
For each of these changes/improvements, an evaluation of time stability
must be made.
Case Management – module 7 – slide 5

6. Appropriateness (1)
The evaluation of a social protection project,
particularly if it is implemented in accordance with
the Case Management methodology, is always an
evaluation of its appropriateness in relation to the
reaching of its outcomes.
The evaluation of appropriateness is an alternative
way of monitoring and evaluating outcomes,
and it keeps these two actions together
Case Management – module 7 – slide 6

7. Appropriateness (2)
Appropriateness is a multi-dimensional concept: the coping network
has to define what criteria it wishes to use for each dimension
sustainability
transparency
effectiveness
timeliness
appropriateness
relevance acceptability
accessibility
Case Management – module 7 – slide 7

8. Effectiveness
This is the degree to which a project meets the needs
for which it was implemented
OBJECTIVE EFFECTIVENESS is evaluated by a set of
standardized indicators, having standard benchmarks
SUBJECTIVE EFFECTIVENESS (perceived quality) is
evaluated by the actors of the project in accordance with their
points of view, personal goals, and preferences
• by the involved practitioners (self-effectiveness)
• by the stakeholders
• by the beneficiaries
Case Management – module 7 – slide 8

9. Relevance
In relation to the needs with which it has to cope,
the project adopted is the best of the options
available
It is always useful to answer the questions: what
could be improved in the future for a similar
project? What could we do better with the wisdom
of hindsight?
Added criterion: could the project implemented be
effective also for similar, but more severe, needs?
Case Management – module 7 – slide 9

10. Accessibility
The implementation Physical and
processes of the functional
project have been accessibility
easily accessible by
the actors (the Correct share of
involved practitioners information and
and citizens, and the decision-taking
beneficiaries), in
terms of:
Avoiding specialized
languages
Case Management – module 7 – slide 10

11. Acceptability
The project has taken into account the
cultural preferences and moral commitment of
the beneficiaries
Added criterion: the realization of the project has
foreseen tools for improving communication among
the practitioners and the beneficiaries, facilitating
the development of trust-based relationships
Case Management – module 7 – slide 11

12. Timeliness
The project has been implemented
without loss of time (for bureaucratic
reasons, or because of conflicts among
the involved subjects)
Added criterion: harm has been caused
by a lack of timeliness in the
implementation of the project
Case Management – module 7 – slide 12

13. Transparency
The outcomes of the project have to be
compared with the expected aims of the
project, and any deviations from either have to
be explained by reference to the other
The monitoring and evaluation processes have
to involve all the subjects participating in the
project (beneficiaries included): any problems
experienced must not be hidden
Case Management – module 7 – slide 13

14. Sustainability (efficiency)
The cost of the project was well judged, and the
project was sustainable until the end
1st Corollary: there should be an optimal ratio
between the costs and benefits of the project
2nd Corollary: but a basic level of effectiveness
exists, below which the evaluation of efficiency
should not be applied
Case Management – module 7 – slide 14