Internationalization and Modernization Programme for Academics, Leaders and Administrators (IMPALA), is an European Union funded project set up to improve skills of personnel in four previously disadvantaged universities in South Africa to be better equipped to internationalize their curriculum and other related activities with the aim of improving global competence of their graduates.
Although applications approved by the European Commission have clearly identified objectives, it is sometimes the case that once project implementation commences, implementers divert their attention and energy from the stated goals and drift away from them. Moreover, as university personnel are involved in multiple projects, it is essential that ongoing feedback is provided to determine whether timelines, budgets and activities are on track on a continuous basis. Project managers can use this information to steer attention back to the stated goals.
Evaluation of projects traditionally was an activity that was undertaken after the completion of an activity. The role of the external evaluation has morphed in recent times from an inspector who checked for non-delivery of goals that were originally determined to that of an advisor who continuously monitors, foresees possible pitfalls and points out rectifying strategies in time, thus increasing the possibility of success.
Role of External Evaluator in the Monitoring and Evaluation Process
The practice of Project Management has become more specialized in recent times, and the demand for transparency in decision making and use of public funds has come to the fore. It is in this scenario that the role of an external expert evaluator who could take a pragmatic and external view gained prominence. The external evaluator’s task is to ensure that the two complementary components: Monitoring and Evaluation, are fulfilled. Monitoring, that is ongoing, and Evaluation, that plays an objective role to identify whether the goals that were initially set has been met.
“It is essentially a special public management tool that is used to measure and evaluate outcomes, and then feed this information back into the on-going process of governance and decision making” (Masuku Ngengelozi W.K, 2015)
Setting out key performance indicators
The proposal for funding is usually a bulky document of many pages. A separate document setting out clearly the Key Performance Indicators, time lines for when each activity is to be completed, indication of who must achieve it and budget allocated for it will need to be prepared. This document must be shared and commented by all stakeholders. This process is most important as it charts the destination and the route to get to it.
Management by Objectives
Peter Drucker, the management guru, used the acronym SMART to explain the components of an ideal monitoring and evaluation tool. He explained that goals must be: Specific, Measurable, Acceptable, Realistic and Time Bound. At the first Steering Committee Meeting of IMPALA, the project proposal was distributed to all stakeholders; it was explained, dissected and discussed in detail to draw out clear objectives. Furthermore, the Steering Committee identified members of the working group from within the stakeholders who would be responsible for implementation of the various activities.
Specific Objectives
The objectives for the four different subject areas:
| Subject area | Objective | Key Performance Indicators (KPI) |
| Staff Training | Equip staff in specific skills | Mobility Toolkit
Setting up a Summer School Internationalizing curriculum Set up International collaboration for joint curriculum development Write up and submit funding proposals
|
| Policy Development | Equip Executives of South African universities to design and implement appropriate internationalization strategies | A completed Internationalization strategy for each of the four South African Universities. |
| Academic Issues | Equip academics to Internationalize the curriculum; engage with Decolonization and Africanization of the curriculum. | Invite experts to workshop
Trigger discussions within the universities Set up equipment that can facilitate inter-university national and international teaching through online platforms (COIL) Develop collaboration between universities to achieve COIL
|
| Mobility | Improve skills to develop appropriate documents, streamline operations for greater efficiency for student and staff mobility | Four manuals for each of the four South African Universities that can be used across the university when establishing and implementing student and staff mobility |
Measurable
As noted in the above grid, the KPI for each of the objectives are clear and measurable. This component is one of the most important aspects of the Evaluation Tool as it to this end that all activities are aligned to.
Acceptable
The buy-in, taking on ownership and responsibility for outcomes is an important ingredient that needs to go into the mix before the project commences. All stakeholders need to understand exactly what the project entails, the need for the project and benefits for society and to their sector in particular, the role they would play in achieving goals and how all the different components fit in together. The Objectives should be broken down to show how each stake holder contributes to the overall success. Transparency is of vital importance at this juncture. Once all the stakeholders accept the project goals and implementation plans, it becomes easier to implement.
Realistic
Are the goals and objectives achievable within the scope of available personnel, stakeholders, skills, finance, other resources, political climate etc? This is a question that will ensure that a pragmatic and realistic goals are set and particular analysis of the project as a whole is considered.
Time-bound
Activities that would lead to the achievement of the KPIs were clearly charted out and a timeline drawn against each of the activities at the first Steering Committee Meeting. This ensured that the monitoring process could follow the activity as it happened. In the case of IMPALA, constant communication was maintained with all stakeholders so that activities were carried out on time and documented.
Evaluator as collaborator
The evaluator needs to establish a close working relationship with all stakeholders, establish herself as part of the team, keep open communication with all stakeholders and be honest when providing feedback. This shifts the traditional role of the evaluator from that of an inspector to a collaborator who becomes part of the project team. The following is to be kept in mind while doing so:
- Agree with stakeholders before commencing implementation on Why, What, Who and by When each task would be completed.
- Be copied in all correspondence regarding the project
- Identify gaps and recommend rectifying steps continuously
- Provide ongoing evaluation reports
- Caution to remain external: As the role of the evaluator shifts to one of collaboration, there is the risk that she establishes close and friendly relationships with project managers and implementers. She needs to constantly be aware of this challenge and take appropriate steps to be transparent and honest in all processes. The combination of being an evaluator and collaborator at the same time is like finding the space between a line and lane on Indian roads.
Conclusion
Having set out on this three year journey with IMPALA, it is commendable that the KPI’s that were identified as tangible goals have been met, documented and available for dissemination. I salute the IMPALA Steering Com for working in harmony, transparency and comradeship to make IMPALA one of the most successful projects that I have evaluated.