1. Monitoring and Evaluation
Basic Definitions, Institutional
and
Attributes to Establish an M&E System
8 Aug 2012
By Tariq Zaman
1
2. What is M&E?
M&E is about collecting,
storing, analyzing and
finally transforming
data into strategic
information
“Do not COLLECT data
unless somebody is
going to USE IT”
2
3. What Is M&E?
Monitoring
A continuing function that uses systematic collection of data
on specified indicators to provide management with
indications of the extent of progress and achievement of
objectives and progress in the use of allocated funds
Evaluation
The process of determining the worth or significance of a
program to determine the relevance of objectives, the efficacy
of design and implementation, the efficiency or resource use,
and the sustainability of results
M&E are synergistic…monitoring is a necessary, but not
sufficient, input into evaluation
3
4. What is Program Monitoring,
Evaluation?
Monitoring is the Evaluation is the use of
social research
routine process of
methods to
data collection and systematically
measurement of investigate an
progress toward achievement of a
program objectives program’s results
4
5. Why M&E?
S
Data & M y
information & s
t
E e
m
Strategic Information
Evidence informed decision making
Reduced morbidity and mortality
5
6. Importance of M&E
Provides information:
a) on program progress and effectiveness
b) for policy-making and advocacy
c) to plan future resource needs
Improves program management and decision-making
(managing by results)
Allows accountability to stakeholders, including donors
Ensures most effective and efficient use of resources
6
7. Definition of Monitoring
• Monitoring is the systematic and continuous
collection and analysis of information about
the progress of a project over time
• It is a tool for identifying strengths and
weaknesses in a project and for providing
management with sufficient information to
make the right decisions
7
8. Differences
Monitoring Evaluation
Short-term view
Long-term view
Immediate analysis of
Through analysis of
achievement of
ongoing activities
specific objectives
Influences control of Influences future
ongoing activities planning
Periodical and regular A detailed report with
Carried out by staff or suggestions
donors Carried out by external
or internal (donors)
8
9. DIFFERENCE BETWEEN
MONITORING AND EVALUATION
Monitoring means tracking the key
elements of programme performance on a
regular basis (inputs, activities, results)
In contrast, evaluation is the episodic
assessment of the change in targeted
results that can be attributed to the
programme/project intervention, or the
analysis of inputs and activities to
determine their contribution to results. 9
10. The Purpose of M&E
Program
Improvement
Data Sharing
with Partners
Reporting/
Accountability
10
11. What is the purpose….?
Improve program implementation
Data on program progress and implementation
Improve program management and decision making
Inform future programming
Inform stakeholders
Accountability (donors, beneficiaries)
Advocacy
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12. Purpose of Monitoring
Produces timely, accurate and adequate
information about the adherence of a project with its
plan
Provides data so that plans can be adjusted and
resources managed in answer to project needs
and opportunities
Records information in sufficient detail to illustrate
accountability and provide for future evaluations
Appropriate monitoring generates the minimum
data necessary for analysis and uses the simplest
effective data collection methods
12
13. Purpose of Monitoring
Determining whether the inputs in the project are
well utilized
Ensuring all activities are carried out properly by the
right people and in time
Identifying problems facing the community or project
and finding solutions
Determining whether the way the project was
planned is the most appropriate way of solving the
problem at hand
13
14. Who needs, uses M&E
Information?
Managers
To Improve program
implementation…
Donors
To Inform and improve Governments
future programs Technocrats
Donors
Inform stakeholders Governments
Communities
Beneficiaries
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15. Who conducts M&E….?
Program implementer
Stakeholders
Beneficiary
Remember ..
M&E Technical skills
Participatory process
15
16. M&E Results – RBM Approach
SMART Results
pecific: Results must describe a specific future condition
S
easurable: Results, whether quantitative or qualitative, must have
M measurable indicators, making it possible to assess whether they were
achieved or not
A chievable: Results must be within the capacity to achieve
elevant: Results must make a contribution to selected priorities of the
R national development framework
imebound: Results are never open-ended - there is an expected date of
T accomplishment
16
17. BENEFITS OF MONITORING &
EVALUATION
Monitoring and evaluation (M&E) helps programme
implementers to:
Determine the extent to which the programme
/project is on track and to make any needed
corrections accordingly
Make informed decisions regarding operations
management and service delivery;
Ensure the most effective and efficient use of
resources;
Evaluate the extent to which the programme /project
is having or has had the desired impact. 17
18. Monitoring System
It is a system for collecting and using information
about the progress of a project
It helps to take appropriate decisions
Provides a communication system, in which
information flows in different directions between all the
people involved
18
19. Essential Components of a
Monitoring System
Selection of indicators for each activity
Collection of data concerning the indicators
Analysis of data
Presenting information in an appropriate way
Using this information to improve the work
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20. Monitoring Tools and Templates
Monitoring and Evaluation Framework
LFA, RBM, and other formats of donors
Internal/External reviews reports
Progress reports and reviews
Work plan and reporting matrix
Budget utilization and audit reports, etc
Surveys (structured and un structured interviews)
Data – primary and secondary (office record,
progress reports)
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21. Baseline Data
A collection of data about the characteristics, for
example of a population or an area before a
program or project is set up. The data can be compared
with a study of the same characteristics carried out later in
order to see what has changed.
21
22. Baselines, Targets and
Performance
Commitment
Performance
Current
level of
achieveme
nt
Baseline Target Achievement
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23. Logical Framework Analysis/Approach
Logical Framework Analysis/Approach (LFA) is an
analytical process for structuring and systematizing
the analysis of a project or program
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24. LFA MATRIX
Narrative Verifiable Means of Assumptions
Summary Indicators Verification
Goals
Purpose
Outcome/Output
Activities
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25. The Logical approach
Goal ofLong-term, widespread improvement
the Results Chain
(Long in society
Term
“Big picture”(country longer term
Impacts)
strategy)
Strategy
Effects or behavior changes
Outcomes
Results Planning
resulting from a strategic program
Outputs Products and services that need to
be delivered to achieve the expected
Programming
outcomes
Activities What actually was done with the
available resources to produce the
intended outputs
Inputs Critical resources (expertise,
equipment, supplies) needed to 25
implement the planned activities
26. Kinds of Monitoring
Process Monitoring
Effect Monitoring
Monitoring Significant Change
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27. Process Monitoring
Process monitoring includes information on the use
of resources, progress of activities, and the way they
are carried out, which is known as process
monitoring
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28. Process Monitoring
Process monitoring is collecting information on the
use of inputs, the progress of activities, and the
way these are carried out
Process monitoring looks at why and how things
have happened; it looks at relevance,
effectiveness and the efficiency of processes
It involves stakeholders and beneficiaries in
planning, in deciding what is to be monitored, and
in developing and recording monitoring processes
Process monitoring requires documentation of
how the process was carried out
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29. Effect Monitoring
Effect monitoring is collecting information on
progress towards achieving objectives, and on
what the effects are in relation to these objectives
Effect monitoring is a form of continuous self-
evaluation.
If it is done well, formal evaluations will be needed
less often, and if a formal evaluation is carried out,
the program staff will already be familiar with their
work in relation to their objectives.
They will be able to participate more fully in the
evaluation, and find it less threatening.
All monitoring systems should include both
process and effect monitoring. 31
30. Monitoring Significant Change
The "significant change"; method of
monitoring is not new, but it is not widely
known
The method has been used by Australian
Overseas Volunteers to assess their
contribution in development agencies,
during their overseas appointment
Contd.....
32
31. Monitoring Significant Change
The first step to take is for the staff of the
implementing organization to identify what
areas, or domains, of change they want to
monitor using the significant change method.
The primary focus should be on two types of
change: changes in the lives of individuals,
and changes in the organization
The basis of the significant change method is
a simple question: "Describe what you think
was the most significant change that you
contributed to your project"
33
32. The Chain Of Results: Causal Sequence For An
Intervention To Achieve Desired Objective
INPUTS ACTIVITIES OUTPUTS OUTCOMES IMPACT
Quality of life
. Management . Services
Conditions:
.Infrastructure . Training
. Counseling
- Access
- Quality
. Behaviors
. Practices
. Human
. Human . Economic
. Logistic . Awareness . Decision
. Finance . Civic
management . Knowledge . Utilization
. Equipment . Environment
. Operation research . Attitude of services
. Technology MDGs:
. Capacities
. Policy
. Conference . Competency . Poverty
. Time
. Facilitation . Opinion . Morbidity
. Volunteers
. etc. . Aspiration . Mortality
. Partners
. Motivation . HIV prevalence
. Education
. Employment
. Gender equality
Measure process
UNCT 26th February 2009 Measure impact 34
33. Inputs
The human, financial and technical
resources deployed, their effectiveness,
cost effectiveness and opportunities can
be assessed
35
34. Output Monitoring
Output monitoring looks at the immediate results of
a development programe or project
OR
The immediate results the project achieves.It is
sometimes called as “deliverables”
36
35. Outcome Monitoring
Outcome monitoring is the regular reporting of
program results in ways that stakeholders can use to
understand and judge these results
37
36. Impact Assessment
Significant lasting changes in people’s
lives, brought about by a given action
or a series of actions
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37. Roadmap: From Input to Impact
• Child mortality reduced,
poverty reduced, higher
Goal income levels, improved
Results (Impacts) gender equality, sustainable
agriculture
• Increased market access,
Outcomes increased short term income
• # producers in the system, #
Outputs new products available, #
Implementation
producers supported, #
consumers aware
• Awareness raising campaigns,
Activities development of standards,
producer support, audits
• Funds, staff & resources etc
Inputs
39
38. Multi-tiered Holistic M&E
Rebuilding Lives and Communities
Input Output Outcome Impact
Monitoring Monitoring Monitoring Assessment
CMTs SSTs
• PC-I •TMRs of •Measurement of •Captures
the services changes in
• Planning and provided by ERRA peoples lives
Designing physical
reconstruction
• Tendering works
•Commencement
•Carried out at •Carried out at
CMTs facilities and SSTs the Household
•Carried out at beneficiary level Level
the Projects’
Site
40. M&E Questions
Monitoring questions
What is being done?
By whom?
Target population?
When?
How much?
How often?
Additional outputs?
Resources used? (Staff,
funds, materials, etc.)
42
41. M&E Questions
Evaluation Questions?
Is the content of the
intervention or the activity
being delivered as
planned?
Does the content of the
intervention or the activity
reflect the requisite
standards?
Have the intervention
achieved the expected
results?
43
42. What do we need to answer these questions…?
INDICATORS …to take measurements.
44
43. Indicators: Definition
Markers that help to measure change by
showing progress towards meeting
objectives
Observable, measurable, and agreed upon
as valid markers of a less well-defined
concept or objective
Indicators differ from objectives in that they
address specific criteria that will be used to
judge the success of the project or program.
See comment for examples
45
44. What is an indicator?
The United Nations World Food Programme's Office of
Evaluation describes an as a indicator quantitative or
qualitative factor or variable that provides a simple and
reliable means to measure achievement or to reflect the
changes connected with an intervention. Indicators are
compared over time in order to assess change. In the
logical framework approach, an operation is broken
down into design elements (inputs, activities, outputs,
outcomes and impacts) and separate indicators are used
to measure performance.
46
45. General characteristics
The desired properties of indicators, also known as
variables, will depend on the approach adopted and the
nature of the programme or project being evaluated. All
indicators have specific characteristics:
Numeric = the values are numbers
Nominal = the values have names (e.g. male and
female)
Continuous = the values are infinite or very large
Ordinal/categorical = the values have a known order
(e.g. low to high)
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46. Characteristics of Good Indicator
Indicators will vary from one project to
another, according to the work and its
context, but in general they are often
expected to be:
SMART (specific, measurable, attainable,
relevant and time-bound)
SPICED (subjective, participatory,
interpreted, cross-checked, empowering
and diverse)
48
47. Type and Level of Each Indicator
Type
Input/Process (Monitoring)
Outcome / Impact (Evaluation)
Level
Global level
Country level
Program level
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48. What Is a Good Indicator?
Valid: Measures the effect it is supposed to measure
Reliable: Gives same result if measured in the same way
Precise: Is operationally defined so people are clear about what
they are measuring
Timely: Can be measured at an interval that is appropriate to the
level of change expected
Comparable: Can be compared across different target groups or
project approaches
50
50. Key Performance Indicators
Key performance indicator (KPI) is a measure that is
employed to refer to a concept when no direct
measure is available
57
51. WFP Emergency Operation M&E Framework
RESULTS
Input Activities Output Outcomes Impact
(Resources) ( Interventions, Targeted Increased Increased
Services) women receiving household food consumption
full family ration supply especially W,
Ch & V Ind.
X kg maize, Distribution of # of family % of target house Average # of
X kg oil Family ration to ration recipients Hold with adequate Meals per day
X Kg other Women disaggregated Food supply by gender
by gender and age
Program-based Data Population-based Survey
Measure process Measure impact 58
52. Evaluation
“Evaluation is a management tool which measures
the change or results a project intervention
An assessment at one point in time of the effects of
a piece of work and the extent to which stated
OBJECTIVES have been achieved.”
60
53. Purpose of Evaluation
Worth or significance of a development activity, policy or
programme
The relevance of objectives of projects
The relevance and effectiveness of programme/project design
and implementation
The efficiency of resource use
The sustainability of results
Incorporates lessons learned into the decision making process
of both partner and donor organizations
Provides recommendations for policy formulation
Presents longer term implications in terms of sustainability of
the proposed intervention
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54. Evaluation should not be done for
To justify a decision which has already been made
for other reasons, for example, the decision to stop
funding a place of work
To assign blame for a problem which has arisen
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55. Types of Questions
Addressed by Evaluation
About how the programme could be improved
About how the aims and objectives should be
modified or revised
About the work can be monitored and evaluated
About how the work could be made more cost
effective
63
56. Role of Evaluator
The evaluator is a CONTROLLER in an attempt to hold
implementing agencies responsible for their decisions
and actions
The evaluator is a MEDIATOR between divergent
knowledge interests
The evaluator is a FACILITATOR in support of weak
groups attempts to increase their decisions and influence
their own lives 64
57. Advantages and Disadvantages of Internal
and External Evaluators
External Internal
Can a fresh look at the programme Knows the programme too well
Not personally involved so it is easier to be Finds it hardest to be objective
objective
Is not part of the normal power structure Is part of the power and authority structure
Gains nothing from the programme, but May be motivated by hopes of personal gain
may gain prestige from the evaluation
Trained in evaluation methods. May have May not be specially trained in evaluation
experience in other evaluators. Regarded methods. Does not have more (or only a
as an expert by the programme little more) training than others in the
programme
An outsider who may not understand the Is familiar with and understands the
programme or the people involved. May programme and can interpret personal
take a long time to read background behavior and attitudes
information
May cause anxiety as programme staff and Known to the programme, so poses no
participants be not sure of his or her threat of anxiety or disruption. Final
motives recommendations may appear 65
less
threatening
58. Methodology of evaluations
Combination of qualitative(desk reviews,
key informants interviews, focus group
discussions, observations) and
quantitative(household surveys, health
facility surveys or other special surveys)
methods need to be used and spelled out
in this section.
66
59. Theory-based evaluation
Similar to Log Frame but more detailed in
understanding programme logic
Seeks to identify causal or determining factors
seen as important for success and then what
should be monitored
Ultimately leads to the determination of critical
success factors (CSFs)
Evaluation of CSFs used to inform likelihood
of programme success
67
60. Cost benefit evaluation
Cost-benefit and cost-effectiveness analyses
are tools for assessing whether or not the
costs of an activity can be justified by the
outcomes and impacts
Cost-benefit analysis measures both inputs
and outputs in monetary terms
Cost-effectiveness analysis estimates inputs
in monetary terms and outcomes in non-
monetary quantitative terms 69
61. Impact Assessment
The systematic identification of the effects
–positive or negative, intended or not –
caused by a program or project
Impact evaluations can range fromlarge
scale sample surveys to small-scale rapid
assessment
71
62. Impact Domains
Impact at Individual and House hold levels
Physical assets
Financial assets
Human assets
Income
Food security
Impact at Community Level
Physical assets
Natural resource base
Social capital
Higher-Level Impact
On Institutions
On Policies and Regulations
82
63. M&E SYSTEM FOR QUALITY
RESULTS
A robust M&E systems supports:
Compliance and mid-course correction
Organizational effectiveness
Efficient resource management and
Timely accomplishment of quality results
83
64. Monitoring and Ealuation Framework
Core Principles
Joint and Harmonized. Provides a robust M&E Umbrella for all
stakeholders
Results Focused. Focuses on results and impacts as well as
Budgets
Lesson Learning. Presents information for continuous lesson
learning and programme planning as well as accountability
People Focused. Involves all stakeholders and includes direct
feedback from beneficiaries
Transparency and Communication. Demonstration independence
and communicates information to appropriate people
84
65. Strategic Planning for M&E: Setting
Realistic Expectations
All Most Some Few
Number
of
Projects
Input/ Output Process Outcome Impact
Monitoring Evaluation Monitoring / Monitoring /
Evaluation Evaluation
Levels of Monitoring & Evaluation Effort
93
93
Editor's Notes
Indicators are more specifically defined than objectives, since they define the program attributes with a focus on expected effects translated into specific measures providing the basis collecting valid and reliable information for evaluation. ( CDC ‘Framework for Evaluation’ pg 15). Indicators spell out & provide guidance for periodic monitoring and non-periodic assessment of higher level outcomes (results). They are tools that tell the story of program progress and success. For example: increases in the contraceptive prevalence rate is an indicator for the increased use of family planning in a country. Other examples include: Indicators for measuring program activities such as program capacity to delivery services, participation rate, levels of client satisfaction, or amount of intervention exposure. Indicators for measuring program effects, such as changes in a particular behavior, community norms, or health status.
Please review these and make suggestions Valid –For example, if we use the indicator “knows at least three modern methods of family planning,” this will give an indication over time of a changing level of knowledge. If, however, we are interested in whether people’s interest in using family planning is changing, this would NOT be a valid indicator. Reliable –If we use the same indicator, it should be reliable when asked by different people during different survey rounds. However, if women (or interviewers) are not clear about the definition of “modern,” the validity may be compromised since different people may count different methods as modern. Precise –As mentioned above, if we can clearly define our indicator by including a list of modern FP methods that are acceptable answers to be counted among the three, then the indicator is precise enough to determine whether the respondent can be counted among those who know three modern FP methods. Timely –With a concerted education effort, we certainly expect to be able to see change in this indicator within a relatively short time. However, if for example we have a 2–3-year project and want to measure change in family size, the indicator (family size decreased) will not be observable within the life of the project. Comparable –Our indicator on knowledge of three modern family planning methods is easily comparable across different groups. For example, it would be easy to compare whether husbands’ and wives’ knowledge levels are the same, or whether couples who received counseling vs. those who did not had the same knowledge level. In contrast, if we were to choose an indicator that is intervention-specific, such as those who receive counseling and know at least three modern methods, we could use this on the subgroup of people who received counseling but could not use this indicator with the population at large.
Consistent with project design –This is related to validity. Is it measuring what we think it is measuring, and whether it is measuring what we think the project is impacting. If we are measuring change in knowledge because the project has an intensive community mobilization campaign, then the knowledge of three modern methods may be a good indicator. However, if the project is addressing quality of care and contraceptive availability, then change in knowledge may not be the best indicator, even if we are hoping that counseling on different methods is part of the quality improvement effort. Useful –Indicators serve both to evaluate the impact of a project and to monitor its progress in order to make program adjustments. We may select some indicators that primarily serve for evaluation. However, it is also important to have indicators that will provide information for program adjustment. For example, the knowledge of modern family planning methods is a population-based indicator that is probably more useful to evaluate the impact of a community-mobilization campaign. However, an indicator measuring the availability of three different kinds of contraceptives in the health center could be used to evaluate the access and logistics system, but it also provides routine information that can be used to adjust the management and logistics systems if a problem is identified. Available and Affordable –These criteria are essential and are often under-considered when planning. Information is useful, but it also costs time and money. We always need to balance the relative benefit of an indicator with the time and money it will cost to collect information on it. For example, if you are planning to do a baseline survey of mothers of children under 2 years old as part of a child survival project, you probably would not want to choose an indicator that asks about the percentage of men of reproductive age who know three modern methods of family planning. Even if you were targeting men and wanted some indicator of their level of involvement, if such an indicator is going to require that you survey men when all the other indicators target mothers, it is probably not worth it. An alternative might be the percentage of mothers of children under 2 years old (because this is the group you plan to survey) who report having discussed different contraceptive options with their husbands. While this is somewhat different, it might be valid as an indicator and a lot cheaper to collect.