Monitoring and Evaluation Frameworks

Last edited: October 31, 2010

A clear framework is essential to guide monitoring and evaluation.   A framework

should explain how the programme is supposed to work by laying out the
components of the initiative and the order or the steps needed to achieve the
desired results. A framework increases understanding of the programme’s  goals
and objectives, defines the relationships between factors key to implementation,
and articulates the internal and external elements that could affect the
programme’s success.

Why are monitoring and evaluation frameworks important?

A well thought out monitoring and evaluation framework can assist greatly
with thinking through programmatic strategies, objectives and planned
activities, and whether they are indeed the most appropriate ones to
implement.

Monitoring and evaluation frameworks:

 Assist in understanding and analyzing a programme

 Help to develop sound monitoring and evaluation plans and
implementation of monitoring and evaluation activities
 Articulate programme goals and measurable short, medium and long-term
objectives
 Define relationships among inputs, activities, outputs, outcomes and
impacts
 Clarify the relationship between programme activities and external factors.
 Demonstrate how activities will lead to desired outcomes and impacts,
especially when resources are not available to conduct rigorous impact
evaluations. They often display relationships graphically.

(PATH Monitoring and Evaluation Initiative)

Considerations when developing a monitoring and evaluation framework

Asking questions:

 What are the objectives of the monitoring activities?

  What are the specific questions that need to be asked to gauge the
progress of the intervention?
 What information is needed to see if activities are being implemented in
the way that was planned, and who can provide that information?
 What are the objectives of the evaluation?
 What are the specific questions that need to be answered to gauge the
impact and success of the intervention?
 What information is needed to determine if the expected objectives and
outcomes were accomplished and who can provide that information?
 Determining whether the questions being asked are appropriate ones for
understanding how “successful” the intervention has been with respect to
its expected objectives and outcomes?

Developing a corresponding monitoring and evaluation plan that acts as a

monitoring tool by defining how information from the programme will be tracked.

Developing the framework and plan before activities are implemented.

Determining which framework is best to use. A number of different frameworks

are used or requested by organizations and donors. Some donors combine
aspects of frameworks in a customized approach. Others do not include explicit
guidance for programmes around the selection of a framework. Programmes
should select the type of framework that best suits their strategies and activities
and responds to institutional requirements.

It is also important to keep in mind that:

 Different kinds of interventions (policy change, awareness raising

campaigns, community mobilization, improving service delivery and
response) will need different kinds of frameworks, tools and indicators.
 An appropriate framework for monitoring and evaluation of activities can
be designed and implemented even when a) programmes do not have
significant resources b) programme staff and implementers, service
providers and policy makers feel they do not have additional time to devote
to monitoring and evaluation.
 Many existing tools can be adapted to specific contexts and monitoring and
evaluation needs. If monitoring and evaluation activities and tools are
considered and built into programmatic work or service provision from the
start, the resource and time burden is minimized.
  It is important to clarify objectives, what information will be most useful in
reaching those objectives and what information is already available or easily
collected.

All programmes should at a minimum  conduct monitoring activities that

allow them to ensure they are not putting women at greater risk.

 There are creative ways to deal with resource constraints, such as:
o Including a generous line item for monitoring and evaluation when
submitting proposals to donors;
o Using resources wisely by choosing methods that are feasible,
reliable and most likely to yield information to improve the
programme.
o Collecting only enough data than can be realistically analyzed or
used.
o Finding ways to pool resources and collaborate with other
organizations. In some settings, university students can offer
assistance in return for research experience.  

(Bott, Guedes and Claramunt, 2004)

Steps in Developing Monitoring and Evaluation Frameworks

Programme implementers (often from diverse sectors) should jointly take steps in
developing the monitoring and evaluation framework (UNHCR Guidelines, 2003).

1.    They should determine the purposes of the monitoring and evaluation
mechanisms and assess the information needs of each actor .
2.    Ensure prevention and response interventions have clearly defined  objectives,
outputs and indicators;
3.    Establish coordinated and common reporting tools;
4.    Determine methods for obtaining information on indicators;
5.    Assign responsibilities for information gathering, determine time frame and
frequency of data collection, and allocate resources; and
6.    Establish mechanisms for sharing information and incorporating results into
prevention and response planning.
(UNHCR Guidelines, 2003)
Though there is no ideal framework and different frameworks are used for
different situations, three of the most common are conceptual frameworks, results
frameworks and logical frameworks/logic models. (Frankel and Gage, 2007)

i.    Conceptual Frameworks

Conceptual frameworks are diagrams that identify and illustrate relationships
among relevant organizational, individual and other factors that may influence a
programme and the successful achievement of goals and objectives. They Help
determine which factors will influence the programme and outline how each of
these factors (underlying, cultural, economic socio-political etc.) might relate to
and affect the outcomes. They do not form the basis for monitoring and
evaluation activities, but can help explain programme results.

Key issues and questions addressed in conceptual frameworks include:

1)  What is the theory of change framing the intervention?

The theory of change reflects the underlying process and pathways through which
the hoped for change (in knowledge, behaviour, attitudes or practices, at the
individual, institutional, community or other level) is expected to occur.

Theory of Change:

A theory of change defines the pieces and steps necessary to bring about a given
long-term goal.  A theory of change describes the types of interventions (whether a
single programme or a comprehensive community initiative) that bring about the
results hoped for.  A theory of change includes the assumptions (often supported by
research) that stakeholders use to explain the process of change.

A theory of change:
•      demonstrates the pathway of how to get from here to there (i.e. what is needed
for goals to be achieved)
•      requires underlying assumptions to be detailed out in a way that they can be
tested and measured
•      puts the emphasis first on what the organization wants to achieve rather than
on what the organization is doing
Source: Adapted from Theory of Change by ActKnowledge
(http://theoryofchange.org)

An example theory of change, based on the ecological model, from a community

mobilization project to prevent domestic violence is presented below. While so
much detail may not be necessary when outlining theories of change, monitoring
and evaluation frameworks should always involve this kind of analysis. Specific,
appropriate activities and indicators can then be developed to monitor key
moments of change and evaluate success in effecting it.
Mobilising Communities to Prevent Domestic Violence: A Resource Guide for
Organisations in East and Southern Africa, (Raising Voices, 2003)

Theory of Change: Preventing domestic violence in homes and communities

requires individuals to identify the problem of domestic violence, consider its
importance, evaluate their own behaviour, and then begin making changes in their
lives. Behaviour is a result of our experiences, attitudes, and beliefs, and thus it is
deeply linked to the prevailing belief system in the community. The attitudes and
actions of neighbours, friends, co-workers, religious leaders, police, health care
providers, etc. greatly influence an individual’s behavioural choices and
collectively create the climate in the community. Although each individual is
unique and will come to the issue of domestic violence differently, the process of
how individuals change often follows a similar pattern.

Individual Behaviour Change: The Stages of Change Theory provides a way of

understanding the process of how individuals can change their behaviour.

Stage 1 Pre-contemplation: An individual is unaware of the issue and its

consequences for her/his life.

Stage 2 Contemplation: An individual begins to wonder if the issue relates to

her/his life.

Stage 3 Preparation for Action: An individual gets more information and develops
intent to act.

Stage 4 Action: An individual begins to try new and different ways of thinking and
behaving.

Stage 5 Maintenance: An individual recognizes the benefits of the behaviour

change and maintains it.Facilitating Social Change: The Resource Guide adapts
this theory of individual behaviour change and scales it up to the community
level. It proposes that a community also goes through a process of change before
any given value system is adopted, and projects that recognize this process and
operate in harmony with it are more likely to facilitate an enduring change.

(Michau and Naker, 2003)

2)  What is the range of potential exposures people may have to the
intervention?
•    First, who is going to be exposed directly to the intervention?   For example,
who will be receiving services? Who will be receiving training? Who will be
receiving materials? Who will be hearing/seeing/participating in the campaign?
•    Second, who might be exposed indirectly to the intervention?   For example,
who will probably be hearing about the campaign even if they are not the
intended primary audience? Who will probably learn that services are being
provided in a neighboring community?  Who will probably be exposed to some of
the ideas disseminated in the training even if they did not directly participate?  

3)  What is a realistic timeframe for behaviour change to occur?

•    Keep in mind that while changes in knowledge may be easy to effect, changes
in attitudes and behaviours, especially with community level norms, demand a
much longer process.
•    Justice sector personnel receiving training about domestic violence legislation
or protocols for handling sexual violence cases may be reasonably expected to
improve knowledge of the law or the protocol in one session. However,
stigmatizing attitudes that serve as barriers to their meaningful implementation
cannot be expected to change overnight.

4)  How will this change be measured?

•    The conceptual framework should identify appropriate measurements for the
kind of change that is expected.
•    Following on the example above, it would be appropriate to assess a change in
the knowledge and attitudes of the justice sector participants by comparing them
before and after the training. However, to determine whether the changes in
knowledge and attitudes translated into changes in practice over time, a different
method would have to be employed, for example, by reviewing court records or
by interviewing complainants on their experiences with the handling of their
cases.
Illustrative Example from the the Rural AIDS Development Action Research
(RADAR) Programme Intervention with Microfinance for AIDS and Gender
Equity (IMAGE) in South Africa

IMAGE seeks to influence factors that predispose individuals to HIV infection and
gender-based violence through targeting the environment in which they occur.  
Individual agency, household well-being, communication and power relations,
and the norms, networks, relationships and responses of communities constitute
the environment in the IMAGE framework. The framework attempts to
conceptualise the complexity of factors and relationships that constitute the
environment in which sexual behaviour and gender-based violence occurs. The
framework was developed to guide both the intervention and evaluation
components of the IMAGE programme.
Results Frameworks
Results frameworks sometimes called strategic frameworks illustrate the direct
relationships between the intermediate results of activities all the way to the
overall objectives and goals. They show the causal relationship between
programme objectives and outline how each of the intermediate results/ outputs
and outcomes relates to and facilitate the achievement of each objective, and how
objectives relate to each other and the ultimate goal. Results frameworks do form
the basis for monitoring and evaluation activities at the objective level.
 
Logical Frameworks
Logical frameworks or logic models provide a linear, “logical” interpretation of the
relationship between inputs, activities, outputs, outcomes and impacts with
respect to objectives and goals.  They show the causal relationship between
inputs, activities, outputs, outcomes and impact vis-à-vis the goals and objectives.
Logical frameworks outline the specific inputs needed to carry out the
activities/processes to produce specific outputs which will result in specific
outcomes and impacts. Logical frameworks do form the basis for monitoring and
evaluation activities for all stages of the programme.

Logic models are valuable tools for:

  Programme Planning and Development: The logic model structure helps
think through your programme strategy—to help clarify where the
programme is and where the programme should be.
 Programme Management: Because it "connects the dots" between
resources, activities, and outcomes, a logic model can be the basis for
developing a more detailed management plan. Using data collection and an
evaluation plan, the logic model helps track and monitor operations to
better manage results. It can serve as the foundation for creating budgets
and work plans.
 Communication. A well-built logic model is a powerful communications
tool. It can show stakeholders at a glance what a programme is doing
(activities) and what it is achieving (outcomes), emphasizing the link
between the two.

Logical frameworks are presented as diagrams connecting programme inputs to

processes, outputs, outcome and impact as they relate to a specific problem or
situation.  Logic models show what resources the programme will need to
accomplish its goals; what the programme will do; and what it hopes to achieve,
emphasizing links between these aspects.

A series of “if-then” relationships connect the components of the logic model: if

resources are available to the programme, then programme activities can be
implemented; if programme activities are implemented successfully, then certain
outputs and outcomes can be expected.

The logical framework does not try to account for all of the factors that may
influence a programme’s operation and results like a conceptual framework.  
Instead, the logic framework focuses on the programme’s inputs, activities, and
results. This narrow focus assists programme managers and monitoring and
evaluation planners as they clarify the direct relationships among elements of
particular interest within a specific programme.
(Adapted from Gage and Dunn, 2009 and PATH M&E Initiative)

Example Logical Framework for a Health Provider Training Programme

This logical framework presents a straightforward view of a project designed to
improve health providers’ knowledge, attitudes and practices and to increase
providers’ awareness of violence against women as a public health problem and a
violation of human rights.
[Gage and Dunn, 2009]

Example logical framework framework for understanding the impact of

communication, advocacy and training activities on violence against women and
HIV (PATH, 2007)