MONITORING & EVALUATION- LECTURE NOTES SESSION 1: OVERVIEW OF

MONITORING AND EVALUATION

(i) What is Monitoring and Evaluation
 Monitoring and Evaluation is a process of continued gathering of information and its
analysis, in order to determine whether progress is being made towards pre-specified goals
and objectives, and highlight whether there are any unintended (positive or negative) effects
from a project/programme and its activities.

(ii) What is a Monitoring?

 Monitoring is a continuous process of collecting, analyzing, documenting, and
reporting information on progress to achieve set project objectives. It helps identify trends
and patterns, adapt strategies and inform decisions for project or programme management.

(iii) What is Evaluation?

 Evaluation is a periodic assessment, as systematic and objective as possible, of an on-
going or completed project, programme or policy, its design, implementation and results. It
involves gathering, analysing, interpreting and reporting information based on credible data.
The aim is to determine the relevance and fulfilment of objectives, developmental efficiency,
effectiveness, impact and sustainability.

(iv) Purpose/Importance of Monitoring and Evaluation

Timely and reliable M&E provides information to:
 Support project/programme implementation with accurate, evidence-based reporting
that informs management and decision-making to guide and improve project/programme
performance.
 Contribute to organizational learning and knowledge sharing by reflecting upon and
sharing experiences and lessons.
 Uphold accountability and compliance by demonstrating whether or not our work has
been carried out as agreed and in compliance with established standards and with any other
stakeholder requirements
 Provide opportunities for stakeholder feedback,.
 Promote and celebrate project/program work by highlighting accomplishments and
achievements, building morale and contributing to resource mobilization.
 Strategic management in provision of information to inform setting and adjustment of
objectives and strategies.
 Build the capacity, self-reliance and confidence stakeholders, especially beneficiaries
and implementing staff and partners to effectively initiate and implement development
initiatives.

v) Characteristics of monitoring and evaluation

Monitoring tracks changes in program performance or key outcomes over time. It has the
following characteristics:
 Conducted continuously
 Keeps track and maintains oversight
 Documents and analyzes progress against planned program activities
 Focuses on program inputs, activities and outputs
 Looks at processes of program implementation
 Considers program results at output level
 Considers continued relevance of program activities to resolving the health problem
 Reports on program activities that have been implemented
 Reports on immediate results that have been achieved
Evaluation is a systematic approach to attribute changes in specific outcomes to program
activities. It has the following characteristics:
 Conducted at important program milestones
 Provides in-depth analysis
 Compares planned with actual achievements
 Looks at processes used to achieve results
 Considers results at outcome level and in relation to cost
 Considers overall relevance of program activities for resolving health problems
 References implemented activities
 Reports on how and why results were achieved
 Contributes to building theories and models for change
 Attributes program inputs and outputs to observed changes in program outcomes
and/or impact

(v) Key benefits of Monitoring and Evaluation

a. Provide regular feedback on project performance and show any need for ‘mid-
course’ corrections
b. Identify problems early and propose solutions
c. Monitor access to project services and outcomes by the target population;
d. Evaluate achievement of project objectives, enabling the tracking of progress towards
achievement of the desired goals
e. Incorporate stakeholder views and promote participation, ownership and
accountability
f. Improve project and programme design through feedback provided from baseline,
mid-term, terminal and ex-post evaluations
g. Inform and influence organizations through analysis of the outcomes and impact
of interventions, and the strengths and weaknesses of their implementation, enabling
development of a knowledge base of the types of interventions that are successful (i.e. what
works, what does not and why.
h. Provide the evidence basis for building consensus between stakeholders

SESSIONS 2 & 3 SELECTING INDICATORS, BASELINES AND TARGETS

a) The indicator: “An indicator is defined as a quantitative measurement of an objective to be
achieved, a resource mobilised, an output accomplished, an effect obtained or a context
variable (economic, social or environmental)”. precise information needed to assess whether
intended changes have occurred. Indicators can be either quantitative (numeric) or qualitative
(descriptive observations). Indicators are typically taken directly from the logframe, but
should be checked in the process to ensure they are SMART (specific, measurable,
achievable, relevant and time-bound).
b) The Indicator definition- key terms in the indicator that need further detail for precise and
reliable measurement.
c) The methods/sources- identifies sources of information and data collection methods and
tools, such as the use of secondary data, regular monitoring or periodic evaluation, baseline
or endline surveys, and interviews.
d) The frequency/schedules -how often the data for each indicator will be collected, such as
weekly, monthly, quarterly, annually, etc.
e) The person(s) responsible- lists the people responsible and accountable for the data
collection and analysis, e.g. community volunteers, field staff, project/programme managers,
local partner(s) and external consultants.
f) The information use/audience - identifies the primary use of the information and its
intended audience. Some examples of information use for indicators include:
• Monitoring project/programme implementation for decision-making
• Evaluating impact to justify intervention
Identifying lessons for organizational learning and knowledge-sharing
• Assessing compliance with donor or legal requirements
• Reporting to senior management, policy-makers or donors for strategic planning
• Accountability to beneficiaries, donors and partners
• Advocacy and resource mobilization. g) Types of Indicators
 Context indicators which measure an economic, social or environmental variable
concerning an entire region, sector, or group and the Project location, as well as relevant
national and regional policies and programs.. The situation before the project starts, the
(baseline) data, primarily from official statistics.
 Input indicators include indicators that measure the human and financial resources,
physical facilities, equipment and supplies that enable implementation of a program
 Process indicators reflect whether a program is being carried out as planned and how well
program activities are being carried out.
 Output indicators which relate to activities, measured in physical or monetary units
/results of program efforts (inputs and processes/activities) at the program level.
 Outcome indicators measure the program’s level of success in improving service
accessibility, utilization or quality.
 Result indicators- direct and immediate effect arising from the project activities that
provide information on changes of the direct project beneficiaries.
 Impact indicators refer to the the long-term, cumulative effects of programs over time,
beyond the immediate and direct effects on beneficiaries
 Exogenous indicators are those that cover factors outside the control of the project but
which might affect its outcome.
 Proxy indicators – an indirect way to measure the subject of interest

h) Characteristics of Good Indicators.

a) Specific – focused and clear
b) Measurable - quantifiable and reflecting change
c) Attainable - reasonable in scope and achievable within set time-frame
d) Relevant - pertinent to the review of performance
e) Time-Bound/Trackable - progress can be charted chronologically
Also be CREAM: Clear, Relevant, Economical, Adequate and Monitor-able.

i) Baselines and Targets

 A baseline is qualitative or quantitative information that provides data at the
beginning of, or just prior to, the implementation of an intervention.
 Targets are established for each indicator by starting from the baseline level, and by
including the desired level of improvement in that indicator

SESSION 4: FRAMEWORKS FOR EVALUATION - THE LOGICAL FRAMEWORK

APPROACH (LFA) Four types of frameworks dominate the M&E field:
a) Conceptual frameworks are also known as theoretical or causal frameworks.
b) Results-based frameworks are also known as strategic frameworks and serve as a
management tool with an emphasis on results. The purpose of results frameworks is to
increase focus, select strategies, and allocate resources accordingly.

Impact The higher-order objective to which a development intervention is intended

to contribute.
Outcome The likely or achieved short-term and medium-term effects of an
intervention’s outputs.

Output The products, capital goods and services which result from a development
intervention; may also include changes resulting from the intervention
which are relevant to the achievement of outcomes.

Activity Actions taken or work performed through which inputs, such as funds,
technical assistance and other

Inputs The financial, human, and material resources used for the development
intervention.

c) Logical frameworks are also known as LogFRAMEs and are commonly used to help set