INTRODUCTION TO MONITORING AND

CENTRE FOR INSTITUTIONAL EVALUATION

COMPETITIVENESS The main objectives of this module are to enable
you
• Understand the concepts regarding Monitoring
and Evaluation
MODULE 1 • Distinguish between monitoring and evaluation
INTRODUCTION TO MONITORING AND • Establish and use appropriate key
EVALUATION performance indicators
• Understand different types of data and data
collection techniques
• Understand major tools for monitoring and
1 evaluation 2

What is monitoring and

evaluation?
 M&E is a systematic search for answers
about how a project or programme is doing.
 The process includes gathering data,
analyzing, interpreting, and reporting What is Monitoring?
performance
 Typically, this information is used for three
main reasons: (1) Making decisions i.e.
taking the necessary measures (2) learning
and (3) creating accountability.
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Monitoring
 Monitoring is the process of continuous tracking
or surveillance of the implementation of a project Let us Discuss in Plenary
or intervention.
 It is a systematic and continuous collection and
analysis of data for the purpose of comparing
how well a project is being implemented against  Why monitoring?
expected results.
 The data and performance indicators continuously
generated through monitoring are used as early
warning signs to alert management to constraints and
opportunities requiring attention and action with the
aim of improving chances of success in programme or
project implementation
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Why Monitoring???
 In project management, monitoring is needed
because:
 it is a tool for identifying strengths and
weaknesses during implementation of projects
What is Evaluation?
 It provides stakeholders with sufficient information
to make right and timely decisions.
 Monitoring is usually carried out to ascertain
whether the project activities are being
implemented as planned, and if not, why.
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Evaluation
 Evaluation is the episodic process of
systematically and objectively assessing Let us Discuss in Plenary
the following aspects of an on-going or
completed interventions
 Effectiveness
 Relevance
 Why do we need an evaluation
 Efficiency
system?
 soundness of design
 assumptions
 impact
 sustainability
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Why evaluation??
 Evaluation aims at adapting the project How are Monitoring and
implementation strategy to existing Evaluation related to each other?
circumstances.
 Project evaluation therefore is not only concerned Or rather,
with outcomes but also the implementation process –
i.e. effectiveness and efficiency of implementation
activities. Are they related at all? How
 Evaluation may result in decisions such as
continuation of the project, reviewing
implementation strategy and drawing up lessons
that can be applied to other projects.
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 Relationship between Monitoring Relationship between Monitoring
and Evaluation and Evaluation (Cont…)
 Monitoring and evaluation are closely related.  In most cases, monitoring and evaluation
 They are mutually supportive of each other and equally provide critical information that demonstrates
important.
whether
 Monitoring can provide qualitative and quantitative
data using selected indicators, data that can serve  A policy, programme, or project satisfies the
as inputs to evaluation exercises. needs and priorities of the both the internal and
external stakeholders
 Evaluation also supports monitoring. It can serve as
a source of lessons that can be applied in the  It has brought the desirable impact.
development of conceptual or methodological
innovations for use in refining the monitoring activity.
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Importance of Monitoring and Evaluation Importance of Monitoring and

Generally, monitoring and evaluation are used to: Evaluation (Cont…)
 Ascertain whether the project is implemented as
planned, Specifically, monitoring and evaluation contributes to
 whether or not the project is on schedule and within the project effectiveness by:
resources, and if not, what is the problem and what should  enabling an assessment of how far the activities
be done (effectiveness and efficiency); have been carried out;
 Establish whether project outputs are useful and  assisting to determine how the resources are being
relevant to the development needs of beneficiaries utilized;
(relevance);
 identifying problems or shortcomings in timely
 Compare actual change caused by the project fashion;
against set objectives  impact;
 documenting accurate information about the project;
 Assess whether efforts are worth continuing with or
 Providing regular feedback on the progress of
there is need to adjust procedures accordingly;
project implementation.
 Document lessons of both good and bad practices
and to enable sharing of useful information.
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 Differences between M & E
Differences between M & E  Monitoring focuses on inputs, activities and
outputs
 What are the major differences  Monitoring is continuous and focuses on
between monitoring and short term project objectives
evaluation??  Monitoring focuses on what is being done by
the /project
 Evaluation focuses on outcomes and impacts
 Evaluation is episodic and focuses on long
termed objectives of the projects
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 Evaluation focuses on what beneficiaries say
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about the /project

Differences between M & E Differences between M & E

 Evaluations ask “bigger questions,” such
 Monitoring focuses on regular
as whether objectives have been fulfilled,
whether interventions have had an impact, information gathering, is shorter
or whether operations were done termed, and is concerned with
efficiently. progress and implementation.
 Usually evaluation focuses outside the  Monitoring focuses inside the project
project (on the effects it has on its clients (on what it has produced and what it
or service users), has done).
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M&E is does not replace good M&E is does not replace good
project management management
 M&E is not, and cannot be a substitute for
good management.  M&E can provide timely information about
progress and can help the early identification
 However, for M&E to succeed it needs to be of any weaknesses requiring corrective
driven by management’s need for information action.
and by management’s desire to improve
performance.
 When used correctly, M&E can serve as a
motivational tool and can focus attention on
achieving objectives
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Project performance areas that Project performance areas that

are monitored are monitored
Some of the major areas that are normally
monitored in a project are:
Plenary discussion  Time/schedule performance
 When implementing  Cost/Budget (cost performance/financial)
projects, what should be monitoring
monitored?  Work quantity (input – output) performance
 Work quality (Technical performance)
 Activity monitoring
 Process Monitoring
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 The basic characteristics of a
good monitoring procedure

What are the basic  A good monitoring procedure should be both

effective and efficient. That is, it:
characteristics of a  Should provide all the information required to
good monitoring make the correct decision (effectiveness);
procedure?  Should not take up too much time (timeliness);
 Should not take up excessive resources
(efficiency).

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Types of monitoring undertaking Types of monitoring undertaking

 Results monitoring -where possible should be  Targets monitoring: i.e. progress in achieving
monitored through indicators. targets should be intensively monitored by
 This should occur when indicators can be comparing planned (targeted) levels with
realistically formulated and can be easily actual levels.
collected,  Generally, targets in projects have tended to
 At times, this may also involve locating focus on the end of the project.
information from secondary sources (i.e.  This formulation is too long-term to facilitate
reports prepared by others). effective monitoring and to allow prompt
 Do not formulate long lists of indicators (wish action to be taken.
lists)  Therefore there must be annual and quarterly
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targets 28
Types of monitoring Types of monitoring
 Activities: the monitoring of activity
 Inputs: financial monitoring should be done
completion and whether activities have been
from time to time.
started on time.
 Expenditures (compared to budgets) are
 Usually this identifies exceptions (activities
often an indication of activity implementation,
which are late or will be postponed) together
though expenditure may tend to be made
with their likely effects on other aspects of the
during the completion of the activity rather
plan.
than at intermediary stages
 This often involves an assessment of the
action plan, work plans, schedules, or
procurement activities. 29 30

Types of evaluation based on timing

Evaluations  Ex- ante evaluation: carried out before activities are
undertaken to gauge viability and need assessment to
Types of Evaluations justify activities;
 There are various types of evaluations  Ex-post evaluation: carried out when the activities have
depending on the basis of categorization. been completed;
 On-going evaluation (formative/mid-term review): takes
 The basis may include:
place at intervals during the implementation in order to
 coverage or scope, ascertain the continuing validity of the assumptions of
 timing, the project to establish whether it is on track to meet its
purpose;
 who does the evaluation, and
 Terminal evaluation: done at the end of the project life to
 a comparison of input – output relationship. determine its relevance.

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Types of evaluation based on
Types of evaluation
scope
 Process evaluation - which checks whether
 Outcome Evaluation - where the extent to standards are being met and rules,
which outcomes have been achieved is regulations and guidelines are being
gauged followed.
 Outcomes are difficult to gauge.  Broadly, these evaluations will be termed
 Their measurement will often involve compliance inspections.
undertaking studies or surveys to collect  The foundation of the inspection is the
information, including the perceptions of concept of supporting “evidence,” which is
service users or clients. used to verify compliance.
 Where possible, compliance inspections
33 should have counterpart outcome evaluations 34

Attributes of Good Evaluation

Key Questions in Evaluation Questions
 Evaluation is normally based on the following  They should be precise, clear and
questions: unambiguous  vague questions lead to
 Who wants the information (i.e. who are the target vague answers;
users of the results of the evaluation)?  Limit the number  too many questions can
 What do they want to know (i.e. what type of result in an unfocused effort;
information do they need)?
 Should focus on priority issues for the
 What will the information be used for?
management;
 When will it be needed? This determines the
timing of the evaluation.  They should be answerable based on
 How accurate must it be? empirical evidence not subjective opinions

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Importance and Need for
Evaluation Group Discussion
 There are four major uses of evaluation:  Who are the key players in monitoring and
 Performance improvement; evaluation undertaking?
 Enhancing accountability;
 Promoting communication; and
 Promoting learning and empowerment.

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Need for Data in Project Role of Data in Monitoring and

Evaluation Evaluation
 Any evaluation exercise should design data  Data in this case refers to basic facts and
collection and processing very properly. figures.
 This will involve:  These basic facts and figures are stored,
 The need to collect data, which will show the analysed, compared, calculated and worked
project’s progress; on to produce information.
 Record what is taking place;  Data for Monitoring and Evaluation takes two
 Know the type of data to collect when and forms namely, quantitative and qualitative
how; data.
 Data collection techniques and tools to use.
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 Baseline Data
Types of data  A collection of data/facts about the characteristics of
a community before a project or programme begins.
 Quantitative data :also known as numerical data  Baseline data is crucial in project monitoring and
 will either be discrete or continuous. evaluation because it offers the basis for
 Discrete data will take the form of whole numbers e.g. measurement i.e. it is the starting point for results
number of classrooms constructed, number of Health Units monitoring.
constructed. Continuous data will take on any given range  Without baseline data one cannot determine
of values. For example distance in kilometres could take situational performance or trends in performance of
the form of 2.5 km, or 3.6 km etc. a project. In order to make sense, both project
monitoring and evaluation normally compare project
 Qualitative Data  Data that can not be expressed performance data with the original situational data in
in numeric terms (non-quantifiable data). order to establish what has changed during project
 This is used to measure social variables like poverty level, implementation.
education level, etc.  Baseline data can take the form of quantitative or
qualitative data.
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Data Sources Primary sources of data

There are two basic data sources  The most common primary sources of
 Primary data sources – data collected directly by monitoring data include the following:
your organisation from the original sources of
material and are collected especially for the purpose  Direct observation:
at hand.  Semi-structured interviews
 Secondary data sources – data collected by  Key informant interviews:
someone else, initially for a purpose other than  Focus group discussions
yours).
 Includes review of project records, baseline data and any  Questionnaires
other records or documentation about the place, people or  Expert judgement
problems involved in the project.

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 Issues to consider when
collecting data for M + E Management of M & E Data
 Who collects the data?  Management of data for monitoring and
 Individuals should collect information in which they have an evaluation emphasizes analysis, processing
interest, otherwise they may not collect the required data at and dissemination of information to the
a level that would facilitate effective monitoring and
evaluation.
different stakeholders involved in the
monitoring system.
 Proper orientation on collection instruments/tools
 Provide training or orientation to groups of people to be
 Analysis of monitoring data needs adequate
involved in data collection. time, manpower and skills.
 Orientation ensures that all team members are aware of  Therefore it’s important to keep analysis as
the objectives of the exercise, type of data to be collected simple as possible and always avoid complex
and that there is consistency in their approach.
statistical analysis.
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Management of data (cont…) Management of data (cont…)

 Management of data needs prior preparation.  The development of databases simplifies the
The following guiding principles are worth management of data i.e. storage, analysis,
noting: presentation in different formats and retrieval
 Determine the strategy for collecting, analyzing of data.
data and reporting before hand.
 Strive to simplify the following:
 Amount of data;
 Indicator;
 Length of data collection period;
 Analysis process.

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 Monitoring and Evaluation Categories of indicators
Performance indicators
Two categories of indicators are commonly used in
 Indicators are signs or variables that show the
monitoring and evaluation:
extent of change that resulted from projects.
 Direct indicators
 Indicators help to measure what actually  Measure the variables directly e.g. number of classrooms
happened in terms of quantity, quality and constructed, number of health facilities, etc;
timeliness against what was planned.  Proxy indicators
Are used for monitoring issues which are difficult to
 They measure progress in achieving outputs, measure directly i.e. provide estimates for impact and
outcomes and impacts. outcomes that are difficult and expensive to measure
directly.
 Indicators show relevance, performance and
They have strong correlation with the more difficult to
effectiveness of a projects as well as progress measure indicators, for example the use of asset
towards meeting its outputs or outcomes ownership as a proxy indicator for poverty reduction.
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Formulation of performance Formulation of performance

indicators indicators (Cont…)
 Indicators are established at the project For each variable:
formulation stage by stakeholders and project  Define the aspects to be measured e.g.
management on the basis of the key project classrooms, or training sessions etc;
variables targeted in the project matrix or  Determine the unit/criteria of measure e.g.
work-plans. numbers, or sizes, frequency, etc;
 These variables may relate to project  State the time element e.g. per week, month

activities, inputs, outputs or methods of etc;

implementation.  Determine the spatial/location aspects e.g.
per village, ward or council (as applicable).
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Factors considered when selecting
indicators for M + E Types of indicators
In selecting which indicators to adopt, management
decisions are usually based on the following Indicators can be grouped into the following
considerations:
 Information that shows whether or not project objectives
types:
are being achieved;  Input indictors
 Information required for effective management of a  Output Indicators
project (finance, staffing and logistics);
 Process indicators
 Information that responds to the priority interests of the
different groups involved in the monitoring process;  Outcome indicators
 The data that is available and can be collected  Impact indicators
accurately in order to ensure that the monitoring
information is up to date, accurate, timely, relevant,  Indicators are best reflected in LFAs
reliable;
 Ability to use the collected information (feed back to the 53 54
user for decision making).

Effectiveness of M + E
Processes Efficiency of M + E Processes
 Effectiveness is about “doing the right thing” to  Monitoring and Evaluation Systems must be
address a situation.
 Hence an effective monitoring and evaluation efficiently managed.
system is one that portrays the following  Efficiency is about “doing things right”.
characteristics:-
 Done at the right time;  An efficient M&E system should:
 Targets the right indicators;  Employ the right methodology and tools;
 Involves a wide range of stakeholders (participatory);
 Produces the right results (results-based);  Utilize the right amount of resources;
 Based on experiences gathered from the field;  Take a reasonable amount of time;
 Informs decision making;
 Results in follow-up action.  Make a clear distinction of the roles of the
different players.
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Efficiency of M + E Processes
(Cont…) Cost effectiveness
 Efficiency is about resources i.e. financial,  Cost effectiveness asks three fundamental
human and time. questions namely:
 Cost effectiveness is a term that is used to  What is the cost of the Monitoring and Evaluation
refer to a combination of both efficiency and process?
effectiveness qualities.  What is the output of the process?
 What is the outcome of the process?
 As such, cost effectiveness of a monitoring
and evaluation process calls for “getting the
best results at the most reasonable cost”.

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Costs of Monitoring and Output of Monitoring and

Evaluation Evaluation process
 This relates to the cost of various inputs that  This refers to the products that must come
goes into designing and conducting the M&E from an M&E process. Normally the output is
process. expressed in the form of reports, briefs etc
 Such inputs include financial, human and
other material inputs

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Outcomes of the Monitoring
and Evaluation process Reporting
 This refers to management changes that are  The whole point of undertaking M&E is to
implemented as a result of the M&E products. provide information to decision makers and
 Outcomes are the results of the follow-up external stakeholders, to let them know what
actions that must always follow the M&E is happening and why.
output  Hence M&E information needs to be reported
and communicated, and M&E will be effective
if and only if people read, listen, understand,
and react to M&E reports.

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Types of reports
 An Annual Performance Reports (APRs)
 A Mid-year Performance Report
 Quarterly Progress reports
 A three-year outcome report
 An impact assessment report

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