Annotated

Example of
an M&E
Matrix
Annex
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C-2
Table of Contents of Annex C
C.1 Considerations When Developing an M&E Matrix 3
C.2 Core M&E Activities in the Example 5
C.3 The M&E Matrix Example 6
This Annex is useful for:
Project managers to supervise development
of the M&E system;
M&E staff to guide project implementers in
agreeing what to monitor and evaluate.
This Annex provides an example of the M&E matrix (see C.3, Table C-2) that was introduced in
Section 2 and explained in Section 5.
To establish a good M&E system, you will need considerably more detail about how to gather
and use information than can be summarised in the logframe matrix. Using the M&E matrix is
one way of identifying and documenting this additional information.
It is important to recognise that an M&E matrix is only part of an overall M&E plan, as it only
considers what is needed to monitor and evaluate the objective hierarchy. It provides detailed
information about how the goal or particular components, outputs and activities will be
monitored and evaluated. An M&E plan will include other events that make it possible to
understand the project context, reflect and learn lessons.
Completing the M&E matrix requires detailed knowledge of the project and the project
context. As the example in Table C-2 is hypothetical, it cannot include the level of specific
details that would exist in a real project situation. Consequently, it is more general than a real
matrix would be. The example aims to provide an overview of important aspects of the matrix,
rather than present a fully detailed matrix. The example is based on the logframe matrix
developed in Annex B.
C.1 Considerations When Developing an M&E Matrix
As you read through the M&E matrix example, there are several points to keep in mind. These
might be of use to you in understanding the example matrix but also when developing your
own M&E matrix.
From data to lessons, understanding and decisions. When developing the matrix, it is
important to keep in mind how you plan to move from data collection to explaining success or
failure, creating understanding about particular issues with stakeholders and, finally, making
decisions. In the example, the proposed annual workshop on food security will enable you to
reach a decision based on focused reflections. This workshop will also allow you to identify
lessons learned that can inform next years work.
The matrix at different levels in the objective hierarchy. In the example, you will
notice that at lower levels in the objective hierarchy it becomes much easier to be very specific.
For example, monitoring the length of main and secondary irrigation canals dug is a more
straightforward task than assessing overall contribution to peoples livelihoods. The further up
the objective hierarchy you go, the more analysis and synthesis of different types and sources
of information are required. Note that in the formal logframe matrix (see Section 3), indicators
and monitoring mechanisms are not entered into the logframe for activities. Instead, resource
inputs and costs are used. However, in practice you will still need to monitor the activity level
so you still need to plan for this. The M&E matrix can be used to plan what is needed for the
activity level as well as for the goal level.
Triangulation and validation. When deciding what data-gathering and analysis methods
to use, think about how you can ensure that data is reliable. Triangulation means getting infor-
mation about the same topic in a number of different ways. Validation is what you achieve by
then cross checking the information. For example, from the participatory impact monitoring
(PIM) with womens groups you might get feedback that a particular new enterprise is very
time-consuming in relation to the income earned. If you get the same feedback from household
surveys and field observations of staff, you can be more confident of the information. On the
other hand, if you are getting conflicting information from these different sources, then you
will need to investigate further to understand why there are differing opinions.
A GUIDE FOR PROJECT M&E ANNEX C
C-3
A GUIDE FOR PROJECT M&E ANNEX C
You can also use the field records of agricultural extension staff or the government as sources
of valuable information for project monitoring. However, positive aspects may be exaggerated
and problems overlooked an inevitable human tendency. It is thus important to have
methods in place for checking and validating information.
Existing information and data-gathering systems. Most projects will have access to the
already existing data-gathering and statistical systems of the government or another agency. It
is critical to see how these can be used. It may be that for a small investment, existing systems
can be improved or modified to meet the projects monitoring requirements.
Technology use. Consider carefully where and to what extent information technology can
be effectively used. In the example, the increased areas of new crops could potentially be
monitored using remote sensing and geographic information systems.
Specific data vs. the big picture. Specific indicators provide fragmented bits of informa-
tion. To thoroughly understand the project, its successes, failures and lessons, you need to
build up the overall story. This means integrating and analysing different pieces of informa-
tion. The analysis, reporting, feedback and change column of the matrix provides a start for
thinking about how this can be done.
Primary data or secondary observations. Information about changes in household
capacity to meet education, health and housing needs could be gathered in two ways. A
detailed household survey could be conducted (primary data) or community representatives
and other key informants could be asked about their observations (secondary observation).
Generally, primary data is more reliable but also much more time-consuming and costly to
collect. An important skill in completing the M&E matrix is being able to balance the use of
methods with the required level of information accuracy and the available resources. Think
carefully about whether very detailed information is needed or whether an understanding of
the general trend is adequate. If all you need is a general picture, then it might be possible to
use qualitative methods in a cost-effective manner.
Working with specialists. To monitor some parts of a project may well require specialist
advice and input. In the example, it is proposed that an economist be used to conduct a
survey of the local economy. Likewise, monitoring the yields of different agricultural crops is a
specialised task for an agronomist. There are now many people with strong experience in
monitoring microfinance schemes. Wherever possible, try to draw on such expertise. The role
of the M&E specialist is to link this expertise to the projects M&E plan and assess how detailed
the M&E needs to be for different parts of the project, given resource and time constraints.
Aggregation of field data. It will often be necessary to aggregate data from different field
locations. In the example, agricultural extension staff are involved in recording changes in
cropping patterns at district and local levels. If these aggregation processes are to generate
reliable information, you will need to develop recording forms and aggregating systems. You
can detail this in column five of the M&E matrix.
C-4
A GUIDE FOR PROJECT M&E ANNEX C
C.2 Core M&E Activities in the Example
Project M&E will require you to use different methods to meet a wide range of information
needs. When developing a project M&E matrix, you may feel as if you are drowning in the
detail of methods for each information need. However, a second look will reveal clusters of M&E
activities. While the M&E matrix requires you to specify information needs and methods in
detail, in practice they converge. This means that one M&E activity can be used to meet
multiple information needs.
In the M&E matrix example (see C.3, Table C-2), you will find seven major recurring M&E activi-
ties (see the list below). For example, a household survey will provide information for a range of
performance questions and indicators. Information from such a survey may be combined with
information from other sources, such as participatory impact monitoring, to inform the annual
project review.
The M&E matrix example focuses around seven major activities that form the basis of this
projects M&E.
1. Participatory rural appraisal (PRA). Three PRAs will be undertaken: the first, during the mobili-
sation phase; the second, one year prior to the mid-term review; and the third, two years after
project completion. The PRA work will provide largely qualitative information about the
needs, issues and perspectives of different stakeholder groups. The PRAs will be important in
gathering information about unintended positive and negative impacts from the project.
2. Household and farm surveys. Sample household and farm surveys will be conducted to gather
necessary baseline information, support the mid-term review and conduct an evaluation two
years after project completion. In addition, more limited surveys will be conducted on a year-
ly basis.
3. Participatory impact monitoring (PIM). Participatory M&E systems will be established with key
stakeholder groups involved in project implementation, such as farmers groups and womens
groups. This will involve the stakeholders in setting their own performance questions and
questions, developing monitoring systems and participating in training to support imple-
mentation.
4. Stakeholder discussion groups. A series of stakeholder discussion groups will be established
around key project components and outputs. These groups will help to analyse and review
information, identify lessons learned and make recommendations about necessary changes in
the project design.
5. Government statistics. Government normally collects a range of population, economic and agri-
cultural statistics relevant to project M&E. Improvements in some aspects of this data gather-
ing will be supported by the project and the reliability of the data will be assessed.
6. Field observations. All project and implementing partner staff will continually undertake sys-
tematic field observation. This will require producing and using key questions relevant to their
area of work, training and information gathering and synthesis procedures.
7. Special studies. A range of special studies will be conducted, for example, on changes in the
structure of the local economy. Some of these studies will involve external expertise. Where
necessary, special studies will be undertaken to provide further information on important
issues or opportunities that emerge from the regular monitoring work.
Each of these M&E activities needs to be well thought out and planned. When planning the
complementary use of the activities, it is particularly important that you determine which ones
can help provide information for which specific performance questions and indicators in the
matrix.
C-5
A GUIDE FOR PROJECT M&E ANNEX C
C.3 The M&E Matrix Example
Table C-2 shows a partial example of an M&E matrix with annotations. The matrix includes
several different levels from the objective hierarchy but has not been completed for the entire
project. As mentioned above, it is a hypothetical example and so the details are not as precise
as they should be in a real example. The purpose of the example is to give a general idea of
the types of issues that need to be considered when developing an M&E matrix for a real
project.
Table C-1 provides annotations for the M&E matrix example. The numbers in the table corre-
spond to numbers in the matrix.
Table C-1. Explanation of the issues highlighted in the M&E matrix example
C-6
Numbers Explanation Issue
1 Think about how information needs to be presented for it to be meaningful.
Information should usually be presented in comparison to a target, a prior state or the
original state. For example, knowing only the number of households who are more
food secure is not as informative as knowing the percentage and how the percentage
has changed over time.
How to present information
2 In the example, responsibilities have not been included. However, for a real project it is
important to identify who will undertake what aspect of the M&E work.
Responsibilities
3 Some M&E activities, such as a household survey, PRA or PIM, can provide information
for different evaluation questions and indicators. The M&E matrix can help identify the
different types of information that need to be gathered from such activities.
The details of how these activities will be conducted and the resource implications
should be outlined separately to the matrix.
M&E activities that provide infor-
mation for several performance
questions and indicators
4 In planning the M&E system, try to think as much as possible about how different
information can be combined and analysed to report progress and also to explain
success and failure.
Combining and analysing infor-
mation
5 Dont let good information sit on the shelf. The project can set up different review or
working groups or hold annual workshops with key stakeholders to track progress and
identify lessons learned for different aspects of the project. These groups or events can
then feed their conclusions into the annual project review process.
The information needs of these groups can help refine the overall monitoring and infor-
mation-gathering strategy.
Review groups
6 Collecting information about why part of the project is succeeding or failing is just as
important as monitoring what has been achieved. Collecting information about reasons
generally requires gathering and analysing qualitative information.
Reasons
7 An economic study such as this is probably beyond the project teams capacities and
would require input from an economist.
Specialist studies
8 Some indicators will require specialised technical methods related to particular disci-
plines and specialisations, in this case agronomy. It is very important that proper
technical expertise be used when developing such monitoring mechanisms
Technical methods for monitoring
9 Monitoring yields at the field level directly could be very costly. It may be possible to
obtain adequate information through discussions, in this case, with farmers groups.
Participatory impact monitoring
10 Validating data is critical and field inspections by project M&E or other staff is one way
to do so.
Field inspections to validate data
11 In this case, a university has been used to undertake a specific monitoring activity. Using other sources of expertise
12 An indicator will often include a quality, like operating effectively, that must be
defined. In this case, it would be necessary to identify the criteria for effective
operation, such as regular meetings with 75% of members.
Setting criteria
13 Much M&E can be undertaken by implementing partners. However, it is important that
they be involved in designing the M&E system and be supported to carry out their
responsibilities.
Monitoring by implementing
partners
A GUIDE FOR PROJECT M&E ANNEX C
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A GUIDE FOR PROJECT M&E ANNEX C
C-11
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A GUIDE FOR PROJECT M&E ANNEX C
C-12
Section 1. Introducing the M&E Guide
Section 2. Using M&E to Manage for Impact
Section 3. Linking Project Design, Annual Planning and M&E
Section 4. Setting up the M&E System
Section 5. Deciding What to Monitor and Evaluate
Section 6. Gathering, Managing and Communicating Information
Section 7. Putting in Place the Necessary Capacities and
Conditions
Section 8. Reflecting Critically to Improve Action
Annex A. Glossary of M&E Concepts and Terms
Annex B. Annotated Example of a Project Logframe Matrix and
Logframe Explanation (relates to Section 3)
Annex C. Annotated Example of an M&E Matrix (relates to
Section 5)
Annex D. Methods for Monitoring and Evaluation (relates to
Sections 3, 6 and 8)
Annex E. Sample Job Descriptions and Terms of Reference for
Key M&E Tasks (relates to Section 7)
List of Booklets in the Guide