Afghan Civil Society Forum

(ACSF)

Educational and Training Center for

Poor Women and Girls of
Afghanistan
(ECW)

M&E

General Guideline

Prepared by:
Sayed Rahim Mosavi M&E Coordinator for USAID I-PACS
&Eng Noor Mohammad Khalid ACSF M&E Manager
December 24 2008

TABLE OF CONTENT

INTRODUCTION...............................................................................................................3
M&E TERMINOLOGY & ABBREVIATION...................................................................4
MAIN THEMES OF M&E.................................................................................................5
MONITORING STEPS?.....................................................................................................5
M&E TERMINOLOGY......................................................................................................5
DIFFERENCES BETWEEN M&E...................................................................................12
WHEN DO M&E TAKE PLACE?...................................................................................12
WHEN SHOULD M&E TAKE PLACE?.........................................................................12
WHAT DO M&E DO?......................................................................................................12
WHAT QUESTIONS ARE ANSWERED BY M&E?.....................................................13
WHAT ARE THE QUESTIONS THAT M&E CAN ANSWER?...................................13
HOW DO M&E HELP IMPLEMENTERS?....................................................................13
EXPLAINING M&E CORE METHODES/TOOLS:.......................................................13
HOW TO MONITOR?......................................................................................................16
USING M&E TOOLS/METHODES:...............................................................................17
DATA ENTERY AND ANALYSIS:................................................................................18
FEEDBACK MEETING:..................................................................................................18
REPORTING:....................................................................................................................18
REFERENCES:.................................................................................................................19

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INTRODUCTION

M&E are a set of controlling rules of the projects to support and assess goal and objectives.
Monitoring is different from Evaluation but they mutually control the projects and do their duties
side by side. Monitoring without Evaluation or via does not have complete meaning and the result
would be incomplete. Evaluation can not be done without monitoring.
Monitoring continuously focuses on project progress to measure inputs, process and outputs,
whereas Evaluation systematically focuses to measure outcomes to know what changes are
happening in the target group. Evaluation is usually implemented at the beginning, middle and
end of the projects but not continuously as Monitoring implemented.
Monitoring is done by the project staff, the supervisor, and mainly by the project manager firstly
and secondly by the donor(s). The project-level evaluation takes place by an internal evaluator or
external consultant hired by the project director. Monitoring does not have the right to stop the
project activities, if takes place exclusive of the project staff but gives feedback after analyzing
the data. Monitoring directly supports goal and objective of a project and does not think on
whither the goal and objectives are put right or wrong.
The first level of monitoring is done by project staff. Supervisors are responsible for monitoring
the staff and tasks under them, and the project manager is responsible for monitoring all aspects
of the project.
The second level of monitoring is done by donor(s). Through field visit and routine report from
the project manager, the donor monitors the progress and measures performance.
Monitoring can be carried out through field visits, review of service delivery and
commodities records, and management information system (MIS).

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To provide this manual the provider has tried to complete such a particular leading book by
which at least the confusing aspects of M&E get lighted and used very simply specially to those
who are newly pacing in this field and are confusing on the concept of M&E. M and E are not as
much difficult as people think but a bit confusing for being newly used in our country and might
many other developing countries. Still our people could not differ M&E from Inspection
elaborately.
In fact, there is lots of procedure to do a simple M&E.
The simple steps for being prepared for monitoring in total will be elaborated in this manual.

M&E TERMINOLOGY & ABBREVIATION

1. Monitoring
2. Evaluation
3. Input
4. Output
5. indicator
6. Activities
7. Work plan
8. M&E Plan
9. Finding
10. Quantitative Data
11. Qualitative Data
12. Feedback
13. M&E Core Methods
14. Checklist
15. Questionnaire
16. Key question
17. Data
18. Effectiveness
19. Efficiency
20. MIS
21. ADIME
22. Target
23. Target group
24. Stakeholder
25. Baseline

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 26. Survey
27. Intervention
28. Log frame
29. Goal
30. Objective
31. Outcome
32. Impact
33. supervision
34. Achievement
35. Analysis
36. Assumptions
37. Benchmark
38. Beneficiaries
39. Conclusion
40. Database
41. Focus Group
42. Logical Framework/log frame
43. Participatory Approach
44. Program
45. Project
46. Sustainability

MAIN THEMES OF M&E

1. M&E Compared
2. When do M&E take place?
3. When should M&E take place?
4. What are done by M&E?
5. What questions are answered by M&E?
6. What are the questions that M&E can answer?
7. How do M&E help implementers?
8. M&E Core Methods

MONITORING STEPS?

1. Preparation stage
2. Monitoring Planning Meeting
3. Developing M&E new Form/questionnaire if ……
4. Information for Monitoring Operations
5. Developing M&E Plan
6. Using M&E tools/Methods
7. Data entry & analysis
8. Feedback meeting
9. Reporting

M&E TERMINOLOGY

Monitoring (1A): A continuous management function that aims primarily at providing program
managers and key stakeholders with regular feedback and early indications of progress or lack

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thereof in the achievement of intended results. Monitoring tracks the actual performance against
what was planned or expected according to pre-determined standards. It generally involves
collecting and analyzing data on processes and results and recommending corrective measures.

Monitoring (1B):The process of regularly and routinely collecting and managing information on
the Project inputs, activities, outputs, and select indicators is called Monitoring and it is
continuous. A monitoring system should be in place before project start up. Monitoring activities
should be scheduled on the project work plan.

Monitoring (1C): Tracking basic information about the project interventions over life of the
project is called monitoring. Monitoring addresses on inputs (resources provided and/or
expended, activities (actions taken), outputs (things produced, accomplished)

Evaluation (2A): The process of collecting and analyzing information on the extent to which the
Project is having the desired effects and impacts is called evaluation.

Evaluation (2B): Assessing the Project impacts and effects is called evaluation. Goals and
Objectives (Outcomes, Effects, and Impacts): what the project wanted to achieve

Evaluation (2C): A time-bound exercise that attempts to assess systematically and

objectively the relevance, performance and success, or the lack thereof, of ongoing and
completed programs. Evaluation is undertaken to answer specific questions to guide
decision-makers and/or me managers, and to provide information on whether underlying
theories and assumptions used in me development were valid, what worked and what did
not work and why. Evaluation commonly aims to determine the relevance, validity of
design, efficiency, effectiveness, impact and sustainability of a me.

Input (3A): A means mobilized for the conduct of program or project activities, i.e., financial,
human and physical resources. A methodology that logically relates the main elements in and
project design and helps ensure that the intervention is likely to achieve measurable results. The
“log frame matrix” can be used to summarize and ensure consistency among outcomes, outputs,
activities and inputs, and to identify important risks or assumptions.

Input (3B): Resources used by an intervention are called input.

Input (3C): The financial, human, material, technological and information resource
provided by stakeholders (i.e. donors, implementers and beneficiaries) that are used to
implement a development intervention is called inputs.

Output (4A): Tangible products (including services) of a program or project that is necessary to
achieve the objectives if a program or project. Outputs relate to the completion (rather than the
conduct) of activities and are the type of results over which managers have a high degree of
influence. Example: agricultural extension services provided to rice farmers.

Output (4B): Products of project intervention including services are called output.

Output (4C): The products and services which result from the completion of activities
within a development intervention are called outputs.

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Indicator (5A): Signal that reveals progress (or lack thereof) towards objectives; means of
measuring what actually happens against what has been planned in terms of quantity, quality
and timeliness. An indicator is a quantitative or qualitative variable that provides a simple and
reliable basis for assessing achievement, change or performance.

Indicator (5B): An Indicator is a variable or measure of a criterion used to assist in determining

to what degree a goal or objective has been achieved, change has occurred, or an output or
activity target reached.

Indicator (5C): Indicators are the variables that are measured to determine the extent to which
the project interventions are producing the desired outcomes.

Indicator (5D): Indicators are the bridge linking project interventions and objectives.

Indicator (5E): Variables used to measure progress towards objectives.

Indicator (5F): A quantitative or qualitative measure of me performance that is used to

demonstrate change and which details the extent to which me results are being or have
been achieved. In order for indicators to be useful for monitoring and evaluating me
results, it is important to identify indicators that are direct, objective, practical and
adequate and to regularly update them.

Activity (6A): Actions carried out as part of an intervention or actions take place are called
activities.

Activity (6B): Actions taken or work performed through which inputs such as funds,
technical assistance and other types of resources are mobilized to produce specific
outputs.

Work plan (7): A work plan / action plan is a table which shows the relation between objectives,
activities, resource needed and total cost.

M&E Plan (8): M&E plan always show the relation between objectives, activities, indicators,
data source, method/tools, person responsible, and time frame. M&E plan should be included in
each project document and monitoring activities should be scheduled on annual
implementation/work plan.

1. 2. 3. 4. 5. 6. 7.
Objectives Activities Indicators Data Source Methods /Tools Person Res. Time Frame

Finding (9): A factual statement on a programmed based on empirical evidence gathered

through monitoring and evaluation activities.

Quantitative Data (10): Data which are measurable or quantifiable, such as length, weight, etc.
Numeric information including quantities, percentages, and statistics is called quantitative data.

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Quantitative data are measurable and tangible (to be touched or seen) and involves the counting
of people, behaviors, conditions, or other events.

Qualitative Data (11): Information that is difficult to measure, count, or express in numerical
terms. For example, opinions, feelings, experiences and attitudes are qualitative data. Data which
measure intangible (invisible, hard to define or explain) or objective data, such as peoples’
attitudes and opinions is called qualitative data. Data pertaining (relate) to observations that
cannot be measured and recorded in numbers.

Feedback (12): Feedback is a process within the framework of M&E by which information and
knowledge are disseminated and used to assess overall progress towards results or confirm
the achievement of results. Feedback may consist of findings, conclusions, recommendations
and lessons from experience. It can be used to improve performance and as a basis for
decision-making and the promotion of learning in an organization.

M&E Core Methods/Tools (13):

1. Sampling (random & non-random)

2. Questionnaires and Surveys
3. Stakeholder Analysis
4. Direct Measurement
5. Direct Observation
6. Semi-Structured Interviews
7. Case studies

Check List (14): A checklist is used as an aid to memory. It helps to ensure consistency and
completeness in carrying out a task.

Questionnaire (15): Questionnaires use a highly structured method of information/data

collection for both M&E in which targeted respondents are requested to “fill in the blanks”
on a form or to reveal specific information or opinions on narrow options. Their limited
nature and tight formulations make questionnaires valuable data-gathering tools. They also
are useful as a preliminary screening method to help determine which institutions or functions
should be examined in more depth, perhaps through interviews.

Key Question (16): The most important and basic question relevant to a specific issue.

Data (17): Specific quantitative and qualitative information or facts and data element is
.the detailed of given data in a piece of information

Effectiveness (18A): Doing “right” thing stands for effectiveness, i.e. setting right targets to
achieve an overall goal. Effectiveness means the capability of producing an effect.

Effectiveness (18B): A measure of the extent to which a me achieves its planned results
(outputs, outcomes and goals).

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Efficiency (19): Doing things in the most economical way stands for efficiency. Efficiency is the
quality of being able to do a task successfully and without wasting the time and energy.

Management Information System (MIS) (20A): Management Information System (MIS) is a

subset of the overall internal controls of a business covering the application of people,
documents, technologies, and procedures by management accountants to solving business
problems such as costing a product, service or a business-wide strategy.

Management Information System(MIS)(20B): A system, usually consisting of people,

procedures, processes and a data bank (often computerized) that routinely gathers
quantitative and qualitative information on pre-determined indicators to measure program
progress and impact. It also informs decision-making for effective program
implementation.

Assessment, Design, Implementation, Monitoring, and Evaluation (ADIME) (21): The

stating of project lifecycle stands for ADIME.

Target (22): The target is what the situation is expected to be at the end of a project or activity.

Target Group (23): The main beneficiaries of a program or project that are expected to gain
from the results of that or project; sectors of the population that a program or project aims to
reach in order to address their needs based on gender considerations and their socio-economic
characteristics.

Stakeholders (24A) People, groups or entities that have a role and interest in the objectives and
implementation of a program or project are called stakeholders.

Stakeholder (24B): Stakeholder can be a person, group, organization, or system that affects or
can be affected by an organization's actions.

Stakeholders (24C): People, groups or entities that have a role and interest in the aims and
implementation of a program. They include the community whose situation the program
seeks to change; field staff who implement activities; and program managers who oversee
implementation; donors and other decision-makers who influence or decide the course of
action related to the program; and supporters, critics and other persons who influence the
program environment (see target group and beneficiaries).

Baseline (25): The baseline is the situation before a program or activity begins; it is the starting
point for results monitoring.

Survey (26): Systematic collection of information from a defined population, usually by means
of interviews or questionnaires administered to a sample of units in the population is called
survey.

Intervention (27): An intervention is an attempt to change a situation by becoming involved in

it. For example, any kinds could be an intervention. An intervention during a discussion is an
interruption.

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Log frame Approach (28A): Log frame stands for 'Logical Framework', and is essentially a very
simple method of tying in goals and objectives into inputs, processes and outputs.

Logical Framework Approach (28B): A specific strategic planning methodology that is

used to prepare a program or development intervention. The methodology entails a
participatory process to clarify outcomes, outputs, activities and inputs, their causal
relationships, the indicators with which to gauge/measure progress towards results. It
offers a structured logical approach to setting priorities and building consensus around
intended results and activities of a program together with stakeholders.

Goal (29A): A goal or objective consists of a projected state of affairs which a person or a system
plans or intends to achieve or bring about — a personal or organizational desired end-point in
some sort of assumed development. Many people endeavor to reach goals within a finite time by
setting deadlines.

Goal (29B): Sustainable improvements in human conditions or well-being is called goal.

Goal (29C): The higher order objective to which a development intervention is intended
to contribute.

Objective (30A): Objective is a statement that is written in terms of specific measurable time-
based and verifiable outcomes that challenge the organization to be more responsive to the
environment to achieve the desired goals.

Objective (30B): Changes in behavior or improved quality of resources or services is called

objective.

Objective (30C): A generic term usually used to express an outcome or goal representing
the desired result that a program seeks to achieve.

Outcome (31A): Actual or intended change in development conditions that organization inter-
ventions are seeking to support. It describes a change in development conditions between the
completion of outputs and the achievement of impact. Examples: increased rice yield, increased
income for the farmers.

Outcome (31B): The intended or achieved short and medium-term effects of an

intervention’s outputs, usually requiring the collective effort of partners. Outcomes
represent changes in development conditions which occur between the completion of
outputs and the achievement of impact.

Impact (32A): The overall and long-term effect of an intervention is called impact. Impact is the
longer-term or ultimate result attributable to a development intervention—in contrast to output
and outcome, which reflect more immediate results from the intervention. The concept of impact
is close to “development effectiveness”. Examples: higher standard of living, increased food
security, increased earnings from exports, increased savings owing to a decrease in imports.
See “results”.

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Impact (32B): Positive and negative long term effects on identifiable population groups
produced by a development intervention, directly or indirectly, intended or unintended.
These effects can be economic, socio-cultural, institutional, environmental, technological
or of other types.

Supervision (33): Supervision is the act of supervising people, activities, or places to make sure
that things are done properly.

Achievement (34): A manifested performance determined by some type of assessment.

Analysis (35): The process of systematically applying statistical techniques and logic to
interpret, compare, categorize, and summarize data collected in order to draw
conclusions.

Assumptions (36): Hypotheses about conditions that are necessary to ensure that: (1)
planned activities will produce expected results.

Benchmark (37): Reference point or standard against which progress or achievements can
be assessed is called benchmark.

Beneficiary (38): Individuals, groups or entities whose situation is supposed to improve

(the target group), and others whose situation may improve as a result of the development
intervention.

Conclusion (39): A reasoned judgment based on a synthesis/mixture of empirical findings

or factual statements corresponding to a specific circumstance.

Database (40): An accumulation of information that has been systematically organized for
easy access and analysis is called Database. Databases are usually computerized.

Focus Group (41): A group of usually 7-10 people selected to engage in discussions
designed for the purpose of sharing insights and observations, obtaining perceptions or
opinions, suggesting ideas, or

Logical Framework/log frame (42): A dynamic planning and management tool that
summarizes the results of the logical framework approach process and communicates the
key features of a program design in a single matrix. It can provide the basis for
monitoring progress achieved and evaluating program results.

:Participatory Approach (43) A broad term for the involvement of primary and other
Stakeholders in an undertaking (e.g. program planning, design, implementation, M&E).

Program (44): A time-bound intervention similar to a project but which cuts across
sectors, themes or geographic areas, uses a multi-disciplinary approach, involves multiple
institutions, and may be supported by several different funding sources.

:Project (45) A time-bound intervention that consists of a set of planned and inter-related

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activities to achieve the defined outputs is called project.

Sustainability (46): Durability of me results after the termination of the technical

cooperation channeled through the program. Static sustainability – the continuous flow of
the same benefits, set in motion by the completed me, to the same target groups; dynamic
sustainability – the use or adaptation of results to a different context or changing
environment by the original target groups and/or other groups.
‫ا‬

DIFFERENCES BETWEEN M&E

Monitoring Evaluation
1. Shorter term Longer term
2. On-going Periodic
3. By project M&E team Wanted by central/donor agencies
4. Improve/inform management decisions Improving &accountability
5. Activities and outputs Effects and impact
6. By project staff and stakeholders Including outsiders
7. Interrelated indicators Some indicators over time
8. Lessons learned re-project implem. Lessons learned re-design strategies

WHEN DO M&E TAKE PLACE?

Monitoring:
Done on a routine, regularly scheduled basis (weekly, monthly, quarterly, yearly)

Evaluation:
Done according to singular, predefined events (baseline, midterm, final, post-final)

WHEN SHOULD M&E TAKE PLACE?

 M&E is a continuous process that occurs throughout the life of a.

 To be most effective, M&E should be planned at the design stage of a, with the time,
money, and personnel that will be required, calculated and allocated in advance.
 Evaluations are usually conducted at the end of s. However, they should be planned for at
the start because they rely on data collected throughout the, with baseline data being
especially important.

WHAT DO M&E DO?

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Monitoring Evaluation
1. Track assumptions Assess progress towards goals and objectives
2. Measure progress towards targets Efficiency and effectiveness
3. Personal/budget/scheduling decision Determine positive and negative impacts
4. Determine trends Develop lessons-learned for future projects
5. Adjust project activities

WHAT QUESTIONS ARE ANSWERED BY M&E?

Monitoring:
Determine whether or not the project has done what it proposed to do; i.e., has the project met its
contractual obligations to produce a given number of outputs? Is it within budget and on
schedule?

Evaluation:
Address whether or not the project has reached the desired Goal and Objective; i.e., what
difference has the project made in the lives of the beneficiaries?

WHAT ARE THE QUESTIONS THAT M&E CAN ANSWER?

1. Was the implementation as planned?

2. Did the target population benefit from the and at what cost?
3. Can improved outcomes be attributed to efforts?
4. Which activities were more effective and which less effective?

HOW DO M&E HELP IMPLEMENTERS?

1. Make informed decisions regarding operations and service delivery based on objective
evidence.
2. Ensure the most effective and efficient use of resources.
3. Objectively assess the extent to which the is having or has had the desired impact, in
what areas it is effective, and where corrections need to be considered.
4. Meet organizational reporting and other requirements, and convince donors that their
investments have been worthwhile or that alternative approaches should be considered.

EXPLAINING M&E CORE METHODES/TOOLS:

Sampling (1):

Sampling is the process of selecting a sub group (subset) to represent a larger population.
Sampling is used in evaluations to infer (suppose) results for the larger population. It is used for
being cheap and needs not much time comparing to survey all beneficiaries. The main issues of

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sampling method are sample size, representative ness, and selection of case. In this method the
sub group may or may not be the representative of the beneficiaries.

Selecting sample (1A):

Random sampling is a method of selecting sample in evaluation in which all cases (Beneficiary
households, Farmers, Skill labors, Etc) must have an equal chance of being selected in the
sample. Methods for randomly selecting cases can be simple or complex. For example, pulling
numbers out of a hat, generating random numbers in a computer, systematic (e.g., every 3 rd
household in a list), and random walk are used in this methods.

Sampling issues (1B):

Sample size depends on several factors like population size, desired precision and, desired
confidence level. There is an indirect relation between the population size and sample size, as the
population size increases the sample size decreases.

Sample size example:

Percentage of population that would choose a particular answer (Confidence Level=95%)

Population Confidence interval (%) Sample size Sample size percentage of population
100 10 49 49% (49*100/100)
1000 10 88 8.8%(88*100/1000)
10000 10 95 0.95%(95*100/10000)

Two stage sampling is often used (1C):

 In single-stage sampling select households randomly from a list of all project households.

 In two-stage sampling select the sample in two steps; select a limited number of project
areas then select respondents only from the selected areas.
 Once the minimum sample size has been determined, determine the number of areas and
the number of respondents from each selected area. Example: 500 respondents can be:
 10 villages, 50 respondents from each
 20villages, 25 respondents from each
 50villages, 10respondents from each

Sampling (1D):

1. Selecting households in the villages from a list of village households-1

2. Start with a list of the names of all project households in the village.
3. Number all of the households in the village (1, 2, 3, 4, N)

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 4. Write the numbers 1, 2, 3, 4, 5, 6, N or names of the households on separate pieces of
paper.
5. Put the numbered pieces of paper into a hat or bag

Sampling (1E):

1. Selecting households in the villages from a list of village households-2

2. Household list may not be available in advance; village leader can generate the list in
advance or on Team arrival.
3. Select households to survey in presence of village leader; village leader can pick
names/numbers from bag/hat. It will be called transparent/clearly random as well.
4. Village leader can group selected households by proximity (nearness).
5. Without looking, select 40 pieces of paper
6. 1.30 households
7. 2.10 spares (extra) in case people are not at home during the survey (or do not want to be
surveyed)
8. Survey (interview) households whose names or numbers on the list correspond to the
numbers on the pieces of paper drawn.

Sampling (1F):

1. Selecting households in the villages by the random walk method-3

2. Go to village center (market/meeting hall/mosque)
3. Spin (turn, rotate) a pen/pencil in the air and let it drop to the ground
4. Count and number the houses between your starting point in the village boundary along
the direction indicated by the dropped pen/pencil
5. Pick a random number between 1 and the number of houses to the boundary as
determined above
6. Start the survey at the house corresponding to selected house in the direction given by the
dropped pen/pencil
7. Go to the next nearest house. If two houses equally close, flip a coin to select one

Non-random sampling (1G):

In non-random sampling, specific cases as the respondents do not have en equal chance in
selection. There will be local leaders, key informants, gender, ethnic groups, and live (reside) in a
particular village as a member of a sample. Clustering is also a method of non-random sampling
very close or similar to the cases of randomly selection.

Questionnaire and surveys (2):

This method will collect a consistent (reliable, regular) set of data from a large group of people to
support statistical analysis of the results as well. In designing questionnaire pre-cod, closed
answer, calculation of all of the variables of interest, data entry into computer, general variables
for data desegregation, geography, ethnic groups and gender can be considered. The determined
approach will be applicable in designing questionnaire and usually it is like a complete format.
Continue until the necessary numbers of houses have been surveyed.

Stakeholder analysis (3):

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In this method all stakeholders involved in the M&E design and operation will be identified. The
purpose of stakeholder analysis & criteria (formal role in project, represent a key community or
group, donor, have a position that is key to project success….) for them will be determined as
well.

Direct measurement (4):

In this method some parameters {size of cropped area, water quality (bacteria count), and
anthropometric (malnutrition parameters) measurements} required to be directly, physically
measured. Different methods will be used to accomplish direct measurement.

Direct observation (5):

Most evaluation teams conduct some fieldwork, observing what's actually going on at assistance
activity sites. Often, this is done informally, without much thought to the quality of data
collection.

Semi-structured interviews (6):

By using this method, the information will be collected from an individual or a small group in
which open-ended question and discussion will be allowed. The interview will be more informal
and relaxed and qualitative than structured interview.

Case studies (7):

In this method the evaluator will be able to focus more on details (person, location, household,
and organization) of the documents to gain deeper insight into project outcomes and impacts
(how individual households deal with changes brought by project, understand beneficiary’s
experiences and in-depth understanding of context).

Conducting workshop (8):

Recently people are using to collect data by conducting workshop. In this method number of
people are invited in a gathering and addressed to present their ideas around specific issue. By
letting the people in the picture, the ideas will be gathered one by one as required.

Focus group (9): A group of usually 7-10 people selected to engage in discussions
designed for the purpose of sharing insights and observations, obtaining perceptions or
opinions, suggesting ideas, or

HOW TO MONITOR?

Preparation stage:

In this stage the person or team who is responsible to monitor the project will go through the
proposal, action plan, and reports (last M&E Report, Progress Project Report and so on) of the

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 ongoing project in depth to be aware of what the project is about. He/she/team in total will
address the activities, outputs, related indicators, and the implementing and presenting time of the
activities and services according to the action plan.
In this stage after going through the proposal and log frame the M&E responsible (individual/
team) will completely know the project and where the project is.

Monitoring planning meeting:

Conducting a meeting with the project staff specially the project Manager and M&E responsible
member/members is a must for sharing ideas on what data to be collected and what activities to
be done. Usually M&E take place according to M&E annual plan regarding the proposal in which
timeline of monitoring the activities and outputs are determined. But sometimes the project
manager or other top management of the organization could possibly request the M&E to monitor
the project at any time needs. In both cases the monitoring planning meeting will be conducted
for sharing ideas but in case of unplanned monitoring the monitoring team will collect the data
considering the needs of who has/have proposed the monitoring. In this meeting the departure
time for monitoring will be identified if field visit is needed.

Information format for monitoring operations:

THE FORMAT (AID FOR MEMORY)

CATEGORIES WHAT TO WHAT WHO WHO USES HOW TO USE WHAT
OF MONITOR RECORDS COLLECTS DATA INFORMATION DECISIONS
INFORMATION TO KEEP DATA CAN BE
MADE
1. WORK PLAN -Training of -Monthly/quarterly -Project Manager -Project manager -Ensure staff and other -Reschedule activities
activities work plan -Supervisors -Donor agency resources are available and deployment of
ACTIVITIES -Availability of -work schedules resources as needed
personal,
resources
2. COSTS AND -Budgeted -ledger of -Financial -Project Manager -Ensure funds are -Authorize
amounts, funds on expenditures by officer/accountant -Auditor available to execute expenditures
EXPENDITURES -Make budget and
hand and budget category -Donor agency activities
expenditures -Receipts -Ensure compliance project revisions
-Balance in -Bank transactions w/funding regulations -Determine need for
budget by -Report to donor -if fee for service, other funding sources
approved cost determine fee structure
categories
3. STAFF AND -knowledge, -Performance -Supervisors -Supervisors -Motivate staff and -Placement
attitudes and reviews -Personnel -Project Manager resolve employment -Training needs
SUPERVISION skills of staff -Job descriptions director -Personnel problems -Promotions
-Educational level -Resumes of staff -Trainers Director -Advise staff on career -Disciplinary action
of staff -Feedback from
-Salaries and training attended
benefits
-Job performance
4. -Stock -Stock registers -Logistics -Project Manager -Ensure availability of -Quantity to order
-Ordering and -Invoices manager -Donor agency commodities in stock -When to order
COMMODITIES -Field worker and distribution to field -Amount to keep in
shipment status
-Procurement reports -Ensure good condition reserve for emergency
regulations of commodities
5. RESULTS -No and type of -client cards/forms -CBD Workers -Field supervisor -Ensure objectives are -Revise objectives
services -Client registers -Clinic nurse -Project Manager realistic -Retrain staff
provided / -Field worker -Field supervisors -Donor agency -Assess quality of -Revise IEC strategy
commodities reports services provided -Revise project
dispensed -Assess strategy and approach
-Characteristics of
persons
served/educated

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USING M&E TOOLS/METHODES:

Regarding the characteristics of Data and the community culture one or more than one of the
following methods (Sampling, Questionnaire, Stakeholder Analysis, Direct management, Direct
Observation, Semi-Structured interviews, Case studies, conducting workshop, Focus group
interviews, Media response analysis, Press clipping report) are used in data collection.

DATA ENTERY AND ANALYSIS:

Usually M&E data analyzes by a database system called Management Information System (MIS)
if database is available. M&E Data after collecting from the ground will be entered in MIS
regularly when the project is in progress. M&E is a part of MIS and the M&E data will be
analyzed by this system at any time.
Data entry and using MIS is not a very difficult skill but analyzing any kinds of data will need its
relevant skill. Without receiving considered training of analyzing data and having the experiences
of data analysis, it would be impossible to have the exact result of data analysis.

FEEDBACK MEETING:

After any M&E activity there will be a feedback session with the project staff to shear the finding
especially weak points, strength points, and necessary recommendations to improve and manage
sound implementation. Each of the finding components will be shared and discussed with the
project Manager and staff of the project to let them be in picture in details. After feedback
meeting and acceptance of the finding monitoring report will be provided and send to the
concerned interested departments.

REPORTING:

There is no a specific format for M&E activities report but as donor wishes.
In fact, in any monitoring report the summary of the project and previous monitoring mentioning
are necessary. The monitoring findings will be a focus on the events that occurred during the
monitoring. In this report the monitoring will try to present the strength points, the weak points
and some necessary recommendation for smooth implementation. To add pictures in report from
different aspects of the project will strengthen the report and reflect more reality to readers.
Having a result paragraph at the end of the report would be very fruitful for the readers.

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REFERENCES:

 Trainings on monitoring and evaluation concept

 Training on project design and proposal writing
 Some information from internet (on line)
 The 7 years’ practical experiences of the editor
 Two days training on feedback session

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