FUNDAMENTALS OF MONITORING

AND EVALUATION

Session-1
Monitoring & Evaluation Course (Part I)
15TH -17TH JULY 2020

MR. ISAAC KWESI EWEH

 OUTLINE OF THE SESSION
• SESSION OBJECTIVES/INTRODUCTION
• UNDERSTANDING MONITORING AND EVALUATION
• DIFFERENCE BETWEEN M&E
• IMPORTANCE OF M & E
• CORE VALUES OF M & E
• M & E STANDARDS AND PRINCIPLES
• M & E CHALLENGES
 OBJECTIVES OF THE SESSION
AT THE END OF THE SESSION, PARTICIPANTS WILL BE ABLE TO:

• EXPLAIN THE CONCEPT OF M&E

• RELATE M&E WITH THE OBJECTIVE OF THE PUBLIC SERVICES
• IDENTIFY DIFFERENCES BETWEEN MONITORING AND
EVALUATION
• STATE THE IMPORTANCE OF M&E
• IDENTIFY CORE PRINCIPLES AND STANDARDS OF M&E
• IDENTIFY HOW TO ADDRESS M&E CHALLENGES
 GROUND RULES
• WE ARE TO SHARE IDEAS AND
EXPERIENCES (No lecture)
• WHAT EVER YOU SAY IS A
VALUABLE CONTRIBUTION
• NO QUESTION IS IRRELEVANT
• NO ANSWER IS WRONG
• MOBILE PHONES ON SILENT
• LAPTOPS, NOTES/PADS CLOSED
 OBJECTIVES

1. Increase inclusive and equitable access to

and participation in education at all levels
2. Bridge the equity gap in access to health
care
3. Increase agriculture productivity
4. Ensure adequate, reliable and affordable
energy supply to meet the needs of
households and industries
5. Ensure public safety and security
TEAM WORK, PARTNERSHIP AND
COLLABORATION
 GHANA VRS URUGUAY
PROJECT

URUGUAY GHANA
DEMONSTRATION OF TEAM WORK
 INTEREST GROUPS IN THE GHANA VRS URUGUAY
GAME
INTEREST GROUP INTEREST, RESPONSIBILITIES
1.Playing body or the team Win the game and progress further
2.Referee Compliance with the rules of the game
3.Lines men Compliance with the rules of the game
4.Coach Selection of players to execute game
plan, technical direction etc
5.The FA Ensure efficient football administration
6.Sport Ministry initiate and execute policies, programmes and
projects to ensure the development and
promotion of Sports
7.Office of the President Ensure equal development of all sectors of the
(Government) national economy
8.FIFA (Organizers) Ensure constant improvement of global football
9.Supporters Union Provide entertainment during games
10.The Media Provide information on the game to the general
public
12.Sponsors Provide funds and logistics to support the game
 Breaking down
the “M” and the “E”
• MONITORING • EVALUATION
1. Looking 1. Appraisal
2. Observing 2. Assessment
3. Watching 3. Review
4. Tracking 4. Enquiry/ Inquiry
5. Checking 5. Interpretation
6. Policing /Patrolling 6. Comparison
7. Following 7. Introspection
8. Inspecting 8. Judgement
9. Supervising 9. Analysis
10.Overseeing 10.Probe
11.Invigilating 11.Investigation
12.Viewing 12.Study
 REQUIREMENTS FOR
M&E
1. Policies, Goals and Objectives
2. Plan, Programme or project
(ongoing or completed)
3. TIMEFRAME – it could be
seconds, minutes, hours, days,
months or years
 MAPPING M&E
1. SELECT A PROJECT
2. VIDEO
 What is MONITORING?
• The Development Assistance Committee (DAC) of the
Organization for Economic Cooperation and Development
(OECD) defines monitoring as a continuing function that
uses systematic collection of data on specified indicators to
provide management and the main stakeholders of an on-
going development intervention with indications of the
extend of progress and achievement of objectives and
progress in the use of allocated funds
 Systematic collection and analysis of information as a project or a
programme progresses
 Aimed at improving the efficiency and effectiveness of a project or
organization
 It is based on targets set and activities planned during the planning
phases of the intervention
 Keep work on track, and can let management know when things are
going wrong
 What is MONITORING?
 Establishing indicators of efficiency, effectiveness and impact;
 Setting up systems to collect information relating to indicators;
 Collecting, recording and analyzing information
 Using information to inform day-to-day management.
 Is an internal function in any project or organisation
 Types of Monitoring
• Financial Monitoring- Tracks revenue, disbursements and cash
flow to assess cost efficiency and the correct use of funds
• Diagnostic Monitoring: Examines methods used to implement the
intervention, identify problems that causes delays, affect quality or
make it difficult for the intervention to achieve its objectives and
provides solutions
• Compliance Monitoring: Assess the compliance of donor
regulations and expected results, grant and contract
requirements, local government regulations, laws and ethical
standards
• Beneficiary Monitoring: Tracks beneficiary perceptions of a
project or a programme. It include tracking beneficiary satisfaction
or complaints, their participation, treatment, access to resources
and their overall experience of change
• Performance Monitoring: Tracks the use of inputs, the progress of
activities and the delivery of outputs. Examples include
supervision, inspection, review of progress reports, administrative
records and audit reports
 Example of Financial Monitoring
FINANCE
What to monitor Information to be collected Sources of information Use of information
Budget and  Expenditure by project / programmes  Invoices and  Predict expenditure for budgeting
expenditure  Expenditure by budget head vouchers  Compare costs of different project
 Balance of budget remaining this year  Budget break down  Identify areas of excessive
 Regular recurring items of expenditure  Analysis of budget expenditure
, e.g., rent and expenditure, e.g.,  Identify any savings
 Previous year’s budget and using computer  Compares costs with project
expenditure spreadsheets achievements to assess cost –
 Rates of inflation  News papers effectiveness
 Exchange rates  Bank
Staff salaries  Salaries  Staff records  Ensure staff are paid according to
 Tax, insurance, etc.  Pay slips pay scale reflecting nature of job
 Final pay  * Salary records and length of service
 Other payments: e.g., health  Ensure other payments are made
allowance, staff loans according to correct procedures
 Ensure all staff know what
benefits they are entitled to
Cash flow analysis  When is cash needed for project?  Cash record system  To ensure sufficient but not
 Where will cash from? (might include excessive cash is available
loan repayments, community
contributions, etc.)
 What and when are cash outgoing?
(regular and irregular) supply
 Order quantities
 Steps to Conducting Monitoring
1. Prepare for monitoring
• Review existing information related to project or programme
• Identify the purpose and scope of the monitoring (e.g. check on-going
works and activities, goods and service delivered, immediate and
intermediate outcomes, etc.)
• Establish the time schedule for monitoring (e.g. the first Tuesday of
every month)
• Determine who must be involved in each monitoring exercise with due
consideration to age, gender, disability and other social factors
• Organize a meeting or workshop with stakeholders before field
monitoring
• Determine specific projects and expected results and/or components to
be monitored as well as cross-cutting themes and success factors to be
applied
• Assemble the necessary materials that will be used in the field (e.g.
cameras, rain coats, hats, flip chart with stand, markers, masking tape,
needed documents, etc.)
• Prepare a big chart on the wall or billboard to present the field findings -
pictures, data tables and graphs, etc.
 Steps to Conducting Monitoring
2) Construct or select and prioritize the indicators
3) Determine baselines and targets for each indicator
4) Determine which categories of staff will be responsible for the
collection of data on each indicator
5) Develop a timetable for frequency of monitoring
6) Develop or strengthen the M&E information system for data
capture, storage, analysis, retrieval and presentation
7) Develop other monitoring instruments, such as questionnaires
8) Conduct monitoring activities - field visits, supervision,
inspection, administrative records, rapid assessments, review of
audit or progress reports,
9) Analyze the monitoring data collected
10) Write monitoring reports
11) Make recommendations
12) Implement recommendations
13) Identify new indicators based on the recommendations
14) Modify the monitoring system if necessary
 WHAT IS EVALUATION?
• The Development Assistance Committee
(DAC) of the Organization for Economic
Cooperation and Development (OECD)
defines Evaluation as the systematic and
objective assessment of an on-going or
completed project, programme or policy,
its design, implementation and results in
relation to specified evaluation criteria.
Comparison of actual project impacts against
the agreed plans
 Classification of Evaluation
1. Purpose- Evaluation can be grouped according to
the main objective. Two types are observed under
this categorization: Formative and Summative
Evaluation
2. Timing of the Evaluation- there are four types of
evaluation if time is used to categorize them: Ex-
Ante Evaluation, Mid-Term Evaluation, Terminal or
Final Evaluation and Ex-post Evaluation
3. Technical Specification and Scope-these are
evaluations based on their technical specification
and scope
4. Who is Conducting the Evaluation- Two main
categorization is observed under this criteria:
Internal or Self evaluation and External Evaluation
Who Conducts the Evaluation

Internal and External

 Internal Evaluator
• Advantages • Disadvantages
1. Evaluator is very 1. Evaluation team may
familiar with the work, have a vested interest in
organizational culture , reaching positive
aims and objectives conclusions about the
2. Peoples’ willingness to work or organisation
speak to insiders than to 2. Team may not be
outsiders specifically skilled in
3. Easier acceptability of evaluation
findings and criticisms 3. Time Consuming
and cost less
 External Evaluator
• Advantages
1. High objectivity of
evaluator
2. High range of evaluation
skills and experience
3. Greater credibility of
findings, particularly
positive findings
• Disadvantages
1. Misunderstanding of
culture or even what the
work is trying to achieve
2. Those directly involved
may feel threatened by
outsiders and be less
likely to talk openly and
co-operate in the
process
3. More costly
 CRITERIA FOR SELECTING EXTERNAL
EVALUATOR
1. Understanding of development issues
2. Understanding of organisational issues
3. Experience in evaluating development projects programmes
or organizations
4. Track record with previous clients
5. Research skills
6. Commitment to quality
7. Commitment to deadlines
8. Objectivity, honesty and fairness
9. Logic and ability to operate systematically
10.High verbal and written communication skills
11.A style and approach that fits with the organisation
12.Values that are compatible with those of the organisation.
13.Reasonable rates (fees), measured against the going rates
 Steps to Conducting Evaluation
• Assess the need for an evaluation
• Review the policy, programme or project documents
• Define the purpose of the evaluation
• Identify and analyse the stakeholders
• Develop the evaluation questions
• Determine the type and scope of the evaluation
• Decide on the evaluation design and methods
• Prepare the evaluation work plan and budget
• Prepare a follow-up and utilization action plan
• Prepare the evaluation Terms of Reference (TOR)
• Recruit the evaluator i.e. an individual consultant, a team or firm
• Determine data requirements and sources
• Select data analysis methods
• Determining the reports to generate
• Formulate dissemination and communication strategy
 DIFFERENCE BETWEEN M&E
Criterion Monitoring Evaluation
Rationale Provides Basis for corrective action Provides Assessment of continued relevance

Focus  Was delivery according to plan?  Relevance

 What were the deviations?  Efficiency
 Were they justifiable?  Effectiveness
 Impact
 Sustainability
Timing  Ongoing during the Life span of the  Before, mid-point and at the end of the
intervention intervention
 Impact evaluation –some years after the
intervention.
Indicators  Often describes expected results  Often aggregates data, giving an overview
for individual cases of many cases.
Size of People  Many people involved  Limited number of people involved
Involved
Information  Routine systems, field observations,  Mostly surveys and studies
sources progress reports, rapid
assessments
Undertaken by  Internal Managers  Mostly by External evaluators
 IMPORTANCE OF M & E
• Identify problems and their causes
• Suggest possible solutions to problems
• Raise questions about assumptions and
strategy;
• Push for reflection on where to go, where
to start and how to get there
• Provide information and insight
• Encourage acting on information and
insight;
• Increase the likelihood for a positive
 M&E
CORE VALUES
Learn from
Experience

Improve BUILD Increase

Goods and PARTNERSHIP Transparency
Service AND OWNERSHIP and
Delivery Accountabily

More Informed
Policies and
Decisions
M & E STANDARDS AND PRINCIPLES

• Independent (There Should not be Restrictions on the Scope, Content and Recommendations of any Evaluation Report)

• Transparent (The Rationale for Evaluation should be Clear from the Onset)

• Ethical (The Evaluation must not Reflect Personal Interests. Evaluators must Respect the Rights of Institutions and Individuals)

• Impartial (The Evaluation Should be Free of Political and Other Biases)

• Timely (Evaluations must be Designed and Completed in Time)

• Relevance (The Evaluation Results must be Consistent with Beneficiaries’ Requirements)

30
 What is
M&E System it
?

An M&E system is the continuous

monitoring and periodic
assessments of the implementation
of a policy through projects or
programmes and the processes
that transform inputs into outputs,
outcomes and impacts
COMPONENTS OF AN M&E SYSTEM

Assessing
Needs and Data Collection
Conditions
Stakeholders Indicators, Matrix,
Analysis Calendar & Budget

Other Studies
& Evaluations
M&E PLANS AT ALL
LEVELS
M&E Plans Body Responsible

NDPC

MDAs

RPCUs

DPCUs

Project Managers
 Risks or challenges
of any M&E System

1. Limited financial resources

2. Limited M&E competencies and high
M&E staff attrition rate
3. The lack of or non-functional M&E
Information Systems
4. Inadequate field work
5. Weak reporting and/or unreliable results
6. Non-compliance with M&E requirements
(guidelines, formats, reporting timelines,
etc.)
7. Low demand for M&E Results
APPROACHES TO M&E

Session-2
Monitoring & Evaluation Course (Part I)
 OUTLINE
• Session objectives/Introduction

• Logic model/Result Chain

• Construction and Classification of Indicators

• Using the result chain or the logic model to tell

development stories

• Lessons learned

• Summary and Conclusion 36

 OBJECTIVES

By the end of the session, participants

will be able to;
• Explain the components of the Logic
Model
• Define or select and classify indicators
for their M&E activities

37
The Needs of the Community or country
DESIRED
RESULT (Better!)

LATER

Policy /
Programme

SITUATION

NOW
(Challenges)
 The Logic Model/Result Chain
Impact Long-term widespread
improvement
External
factors

Immediate to medium-
Outcomes term effects of the
outputs

Outputs Products, goods and

Services produced

Tasks undertaken to
Activities
Assumptions

transform inputs into

outputs

Inputs
Financial, Human and
Material
 What is LOGIC MODEL?
•A recommended method for program design
and development of M&E strategies
• A depiction of the processes and targeted
outcomes of the intervention
•It helps the organization to specify strategic
objectives, identify what resources are needed,
develop indicators to measure progress and
proposed results, and communicate the
interventions’ potential value.
40
 What is LOGIC MODEL?
• Defining the logic model of a development intervention
is the first step in M&E
• It can take a variety of forms, for example:
a result chain in the first row of Logical Frameworks
a diagram of objectives, flow charts or a result tree
a diagram of expected effects
a narrative description of outputs, outcomes and
impact

41
Components of the Logic Model
• NEEDS
• INPUTS
• ACTIVITIES
• PERFORMANCE INDICATORS
• EXPECTED OUTPUTS
• EXPECTED OUTCOMES,
• EXPECTED IMPACTS,
• ASSUMPTIONS
• EXTERNAL FACTORS

42
 Developing Indicators

Session- 4
Monitoring & Evaluation Course
(Part I)

43
 Outline of the Session
• Introduction of session
• Session’s Objectives
• concept of indicators
• Classification of indicators
• Steps involved in developing indicators
• Development of Monitoring Matrix
• Group Discussion

44
7/23/2020
 Session Objectives
At the end of the session, participants will be
able to:
• Explain the concept & essence of
indicators in the conduct of M & E
• Explain the criteria for developing
indicators
• Develop indicators for M&E

45
7/23/2020 Michael Marfo Ohene
The Needs of the Community or country
DESIRED
RESULT (Better!)

LATER

Policy /
Programme

SITUATION

NOW
(Challenges)
 INDICATORS

LATER

INDICATORS

NOW
 An Indicator

(a).It is a pre-determined signal that a

specific point in a process has been
reached or result achieved

(b). A variable that is used to assess the

achievement of results in relation to the
stated goals/objectives

48
 Classification of Indicators
• Financial, human, and material resources (Input
INPUTS indicators)

• Actions taken or work performed (Process Indicators)

ACTIVITIES

• Goods and services which result from action (Output

OUTPUTS Indicators)

• Access, awareness, understanding, skills, attitudes,

OUTCOMES behaviour change, etc. (Outcome Indicators)

• Poverty and mortality reduction, employment, food

IMPACTS
security, etc. (Impact Indicators)
 CLASSIFICATION OF INDICATORS
Classification based on the result chain or
logic model:
Input indicators
Pupil - teacher ratio, Doctor - patient ratio, Extension
officer - farmer ratio, Police – citizen ratio, quantum
of funds provided etc.
Output indicators
Number of school building constructed, Number of
borehole drilled, Number of farmers trained on
improved rice production methods, Proportion or
length of road constructed, Number of reported
cases of abuse etc.
 CLASSIFICATION OF INDICATORS
Classification based on the result chain or logic
model:
Outcome indicators
Total net revenue collected, Percentage change in
access to portable water from a borehole, Net
enrolment rate in primary education, change in the
sales of high quality rice by small scale farmers,
transition rate from primary to secondary education,
percentage change in the incidence of HIV/AIDS etc.
Impact Indicators
Infant mortality rate, maternal mortality ratio,
Percentage change in national GDP growth rate,
Change in poverty levels, etc.
 How to Construct Indicators
• Assembly all the stakeholders to define the indicators needed for
performance measurement and change
• Identify all the issues related to the intervention and define clear
objectives
• Construct or select the indicators that can measure the performance of
the intervention relative to its goal and objectives
• Classify the indicators as either input, process, output, outcome or
impact
• Establish the baseline data for each indicator
• Determine a realistic target for each indicator
• Construct proxy indicators if necessary
• Disaggregate the indicators where necessary
• Review the indicators periodically
• Determine the human and financial resources required for measuring
each indicator
• Agree on the appropriate frequency for collecting data on each indicator
• Collect data on each indicator
• Analyze and Use the results
 Criteria for Assessing Indicators
• SMART- Specific, Measureable, Attainable,
Realistic, Timely
• DOPA- Direct, Objective, Practical,
Adequate
• CREAM- Clear, Realistic, Economic,
Adequate, Monitorable
Criteria used to select indicators

Relevance Reliability Validity

Easy to Simple to
Availability
Measure Understand

Cost
Robust Time Bound
Effective

54
 Well-defined

• The indicator needs to have a clear,

unambiguous definition so that data will
be collected consistently, and be easy to
understand and use

55
 EXAMPLES OF INDICATOR DEFINITIONS
AGENDA FOR JOBS INDICATORS DEFINITION RESPONSIBI
LITY

1.Improve access to 1. Proportion of Share of the district Ghana

safe and reliable population with population with access to Water
water supply sustainable access basic drinking water Company,
services for all to basic drinking sources including Community
water sources boreholes, standpipes, Water and
protected dug wells etc. Sanitation
expressed as a Agency
percentage of total district
population

2. Enhance access to 2. Proportion of Share of population with

improved and population with access to basic sanitation
reliable access to improved services including
environmental sanitation services ventilated improved pit
sanitation services latrines, flush toilets to
sewer systems, septic
3. Promote efficient tanks or pit latrines,
and sustainable composting toilets etc.
wastewater expressed as a
management percentage of total district
 CORE DISTRICT INDICATORS
AGENDA FOR JOBS INDICATORS DEFINITION RESPONSIB
ILITY

1.Improve efficiency 1. Percentage of The total km of classified

and effectiveness of road network in road network in good Engineering
road transport good condition condition expressed as Department
infrastructure percentage of total road (District/Re
and services network gion)

2. Ensure 2. Percentage of The number of Electricity

availability of, communities communities in the Company of
clean, covered by district connected to the Ghana
Affordable and electricity national grid divided by
accessible total number of
energy communities in the
district expressed as a
percentage
 CORE DISTRICT INDICATORS
AGENDA FOR JOBS INDICATORS DEFINITION RESPONSIB
ILITY

1. Improve 1. Percentage of Total number of activities

decentralized Annual Action implemented divided by Department
planning Plan the total number of of Planning
implemented planned activities in a
given year expressed as
a percentage
2. Enhance public 2. Reported cases Total number of reported
safety of crime Ghana
cases of major crimes
Police
including rape, armed
Service
robbery, defilement, and
murder recorded by
Ghana Police in a given
year
3. Address 3. Number of Count of disaster
recurrent communities Ghana
incidents recorded at the
devastating affected by district including floods, Police
floods disaster Service/
bushfires etc.
NADMO
 CORE DISTRICT INDICATORS
AGENDA FOR JOBS INDICATORS DEFINITION RESPONSIB
ILITY

1. Ensure effective Total number of Count of recorded cases Ghana

child protection recorded cases of of child trafficking and Police
and family welfare child trafficking and child abuse cases in the Service
system abuse district

2. Ensure the rights .

and entitlements
of children

3. Enhance Number of births Count of births and Birth and

capacity for policy and deaths deaths registered at Death
formulation and registered registering institutions Registry
coordination (District and
Region)
 Crime rate, disaster occurrence and action plan
implementation
Region Proportion of Action Plan Number of communities Reported cases of crime
Implemented affected by disaster

2018 2019 2017 2018 2019 2017 2018 2019

Western 73.7
74.0 240 446 335 11,966 9,939 11,325
Western North 67.0
Volta 76.0
76.1 188 222 302 13,192 12,396 14,339
Oti 74.2
Central 83.2 82.5 203 270 167 17,057 17,493 17,370

Upper East 78.8 86.8 35 174 177 2,965 4,314 5,406

Upper West 79.4 79.2 128 363 207 2,514 2,451 2,755

Northern 86.34

North East 78.3 70.6 297 570 170 3,565 3,439 3,097

Savannah 73.0
Bono 78.8
Ahafo 74.8 53.4 237 262 217 10,129 11,242 10,428
Bono East 55.4
Ashanti 76.9 78.2 500 489 603 33,207 35,142 35,428
Greater Accra 78.9 87.9 37 240 202 91,527 100,941 106,427
Eastern 75.2 77.4 106 349 226 15,814 16,079 17,646
Average
Total Average 63.3 1,971 3,385 2,606 201,936 213,436 224,221
77.6
 Trend of crime incidence in regions, 2017-2019
120,000

100,000

80,000
Number

60,000

40,000

20,000

0
Western Volta Central Upper East Upper West Northern Brong Ahafo Ashanti Greater Accra Eastern
Region

2017 2018 2019

 Crime Statistics per Region
1200

1000

800
reported case of crime

600

400

200

0
Wester Central Greate Volta Eastern Ashanti Brong- Northe Upper Upper
n r Accra Ahafo rn East West
Murder 60 50 97 30 47 107 52 39 10 8
Defilement 151 226 722 180 153 232 122 57 24 22
Robery 13 59 244 50 55 63 42 37 14 7
Rape 82 234 1021 48 150 143 38 71 33 99
Region
Regional Trunk Road Surface Condition Mix 2018/2019

80

70

60

50
Percentage

40

30

20

10

0
Western Central Greater Volta Eastern Ashanti Brong Northern Upper East Upper
Accra Ahafo West
Regions

2019 2018
 Updates on Health and Sanitation Core Indicators 2019
Region Proportion of Institutional Institutional population with Proportion of Recorded
the population Maternal under five access to basic the cases of
with valid NHIS mortality ratio Malaria Case drinking water population child
Card (%) Fatality Rate sources with access trafficking
to improved and abuse
Rural Urban sanitation
Western 38 106.1/100,000 0.09 59.54 76.25 20.0 0.0
Western 33 34.9/100,000 0.07
North
Central 34 105.2/100,000 0.07 64.2 59.04 19.0 4
Greater 34 139.7/100,000 0.19 64.2 59.04 25.0 34
Accra
Volta 36 131.6/100,000 0.19 64.4 31.15 14.0 16
Oti 36 54.9/100,000 0.11
Eastern 41 139.1/100,000 0.11 56.45 30.74 30.0 4
Ashanti 38 155.8/100,000 0.05 58.25 64.28 23.0 4
Bono 62 70.3/100,000 0.17 66.11 19.34 20.0 7
Bono East 52 105.3/100,000 0.24
Ahafo 49 97.23/100,000 0.06
Northern 33 144.0/100,000 0.12 60.95 43.94 12.0 9
North East 46 59.9/100,000 0.15
Savannah 44 50.4/100,000 0.07
Upper East 57 79.2/100,000 0.01 65.89 23.04 8.0 0
Upper West 57 74.8/100,000 0.14 74.37 14.21 15.0 4
Total 40 117.5/100,000 0.1 62.06 61.29 21.0 82
 Regional distribution of Jobs created under GSFP
2018/19

1800

1600
1723
1400

1200

1151
1000
960
Number

934 992 966

800
863
653 681 638
600

400

200

0
Ashanti Brong Central Eastern Greater Northern Upper East Upper Volta Western
Ahafo Accra West
Regions
Monitoring and Evaluation
MATRIX

Session-6
Monitoring & Evaluation Course (Part I)

66
 SESSION’S OUTLINE
• Session objectives
• M & E matrix
• Components of M & E matrix
• Essence of M & E matrix
• Class exercise
• Lessons learned
• Summary and closing

67
 Session Objectives
At the end of the session, participants will be
able to:
• Explain the component of M&E Matrix
• Identify the essence of M&E Matrix
• Develop M&E Matrix for their field survey
based on the agreed common area

68
 ESSENCE OF M & E MATRIX
• Provides the linkage of every project and M & E to
the overall national policy plan

• Serves as basis for the use of inputs and

expectation of outputs, outcomes and impacts of
project/programmes

• Create clarity between situations before and after

project : shows indicator baselines, targets, data
sources, monitoring frequencies and responsibilities
69
 COMPONENTS OF M&E MATRIX
• Project/programme goal
• Policy link
• Project/programme objective
• Indicator type
input
output
outcome
impact
• Base line
70
COMPONENTS OF M & E MATRIX CONT.

• Targets

• Data Sources

• Monitoring frequency

• Responsibility

71
THE M&E MATRIX

72
 CLASS EXERCISE

• Participants to meet in groups and develop

a matrix related to their field work (20
minutes)
• Each group does a presentation and a
general discussion for 5 minutes each

• Total time :40 minutes

73
 LESSONS LEARNED

• State what lessons you learned in this

session

• State how will apply these lessons learned

in your fieldwork

74
 ARE WE ALL ON BOARD?

There is Room for Everyone!

THANK YOU FOR YOUR ATTENTION