SUMMARY ON MONITORING

• In summary, these are the following things you have to consider when
monitoring any project;
1. What is it that you are monitoring (How funds are utilized, how
project benefits are improving lives of beneficiaries or how useful is
the is the service to the users etc.)
2. Define your Units of analysis (for example, school district, community,
hospital, village, region , households or individual)
3. Explain your Sampling procedures (randomization, snowball,
purposive sampling

Topic 3: Monitoring 1
 SUMMARY ON MONITORING

4. State Data collection instruments to be used. (Questionnaire, checklist,

e-questionnaires or secondary data)
5. Frequency of data collection. Monthly, weekly, daily hourly
6. Expected methods of data analysis and interpretation. Depending on
the data decide whether time series analysis or panel analysis or linear
model analysis etc.
7. Understand to whom the information is needed: this helps you to use
either scientific reporting or lay-mans reporting
8. Follow-up on findings.

Topic 3: Monitoring 2
 PROJECT MONITORING AND CONTROL

• In every projects, Risks are inevitable because we are living in

an ever-changing environment.
• Project managers need to be alert on risk management.

• Problem solving is a process of generating alternative options

for solving a problem.

• Potential problems that can arise from a project are;

Topic 3: Monitoring 3
 PROJECT MONITORING AND CONTROL

a. Negative changes in project scope and content.

b. Negative change in project time and schedule
c. Negative change in project cash and cash flows

• If the change is in the scope and content then indicate the

reference of the change and present to the input to
stakeholders for approval.

Topic 3: Monitoring 4
TRADITIONAL M&E PARTICIPATORY M&E
Project staff and other “outsiders” administer Target group assesses the situation with “outsiders”
M&E while local people are respondents to in a facilitating role hence enhance common
(sometimes inquisitive) questions understanding and shared responsibility

M&E Skills remain with project staff or Self assessment skills are developed within the
“outsiders” target group creating ownership
Objectives, indicators, and means of verification Objectives are defined in close consultation
are dominantly defined by the project staff between the target group and the project

M& E data is analyzed by project staff Data is analyzed by the target group enhancing
transparency and accountability
Feedback is seldom provided; information stays Feedback to the target group is immediate and
with the project becomes the basis for self-induced reflections and
decision making
Judgmental: based on outsider values and Self-critical; based on widely accepted values and
perceptions perceptions
 INTRODUCTION TO EVALUATION
• Evaluation is the assessment of the extent to which the project
or activity has achieved its objectives at one point in time.

• Measuring changes in outcomes and evaluating the impact of

specific interventions on those outcomes.

• Evaluation is a selective exercise that attempts to

systematically and objectively assess progress towards and the
achievement of an outcome.
 WHY THE CONCERN?
• To evaluate and adjust strategies and activities

• To report on progress to interested parties, clients, taxpayers

and the general public

• To identify and share with others best practices and lessons

learned.

• To improve the programming of new interventions and

strategies
Topic 4:Evaluation 7
 RATIONALE FOR M&E

• Monitoring
– Holds implementers accountable for delivery of
inputs/outputs
– Provides basis for corrective action
– Provides assessment of continued relevance
• Evaluation
– Accountability - was money well spent?
– Learning - what could we do better next time?

Topic 4:Evaluation 8
 FOCUS OF M&E
• Monitoring
– Was delivery according to plan?
– What were the deviations?
• Were they justifiable? Evaluation
– Relevance
– Appropriateness
– Success
– Cost effectiveness
– Lessons learned
– Effectiveness
– Impact
– Sustainability
Topic 4:Evaluation 9
 Project Monitoring Versus Project
Evaluation
Feature Project Monitoring Project Evaluation
Nature The tracking of project progress The determination of project achievement against
against plans. expected results.
Purpose To track progress of project To determine relevance, effectiveness, efficiency,
delivery against scope, quality, impact and sustainability of project results.
time, budget and risks.

Timing From project start to finish At midterm, end-term & ex-post (after project
completion)
Process It is a continuous process It is a periodic process
Responsibility Internal project management Independent consultants with input from internal
project management and key stakeholders.

Link to Focus on project inputs, Focus on project results, purpose and lessons
Logframe activities, results, risks
 EVALUATION
• It assesses the progress made towards the achievement of
objectives of the project.
• It focuses on:
i. Relevance – whether the project continues to make sense in
meeting the needs of the target group or was the project
appropriate to the situation in the community (did we do the right
thing?)
ii. sustainability – whether the project benefits can be sustained after
the withdraw of external support (institutional. Financial,
technological, social-cultural, political, etc.
iii. Validity of the design – whether the design (implementation
arrangements) was logical and coherent
iv. Efficiency – project results VS Cost
v. Effectiveness – achievement of objectives, reaching the target group,
were the assumptions valid? redesign done and why?
vi. Impact – the effect of the project on its wider environment, the long
term social change at community level the project has contributed to.
vii. Alternative strategies – other possible ways to address the problem
viii. Unanticipated effects - did unexpected outcomes occur?
 TYPES OF EVALUATION
• Classified depending on
1. Timing
• Ex-ante ( to get baseline data)
• Mid-term
• Terminal
• Ex-post
2. Primary Responsibility
• Self evaluation
• Independent evaluation
– Internal evaluation
– External evaluation
 TYPES OF EVALUATION

3. Evaluation by nature
– Formative project evaluation
– Summative project evaluation

Topic 4:Evaluation 14
 Timing
1. Ex-ante evaluation
• Undertaken before implementation of a project
• Done to establish bench marks (baseline) against which the
achievements of a project can be measured
• Select variables that your project is addressing e.g.
nutritional status, income levels, literacy levels, access to
water and health facilities,
 BASELINE STUDY VS PILOT STUDY
Baseline study Pilot study

Is done after the decision to implement a Carried out to check if it is feasible or

project has been made worthwhile to undertake the project

To act as a benchmark for measuring or to verify the idea

project success or failure

Topic
16 4:Evaluation
 2. MID-TERM EVALUATION
• Undertaken in the middle of implementation of a project i.e.
once the teething problem are over and the project has
started to deliver to the target population.

• It is usually the first detailed examination of the project since

appraisal

• The timing is important because it gives feedback into the

implementation phase.
 2. MID-TERM EVALUATION

• Information from Management Information System and

primary sources is used for this.
 ITEMS FOR MID-TERM EVALUATION

• Organizational structure and management capabilities

• Progress in physical infrastructure construction
• Initial response by the target population

• Preliminary indicators about emerging outputs

• Changes that have occurred since appraisal that are
likely to affect performance in the remaining period of
implementation
 3. TERMINAL EVALUATION
• Takes place at the end of the implementation phase.

• Takes more time to investigate the effects and

impacts of the project

• It also looks at sustainability of the benefits – whether

the project has been sufficiently institutionalized, that its
activities and benefits will continue to flow after the
implementation phase
 4. EX-POST (IMPACT EVALUATION)
• Takes place several years after the project has phased out
• It is designed to record impacts that may take time to
mature
• E.g. free primary education
• It is also used to measure the sustainability of the project,
i.e. several years after the projects, are the beneficiaries still
interested in the activities of the project?
 EVALUATION BY NATURE
• Formative project evaluation draws interim conclusion and
lessons about both the extent of success or failure of the
project design and implementation with recommendations for
improving the project design and implementation.

• Summative project evaluation draws final conclusions and

lessons about the extent of success and failure of project
design and implementation with recommendations for
improving of design and implementation of future project.
Topic 4:Evaluation 22
 STEPS IN CONDUCTING EVALUATION
1. Decide on the type of evaluation and develop the terms of
reference
– Help to decide who will conduct the evaluation
– TOR
• Background – purpose and objectives of the project to be evaluated
• Objectives of the evaluation – major issues the evaluation will address
• Methodology
• Work-plan
• Outputs
 STEPS IN CONDUCTING EVALUATION

– Evaluation team; who will do the evaluation including the

expertise required and roles and responsibilities of the team
members
– Budget and logistics; details of cost and logistical support
that will be provided
– Use of information; extent of confidentiality and ownership
of the results/reports
2. Plan the evaluation
• Strategize in advance
– Data requirements and sources
– Develop data tools/instruments
– Recruit and train the people involved in the
evaluation
3. Collect and analyze data
– Both qualitative and quantitative data
• Questionnaire
• Focus group discussions and key informant interviews
• Direct observation
• Transect walk and reports
 STEPS IN CONDUCTING EVALUATION

4. Write a report
– a clear and concise report should be written.
– Should contain major findings, conclusion and
recommendations
 Step 5. Disseminate Results

• Distribute draft evaluation report to all stakeholders.

• Arrange a meeting to discuss the results and incorporate the
suggestions
 Summary of the evaluation process
Stage 1
i. Identify the need for the evaluation
– Determine the purpose of the evaluation
– Decide on the type
– Identify the team
– Review existing information
ii. Select evaluation methods
– Develop evaluation objectives, evaluation
methodology, schedule and work plan
– Formulate evaluation questions
 Summary of the evaluation process

iii. Develop data collection tools

– Develop the tools/instruments for data collection
• Physical measurements (height, weight, etc)
• Interviews (individual, key informants, group)
• Mailed questionnaires
• Use of secondary data (Reports, records, etc.)
• Photographs, observations
 Summary of the evaluation process

– Pre-test the collection tools

– Secure appointments with communities and filed staff
• Stage 2: Collect and analyze data
– Descriptive measures (proportions, frequencies, rate, ratios, mean,
mode, range)

• Stage 3: Write an evaluation report

 Summary of the evaluation process

• Stage 4: Disseminate the evaluation results

• Stage 5: Implement the evaluation recommendations

 Evaluation: Objectives and Indicators
• The objective of most evaluations is to see what progress the
project has made towards achieving its objectives

• However, there are many reasons why it is very difficult to

evaluate some project objectives

• The following are the reasons;

 DIFFICULTY IN EVALUATING PROJECTS

1. Objectives may have been stated in a general way when

implementation started.
e.g. “to relieve suffering” or “improve lifestyle of the people”
“improve the living standards”
At a later stage its difficult to develop indicators that can easily be
evaluated

2.Sometimes the objectives stated at the beginning may change

over time as they evolve in response to changing conditions
and clear understanding of the problems.
 DIFFICULTY IN EVALUATING PROJECTS

3. Besides official and clearly stated objectives, some projects

have also unofficial objectives that may be equally
important or even more important to many participants.
• If evaluation neglects to look at these, it may fail to indicate
where some effort of the program have been placed.
4. Wrong objectives stated when beginning the project resulting
in wrong indicators
– Objectives should be SMART