MONITORING, EVALUATION,

ACCOUNTABILITY AND
LEARNING (MEAL DPRO)
PRESENTED TO TAKAFUL ORGANIZATION: MANAGEMENT BOARD

& EXECUTIVE OFFICE

KHALED MOKHTAR
ACCOUNTABILITY
Accountability:
A commitment to balance and respond to the needs of all stakeholders (including project
participants, donors, partners and the organization itself) in the activities of the project .

Donor Beneficiaries
Organization
PHASE 1:

Designing Logic Models

 LOGIC MODELS:

• Logic model:
A systematic, visual way to present a summarized understanding of a
project and how it works.
Types of logic models:
1- Theory of Change (ToC),
2- Results Framework (RF),
3- Logical Framework (Logframe).
LOGIC MODELS:

• A logic model provides an overview that addresses questions like:

● What is your desired impact?
● How do you believe change will take place?
● What assumptions need to hold true for the change to occur?
● How will you measure and track progress?
LOGIC MODELS:

• Who use logic models

Project proposal writers, Project managers, Business development
staff, Project teams and MEAL team.
MEAL team: Use logic models as principle input of the design of
MEAL systems.
Each logic model (ToC, RF, Logframe) draws and builds on the
information found in the previous tools.
THE THEORY OF CHANGE (TOC),

• A comprehensive and visual description of how and why a desired change

is expected to happen.
• It defines the long-term goal, then maps the building blocks or
preconditions.
• Based on a wide-reaching, comprehensive analysis of needs, assets,
opportunities and the operating environment. Also it essential to include
local community strengthens and weaknesses.
• ToCs are stronger when they are evidence-based and deliberately informed
by and aligned with research, theory, practice and experience.
COMPONENTS OF A THEORY OF CHANGE

• Long-term change: is the desired lasting impact that the intervention aims
to support (in red circle)
• Domains of changes: are the broad strategic areas of intervention that most
directly contribute to achieving the long-term goal of the ToC.(Green circle)
• Preconditions: are the building blocks of the ToC. They are the
requirements that must exist for the long-term change to take place.(Orange
circle)
COMPONENTS OF A THEORY OF CHANGE

• Pathways of change: identify the connections between preconditions,

how they relate to each other and in what order. Most initiatives have
multiple pathways that contribute to the long-term goal.
• Assumptions: are the conditions or resources outside the direct
control of project management, but that nevertheless must be met for
progress to be made toward the eventual achievement of the long-
term goal.
ASSUMPTIONS

it will be important to develop a plan to gather the evidence

that will confirm whether assumptions will hold true.
1- If evidence indicates that the assumption will almost certainly hold true, then
you probably don’t need to include it in the ToC.
2- If evidence indicates that the assumption is likely to hold true, but there is some
risk, then include it in the ToC and commit to monitoring its status.
3- If evidence indicates that your assumption will NOT hold true, you will need to
redesign this part of the project. Note: If there are no options to redesign the
project, then your project may not be viable.
CRITICAL THINKING ANGLE

• TOC is not a static document. Revisit and test your logic models
throughout the life of the project to ensure they are accurate.
• Two common issues with Logic models :
Blind spots are unintentional omissions in thinking or errors that
happen because of habit, or overconfidence (models represent how
you think.)
Prevailing myths include misguided assumptions like “access equals
use,” “knowledge equals action,” and “activities equal outcomes.”
RESULTS FRAMEWORK (RF)

• Results framework:
A logic model that organizes the results of a project into a series of if–
then relationships. The statements in the RF articulate the project’s
hierarchy of objectives, describing the causal (or vertical) logic of the
project.
The RF is different: it only includes interventions that are the direct
responsibility of the project team.
Level Description

Goal The goal describes the longer-term, . Goal statements are

usually aspirational, focusing on states of sustainability,
livelihood, well-being, etc.
Strategic The SOs express the central purpose of the project. They
objectives (SOs) describe the significant
benefits that are anticipated by the end of the project. In most
cases, the SOs address the immediate causes of the core
problem.

Intermediate The IRs express the expected change(s) in behaviors, systems,

results (IRs) policies or institutions as a result of project outputs and
activities.
For example: Project participants adopting new behaviors or
skills promoted by the
project.

Outputs Outputs are the deliverables resulting from project activities.

They include products,
goods, services, knowledge, skills and attitudes. (e.g., people
trained with increased knowledge and skills; quality roads
built). There may be more than one output
for each IR.
LOGICAL FRAMEWORK (LOG-FRAME)

• Log frame
A logic model that describes the key features of the project
(objectives, indicators, measurement methods and assumptions) and
highlights the logical linkages between them. With the inclusion of
these additional items, the Logframe provides the basis for later
developing the MEAL plan.
Log frame template
Log frame template

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 LOGICAL FRAMEWORK (LOG-FRAME)

• Indicators are measures used to track progress, reflect change or assess project
performance.
• Measurement methods identify how the project will gather the data to track the
progress of the indicators.
• Assumptions: as before.
Activities: describe the work that will be conducted to deliver the project outputs.