MONITORING

&
EVALUATION
of
PROJECTS

03/26/25 GIRMA KEBEDE 1

 Reflection Exercise
1.What comes to your mind when you hear
the term M & E?

2. Have you ever attempted to undertake

M&E?

3.If yes what have you achieved or what

challenges have you faced?

4.What issues you need to be addressed &

questions to be answered for you in this
session (your expectations)?

03/26/25 GIRMA KEBEDE 2

 PURPOSE OF THE SESSION
 At the end of this
session participants will;

 get clear insight in the

conceptual definition,
objectives and use of M
& E;

 enhance their
knowledge and
technical capacity on
how to set-up system &
develop tools for M & E
of programs/projects

 acquire knowledge on
how to develop and
select indicators for M &
E;

03/26/25 GIRMA KEBEDE 3

 WHY M&E is Important During
Project/Program Implementation ?

 Whatever concentration is made on

project planning (financial, economic,
social, & technical feasibility studies),
projects inadequately managed during
implementation continue to fail or be
expensively delayed.

 Project Management is subject to many

influences which can hardly be foreseen
during the design (preparation) stage.

03/26/25 GIRMA KEBEDE 4

 WHY M&E …
 Project plans can never be assumed perfect
and corrective measures are expected
during the course of implementation.

Particularly
– project objectives …
– planning assumptions…
– implementation methods,
– the project context, etc.

must be continuously questioned on the

basis of project implementation experience
and changes observed (internal and
external.)

03/26/25 GIRMA KEBEDE 5

 WHY M&E …
Project management needs continuous flow of
information on these changes in order to be
able to mange properly the implementation.

 The best management instrument for

obtaining adequate flow of information is
establishment of M&E system.

 Hence, adequate attention should be paid to

design and use practicable M&E system to
ensure effective project implementation.

03/26/25 GIRMA KEBEDE 6

 CONCEPTUAL DEFIN. OF M&E

Monitoring is a continuous process of

gathering, analyzing and interpreting
of information on the daily use of
inputs and their conversion into
outputs in order to enable timely
adjustment or correction on the
development programme/project
when necessary. Hence it is a basic
part of implementation management.

03/26/25 GIRMA KEBEDE 7

 FUNCTIONS OF
MONITORING
a management tool that
contributes to effective and
efficient implementation

an internal project management

activity carried continuously
which help us:

03/26/25 GIRMA KEBEDE 8

 FUNCTIONS …
 to identify shortcomings before it is too late
 as to know why progress fell short of
planned/expectations,
 to identify constraints and pointing the way
toward measures to overcome them.
 to adjust specific objectives (targets)
depending on the situation
(opportunities/obstacles) and revise the work
plan accordingly.

Monitoring is an essential part of good

management practice, and, therefore, an
integral part of day-to-day management
i.e. it must be integrated within the
project management structure.
03/26/25 GIRMA KEBEDE 9
 Evaluation is a systematical and
periodical gathering, analyzing and
interpreting of information on the
operation as well as the effects and
impacts of a development
programme/project. It is an
assessment of;

 the overall performance and

 any impact resulted from the
program/project undertaken up to
the time it is done.

03/26/25 GIRMA KEBEDE 10

 Assess Project Assess Project Determine
Goals, Objectives Activities
& Strategies wheather
implementation is
according to
schedule
Mobilize Track
Stakeholders, Enhance Progress
Teamwork & Build
Shared Commitment

Assess Output
Plan and Results
Program/project
Improvement
Purpose of
M&E Assess as the
targeted
Practice Bench-
beneficiaries are
Marking
reached

Identify Lessons
for change and
Enhance Improvement
Accountability

Gather
information for
Forecast
early warning
Ensure Quality Performance
03/26/25 Management GIRMA KEBEDE 11
 MAJOR DIFFERENCE B/N M&E
MONITORING EVALUATION
To determine
 To determine the whether the
efficiency & objectives set
legitimacy of the were realistic,
application and use of given the
inputs as well as their capacities with
conversion into which & the
outputs circumstances in
which they had to
OBJECTIVES be fulfilled
To facilitate an To undertake
adjustment of activity review of things
plans, time schedules done i.e. to assess
or budgets (focuses the impact of the
on inputs, process, project activities
output and work plan) (focus on
effectiveness, and
relevance or
03/26/25 GIRMA KEBEDE impact) 12
 It takes place Carried out
during the periodically i.e.
execution of a before the
FREQUENCY/ programme/ implementation of
project activity the programme/
REFERENCE project/ and on
PERIOD mid or different
It is a continuous
periods while the
feed back and
planned activities
feed forward
are on progress,
system that
upon completion
remains in force
as well as after it
throughout the
become
programme/
operational
project
implementation
stage

03/26/25 GIRMA KEBEDE 13

  It is a tool for Results are
PRIMARY project primarily used by
USERS managers to use funding agencies
in judging and and other relevant
influencing the institution in future
progress of program/ projects
implementation. design

DATA  Primarily Primarily

GATHERED quantitative qualitative

03/26/25 GIRMA KEBEDE 14

 Common Features of
M&E
In many cases;

 both M&E use the same data

collection and analysis system

 most of the indicators for monitoring

may be included in the range of
information required for evaluation.

03/26/25 GIRMA KEBEDE 15

 Participatory M & E
 It is a process in which primary
and other stakeholders
collaborate and take an active
part in assessing & evaluating
the performance and
achievement of a development
intervention.

03/26/25 GIRMA KEBEDE 16

03/26/25 GIRMA KEBEDE 17
 Types of Monitoring

1. Process monitoring and

2. Impact monitoring.

or

1. Activity monitoring
2. Financial expenditure & physical progress
monitoring
3. Special diagnostic studies
4. Beneficiary participation & contact
monitoring

03/26/25 GIRMA KEBEDE 18

 Process Monitoring deals
with:
- the use of resources,
- the progress of activities,
- the way the activities are carried out,
- the outputs/results achieved and
- how critical assumptions are
addressed

It is a means for reviewing and

planning work on a regular basis (to
take timely corrective action).
03/26/25 GIRMA KEBEDE 19
 Impact monitoring
considers:
 Changes brought as a result of the
project/program intervention while
the project is still on progress
(economic, social, organizational,
technological, attitude, etc. or other
intended and unintended results over
a longer period).

 This is different from impact

evaluation or assessment

Formats for Monitoring.doc

03/26/25 GIRMA KEBEDE 20
 EVALUATION
What & When do we Evaluate?

What ?
 Among others we have to assess:
– relevance of the project
– effectiveness and efficiency
– attainment of intermediate results
– whether the most needy or targeted
groups/individuals are being reached by the
project
– sustainability factors
– if expected benefits and impacts have been
realized
– lessons learned for the future.

03/26/25 GIRMA KEBEDE 21

 When ?
In addition to the time which is determined
during project planning/design, evaluation
may be carried when:
– monitoring report indicates an unexpected result
which is positive or negative

– management requires additional information for

decision-making

– key questions to be resolved are identified during

monitoring process

– major changes occur in critical elements or key

assumptions

– the need to extract key lessons learned arises.

03/26/25 GIRMA KEBEDE 22

 Types of Evaluation
 can be seen in two ways i.e. in
periods of evaluation and by persons
involved in the evaluation process.

 Based on the Period

i. Ex-ante / start-up/ evaluation,

ii. On-going or mid-term /formative/
evaluation,
iii. Terminal /summative/ evaluation;
and
iv. Ex-post/impact evaluation.
03/26/25 GIRMA KEBEDE 23
 Ex-ante/start-up Evaluation:

 it is an evaluation carried out before the

start of implementation

 includes the initial gathering of data

required for project formulation

 can be looked as a “base line” study in

which the situation of the project area, the
target group and its environment is
described

 data & information gathered through this

evaluation helps for the project design and
also at a latter stage to compare the effects
and impacts of the
03/26/25
programme or project. 24
GIRMA KEBEDE
 On-going/mid-term/formative
Evaluation:

 It takes place while the implementation

of the planned project is on-progress or
in the mid of the project life

 It primarily focuses on project

performance and to see immediate and
intermediate results

 May help to analyze the relation

between outputs and effects/outcome
 …
03/26/25 GIRMA KEBEDE 25
 On-going (cont’d…)

 Unlike monitoring, it does not deal

with daily problems, but produces
periodical assessment

 It is an important evaluation tool for

project success since it would provide
an opportunity for corrections on
some mistakes observed on the
implementation process

 Help to modify the design and

implementation strategies.
03/26/25 GIRMA KEBEDE 26
 Major issues to be seen during
on- going evaluation include;
(not exhaustive list)
 organization structure and
management capacities of the project
 progress and problems in staff
recruitment and placement

 Efficiency in resource utilization

 procurement of necessary goods and
services from national and
international sources (in many
projects, procurement delays are a
major obstacle to effective
implementation)
03/26/25 GIRMA KEBEDE 27
  progress in establishing delivery
systems for supplying the
necessary project inputs and
services

 progress in output or physical work

(construction), including the quality
of work

 Progress in financial expenditure

 volume and quality of inputs and

services made available, etc.
 Note that at this stage evaluators
will not be able to assess the full
03/26/25
effects and impacts
GIRMA KEBEDE
of the project. 28
 Terminal Evaluation
Known as a project completion
report

 Conducted when the funding for the

project comes to an end or certain
phase of the project is completed.

 The distinguishing features of

terminal evaluation are;
• it takes longer time for review of the
initial outputs and effects
• it undertakes a careful examination of
implementation performance
• it assess the sustainability of the
benefits accruing to the target
03/26/25
area/group from the project
GIRMA KEBEDE 29
 Ex-post Evaluation

 Often called impact evaluation/

assessment
 Designed as in-depth study of the
impact of a project that has been
already executed or an intervention
(support) given for certain
development activities
 Carried some time after the
programme/project activity has
been terminated in order to
determine its impact on the target
group and the GIRMA
03/26/25 localKEBEDEarea. 30
 Based on Evaluating
Persons:
1. Internal Evaluation:

 Performed by persons who have a

direct role in the programme/project
implementation

 Can be done by the management team

or persons assigned from the
implementing agency

 On-going evaluation can be performed

by internal evaluators

03/26/25 GIRMA KEBEDE 31

 2. External Evaluation:

 It is carried by persons/institutions
from outside the
programme/project

 In most cases it is conducted by the

funding /sponsoring/ agencies with
formally designated persons
outside the project at fixed points
in time

 Terminal and ex-post evaluation is

often conducted by external
evaluators (in some cases also ex-
ante & on-going
03/26/25 GIRMAevaluation).
KEBEDE 32
 Discussion Question
(15 minutes)

 As we have seen from the discussion M

& E is strongly believed as an important
management tool for successful
program/project implementation. But
many organizations are weak both in
setting up the M & E system and/or
properly using its outputs. As a result
excessive delay, cost over run, poor
objective achievements are observed in
many development interventions? What
do you think are the major reasons for
this problem?

03/26/25 GIRMA KEBEDE 33

 World Vision Standard in
Evaluation Time & Coverage

 Time of Evaluation.doc

03/26/25 GIRMA KEBEDE 34

 SETTING-UP MONITORING AND
EVALUATION SYSTEM
 An effective implementation of projects requires
putting in place appropriate and efficient M&E
system. The system aims at gathering,
processing, reporting and utilizing information in
the;
– progress of activities,
– achievement of outputs, outcomes and impacts of
projects.

 Hence before we proceed to actual M&E activity

we need to design and set-up a system.

03/26/25 GIRMA KEBEDE 35

 Precise design for M&E information system
may differ from sector to sector and from
project to project depending on each project’s;
- objectives,
- nature and
- environment
 The system designed must ensure effective
vertical and horizontal information flows
between the different levels of organizations.
 The two commonly used approaches in the
M&E system design are;
1. The conventional or “blueprint” and
2. The process approach

03/26/25 GIRMA KEBEDE 36

Conventional or “Blueprint” approach

 Here the project planning and appraisal

team specify;
- the M&E system’s objectives,
- the required data,
- the studies to be undertaken,
- the organizational placement of the unit,
- the personnel and budgetary needs, and
- the formats used and the reporting
mechanisms and time.

03/26/25 GIRMA KEBEDE 37

The “process” approach

 Permits project managers, partners and M&E

staff to develop formats to collect and
analyze data on the subjects and problems
they view as important for project
implementation.

In many instances a monitoring information

system can incorporate both approaches. A
broad design for the M&E system can be
blueprinted at the design and appraisal stage
of a project, and through out the
implementation process the staff can exercise
considerable flexibility in responding to new
challenges and opportunities emerged.
03/26/25 GIRMA KEBEDE 38
 PREREQUISITES FOR A SUCCESSFUL
M & E SYSTEM
 Managers have to want the system & be
committed to its use
 Decisions on the data to be collected should
be based on the problems that will need to
be solved during implementation.
 Requirements for data collection have to be
adapted to realistic standards of accuracy,
timeliness & cost.
 The system has to be designed at an early
stage of project preparation & baseline data
collected well in advance.

03/26/25 GIRMA KEBEDE 39

 How to Set up Monitoring
System ?
Step 1. Define the Management
Structure

– Who is to be served by the monitoring

system

– What are their management

responsibilities

03/26/25 GIRMA KEBEDE 40

Step 2. Clarify the Objectives

– What results are going to be achieved,

– which activities are carried out & their
timing and
– What important external factors and the
assumptions are there.

Use the LFM to show the casual

relationships between different levels
of project objectives.

03/26/25 GIRMA KEBEDE 41

Step 3. Analyse the Process

–A good description of the

transformation processes (input 
activity  output  outcome 
impact) for rational design of the
management information flow.

– Based on this decide what is

important to know and, what can be
ignored.

03/26/25 GIRMA KEBEDE 42

Step 4. Formulation of Manager’s
Question for Information

– The difficulty of monitoring in many

organizations &/or projects is in deciding
what is essential and what is not in the
monitoring process.

– As a result most monitoring systems

collapse because they are
 to ambiguous,
 time taking and
 resource consuming both to collect and
analyse information for decision-making.

– It is the responsibility of the manager to

formulate as precise as possible what
he/she wants to know. In most cases it is
related to monitoring of:
03/26/25 GIRMA KEBEDE 43
 Inputs /action/……> (Finance, Equipment,
Materials, Human resources, etc.)

 Results (products, outputs/services)

 Reaction (level of project purpose, effects)

 Impacts (level of the overall objectives)

 Context (e.g. assumptions mentioned in the log

frame matrix)

(This will be discussed in detail in section

which deals with information required for
M&E)

03/26/25 GIRMA KEBEDE 44

Step 5. Determine the Indicators

 State exactly what will be measured

 Identify the exact measurement.

03/26/25 GIRMA KEBEDE 45

 How to Set up Evaluation System?
 Evaluation is carried to assess a
project/program implementation and
achievement periodically in a systematic
way. It focused usually on the:
– performance, (time, cost, quality standard)
– relevance, (response to the identified needs)
– effectiveness, (extent the project output &
purpose have been achieved)
– efficiency, (proper & optimal utilization of
resources)
– sustainability (how positive effects will
continue in the future) and
– impact (wider effects caused by the project)
depending on the type of evaluation carried.
03/26/25 GIRMA KEBEDE 46
 Steps in Evaluation
The process of evaluation may consists the
following steps:

Step 1. Decision to Evaluation

Step 2. Prepare Terms of Reference

(TOR)
 todetermine what is to be evaluated (objective
and scope)
 the approach to be followed
 the expertise required, and
 other functional or technical specifications

03/26/25 GIRMA KEBEDE 47

Step 3. Select and/or Contract
Evaluation Team

Step 4. Planning and Preparatory

Work by the Team

– prepare time table and detail activity plan

– determine the methods to be used for the
evaluation
– prepare the instruments

Step 5. Implement the Evaluation

– collect relevant data
– analyse the data
03/26/25 GIRMA KEBEDE 48
Step 6. Prepare Draft Report

– produce draft report

– distribute to all relevant parties
– organize a meeting in which the findings are
discussed
– collect recommendations
– incorporate into the report

Step 7. Finalize the Report and Submit

to the Concerned Body

03/26/25 GIRMA KEBEDE 49

Steps in Developing Evaluation Tools
 Review project objectives
 Convert project objectives into evaluation
objectives
 Identify and list down key factors
 Select indicators for key factors
 Determine the key factor that should be used
for developing the evaluation tools
 Utilize the key indicators in formulating key
questions
 Check the relevance of the key questions to
the information needs
 Pre-test evaluation tools, orient evaluators on
the tools and put the tools to use
03/26/25 GIRMA KEBEDE 50
 MAJOR INFORMATION
REQUIRED FOR M&E
1. Management/Administration Monitoring
Items to be Information to Sources of Use of
Monitored be Collected Information Information
Performance Staff/team Give staff support
1. Staff/ Achievement meetings and feed back
Personnel Absenteeism Records Training and staff

Issues Problems Staff reviews development

Supervision Improve
Expectations
Informal management
How staff work as practices
team meetings
Modify/clarify job
Whether Staffing Observation,
description, etc.
structure work, etc.
etc.
03/26/25 GIRMA KEBEDE 51
 Fuel Log book of fuel Decisions about
2.Vehicles
Consumption and mileage replacing old vehicles
& Mileage Record sheets of when they become
Machinerie Repairs repairs spare uneconomical to run
s New parts, parts fitted Compare different

capital & Records of makes of vehicles

running costs money spent on Check mechanic

Performance, each vehicle performance

Meetings with Identifying problems,
etc
drivers eg. Excessive fuel
Observation, etc consumption

When to Suppliers, Obtain best value

3. Supplies
obtain catalogues, supplies
supplies inventory Obtain supplies on
Cost from stocks, etc. Time
different Stock keeping Maintain adequate
suppliers record system, stock levels, etc
Stock levels etc.
Items about

to run out
03/26/25 GIRMA KEBEDE 52
 2. FINANCE
1.Project  Expenditure by Invoices & Predict

Budget & project vouchers expenditure for

Expenditure  Expenditure by Budget budgeting
budget head breakdown Compare costs of

 Balance of Analysis of different projects

budget budget and Identify areas of

remaining this expenditur excessive

year e, eg. Using expenditure,
 Regularly computer identify and
recurring items spread savings
of expenditure, sheets Compare costs

eg. Rent, with project

previous years achievements to
budget and assess cost-
expenditure effectiveness
 Rates of inflation

 Exchange rates,

etc

03/26/25 GIRMA KEBEDE 53

 Salaries Staff Ensure staff are
2.Staff
Salary Tax, insurance, records paid according to
etc. Pay slips pay scale reflecting
Annual Salary nature of job and
length of service
increments records
Ensure other
Final pay
payments are
Other
made according to
payments: eg. correct procedure
health, Ensure all staff
allowance, staff
know what benefits
bonus, etc.
they are entitled to
When is cash Cash record To ensure sufficient
3. Cash
Flow needed for the system but not excessive
project? cash is available
Analysis Where will cash

come from?
What and when

are cash out

goings?
03/26/25 GIRMA KEBEDE 54
3. Program/Project Physical Progress
Monitoring
1.Results  What has been o Regular records  Plan future work
of done? of activities  Identify project

Activiti  What has not o Supervision successes

es/ been done but reports  Identify

Project was planned? o Periodic reports opportunities to

Output  What Problems o Meetings, build on strength
s have been workshops with  Identify
encountered? staff, project problems and
 How the partners and weakness, plan
problems have people affected strategies
been addressed? by the program  Review priorities
 How the external o Staff reviews  Identify training
situation has o Newspaper, needs
changed? radio  Identify needs
 Any other o Informal for further
relevant discussions information or
information to o Observation research, review
work of the or evaluation
o Surveys
03/26/25 project GIRMA KEBEDE 55
2.Project What is From Plan and schedule
Inputs needed where suppliers, activities
it can be other Monitor costs and
found organizations, budget accordingly
When it is government,
needed and etc.
when it will
be available
Cost

3. Progress Progress Information Modify strategy

of Program towards about key and/or objectives if
According to achieving indicators necessary
objectives Observation Feedback
Objectives
Are Identify need for
objectives still evaluation
relevant? Identify need for

further information
or improvements in
monitoring system

03/26/25 GIRMA KEBEDE 56

4. The Way How are Indicators Show need to
the Program decisions made? which show change
is Are the people degree of management
who are participation style
Managed
/Style of supposed to be Meetings, Identify need to

involved really discussions change methods

Work/
involved? Observation to encourage
Do the more
partners /people participation
affected by the Identify problems

work/ program in relationship

staff feel a sense between
of ownership of partners/people
the Program? affected by the
program/staff
and address
them

03/26/25 GIRMA KEBEDE 57

5. Background Have there been Surveys On-going

Information on any significant Sources of collection of

Target political, information baseline data
economical, or about which can be
Population and
environmental politics, used to evaluate
Context developments progress
economics
affecting target Meetings Response to
population? changing
with other
Have there been situations rapid
agencies,
any government response to
developments officials emergencies
affecting the Observation Keep in touch
program? with relevant
How is the work by other
population agencies
changing in
terms of the
characteristics
the program is
hoping to
influence?
03/26/25 GIRMA KEBEDE 58
 HOW DO WE GATHER INFORMATION
FOR MONITORING?

1. Progress Reports

• Common in all projects

• Prepared at regular intervals

• Frequency vary according to status &

complexity of the project

• The report should be concise &

informative
03/26/25 GIRMA KEBEDE 59
2. Progress Review Meetings

• Review meeting would help to identify and

take timely action where and when problems
arise or prevent from occurring.

• Frequency of the meeting depends upon the

nature and time-scale of the project. But
should not be carried more frequently than
weekly.

• Minutes should carefully recorded and signed

• Do not allow discussions to be personalized in

such meetings.

03/26/25 GIRMA KEBEDE 60

3. Site Visits

 Important means of communication in the

monitoring & control of project physical
activities progress.

 Has to be done to have an in depth

impression in the performance of the
project.

 Has to be conducted in a participatory way

before progress review meeting is arranged.

 Time of visit depends on location and nature

of the project
03/26/25 GIRMA KEBEDE 61
 How to organize M&E Unit?
 To serve as a management tool,
monitoring system that fit the
management system should be
organized at each level of
management. The organizational
arrangement and staff size depends
on the project type.

 The staff of M & E unit can contribute,

among others, in the following
activities.
03/26/25 GIRMA KEBEDE 62
  Sort, summarize, and disseminate the
information flowing from the various
units and staff engaged in implementing
the project.
 Analyze the administrative files and
records pertaining to the project
implementation.
 Collect and analyze data from the
intended beneficiaries of the project to
supplement the available records and
reports.
 Identify problems being encountered by
the project and conduct diagnostic
studies bearing on these problems
 Maintain in a retrievable format
(document) the various data series
overtime as an aid to later evaluation
 Prepare reports GIRMA KEBEDE
03/26/25 63
 MAJOR PROBLEMS OF THE
M & E PROCESS
 Inadequate or lack of M&E unit and
staff both at the project level and
higher implementing body. In most
cases M & E system is not either
properly established or not
provided adequate attention and
resources where it exists.

 Poor accountability for failures and

inadequate reward for special
efforts made on the successful
project implementation.
03/26/25 GIRMA KEBEDE 64
  Limited training opportunity for M&E
personnel in projects or offices
where the unit exists.

 Limited information source on

project progress (poor
documentation). Even when
information is available it doesn't
answer the right questions.
Frequently where the system exists
it focus only on quantitative financial
aspects and physical implementation
of the program/project.

03/26/25 GIRMA KEBEDE 65

  Late arrival of information required
for monitoring.

 Too costly to collect information.

 Disregard of previous M&E findings

in the design of new projects.

 High mobility of project staff

disrupting continuity of M&E
functions.

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 INDICATORS
DEVELOPMENT &
SELECTION FOR
M&E

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What is an indicator ?
 Indicators are an objective measure of change
or results brought about by an activity or
an output from an activity.

 Indicators are designed to provide a

standard against which to measure, or
assess the progress of an activity against
stated targets, towards:
– delivering inputs (input indictors),
– attaining outputs (output indicator) and
– achieving objectives (effect and impact
indicators).

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 Indicators are signals which show;

 Whether we are on the right track &

direction,
 How far we have progressed
 How far we still have to go to reach our
destination/objectives and
 Problems encountered to reach the
intended targets,

 Indicators can be :
 Quantitative, measuring tangible effects, or
 Qualitative, dealing with judgments
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 Quantitative indicators are often
expressed in;

– A ratio (like teacher: student; hospital bed:

population, etc.)
– A percentage (part of the total)
– Actual number (10, 15, 40, etc.)
– A rate (say from 1000, 10000, etc.)

 Indicators are recommended to be

developed with project partners,
because it helps in;

– building consensus,
– drawing on each other experience and
– strengthening the collaboration of project
management staff, beneficiaries, donors,
cooperating agencies, etc.
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 Indicators can be used to measure
progress /change/ of all sorts within a
project, broadly relating to the process
and the result/impact of implementation.

Process indicators are those which

show whether the planned activities are
actually being carried out effectively.

Result/Impact indicators are used to

assess what progress is being made
towards reaching the project’s objectives
and what impact the work has had on the
different groups of people affected by the
work.

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 Project Objective: ‘Introduction of modern family
planning practices in area X’.
PROCESS INDICATORS RESULT INDICATORS
INPUT/ACTIVITY OUTPUT OUTCOME/ IMPACT
INDICATORS INDICATORS PURPOSE INDICATORS
INDICATORS
No. of training No. of people No. of families Rate of
1 delivered for trained how to using different decrease in
household heads on use modern birth control family size
how to use modern birth control practices
birth control practices. practices. Rate of
Amount of No. of women
2 contraceptives offered with
% growth of

women who
decrease in
morbidity &
distributed for child the service adopted the use of mortality rate of
bearing mothers contraceptives childerns &
No. of consultation/ No. of mothers
3 meetings/ held to advocacy No. of families Same as above
establish an advocacy groups benefited from Same as above
group on improved established improved family
family planning planning practices
practices introduced by the
03/26/25 advocacy groups
GIRMA KEBEDE 72
 Indicators essentially develop from
objectives. Thus it must be stated
clearly and unambiguously.

 Particularly goal and purpose

statements often tend to be
ambiguous. It frequently happens
that a project purpose is interpreted
to mean as many different things as
there are different people involved in
the project.
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For example, a statement of purpose
such as;
“change in sexual behaviour of youths
in high schools located in town X”
is liable to have different meanings for the
various people concerned with the project.
There might be different indications which
shows as behaviour in sexual practices had
indeed improved. Thus to avoid confusion
and ambiguity, we have to develop from the
outset a sharply set of indicators/s/ what
shows changed sexual behaviour practices
are.
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 Indicators Selection

 Choice of appropriate indicators is a task

that requires
- Experience and skill,
- through understanding of the information
needs of management at various levels,
- Knowledge of how best to obtain the data
for the indicators and
- the limits imposed by both costs &
techniques.

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 The development and selection of
indicators should be participatory as
far as possible.

 The list of indicators has to be

limited. Otherwise as the list grows
larger, so does the number of
inappropriate indicators, which can
doom an information system.

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 Steps in Selecting Indicators
 Step 1. Clearly state the result statement or end-of-
project status

 Step 2. Develop how this can be achieved in terms of

outputs and activities (inputs)

 Step 3. Develop a list of alternative indicators

 Step 4. Assess the alternative indicators against set

criteria such as cost, timeliness, validity,
specificity, etc.

 Step 5. Select only the most appropriate, which can

measure what is important about the project
objectives using the selection criteria

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 Criteria for Developing & Selecting
Effective Indicators
Result oriented: should focus at
measuring result expected from the
project

Direct: should always be direct as much as

possible. Proxy indicators could only
preferred when direct indicators are
not possible or difficult to use for
different reasons.

Objective: could be understood without different

interpretations.
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Unidimensional/Independent: output indicators
cannot be used to prove
achievement of purpose and
purpose indicators achievement of
goal.

Quantitative: (Whenever possible): However,

there are instances where
qualitative indicators could be
desired or even more useful.

Disaggregated:(Whenever possible) use

disaggregated indicators. Eg. By
sex, age, geographical location,
education level, etc.
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Simplicity/Unambiguous Definition: Simple and clearly
defined in the project’s context. For example, what
does a ‘user’ of a project-supplied services such as
condom distribution mean? Does it include all persons
who bought the condom, or those who sometimes use
it or only those who strictly uses during every sexual
intercourse?

Validity/consistency: The values of the indicators

should stay valid/constant as long as they are
collected in identical condition, no matter who does
the collecting.

Specificity: Should measure specific conditions that

the project aims to do & change.

Sensitivity: should be highly sensitive to changes in a

project situation.

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Cost-Effectiveness/Ease of Data Collection: Identify
and select indicators for which data, time and
resources (budget) is available.

Relevance/Reliable: Should be relevant to project

objectives and measure what is expected to
achieve.

Timeliness: Should be sensitive to the time it is done

and possible to collect the data reasonably
and quickly.

Targeted: Must be targeted in terms of:

- quantity……> (how much/many)
- quality ……..> (how good/well)
- time …………> (by when)
- target group….> (to whom)
- place …………..>(where)

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 Direct and Proxy Indicators

 Some times it is not possible to observe

and measure project results directly

 In such situations indirect or proxy

indicators have to be used (see the
example below).

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 Example: effectiveness of ‘behavioral change
communication in HIV/AIDS prevention’ projects
may best be measured directly by reduced death
rates related to the virus. But these are difficult
to determine over short period of the project life.

 What indicators do you suggest to be used in

such situation?

Proxy indicators, such as;

 Sales of condom say per month,
 Number of new anti-aids clubs established and
 Increase in number of people practicing voluntary
counseling and testing (VCT) may be used as
indicators.

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 Examples of Direct and Proxy Indicators

Project Direct Proxy

Objectives Indicators Indicators
Increased % change in % increase in no. of livestock
Household monthly/ (expressed in value terms
Income annual % increase in savings
household Improvement in physical state of
income the household (i.e. tin roof,
additional rooms, etc.)
Improved Reduced % increase in families using family
Health prevalence of planning methods
Status in diarrhea % increase in households using
Target Area diseases protected water source
‘Y’ Decrease % % increase in households with a
of children vegetable garden for home
who are consumption
under-weight % increase in deliveries attended
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by trained TBAs
 Discussion Question
 What do you think are the major
challenges in developing and
selecting indicators?

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 U
YO
K
N
A
T H

03/26/25 GIRMA KEBEDE 86

 Exercise on Indicators Development
To understand the distinctions between activity (input), output, effect and impact
indicators, let us consider a project which is devised to raise awareness on the
impact of child prostitution and sexual abuse through advocacy activity in 15 high
schools in Addis Ababa. The main objective of the project is to increase knowledge
and raise awareness among students and school community members to prevent
and control the spread of STDs (including HIV/AIDS) and reduce school dropouts
among female students due to the above problem.

The main activities of the project included, among others,

 Select and train school promoters
 Prepare and produce posters, pamphlets and videos
 Arrange schedule for each targeted schools
 Provide education at each selected school

Question
What do you think are the indicators for activities, outputs, outcome /objective/ and
impact this Project?

Procedures to be followed;
 Try to clearly state the goal and objective/s/
 Identify the outputs expected in order to achieve the objective/s/
 List the major activities to be accomplished to achieve the expected outputs
 Develop indicators for each of them
 Develop a logical framework matrix, which can be used for M & E of the project.

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