1. MODULE TWO
HIV/TB M&E FRAMEWORK & ITS
IMPLEMENTATION
1

2. Outline of the Module
I • WFP HIV/TB Corporate and Project Specific outcomes and indicators
II • M&E in Global and National contexts
III • Designing a project Logframe
IV • Designing an M&E Plan
V • Designing data collection tools and set a data collection system
VI • Data analysis for HIV and TB programming
VII • Reporting on HIV & TB programming
VIII • Module test
2

3. WFP HIV AND TB CORPORATE AND
PROJECT SPECIFIC OUTCOMES AND
INDICATORS
3

4. General Introduction to M&E
Result Based Management
Results Chain: Casual sequence for an operation to achieve desired objectives
INPUTS ACTIVITIES RESULTS
OUTPUTS OUTCOMES IMPACT
Raw materials Action taken or worked
needed to bring performed through
about the results which inputs are
being sought mobilised to produce
specific outputs
E.g. Nutritional
E.g. EMOP E.g. People fed status
maintained/
Government
improved
Equipment SO
Food E.g. Reduced
Cash Number of
Hungry people
Skills and PRRO
Experience
Technology
Services DEV E.g. People
E.g. Livelihood
fed; assets improved
gained
4

5. Definition of key terms
M&E Terminology
Routine tracking of data on inputs, outputs, process and outcomes within relief,
Monitoring recovery, development operations
Process of using data to ascertain the effectiveness, impact, efficiency, relevance
Evaluation and sustainability of an on-going or completed operation
Long-term developmental gains which an intervention is expected to help achieve.
Objectives WFP’s intervention is a necessary but not a sufficient means for reaching the
objective, and often forms part of a government's overall development strategy
The positive and negative intended or unintended long-term results produced by
Impact an operation, either directly or indirectly
Medium-term results achieved by an operation. They should be defined in a way
Outcome that allow verification of achievement, since they form the basis for evaluating the
success or failure of the intervention
Quantitative and qualitative factor or variable that provides a simple and reliable
Indicator means to measure achievement or to reflect changes connected with an operation
5

6. Definition of key terms
WFP Specific M&E Concepts and Terms
M&E strategy in WFP is designed in conjunction with the general project design. It
is composed principally of Logframe, M&E Plan and Reporting flow and formats
Corporate Outcomes on which is mandatory to report on within a particular context and thus
Outcome according to Programme Category and Programmes operated
Additional and Optional outcomes that might be selected on top of the corporate
Project Specific outcome. They should be chosen according to the project’s objectives as well as the
Outcome capacity to collect and analyse data within a particular context
Corporate The most robust Indicators found in the SRF aligned with the corporate outcomes and
Outcome outputs to be achieved under specific Strategic Objectives
Indicator
Project Specific Indicators aligned with the project specific outcomes that can built up a body of
Outcome additional data that provide a more accurate and in-depth performance measurement
Indicators and develop a better understanding of the range of factors influencing the outcomes
6

7. Overview in HIV and TB
Corporate Outcome and Indicators
Programme Strategic Corporate Corporate
Category Objectives Outcomes Indicators
EMERGENCY
C&T-Maintained access to services
EMOP • Default rate
PRRO (relief) SO1
• Nutritional recovery
C&T-Improved nutritional recovery
RECOVERY & RELIEF SO3, rate
PRRO sometimes M&SN-Adequate food consumption of
• HH Food Consumption
HIV/TB HHs
SO1 Score (FCS)
• ART adherence rate
C&T-Improved ART adherence
DEVELOPMENT • TB treatment success
and/or Improved TB treatment success
rate
CP/DEV SO4 + Improved nutritional recovery • Nutritional recovery
M&SN-Adequate food consumption of rate
HIV/TB HHs • HH FCS
7

8. Overview in HIV and TB
Corporate vs. Project Specific Outcome and Indicators
Project Project
Corporate
Specific Specific
Outcome Outcomes Indicators
EMOP/PRRO • Improved nutritional recovery • Nutritional recovery rate
C&T-Maintained access to
SO1 • Improved adherence • Adherence rate
services
• Increased TB treat. success • TB treat. success
C&T-Improved nutritional • Reduced default rate
recovery • Improved adherence • Default rate
PRRO
• Increased TB treat. success • Adherence rate
SO3, SO1 M&SN-Adequate food • TB treat. success rate
consumption of HIV/TB HH • Increased access to education,
human capital develop. of OVC • OVC attendance rate
CP/DEV- C&T-Improved ART adherence
SO4 and/or Improved TB treatment • Reduced default rate • Default rate
success • Improved adherence to TB treat. • TB treat. adherence rate
+ Improved nutritional recovery • Increased access to education, • OVC attendance rate
human capital develop. of OVC
M&SN-Adequate food
consumption of HIV/TB HH 8

9. Emergency Settings
Corporate and Project Specific Outcome and Indicators
EMERGENCY settings: Essential services for PLHIV or TB clients may be disrupted
and/or increased barriers to access
SO1: Save lives and protect livelihoods in an emergency
Programme category: EMOP and PRRO (relief)
Care and Treatment
Corporate Corporate
Project Specific Project Specific
Outcomes Indicators Outcomes Indicators
Maintained access to Default rate Improved ART and/or
ART and/or TB
services for ART, TB Percentage of clients TB treatment
nutritional recovery rate
treatment, or PMTCT defaulting from ART, TB, nutritional recovery
or PMTCT programme
during reporting time Improved adherence to ART and/or TB treatment
ART and/or TB treatment adherence rate
Increased success to TB
Default occurs when the clients has missed treatment
Term TB treatment success rate
the second consecutive scheduled medical visit
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10. Relief and Recovery Settings-C&T
Corporate and Project Specific Outcome and Indicators
Relief and Recovery settings: characterized by prolonged conflict or protracted impact of shock
where PLHIV or people infected with TB may be vulnerable to malnutrition or food security
SO3: Restore and rebuild lives and livelihoods in post-conflict, post disaster, or transition situations
Programme Category: PRRO
Care and Treatment
Corporate Corporate Project Project
Specific Specific
Outcomes Indicators Outcomes Indicators
Improved ART Nutritional recovery rate
and/or TB Reduced ART, PMTCT or ART, PMTCT or TB default
rate
nutritional % of ART or TB clients found to be TB treatment default rate
malnourished at initiation of food
recovery support who are considered to
have recovered from malnutrition Improved adherence to ART, PMTCT or TB
upon completion of food support ART and/or TB treatment treatment adherence rate
Malnutrition is determined using Increased success to TB TB treatment success rate
anthropometric measures that vary treatment
Term depending on age, gender, and other
factors 10

11. Relief and Recovery Settings-M&SN
Corporate and Project Specific Outcome and Indicators
Relief and Recovery settings: characterized by prolonged conflict or protracted impact of shock
where PLHIV or people infected with TB may be vulnerable to malnutrition or food security
SO3: Restore and rebuild lives and livelihoods in post-conflict, post disaster, or transition situations
Programme Category: PRRO
Mitigation and Safety Nets
Corporate Corporate Project Project
Specific Specific
Outcomes Indicators Outcomes Indicators
Adequate food HH Food Consumption Increased access to
Score education and human OVC Attendance rate
consumption of HIV-
capital develop. of OVC
or TB- affected HHs Composite score based on dietary
diversity, food frequency, and ART, PMTCT or TB
Improved adherence to
relative nutritional importance of treatment adherence
ART and/or TB treatment
different food groups rate
While improving HHs food security (measured Increased success to TB TB treatment success rate
with FCS) is the primary objective of M&SN treatment
Term activities, there are parallel individual outcome
indicators that can be measured 11

12. Development Settings-C&T
Corporate and Project Specific Outcome and Indicators
Development settings: characterized by an enabling environment for design and support
sustainable longer-term goals solution, as treatment success (TB) and ART adherence.
SO4: Reduce chronic hunger and undernutrition
Programme Category: CP or DEV
Care and Treatment
Corporate Corporate Project Specific Project Specific
Outcomes Indicators Outcomes Indicators
Improved adherence ART adherence rate
% of ART clients achieving >95%
to ART and/or adherence to medication during
Improved success of the course of previous month Reduced ART, PMTCT or ART, PMTCT or TB default
TB treatment TB treatment default rate rate
TB treatment success rate
85% of TB cases receiving WFP
+ support registered under DOTS in
Improve nutritional given year that have successfully Improved adherence to ART, PMTCT or TB
recovery completed treatment TB treatment treatment adherence rate
Nutritional recovery rate
Term Adherence refer to how closely the ART client follows the prescribed treatment regimen
TB Success: % of new smear-positive TB cases under DOTS in a given year that successfully completed treatment (with and 12
Term without bacteriological evidence)

13. Development Settings-M&SN
Corporate and Project Specific Outcome and Indicators
Development settings: characterized by an enabling environment for design and support
sustainable longer-term goals solution, as treatment success (TB) and ART adherence
SO4: Reduce chronic hunger and undernutrition
Programme Category: CP or DEV
Mitigation and Safety Nets
Corporate Corporate Project Project
Specific Specific
Outcomes Indicators Outcomes Indicators
Adequate food HH Food Consumption Increased access to
Score education and human OVC Attendance rate
consumption of HIV-
capital develop. of OVC
or TB- affected HHs Composite score based on dietary
diversity, food frequency, and Improved adherence to ART, PMTCT or TB
relative nutritional importance of ART and/or TB treatment treatment adherence
different food groups rate
Increased success to TB TB treatment success rate
FCS measures the frequency with which
treatment
Term different food groups are consumed by a
HH during seven days before the survey
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14. M&E IN GLOBAL & NATIONAL CONTEXTS
HOW TO BE HARMONIZED WITH BOTH NATIONAL
AND GLOBAL EXISTING M&E FRAMEWORKS
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15. Global and National M&E Context
Challenges and Key Considerations
HIV indicators are not globally harmonised because different stakeholders have
different information needs and priorities as well as different mandates
GLOBAL
Due to different indicators, it is not consistently possible to compare progress and
CONTEXT
results across countries or programmes, or aggregate results at regional or global level
Most of key donors (such as GF, PEPFAR, WB) are financing only proposals aligned and
supportive to the national HIV strategy
Until recently, food security and nutrition programming was a neglected aspect of
most national strategic plans related to HIV
Country’s priorities differ from WFP or/and other partners, and this may lead to
reduced reporting of WFP key indicators
NATIONAL
CONTEXT National M&E framework and data collection system may differ from WFP’s and
other partners’ framework
National capacity in collecting and analyzing data not always ensured due to lack of
means and human resources
15

16. Global Context for M&E
HIV- and TB- related interventions
Recent developments in the Global Context:
1 2 In response of the World Health Assembly
Success in achieving food and nutrition
internationally recognized as critical element (WHA) request o f reporting on nutrition and
around treatment, care and support, through HIV activities, WHO and PEPFAR, through
main international commitment and stakeholder consultations, have identified a
agreements set of globally harmonized M&E indicators
UNAIDS, Division for nutrition and HIV activities that has been
of Labour Global Fund PEPFAR reviewed by the Monitoring Evaluation
Reference Group (MERG) TWG at UNAIDS
Following some revisions, these indicators will
likely be included in the UNAIDS Indicator
Register in 2012. Three set of proposed
27th PCB indicators resulted, respectively on:
Political UNAIDS
Declaration
on HIV/AIDS
Nutrition Care
PMTCT and Infant feeding
Consultative UBRAF Food Security 16
meeting, WHO

17. National Context for M&E
HIV- and TB- related interventions
THE THREE ONES
A good starting point for thinking about M&E for HIV-related
interventions at national level
A set of guiding principles for national authorities, established by
UNAIDS (and endorsed by Global Fund, the World Bank and all key
donor countries)
Donors and various international actors need to adapt their system
and processes to the national ones that are commonly agreed
1 One agreed HIV/AIDS 2 One national AIDS 3 One agreed-upon
action framework that coordinating country-level
provides the basis for authority, with a monitoring and
coordinating the work broad-based multi- evaluation system
of all partners sectorial mandate
Where a national M&E system is in place it often builds on UN General Assembly Special Session
(UNGASS) indicators, that are not specifically oriented toward food and nutrition, as well as other (non-
17
UNGASS) indicators suggested by various national stakeholder

18. WFP Role at National level
Building National M&E framework
Despite significant progress in growing evidence in support of integrated HIV, food
SENSITIZATION security and nutrition programming, there is still a need for sensitization and
ADVOCACY advocacy at national level
• Advocate for the inclusion of food and nutrition programming in the
NATIONAL development of, and revisions to, national strategic plans
STRATEGIC • Participate to the development of main national strategy, including UNDAF and
PLAN Joint United Nations Programme on HIV/AIDS in order to ensure food and
nutrition is captured in related M&E framework
Review existing national, UNDAF and other development partners M&E systems
NATIONAL M&E and where feasible integrate food and nutrition-related specific indicators in the
FRAMEWORK national M&E framework
NATIONAL M&E Acknowledge and understand the national-level reporting systems within the
REPORTING country where is operating and contribute where feasible to national data
SYSTEM collection systems
WFP • Ensure adequacy with WFP policies and procedures
M&E SYSTEM • Ensure that the link between Programme Category and SOs is preserved
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19. Role of the Government
Building National M&E framework
M&E ACTIVITIES Manage and implement M&E activities
CAPACITY Build and strengthen government capacity in data collection, processing
BUILDING and analysis to ensure sustainability of programmes
INTEGRATED Advocate for a Integrated National Management Systems or other
HEALTH
MANAGEMENT
sector wide information system
SYSTEM
COLLABORATION Encourage dynamic participation of government counterpart during the
PARTNERSHIP design phase of both M&E framework and reporting system
19

20. DESIGNING LOGFRAME
HOW TO REFLECT PROJECT OBJECTIVES IN A
LOGICAL FRAMEWORK
20

21. Key Concepts in M&E
M&E Strategy
1 Monitoring and Evaluation should not be seen as an isolated exercise, but should be
considered a crucial aspect of the larger process of project design and implementation
2 The development and implementation of the M&E strategy should be led by the
government with support from WFP and stakeholders
3 A comprehensive M&E system should outline in detail what data will be collected, how,
when and by whom it will be collected, the process for data analysis, the responsible
parties including government and Implementing partners, budgetary requirement and
other details
4 M&E strategy in WFP is designed in conjunction with the general project design. It is
composed principally of i) Logframe, ii) M&E Plan and iii) Reporting flows and formats

22. What is a logframe?
The starting point in the preparation of M&E strategy
The logframe or logical framework is
A management tool used to design projects and programmes, in which
hierarchy of basic project elements are linked together in a logical cause
and effect arrangement
The link between project design and design of M&E system, specifically at
output and outcome levels
A matrix document submitted with project document that reflects
outcome indicators you will be measuring and reporting on
Logical framework analysis is a technique used both for designing an intervention and for
evaluating its effects
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23. What is a Logframe?
Main elements and contents
The original logframe is a 4 columns matrix that contains specific information on programme/project:
COLUMN 1 COLUMN 2 COLUMN 3 COLUMN 4
It outlines the
It outlines how the It specifics the external assumptions
It incorporate a design will be source(s) of and risks related to
hierarchy of a logic monitored and information for each level of the
model: Result chain evaluated : assessing indicators: internal logic:
Performance Indicators Means of verification Assumption and risks
Impact Impact indicators Programme /project Risk regarding
evaluation system
strategic impact
Outcomes Outcomes indicators Programme/project
evaluation system, report Outcome to Impact
and performance review
Outputs indicators Programme/project
Outputs supervision, monitoring Output to Outcome
system, report and regular
performance review
Activities Inputs/Resources Monitoring system for
Activity to Output
validating implementation
progress
23

24. WFP Logframe
Main elements and contents
SRF (2008-2012) has been further refined in 2011 to better demonstrate the results of WFP operations,
and to align definitions of outcomes as medium term results of WFP operations
Priorities • The revised SRF focused on the performance of outcome and output indicators measured
and reported at the beneficiary and community levels
• Impact level indicators have been removed from logframe- COs are urged to report impact-
level indicators through annual Standard Project Reports (SPRs) exercise, when applicable
UNDAF & • WFP is committed to demonstrate change or impact by linking its performance to MDG
MDGs through national MDG progress report, UNDAF mid term review
• For CP and DEV Project, logframe should be aligned with the UN Development Assistance
Framework (UNDAF) and its Result Matrix
COLUMN 1 COLUMN 2 COLUMN 3 COLUMN 4
Result chain Indicators Means of verification Assumption and risks
IMPACT Imp. indicators
OUTCOME Outcome Indicators
OUTPUT Output Indicators
ACTIVITIES Inputs/ Resources
24

25. WFP Logframe
Main Steps for developing Logframe
For each Strategic Objective should be filled a separate logframe
1 Match Programme category and WFP SOs and, for CP/DEV, UNDAF Outcome
2 Select appropriate Mandatory Corporate Outcome and additional Project-specific Outcome for
the SO pertaining to your programme
3 Define Outputs Strategy for achieving the outcome
4 Identify appropiate Outcome Indicators per each of the outcomes selected
5 Ensure that Baseline (if existing), and Targets are provided for each indicators
6 Ensure connectivity between every Outcome indicator and its corresponding Output Indicator
7 Add The Monitoring and Evaluation Approach and ensure Data Sources are provided
8 Identify Assumptions and Risks that may influence success or failure
1 STRATEGIC OBJECTIVES
Result-Hierarchy Performance indicators Means of verification Assumption and risks
1
UNDAF Outcome
2 7 8
Outcomes 4 Outcome indicators
- Corporate • Target, Baseline
- Project Specific 5
3
Outputs 6 Outputs indicators
• Target
25

26. WFP Logframe Matrix
HIV and TB Programme under EMOP and PRRO-relief
STRATEGIC OBJECTIVES: SO1-Save lives and protect livelihood in emergency
What the operation wants to How the performance of the operation will be measured Factors beyond management
achieve? control affecting operations
Results-Hierarchy Performance indicators Means of verification (MOV) Assumption and risks
OUTCOMES (Corporate and Project Specific)
1.1 Maintained access to 1.1.1 Default rate Source: ART, TB or Risk regarding programme
services for ART, TB Target: Default rate < 15% PMTCT/MCHN registers at level impact
treatment and/or PMTCT (Sphere) health facility level or E.g. Data collection may be
treatment centre run by affected by the shock
Select appropriate Project Specific Outcomes/Indicators from partners E.g. Stigma discourage
the list people from attending ART
1.2….. or TB centres
OUTPUTS
1.1 Food, cash and vouchers List of indicators provided, Monitoring system for Risk regarding design
distributed in sufficient such as: validating operation design effectiveness
quantity and quality to target 1.1.1 # of women, men, girls Source: E.g. Monthly WFP Food
group (ART, TB or PMTCT) and boys received food, C&V Distribution Reports
1.2 … 1.1.2. Tonnage of food
distributed…, etc.
Targets are project and context-specific. They should take into account objectives of the intervention, planned level of
Targets inputs, baseline figures, trend observed prior to the start of interventions and the pre-emergency data, counterpart
capacity, expert judgments and the accomplishments of comparable interventions
26

27. WFP Logframe Matrix
HIV and TB Programme under EMOP and PRRO-relief
List of appropriate Project Specific Outcomes and related indicators that might be selected
and included into the Logframe
Results-Hierarchy Performance indicators Means of verification (MOV) Assumption and risks
Source: ART or TB registers Risk regarding programme
1.2 Improved ART or TB 1.2.1 ART or TB nutritional
at health facility level or level impact
nutritional recovery recovery
Target: Nutritional recovery treatment centres run by
rate > 75 % (Sphere) partners
Source: ART or TB registers E.g. Data collection may be
1.3 Improved adherence to 1.3.1 ART or TB treatment
at health facility level or affected by the shock
ART, TB treatment adherence rate
treatment centres run by E.g. Stigma discourage
Target: Context specific
partners people from attending ART
or TB centres
1.4 Increased success of TB 1.4.1 TB treatment success Source: ART or TB registers
…
treatment rate at health facility level or
Target: >85% (WHO) treatment centres run by
partners
27

28. WFP Logframe Matrix
HIV and TB Programme under PRRO
STRATEGIC OBJECTIVES: SO3-Restore and rebuild lives and livelihood
What the operation wants to How the performance of the operation will be measured Factors beyond management
achieve? control affecting operations
Results-Hierarchy Performance indicators Means of verification (MOV) Assumption and risks
OUTCOMES (Corporate and Project Specific)
1.1 Improved ART and or 1.1.1 Nutritional recovery rate Source: Nutritional registers Risk regarding programme
TB nutritional recovery Target: Nutritional recovery and clients card at health level impact
rate > 75% facility level or treat. centres
E.g. Data collection analysis
1.2 Adequate food Source: Annual monitoring conducted by health care
consumption of HIV or TB- 1.2.1 HH Food consumption and/or survey report providers
affected HHS Score E.g. External factors may
influence nutritional status
Select appropriate Project Specific Outcomes/Indicators
from the list
1.3…..
OUTPUTS
1.1 Food, cash and List of indicators provided, such Monitoring system for Risk regarding design
vouchers distributed in as: validating operation design effectiveness
sufficient quantity and 1.1.1 # of women, men, girls Source: E.g. Monthly WFP Food
quality to target group and boys received food, C&V Distribution Reports
(ART, TB or PMTCT) 1.1.2. Tonnage of food
1.2 …. distributed…, etc.
28

29. WFP Logframe Matrix
HIV and TB Programme under PRRO
List of appropriate Project Specific Outcomes and related indicators that might be selected
and included into the Logframe
Results-Hierarchy Performance indicators Means of verification (MOV) Assumption and risks
1.3.1 ART, PMTCT or TB Source: ART or TB registers
1.3 Reduced ART, PMTCT or at health facility level or Risk regarding programme
TB treatment default rate treat. default rate level impact
Target: < 15% treatment centres run by
partners
1.4.1. ART or DOTS Source: ART or TB registers
1.4 Improved adherence to E.g. Data collection analysis
adherence rate at health facility level or
ART, TB treatment conducted by health care
Target: Context specific treatment centres run by providers
partners E.g. External factors may
1.5 Increased success of TB 1.5.1 TB treat. success rate Source: ART or TB registers influence nutritional status
treatment Target: >85% at health facility level or …..
treatment centres run by
1.6 Increased access to partners
education and human capital 1.6.1 OVC Attendance rate Source: School records
development of OVC Target: 80%
29

30. WFP Logframe Matrix
HIV and TB Programme under CP/DEV
STRATEGIC OBJECTIVES: SO4-Reduce Chronic Hunger and Undernutrition
Result-Hierarchy Performance indicators Means of verification Assumption and risks
IMPACT→ UNDAF OUTCOME UNDAF indicators reported as per mid-term UNDAF review, etc.
OUTCOMES (Corporate and Project Specific)
1.1 Improved adherence to 1.1.1 ART adherence rate Source: ART or TB registers Risk regarding programme
ART Target: Context specific at health facility level or level impact
and/or treatment centres E.g. Data collection analysis
1.2.1 TB treat. success rate Source: ART or TB registers conducted by health care
1.2 Improved success of TB
Target: >85% at health facility level or providers
treatment
treatment centre E.g. External factors may
1.3 ART and/or TB Improve 1.3.1 Nutritional recovery rate Source: Nutritional registers influence nutritional status
nutritional recovery Target: >75% and clients card at health E.g. Burden at health facility
facility level or treat. centres may impact the quality of
reporting
1.4 Adequate food 1.4.1 HH Food Consumption Source: Annual monitoring
consumption of HIV- and/or Score and/or survey report
TB affected HHs
Select appropriate Project Specific Outcomes/Indicators from the
list
1.5….
OUTPUTS
1.1 Food, cash and vouchers List of indicators, as per EMOP: Source: E.g. Monthly WFP Food Risk regarding design
distributed in sufficient quantity 1.1.1 # of women, men, girls and Distribution Reports effectiveness
and quality to ART, TB or PMTCT boys received food, C&V…, etc.
clients, OVC and HHs…
30

31. WFP Logframe Matrix
HIV and TB Programme under CP/DEV
List of appropriate Project Specific Outcomes and related indicators that might be selected
and included into the Logframe
Results-Hierarchy Performance indicators Means of verification (MOV) Assumption and risks
1.5 Reduced ART, PMTCT or 1.5.1 ART, PMTCT or TB Source: ART or TB registers Risk regarding programme
TB treatment default rate treat. default rate at health facility level or level impact
Target: < 15% treatment centres run by
partners
1.6 Improve adherence to TB 1.6.1 TB adherence rate Source: ART or TB registers E.g. Data collection analysis
treatment Target: Context specific at health facility level or conducted by health care
treatment centres run by providers
partners E.g. External factors may
influence nutritional status
1.7 Increased access to 1.7.1 OVC Attendance rate Source: School records
education and human capital Target: 80% …..
development of OVC
31

32. DESIGNING AN M&E PLAN
WHICH ELEMENTS SHOULD INCLUDE
32

33. Key Concepts in M&E
M&E Strategy
Monitoring and Evaluation should not be seen as an isolated exercise, but should be
1 considered a crucial aspect of the larger process of project design and implementation
The development and implementation of the M&E strategy should be led by the
2 government with support from WFP and stakeholders
A comprehensive M&E system should outline in detail what data will be collected, how,
when and by whom it will be collected, the process for data analysis, the responsible
3 parties including government and Implementing partners, budgetary requirement and
other details
4 M&E strategy in WFP is designed in conjunction with the general project design. It is
composed principally of i) Logframe, ii) M&E Plan and, iii) Reporting flows and formats
33

34. What is a M&E Plan?
Plan to collect and analyse data
The M&E Plan Matrix
It sets out arrangements for routine collection of monitoring data and periodic
evaluation data, based on indicators identified in the logical framework
It is a matrix or table useful for clearly identifying what data is needed, the
source of data, how often it will be collected, by whom it will be collected,
what methods will be used in collection and finally in which reports and forum
the data will be presented
It is critical for establishing clear roles and responsibilities of WFP and partners
M&E PLAN is a tool built upon the information on the logical framework to plan the
collection, analysis, use and dissemination of performance information
34

35. M&E Matrix Plan
Main elements and contents
The M&E Plan should include:
• Selected performance indicators
LOGICAL FRAMEWORK • Identified data sources
Result- Indicators MoV Assumptions
Hierarchy
• Methods for data collection
Impact
• Frequency of data collection
Each expected result • Roles and responsibilities
Outcome from the fist column
Output in the Logical • How the information will be used & reported
Framework gets its
Activities own monitoring plan
M&E Plan Matrix
Expected Results-
Key Indicators Mean of Verification Use of
information
Data Source Collection method Frequency of Collection Responsibilities for
collection
1.1
1.2
1.3
35

36. M&E Matrix Plan
Main Steps for Developing a M&E Plan
LOGICAL FRAMEWORK
Results Indicators MoV Assumptions
Hierarchy
For each expected result the M&E
Impact
Plan matrix gives details of how
Outcome
selected indicators will actually be
Outputs E.g. Quantity
of fortified food
distributed
used
Activities
M&E Plan Matrix
Expected Results-
Key Indicators Mean of Verification Use of
information
Data Source Collection Frequency of Responsibilities
method Collection for collection
1.1 E.g.
Quantity of
fortified food
distributed
1.2
1.3
36

37. M&E Matrix Plan
Main Steps for Developing a M&E Plan
LOGICAL FRAMEWORK
Results Indicators MoV Assumptions
The Primary and/or Secondary
Hierarchy data source for each indicator is
Impact located
Outcome
• Primary data are collected through the use of surveys, meetings,
Outputs E.g. Quantity focus group discussions, interviews or other methods that involve
of fortified food
distributed direct contact with respondents
• Secondary data are existing data that have been or will be
Activities
collected by WFP or others for another purpose
M&E Plan Matrix
Expected Results-
Key Indicators Mean of Verification Use of
information
Data Source Collection Frequency of Responsibilities
method Collection for collection
1.1 E.g. E.g. Monthly WFP
Quantity of Food Distribution
fortified food Reports
distributed
1.2
1.3
37

38. M&E Matrix Plan
Main Steps for Developing a M&E Plan
LOGICAL FRAMEWORK
1 Technical process that will be used to
Results Indicators MoV Assumptions
collect and analyse data for each indicator
Hierarchy
Impact 2
For each indicator, stakeholders agree on
Outcome how often data will be collected and the
Outputs E.g. Quantity cost for collection is estimated
of fortified food
distributed
3
Activities Spell out clearly who will do the collection
and analysis of the data for each indicator
M&E Plan Matrix
Expected Results-
Key Indicators Mean of Verification Use of
information
Data Source 1 Collection 2 Frequency of 3 Responsibilities
method Collection for collection
1.1 E.g. E.g. Monthly WFP E.g. Daily food E.g. Monthly E.g. Field
Quantity of Food Distribution distribution Monitoring
fortified food Reports sheet filled at Assistance
distributed health facility
1.2
38

39. M&E Matrix Plan
Main Steps for Developing a M&E Plan
M&E Plan Matrix
Expected Results-
Key Mean of Verification Use of
Indicators information
Data Source Collection Frequency of Responsibilities
method Collection for collection
1.1 E.g. E.g. Monthly E.g. Daily food E.g. Monthly E.g. Field
Quantity of WFP Food distribution Monitoring
fortified food Distribution sheet filled at Assistance
distributed Reports health facility
1.2
Reporting Presentation
In which report(s) the information At which forums or meetings the
will be included (E.g. Quarterly information or report will be
Progress Report; Project presented and discussed (E.g.
Implementation Report, final Quarterly management meetings;
evaluation etc) annual progress review workshop)
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40. DESIGNING DATA COLLECTION TOOLS
AND SET A DATA COLLECTION SYSTEM
TO ENSURE FLOW OF INFORMATION
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41. Key Concepts in M&E
M&E Strategy
Monitoring and Evaluation should not be seen as an isolated exercise, but should be
1 considered a crucial aspect of the larger process of project design and implementation
The development and implementation of the M&E strategy should be led by the
2 government with support from WFP and stakeholders
A comprehensive M&E system should outline in detail what data will be collected, how,
when and by whom it will be collected, the process for data analysis, the responsible
3 parties including government and Implementing partners, budgetary requirement and
other details
4 M&E strategy in WFP is designed in conjunction with the general project design. It is
composed principally of i) Logframe, ii) M&E Plan and, iii) Reporting flows and formats
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42. Overview of Reporting Flow
Data Collection Tools
M&E Plan Data Collection Data Processing Reporting
Tools
M&E Plan identifies Mean of Verification, including the data
collection tools and the reports
Based on the indicators selected in the logframe, each CO is
responsible for developing Data Collections tools and Reports
Data collection tools should be related to the type of reports
expected to be produced in short- and long-term
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43. Data Collection Tools
Definitions and Key Concepts
Data collection tools, the key for adequate monitoring
• It provides information that allows WFP managers to assess
planned vs. actual achievements, progress and changes of the
operation
• The indicators selected in the Logframe are the basis on which
the data collected tools should be designed
• Data collection tools/formats (questionnaire, checklist, etc.)
need to be carefully designed to collect only necessary
information to ensure efficient use of M&E resource
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44. Data Collection Tools
HIV and TB Programming
There are many different data collection tools in use in WFP for HIV and TB
interventions.
They can be summarised as:
General Food
Cooperating Partner General Food Distribution Report
Distribution
WFP Sudan
1. Cooperating Partner Details
Cooperating Partner State, Locality, County Location / Distribution CP's FLA Number Project Number
Distribution monitoring checklist
Site
1
Distribution Period / Month Distribution Dates Report Date Report Number
From……………………..... To………….………………..
2. Stock Movements
Opening Damaged/Sp Closing Loss & Damage
Commodity S.I. Number Receipts Distributed Food Returns Losses
Stock oield Balance Reasons
World Food Programme Ethiopia
Urban HIV/AIDS Project
Assessment Form for the Graduation of PLHIVs
On-site checklist
Comments
Cooperating Partner
Health Facility 2
3. Beneficiary Numbers
Girls < 5 Boys <5 Number
Girls 5-18 of Boys 5-18 Women Men Total
IDPs months the Number of Capacity to
Residents patient was on months the Body Mass engage in
Refugees the food support patient was on Height (in Weight (in Index (BMI) daily
Resettled Name of the patient (2) (3) ART(4) Cm) (5) Kg) (6) (7) activities (8)
3.1. Beneficiaries
Girls < 5 Boys <5 Girls 5-18 Boys 5-18 Women Men Total
Numbers - Returnees
Returning IDPs - Transit
Rations
Returning IDPs - Re-
integration Package
Returning Refugees - Transit
Rations
3 Post Distribution Monitoring or Beneficiaries
Contact Monitoring questionnaire
Returning Refugees - Re-
integration Package
Total Beneficiaries
4 Cooperating Partners Monthly Reports (stock
movement and actual beneficiaries)
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45. Data Collection Tools
Distribution Monitoring Checklist
Key concepts and information • Most distribution are carried out by
Implementing Partners (IPs)
1
• During a food distribution, WFP Field Monitors
check on random basis whether the distribution
are been undertaken smoothly and according to
the plan
• Main output and process indicators are
monitored, such as planned vs. actual numbers
of targeted beneficiaries, amount of MT
distributed, appropriate ration size, quality of
Key elements that may be included commodities, etc.
General Information
Dispatch and Delivery
Distribution Timeframe
Beneficiaries Selection and Enrolment
Distribution mechanism and Centre management
Gender, Awareness and Protection Issues
Quality of food being distributed
Stock Movement
Security, and other issues
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46. Data Collection Tools
Distribution Monitoring Checklist
Example of Distribution Monitoring Checklist: Health facility
Urban HIV/AIDS Input and Process Monitoring
Checklist General Information
WFP
Ethiopia
1. General Information Cooperating Partner………………………..
Town:
Name of distribution Site: Name distribution site FMA Name………………………………………..
Dispatch and Delivery
Core Cooperating Partner
□ PLHIV ________________ □ PMTCT_____________ □
Distribution month and Qty by the
Did the distribution site receive □Yes No
Number of Beneficiary served at this
distribution site?
OVC________________
PLHIV □ PMTCT □ OVC
□ Month ________________ □ Cereals_____________ □ correct dispatched food ?
commodities
Distribution Month and Qty by commodity Pulses________________
(mt) □ CSB ___________ □ Oil
__________________ If no, explain which commodity/s Distribution Timeframe
Distribution date…………………………were Cereals………..Pulses……….
Distribution Dates
Monitoring Person
partially or not completely received? CSB……………..Oil…………….
Name_________________________________ Signature____________________________Date_________
Was there any agreed upon schedule for the
Indicate the QTY missing in MTs Yes No
2. Dispatch and Delivery
Question/Indicator Control Comments
distribution to take place?
2.1: Did the distribution site receive the
correct dispatched food ?(Check the way Yes No
…. Yes No
bills and Goods Receiving Notes) Did the distribution start on schedule? Yes No
Cereals_____________ Pulses________________
2.2: If no, explain which commodity/s were
partially or not completely received? Indicate
CSB _____________ Oil __________________ If you know, the main
the QTY missing in MTs
reason---------------------------------------------------------- Did the distribution end on schedule? Yes No
Beneficiaries Selection and Enrolment
3. Distribution Timeframe
Question/Indicator Control Comments
3.1: Was there any agreed upon schedule for Do the staff of the CP spent the targeting
What is average time know waiting to Hours…… No
Yes
the distribution to take place Yes No
3.2: If yes, was it properly communicated receive rations
criteria of the project?
with the beneficiaries? Yes No
3.3: Did the distribution start on schedule? Yes No
3.4: If no, how late was the start of the
Days ----------------- Hours______ Reason: Delay in food delivery □ Store Are all PLHIV beneficiaries referred from ART Yes No
management □ Beneficiary/Targeting issues □ Food shortage □ Others □
distribution and Why?
(specify) ----------- clinics?
3.5: Did the distribution end on schedule? Yes No Unknown
Days ---------------- Reason: Delay in food delivery □ Store management □
3.6: If no, how late was the end of the
distribution? Why?
Beneficiary/Targeting issues □ Food shortage □ Others □ (specify) ------------- Are all PLHIV beneficiaries assessed for their Yes No
----
3.7: What is the average time spent waiting
_______ Hours
BMI? Who is doing the assessment?
to receive rations?
4. Beneficiary Selection and
Enrollwmnt:
Are all PMTCT beneficiaries referred from Yes No
Question/Indicator
4.1: Do the staff of the CP know the
Control Comments PMTCT clinics?
targetting criteria of the project for the Yes No
different beneficiary categories?
Does the selection of OVC involve the Yes No
4.2: Are all PLHIV beneficiaries referred from
ART clinics?
Yes No
relevant community bodies?
4.3: Are all PLHIV beneficiaries assessed for
Yes No Assessed by:
their BMI? Who is doing the assessment?
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