This document provides an overview of monitoring and evaluation (M&E) for projects. It defines monitoring as the continuous collection and analysis of data on a project's progress, while evaluation assesses a project's effectiveness in achieving its goals. The key differences between M&E are outlined, including that monitoring is ongoing and focuses on activities and outputs, while evaluation occurs periodically and examines outcomes and impacts. M&E frameworks, principles, systems and levels of effort are also described to guide effective project implementation and learning.

1. MONITORING AND EVALUATION PRESENTATION
COMPILED BY:
TIBENGANA SAMUEL BAKER
AIMO TASO GULU
FEB 2012

2. MONITORING AND EVALUATION
MONITORING
A continuous, collection, analysis and
communication of information on the progress
of a project against the expected results.
is a regular data collection, analysis and use of
derived information to assist timely decision
making, ensure accountability and provide the
basis for evaluation and learning.

3. MONITORING …..
Useful for detecting problems and enabling
change and adaption of approaches in a
changing situation.
MAJOR AREAS WHERE MONITORING IS
CRUCIAL
– Project backstopping
– Planning
– Reporting
– Management Decision Making
– Allocating Resources

4. WHAT SHOULD BE MONITORED?
• INPUTS
Human resource (staff), money (budgetary
requirements), materials, machines/equipment,
man-hour.
• ACTIVITIES
Training, seminars, renovations, construction,
meetings.
• OUTPUTS
Number reached, Number trained, classrooms
completed, contraceptives supplied, skills
acquired.

5. HOW DO WE MONITOR OUR PROJECTS?
• Fields visits
• Document review (project document, work
plan)
• Reporting
• Feedback
• Spot Checks
• Review meetings
• Tracking (phone, observation)

6. EVALUATION
• It is an assessment of a planned, ongoing or
completed interventions to determine their
relevance, efficiency, effectiveness, impact and
sustainability.
• Is a systematic assessment of the extent to which
a project has achieved its results and made an
impact.
• Involves the comprehensive analysis of the
project with the aim of using lessons learned to
make strategic policy and programme decisions.

7. EVALUATION……
• Assesses the extent to which a project is
achieving or has achieved its stated outcome
goals
• The intent is to incorporate lessons learned
into the decision making process and future
programming

8. IMPORTANCE OF EVALUATION
• Determine worth or value of project
• Increase the effectiveness of project
management and administration
• Identify impacts attributable to the project
• Measure cost effectiveness
• Redesign an ongoing or shape a new one
• Satisfy accountability requirements of
stakeholders particularly sponsors

9. DIFFERENCE BETWEEN M AND E
ITEM MONITORING EVALUATION
Frequency Continuously throughout the
life of a project
In the middle and at the end of a
project
Main Action Keeping track of progress Assessment of progress
Focus Inputs/outputs, activities ,
outputs and assumptions
Effectiveness, relevance, impact,
cost effectiveness, sustainability
Information
Sources
Internal documents-
monthly/quarterly reports,
work plans, travel logs, minutes
Both internal and external
documents policy documents
Undertaken By Project Managers, field officers,
community (beneficiaries),
supervisors
Project staff, external evaluators or
participartory
Relation to
Design
Usually accepts design Usually free to challenge design
Answers what activities were
implemented
Answers why and how results were
achieved. Contributes to building
theories and models for change

10. PRINCIPLES OF M AND E
• Intentional learning –provide space and time for
reflection, documentation and develop practices.
• Cost effectiveness and stewardship –realistic
budget relative to objectives must be observed
• Communication and feedback
• Apply logic-a hierachy of objectives has to be
followed
• Measurement –consistently measure all projects
aspects
• Alignment with donor requirements-TASO
(Uganda AIDS Commission) organisational ission,
vision and core values.

11. PRINCIPLES OF M AND E
• Collaboration and Networking
Effective M and E should have the
involvement of local governmental agencies
and local organizations.
• Participation and partnership with
accountability
Be explicit about the participation and roles of
stakeholders, note that participation of
stakeholders contributes to sustainability and
mutual accountability.

12. PRINCIPLES OF M AND E
• Competence
Have people who possess appropriate knowledge,
skills and experience to complete tasks.
• Ethics
Accuracy in information management, attribution
and depiction –Being honest with the data at all
stages.
• Simplicity
Use simple practical tools –draw on primary and
secondary data sourcess. Produce acurate and
credible information that stakeholders can
understand.

13. M AND E SYSTEMS
M AND E SYSTEM
1. Information Management (collection analysis and
use)
2. Critical reflection (events and processes)
3. Communications (reporting, feedback,
dissemination)
4. Resources
M AND E PLAN/PERFORMANCE MONITRORING PLAN (PMP)
It is a documentated, agreed and shared way
indicating how M and E will be conducted in the
lifecycle of the project

14. M AND E SYSTEMS ……
• Short , clear and documented way for
data/information collection frequency and
responsibility for data collection.
• For each objectives it shows
• Indicators
• Baseline and targets
• Means of verification
• Frequency
• Responsible person and resources

15. M AND E FRAMEWORKS
M AND E FRAMEWORK
Is a documented agreed and shared way
indicating how M and E will be conducted in the
life cycle of the project
CONCEPTUAL FRAMEWORK
Conceptual or research frameworks are diagrams
that identify and illustrate the relationships
among systematic, organizational, individual or
other salient factors that may influence
program/project operation and the successful
achievements of program or project goals.

16. M AND E FRAMEWORKS…..
LOGICAL FRAMEWORKS
Are diagrams that identify and illustrate the
hierarchical linkage of inputs, processes, outputs
and outcomes and goals.
RESULTS/STARTEGIC FRAMEWORKS
Are diagrams that identify and illustrate the
causal relationships linking all levels of a
program’s strategy-Objectives and impact.

17. CONCEPTUAL FRAMEWORK
Evaluation
Monitoring Mid Term (Baseline/Final)
(Annual Measurement) Assessment
Program Level Beneficiary Level Population Level
INPUTS
•Human
Resources
•Financial
Resources
•Equipment
ACTIVITIES
Training
Buildings
constructed/renov
ated
OUTPUTS
Number of peer
educators
trained
Number of
health units
renovated
IMPACTS
Reduced HIV
prevalence
Improved
incomes
Reduction in
infant moraality
OUTCOMES
Increased HIV
Knowledge.
Improved HIV
prevention
practices.
MONITORING OF LOCAL CONDITIONS
EXTERNAL FACTORS

18. LEVELS OF M AND E EFFORTS
Ultimate, fundamental and sustainable changes in conditions
or wellbeing of target population can be attributed to a
number of factors and interventions.
Results that are influenced by program interventions but may
be beyond the control of program or project.
Tangible products of a program/project that are within the
responsibility and control of the program or project.
Tasks personnel undertake to transform inputs to outputs.
Financial, human and material resources.
GOAL
(IMPACTS)
OUTCOMES
OUTPUTS
ACTIVITIES
INPUTS
R
e
s
u
l
t
s
I
m
p
l
e
m
e
n
t
a
t
i
o
n

19. WHY M AND E
• Provides frameworks to ensure effective project
implementation and as well inform future project design.
• It facilitates staff motivation.
• Feeds the communication system.
• Provides early warnings signals.
• Modifies unsuccessful strategies .
• Capture lessons and knowledge on what works and what does
not.
• Gives stakeholders an opportunity to have a say in the
program.
• Provides continual feedback on the project components and
processes.
• Facilitate accountability for project resources to donors,
beneficiaries and other stakeholders.
ETC

20. THE END
THANK YOU FOR LISTENING