Monitoring and evaluation. A presentation in Arabic/English prepared the Palestinian Center for Peace and Democracy (PCPD) اعداد المركز الفلسطيني للسلام والديمقراطية فلسطين , ديمقراطية , ديموقراطية , monitoring , elections, evaluation , politics

1. 1.1 The Need for Monitoring and Evaluation
There are many reasons for carrying out project M&E.
• Project managers and other stakeholders (including
donors) need to know the extent to which their projects are
meeting their objectives and leading to their desired
effects.
• M&E build greater transparency and accountability in
terms of use of project resources.
• Information generated through M&E provide project staff
with a clearer basis for decision-making.
• Future project planning and development is improved
when guided by lessons learned from project experience.

2. 1.2 Project Monitoring
Monitoring represents an on-going
activity to track project progress against
planned tasks. It aims at providing
regular oversight of the implementation
of an activity in terms of input delivery,
work schedules, targeted outputs, etc.
Through such routine data gathering,
analysis and reporting, program/project
monitoring aims at:

3. Project Monitoring
1) Providing project management, staff and other
stakeholders with information on whether
progress is being made towards achieving
project objectives. In this regard, monitoring
represents a continuous assessment of project
implementation in relation to project plans,
resources, infrastructure, and use of services by
project beneficiaries.
2) Providing regular feedback to enhance the
ongoing learning
experience and to improve the planning process
and effectiveness of interventions.
3) Increasing project accountability with donors
and other stakeholders.

4. Project Monitoring
4) Enabling managers and staff to identify and
reinforce initial positive project results, strengths
and successes. As well, monitoring alerts
managers to actual and potential project
weaknesses, problems and shortcomings before
it is too late. This would provide managers with
the opportunity to make timely adjustments and
corrective
actions
to
improve
the
program/project
design,
work
plan
and
implementation strategies.
5) Checking on conditions or situations of a
target group, and changes brought about by
project activities. In this regard, monitoring
assists project management to check whether
the project continues to be relevant to the target
group and/or geographical area, and whether
project assumptions are still valid.

5. Project Monitoring
Monitoring actions must be undertaken throughout
the lifetime of the project. Ad hoc evaluation
research might be needed when unexpected
problems arise for which planned monitoring
activities cannot generate sufficient information, or
when socio economic or environmental conditions
change drastically in the target area.
Effective monitoring needs adequate planning,
baseline data, indicators of performance, and
results and practical implementation mechanisms
that include actions such as field visits, stakeholder
meetings, documentation of project activities,
regular reporting, etc. Project monitoring is
normally carried out by project management, staff
and other stakeholders.

6. Suggested Monitoring Table
Microsoft Office
Word 97 - 2003 Document

7. Activity‫: النشاط‬
Actions taken or work performed through which
inputs, such as funds, technical assistance and
other types of resources are mobilized to
produce specific outputs.
‫إجراءات تتخذ،أو أعما ل تنجز لتنتاج مخرجات محددة، وذلك من خل ل‬
.‫تعبئة مدخلت كالموا ل والمساعدة الفنية وغيرها من الموارد‬

8. Inputs‫: المدخل ت‬
The financial, human, and material resources
used for the development intervention.
‫موارد مالية وبشرية ومادية تسخر للتدخل التنمائي‬

11. ‫• مؤشرات كمية ‪) Quantitative‬تكرار أمر ما – عدد‬
‫المشاركين – تنسبة النمو - ....(‬
‫• مؤشرت تنوعية ‪) Qualitative‬مدى الرضا – القدرة عل‬
‫اتخاذ القرار – تغيير الداء - ...(‬
‫• يجب أن تكون: مناسبة – كافية – محددة – قابلة للقياس –‬
‫غير مكلفة – متوفرة‬

12. ‫: كمية – كيفية أو نوعية – مدة زمنية‬QQT ‫• مصطلح‬
The Term QQT is often used to ensure that
indicators are specific .QQT stands for:
 QUANTITY: The extent of the change – by how
much , how many.
 QUALITY: the kind of change
 TIME: by when the change should take place

13. Indicators & Evidence
‫البدء بمؤشر بسيط ثم إضافة محدد كمي فكيفي فزمني‬
Example 1:
Step 1:
BASIC INDICATOR Health strategic plans
developed
Step 2:
ADD QUANTITY 75% of Health Committees
have documented strategic plans
Step 3:
ADD QUALITY 75 % of Health Committees
have documented strategic plans approved by primary
stakeholders, including community representatives
Step 4:
ADD TIME 75 % of Health Committees have
documented strategic plans approved by primary
stakeholders, including community representatives, by
the end of year 2
•

14. ‫•‬
‫•‬
‫•‬
‫•‬
‫المؤشرات على مستوى الدهداف العامة )قد تكون خارج مدة‬
‫المشروع(‬
‫المؤشرات على مستوى الهدف صعبة التحديد‬
‫المؤشرات على مستوى المخرجات والنتائج أسهل تحديدا –‬
‫ ً‬
‫تستخدم في دفاتر الشروط‬
‫المؤشرات على مستوى النشاطات تتضمن عادة المدخلت أو‬
‫الموازنة وأحيانا مؤشرات التقدم للنتائج والمخرجات المعقدة‬
‫ ً‬

15. ‫‪Indicators & Evidence‬‬
‫• البرادهين: تسمى طرق التحقق أيضا )‪Means of‬‬
‫ ً‬
‫‪(Verification‬‬
‫• تحدد مصدر المعلومات ونوعها ومن سيقوم بجمعها‬
‫وتوثيقها ومدى تكرار الجمع وزمانه‬
‫• يحب أن تكون متوفرة – غير مكلفة – وتتحقق ضمن‬
‫الزمن المطلوب‬

16. Developing
"Good"
Indicators
In deciding what indicators you want to put in, ask
yourself these questions:
•How will I know if the program worked?
•How will I know if the program has been successful?
Imagine the project is funded and it has been
completed. You are very happy because it was
successful and had an improved the quality of life of
people who are paralyzed? Specifically, what does
this mean? What will have changed? What does
"success"
mean
for
the
project?

17. "Outputs" And "Outcomes“
Most of the indicators you'll include will be either
"outputs" or "outcomes". An output is a number.
Examples include:
•An increase in the number of people served
•An increase in the amount of time each client is
served
•A decrease in a waiting list
•An increase in the geographical area served

18. An outcome, on the other hand, is typically a change in
someone's attitude, knowledge or behavior. Examples include:
•Increases in someone's knowledge about a topic
•Higher levels of satisfaction, happiness or quality of life
•Changes in behavior
•Changes in attitude

20. 1.3 Project Evaluation
Program/project
evaluation
represents
a
systematic and objective assessment of ongoing
or completed projects or programs in terms of
their design, implementation and results. In
addition, evaluations usually deal with strategic
issues such as program/project relevance,
effectiveness,
efficiency
(expected
and
unexpected), in the light of specified objectives,
as well as program/project impact and
sustainability.

21. 1.3 Project Evaluation
Periodic evaluations of ongoing projects are
conducted to review implementation progress,
predict project's likely effects and highlight
necessary adjustments in project design.
Terminal evaluations (or final evaluations) are
evaluations carried out at the end of a project to
provide an overall assessment of project
performance and effects/impact, as well as to
assess the extent to which the project has
succeeded in meeting their objectives and their
potential sustainability.

22. Project Evaluation
There are many reasons for conducting an evaluation,
including:
1) Providing managers with information regarding project
performance. Project plans might change during the
implementation process. Evaluations can verify if the
program is really running as originally planned. In
addition, they provide signs of project strengths and
weaknesses, and therefore, enable managers to improve
future planning, delivery of services and decisionmaking.
2) Assisting project managers, staff and other stakeholders
to determine in a systematic and objective manner the
relevance, effectiveness, and efficiency of activities
(expected and unexpected) in light of specified
objectives.

23. Project Evaluation
3) Mid-term evaluations may serve as a means of validating
the results of initial assessments obtained from project
monitoring activities.
4) If conducted after the termination of a program/project,
an evaluation determines the extent to which the
interventions are successful in terms of their impact and
sustainability of results.
5) Assisting managers to carry out a thorough review and
re-thinking about their projects in terms of their goals
and objectives, and means to achieve them.

24. Project Evaluation
6)
Generating detailed information about project
implementation process and results. Such information
can be used for public relations, fundraising, promotion
of services in the community, as well as identifying
possibilities for project replication.
7) Improving the learning process. Evaluations often
document and explain the causes as to why activities
succeeded or failed. Such documentation can help in
making future activities more relevant and effective.

25. 1.4 Relationship between Monitoring and
Evaluation
Monitoring and evaluation are two different
management tools that are closely related, interactive
and mutually supportive. Through routine tracking of
project progress, monitoring can provide quantitative
and qualitative data useful for designing and
implementing project evaluation exercises. On the other
hand, evaluations support project monitoring. Through
the results of periodic evaluations, monitoring tools and
strategies can be refined and further developed.

26. 1.4 Relationship between Monitoring and
Evaluation

27. Project
Description
Goal: The broader
development impact to
which the project/
program contributes at a
national and/or sectoral
level.
Purpose: The
development outcome
expected at the end of
the project. All
components will
contribute to this.
Component Objectives:
The expected
outcome of producing
each component's
outputs
Indicators
Means of
Verification
Assumptions
Measures of the extent
to which a contribution
to the goal has
been made. Used
during evaluation.
Sources of
information and
methods used to
collect and report it.
Conditions at the end
of the project indicating
that the Purpose
has been achieved.
Used for project completion
and evaluation.
Sources of
information and
methods used to
collect and
report it.
Assumptions
concerning
the purpose/
goal linkage.
Measures of the extent to
which component
objectives have
been achieved. Used
during review and
Evaluation.
Sources of
information and
methods used to
collect and report it.
Assumptions
concerning
the component
objective/ purpose
linkage.

28. Outputs: The direct
measurable results
(goods and services)
of the project which
are largely under
project management's
control.
Activities: The tasks
carried out to implement
the project and
deliver the identified
outputs.
Measures of the
quantity and quality of
outputs and the timing
of their delivery. Used
during monitoring and
review.
Implementation/work
program targets. Used
during monitoring.
Sources of
information and
methods used to
collect and
report it.
Assumptions
concerning
the output/
component
objective
linkage.
Sources of
information and
methods used to
collect and
report it.
Assumptions
concerning
the activity/
output linkage.

29. ‫الاطار المنطقي: ‪Log Frame‬‬

30. Link Between the Logical Frame and
Monitoring and Evaluation

31. • Output indicators show the immediate physical and
financial outputs of the project.
• Early indications of impact (outcomes) may be
obtained by surveying beneficiaries’ perceptions
about project services
• Impact refers to long-term developmental change.
Measures of change often involve complex statistics
about economic or social welfare and depend on
data that are gathered from beneficiaries, such as
mortality rates or improvement, of the household
income

35. ‫)دورة المشروع‬
‫)تسميات أخرى‬

36. Steps in Evaluation
• Phase A: Planning the Evaluation
• Phase B: Selecting Appropriate Evaluation Methods
• Phase C: Collecting and Analyzing Information
• Phase D: Reporting/disseminating Findings
• Phase E: Implementing Evaluation Recommendations

37. Phase A: Planning the Evaluation
• Determine the purpose of the evaluation.
• Decide on type of evaluation.
• Review existing information of programme
documents including monitoring information.
• Describe the programme.
• Develop/refine conceptual framework.
• Assess your own strengths and limitations.
• Put together an evaluation team including
stakeholders.

38. Phase B: Selecting Appropriate
Evaluation Methods
• Identify evaluation goals and objectives
• Formulate evaluation questions and subquestions
• Decide on the appropriate evaluation
design.
• Develop an evaluation schedule
• Develop a budget for the evaluation.

39. Phase C: Collecting and Analyzing
Information
•
•
•
•
•
Develop data collection instruments.
Pre-test data collection instruments.
Undertake data collection activities.
Analyze data.
Interpret the data.

40. Phase D:
Reporting/disseminating Findings
• Write the evaluation report.
• Decide on the method of sharing the evaluation
results.
• Decide on communication strategies.
• Share the draft report with stakeholders and
revise as needed.
• Disseminate evaluation report.
• Meet with project stakeholders to discuss and
follow-up on findings once they have accepted
the findings.

41. Phase E: Implementing Evaluation
Recommendations
• Develop a new/revised implementation
plan in partnership with stakeholders.
• Monitor the implementation of evaluation
recommendations and report regularly on
the implementation progress.
• Plan the next evaluation.

42. Some Evaluation Methods
•
•
•
•
Theory-based evaluation
Formal surveys
Rapid appraisal methods
Cost-benefit and cost-effectiveness
analysis
• Participatory methods
• Public expenditure tracking surveys
• Impact evaluation