1. Actions for Combating Trafficking-in-Persons (ACT) Program
A SYSTEMATIC TRACKING, ANALYZING AND MEASURING
CHANGE TOWARDS SUSTAINABLE INTENDED RESULT
PRESENTATION ON PERFORMANCE
M&E
Prepared and Presented by : Sushanta Kumar Sarker,M&E, Specialist

2. WHAT IS M&E
Focuses on‐going
The regular systematic
collection and analysis of
information for tracking
progress to assist timely
decision‐making, ensure
accountability andprovide
learning to shape strategy
for attaining set target as
well as statedobjectives
A periodic assessment of the
efficiency, effectiveness,
impact, sustainability and
relevance of a project in the
context of stated objectives.
It is usually undertaken as an
independent examination
with a view to drawing
lessons that may guidefuture
decision-making.
feedback
•Timing of
activities &
method for
datagathering
•Important at all
levels for all
organizations
•Necessary mgmt
tool to INFORM
DECISION‐
MAKING
and
DEMONSTRATE
ACCOUNTABILI
TY
Prepared and Presented by : Sushanta Kumar Sarker,M&E, Specialist

3. WHY M &E
An effective M&E providesthe
abilityto:
•Assesstowhatextenttheobjectives of
the project arefulfilled
•Evaluate how effectively changeis
Promoted
Foster cooperation and support
(public‐private‐people partnerships)
Equip managers witha tool fortimely
information on the progress of
Activities
Facilitate develop futurestrategy
Prepared and Presented by : Sushanta Kumar Sarker,M&E, Specialist

4. DecisionMaking
WHY M&E
HUMAN BODY HAS AMONITORING
SYSTEM. WHAT DOES PROJECT/
SOCIAL BODY?

5. Difference between Monitoring and Supervision
Monitoring
Observes performance of project
Supervision
Observes performance of staff as well as projects
Identifies the gap between expected level to
actual level of performance of the project
Identifies deviation from expected level to actual
level of knowledge, skill and attitude of the staff
for keeping trackTakes action
implementation
for the development ofof the Provides support
competency of staff
in project plan in caseMake adjustment
serious deviation
of Take punitive measures against the staff in case
of serious problems
Indicates the need of supervision
activities can be conductedMonitoring
externally
Verifies information collecting during monitoring
and provide regular data to MIS
Supervisory activities can not be conducted
externally

6. Difference Between Conventional & Participatory
Monitoring
Conventional Monitoring Participatory Monitoring
Who Initiates The Donor The Donor +
Project Stakeholder
Purpose DonorAccountability Capacity-building, increase
ownership over results, multi-
stakeholder accountability
Main Focus Predetermined indicators,
measure inputs and outputs
Who Monitors Staff, support organization
ToR
Methods
Designed by Donor with limited input
from project
Survey, Questionnaire, Focus
Groups
Outcome Final report circulated in-house
to Indicators identified by
stakeholders, to measure
process as well as outputs or
outcomes
Staff and different stakeholder
Designed by Project
Stakeholders
Range of methods such as
PRA, Appreciative Inquiry, PLA,
Case study
Better understanding of local
realities, stakeholders involved

7. Performance Monitoring & Evaluation
Performance monitoring is a systematic process of changes in performance with
performance indicators, which reveals whether desired results are occurring and
whether implementation is on track.(USAID –ADS)
Performance Evaluation:
A systematic way to gain insights and reach conclusions about the development
hypothesis (original design), utility of performance monitoring (the value of the
Performance Management Plan), factors in the development context that may have an
impacton theachievementof results (explanation), and the types of actions that need to
be taken to improve performance (futureaction).1 (ADS 203.3.8)

8. Performance Monitoring & Evaluation

9. Result Based M&E
Are collective efforts being implemented on alarge
enough scale to impact the epidemic? (coverage;
impact)
Effectiveness
doing Determining Collective
Are interventions working/making a difference? Outcome
Evaluation Studies
doing
Are we implementing the program asplanned?
Outputs Monitoring
What are we doing?Are we doing it right?
Process Monitoring & Evaluation, Quality Assessments
Core Area of
Monitoring &
Evaluating
What interventions and resources areneeded?
Needs, Resource, Response Analysis & Input Monitoring
Monitoring
&
Evaluation
What interventions can work (efficacy &effectiveness)?
Efficacy & Effectiveness Studies, Formative & Summative Evaluation, Research Synthesis
What are the contributingfactors?
Determinants Research
What is theproblem?
SituationAnalysis
Problem
Identification

10. LFA &LFM
Intervention
Logic
Objectively
verifiable
indicators of
achievements
Sources and
means of
verification
Assumptio
ns
Overall
Objective
Project
purpose
What isLFA
LFA is a methodology for planning,
managing, and evaluating programmers
and projects, involving stakeholder
analysis., problem analysis, analysis of
objectives, analysis of strategies,
preparation of the Log frame matrix and
Activity and ResourceSchedules.
Expected
Results
Activities

11. LFM Assumptions
Goal
Assumptions
Objectives
Assumptions
Outputs
AssumptionsActivities

12. USAID Sample Result Framework
PERFORMANCE MONITORING & EVALUATION
TIPS BUILDING A RESULTS FRAMEWORK-USAID

13. USAID Sample Result Framework
PERFORMANCE MONITORING & EVALUATION
TIPS BUILDING A RESULTS FRAMEWORK-USAID

14. Performance management
Performance management is the systematic process of
monitoring the achievements of program operations;
collecting and analyzing performance information to track
progress toward planned results; using performance
information and evaluations to influence assistance objective
decision making and resource allocation; and
communicating results achieved, or not attained, to advance
organizational learning and tell the Agency‘sstory.

15. Performance Management Plan (PMP)
Data Tables
Mission Management
process, and Portfolio
projectmanagement
Assessment , Report
and Analytical work
Data Quality
Assessment
Evaluation
The Performance
Management Plan
(PMP) is a tool
designed to assist
in setting up and
managing the
process of
monitoring,
analyzing,
evaluating, and
reporting progress
toward achieving
the AO.
PMP
Prepared and Presented by : Sushanta Kumar Sarker,M&E, Specialist

16. Performance Indicator
Performance indicators
define a measure of
change for the results
identified in a Results
Framework (RF).
Toassist managers in focusing onthe
achievement of developmentresults.
Toprovide objective evidence thatresults
are beingachieved.
Toorient and motivate staff andpartners
toward achieving results.
Tocommunicate USAID achievementsto
host country counterparts, other partners,
and customers.
Tomore effectively report resultsachieved
to USAID's stakeholders, including the U.S.
Congress, Office of Management and
Budget, and citizens.
WHY PERFORMANCE
INDICATOR

17. Types of Performance Indicator
CUSTOM
INDICATORS
• STANDARD
INDICATORS
CONTEXTUAL
INDICATORS
Proxy
Prepared and Presented by : Sushanta Kumar Sarker,M&E, Specialist

18. CRITERIA FOR SELECTING INDICATORS
ObjectiveDirect
Useful for
Management
Disaggregated,
as necessary
AttributableAdequate
Prepared and Presented by : Sushanta Kumar Sarker,M&E, Specialist
Practical

19. Indicator Checklist (Sample of USAID)

20. Performance Monitoring Plan
Indicator Definition of
indicatorand
Unit of
measures
Disaggre DataSource
gatedby
Method/Appro
ach for data
collection
Data Acquisition by
project
Target
Year‐1
Target year
‐2
Frequency Responsible
IR
Sub‐IR

21. Way Forward Attaining Goal
Skill
CommitmentAccountability

22. Prepared and Presented by: Sushanta
KumarSarker