Monitoring AND Evaluation
Dr Mai Abdulrahman.
MBBS, MPH,MD,MSc in HEs
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RESULTS MATRIX-CONTINUE
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Baseline and target of the indicator
• Baseline is the status of the indicator at the
beginning of a programme or project that acts
as a reference point against which progress or
achievements can be assessed.
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• The target is what one hopes to achieve.
• The target in the case of a primary education
project might be reaching 100 percent
enrollment for school-aged children.
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MEANS OF VERIFICATION
• The sources of information are the persons,
beneficiaries or organizations from whom
information will be gathered to inform initial
baselines and measure results
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ASSUMPTIONS AND RISKS
• Assumptions are the variables or factors that
need to be in place for results to be achieved.
Assumptions can be internal or external to the
particular programme or organization.
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• Assumptions should be stated in positive
language. For example, in a reproductive
health service programme, an assumption
might be that there are adequately trained
personnel and extension services..
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• Risk corresponds to a potential future event,
fully or partially beyond control that may
(negatively) affect the achievement of results.
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• Risk assessments should consider a wide
range of potential risks, including strategic,
environmental, financial, operational,
organizational, political and regulatory risks
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ROLE OF PARTNERS
• The responsibilities of the different partners -
whether they are government or a specific
ministry, United Nations agency, NGO or any
other implementing agency - for the
achievement of a given output and outcome
should be indicated in the results matrix.
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Monitoring and Evaluation
Monitoring is the collection of information
about a project/plan over time. It seeks to
understand what is happening as the
project/plan progresses in order to keep it on
track.
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Evaluation is an assessment of the project/plan
at one point in time, including the successes and
failures. It seeks to understand what happened
and why, to look for impact and to learn lessons
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INDICATIVE RESOURCES
• Indicative resources reflect an estimate of the
resources required – financial, human,
technical assistance and knowledge – for a
given programme or project. It is critical that
budgeting and allocation of resources is done
on the basis of requirements for achieving
agreed results
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• Monitoring, evaluation and review provide the
basic measurement systems and
accountability mechanisms to plan, manage
and account for the objectives and targets of
the national health strategy.
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Monitoring, evaluation and review are essential
functions to ensure that priority health actions
outlined in the NHPSP are implemented as
planned against stated objectives and desired
results.
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• Monitoring means bringing all data together
to analyse the progress of implementation of
activities.
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• Evaluation builds upon monitoring and
assesses whether the desired results of a
NHPSP intervention have been achieved.
• Based on the evidence gathered through M&E
processes, reviews are used to assess overall
progress and performance, to identify
problems and take corrective actions.
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Differences between M and E
Monitoring: Evaluation:
• Undertaken by those
• Undertaken by people
responsible for
implementation and normally external to the project
• it is an internal process.
• Carried out at regular
• Similar to a “snapshot”
intervals
• For tracking progress of • For lesson learning and
implementation to keep it on accountability
track
• Answers the question “what”
• Answers the question
“why”
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Why is it important? Because:
• progress and performance of the national
health strategy need to be tracked;
• country monitoring is the basis for regional
and global monitoring of priority health
issues;
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• reporting progress on health-related
Sustainable Development Goals (SDGs)
requires sound M&E systems;
• health inequities need to be monitored;
• countries need functional surveillance
mechanisms;
• accountability is a necessary basis for policy
dialogue.
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When M&E should be done 23
TOOLS FOR MONITORING
• The results matrix and the M&E plan are the
key monitoring tools, outlining expected
results, indicators, baselines and targets
against which change is monitored
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The results matrix can be used in a number of
ways. It serves as:
1. the centerpiece of a programme or project
proposal summarizing in a nutshell what the
programme or project hopes to achieve;
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2. a reference point for management during
team meetings and a guide for reporting on
progress to help management make decisions
based on performance information;
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3. an aid for M&E, providing parameters for
which results to measure and to account for
with useful targets, baselines and means of
verification.
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• Another tool used by many organizations to
monitor different parts of their results
framework is scoring.
• In their simplest form, scoring systems can
adopt a ‘stop light’ approach whereby
progress on indicators is rated red, yellow or
green on the basis of performance.
• This is a useful tool for organizations with
limited experience in practicing RBM.
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• Other approaches allocate scores (such as A to
D) against criteria at different agreed stages
throughout the project cycle.
• This can significantly help analysis and
aggregation of results information.
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DEVELOPING THE MONITORING AND
EVALUATION PLAN :
• The M&E plan incorporates some elements of
the results matrix, such as indicators,
baselines targets and means of verification. In
addition, the M&E plan will elaborate on the
methods to be used, frequency and
responsibility.
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Information Dissemination and Use
How the information gathered will be stored,
disseminated, and used should be defined at the
planning stage of the project and described in the
M&E plan. This will help ensure that findings from
M&E efforts are not wasted because they are not
shared.
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• The various users of this information should
be clearly defined, and the reports should be
written with specific audiences in mind.
• Dissemination channels can include written
reports, press releases and stories in the mass
media, and speaking events.
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Implementation and Mechanism for Update
The capacities needed to implement the efforts
described in the M&E plan should be included
in the document.
• A mechanism for reviewing and updating the
M&E plan should also be included. This is
because changes in the program can and will
affect the original plans for both monitoring
and evaluation.
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• An M&E plan will ensure that performance
information is collected on a regular basis that
allows for real-time, evidence-based decision
making.
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• The methodology for baseline collection and
M&E plan indicators need to be considered.
The methods used depend on the time and
resources available and the depth required to
adequately complete the monitoring or
evaluation of the programme or project
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There are:a range of methods to draw from, such as:
• semi-structured interviews;
• focus groups;
• surveys and questionnaires;
• workshops and roundtables;
• field visits;
• testimonials;
• scorecards;
• referencing existing reports from government, the
United Nations or partners.
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Evaluation
• “An evaluation is an assessment, as systematic
and impartial as possible, of an activity,
project, programme, strategy, policy, topic,
theme, sector, operational area, institutional
performance, etc.
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• It focuses on expected and achieved
accomplishments, examining the results chain,
processes, contextual factors of causality, in
order to understand achievements or the lack
thereof.
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• It aims at determining the relevance, impact,
effectiveness and sustainability of the
interventions .
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• An evaluation should provide evidence-based
information that is credible, reliable and
useful, enabling the timely incorporation of
findings, recommendations and lessons into
the decision-making processes.
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• Evaluation has three key functions:
1. programme improvement;
2. accountability;
3. organisational learning.
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1-Programme Improvement:
• Evaluation is a management tool for achieving
better results. Evaluation provides decision-
makers with evidence and objective
information about performance and good
practices that can help them to improve
programmes
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• Evaluation allows managers to make informed
decisions and plan strategically.
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2-Accountability:
• An effective accountability framework requires
credible and objective information;
evaluations can deliver such information.
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• The intended users of an evaluation are those
individuals or groups who have a vested
interest in the results and who are in a
position to make decisions or take action
based on the results
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3-Organizational Learning:
Evaluations build knowledge for institutional
learning, policy making, development
effectiveness and organizational effectiveness.
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Common M&E logical framework for a national
health strategy
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What are the components of an M&E
platform?
• sound policy and institutional environment;
• well-functioning data sources;
• strong institutional capacity for data
collection, management, analysis, use and
dissemination;
• effective country mechanisms for review and
action.
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References
• United Nations Development Group,
RESULTS-BASED MANAGEMENT HANDBOOK;
Harmonizing RBM concepts and approaches for improved
development results at country level FMOH, Operational
Planning Format & Manual, October 2011.
• Schmets ... [et al],Strategizing national health
in the 21st century: a handbook /
Gerard,WHO, 2016, Geneva.
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Thanks
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