Defining the M&E Strategy for a
Defining the M&E Strategy for a programme programme /project /project
Using the logical framework
matrix
A logical frameworkA logical framework
Clearly defined results and risksClearly defined results and risks
Performance indicators and means of verificationPerformance indicators and means of verification
An M&E plan for data collection and analysis, covering baseline,An M&E plan for data collection and analysis, covering baseline, ongoing monitoring and evaluation
ongoing monitoring and evaluation
Sets out arrangements for routine collection of monitoring data,Sets out arrangements for routine collection of monitoring data, based on indicators identified
based on indicators identified
Describes the use of baseline and subsequent evaluation events Describes the use of baseline and subsequent evaluation events to gauge change in the identified indicators
to gauge change in the identified indicators
Sets out arrangements for collection of periodic evaluation data, Sets out arrangements for collection of periodic evaluation data, based on identified indicators
based on identified indicators
3. Reporting flows and formats
Description of information flow as M&E information are
collected, linked to each level of management and the agreed system for feedback and management review
4. A feedback and review plan
Sets out measures to be taken to ensure timely decision-making be management and other stakeholders based on M&E findings
5. A capacity building design
Sets out capacity building needed for implementing partners and other stakeholders important to sustainability
6. An implementation schedule
Time frames for specific M&E activities, linked to programme/project implementation schedule
7. A budget
Links planned M&E activities to a budget and other resource requirements
Adapted from:: http://documents.wfp.org/stellent/groups/public/documents/ko/mekb_module_7.pdf - Monitoring and Evaluation Guidelines - RBM-oriented monitoring and evaluation as implemented by the United Nations World Food Programme.
Source: http://documents.wfp.org/stellent/groups/public/documents/ko/mekb_module_7.pdf- Monitoring and Evaluation Guidelines - RBM-oriented monitoring and evaluation as implemented by the United Nations World Food Programme.
Establish the general scope and focus of the project. Establish the general scope and focus of the project.
Agree on the specific planning framework, terminology and designAgree on the specific planning framework, terminology and design process.
process.
Undertake a detailed situation analysis. Undertake a detailed situation analysis.
Develop the project strategy, objectives hierarchy, implementatiDevelop the project strategy, objectives hierarchy, implementation on arrangements and resources.
arrangements and resources.
Identify and analyze the assumptions and risks for the chosen Identify and analyze the assumptions and risks for the chosen strategies and modify the project design if assumptions are inco
strategies and modify the project design if assumptions are incorrect rrect oror
risks are too high. risks are too high.
Develop the monitoring and evaluation Develop the monitoring and evaluation framework.
framework.
Problem identification and analysisProblem identification and analysis
Identifying the particular development issue or challenge that Identifying the particular development issue or challenge that needs to be addressed, geographic scope, probable length needs to be addressed, geographic scope, probable length and expenditure
and expenditure
Possible tools/methodsPossible tools/methods
Participatory workshopParticipatory workshop
Problem treeProblem tree
Survey Survey
Strategy papers, studiesStrategy papers, studies
2. Stakeholder analysis
Identification of relevant stakeholders, their needs, interests and expectations in the project and what they can contribute
Tools/methods
¾ Stakeholder mapping
¾ Interviews
Agree on:Agree on:
Planning framework and approachPlanning framework and approach
How the logframeHow the logframe will be usedwill be used
Design processDesign process
Terminology to useTerminology to use
Who will be involved in the designWho will be involved in the design
Process: dialogue, workshop with key stakeholders, participationProcess: dialogue, workshop with key stakeholders, participation
Determining problem context , to include:Determining problem context , to include:
StakeholdersStakeholders
Problems and issuesProblems and issues
Visions and opportunitiesVisions and opportunities
Biophysical settingBiophysical setting
Organizations (institutions, networks, relationships)Organizations (institutions, networks, relationships)
InfrastructureInfrastructure
Legal, policy and political institutionsLegal, policy and political institutions
EconomicEconomic
Social and culturalSocial and cultural
2. Tools/methods
Survey
Focus group discussions
Role play
Key informant interviews
SWOT analysis
Historical analysis
Participatory appraisal
Community meetings
Multi-stakeholder workshops
Resource mapping
Network mapping
Field visits
Develop the project strategy—Develop the project strategy—what is expected to be achieved and what is expected to be achieved and howhow
Objectives hierarchy : goal, purpose, outputsObjectives hierarchy : goal, purpose, outputs
Identify implementation arrangements, activities, and resources Identify implementation arrangements, activities, and resources needed
needed
Tools/methodsTools/methods
Done with stakeholder participationDone with stakeholder participation
Problem treeProblem tree
Developing a visual overview (or an objectives tree) Developing a visual overview (or an objectives tree)
Effects
Focal Problem
Causes
Development Objectives (Goal)
Outputs (Intermediate results) Project Purpose (Outcome)
Activities
Problem tree Objective tree
Identify assumptions and risks that:Identify assumptions and risks that:
Involve project partner contributions to the projectInvolve project partner contributions to the project
Involve performance of organizations that affect the project, e.g., Involve performance of organizations that affect the project, e.g., government agencies, NGOs, contractors
government agencies, NGOs, contractors
Are critical to project success (limit) Are critical to project success (limit)
Which are not certain to happenWhich are not certain to happen
Are out of control of project managementAre out of control of project management
2. Tools/Methods
Dialogues
Focus group discussions
Workshops
Risk analysis
Decision tree
Define the M&E strategyDefine the M&E strategy
Preparation of the M&E planPreparation of the M&E plan
Identification of performance indicators and means of Identification of performance indicators and means of verification
verification
M&E responsibilities; institutional arrangementsM&E responsibilities; institutional arrangements
Resources allocated to M&EResources allocated to M&E
Tools/MethodsTools/Methods
M&E planningM&E planning
Stakeholder workshopsStakeholder workshops
Open discussion with stakeholders, participationOpen discussion with stakeholders, participation
Sharing, questioningSharing, questioning
Negotiation Negotiation
Planning workshopsPlanning workshops
For project designingFor project designing
Capacity building and sustainabilityCapacity building and sustainability
For learning and adaptationFor learning and adaptation
For phaseoutFor phaseout
Defining the project within an Defining the project within an organizational context
organizational context
