1. M&E workshop Tamale 3-5 September
2013

2.  Why is it – or is it not a good idea to have 5
blind men tell us what an elephant looks like?
 What is the moral of the story?

3.  What is it??? And why do we do it?

4.  Monitoring can be defined as: “A continuing
function that uses systematic collection of data
on specified indicators to provide management
and the main stakeholders of an ongoing
development intervention with indications of
the extent of progress and achievement of
objectives and progress in the use of allocated
funds”. See Organisation for Economic Co-
operation and Development (OECD –
http://web.worldbank.org)

5. in other words:
Monitoring is an ongoing collection of data
compared to specific indicators that will tell
you if you are on the right track to reaching
your goals, and efficiently making use of the
funds available.

6.  Impact (not to be accounted for by project).
 Outcome (must be accounted for by project)
 Output (must be accounted for by project)
We can monitor all of the above levels by
 Indicators
this will help us identify (amongst others)
 Lessons Learned
 Challenges
And changes in the
 Context

7.  Now how do we do that???

8.  Log Frame
 Results Chain
 Theory of change
 Outcome Mapping
 Most Significant Change

9. Development
Objective
Impact Indicator
Specific Objective 1 Expected
Results
Indicators
(Means of
Verification)
Activities
Risk and Assumptions
Specific objective 2 Expected
Results
Indicators
(Means of
Verification)
Activities
Risk and Assumptions
Specific Objective 3 Expected
Results
Indicators
(Means of
Verification)
Activities
Risk and Assumptions

10. Source: Treasury Board of Canada Secretariat

11. Outputs
Outcomes
Impact
Development Objective: We first identify
what changes are needed in the
condition of People in Central Gonja
(Improved productivity, livelihoods and
incomes).
Development Purpose: Then we identify
changes needed at the level of mediating
sectors – (Year-round agric production and
agro-processing by women and men)
Then we need to deliver specific
products that will enable concerted
actions to take place (access to
land, capital, skills, information)
Activities
Therefore we need to engage in
some specific activities...
Immediate
effects
Derived from our Strategies…which
produce changes in individuals leading this
and working within and outside it (enabling
improved skills in land & technology use)

12.  A specific and measurable description of a social
change initiative that forms the basis for strategic
planning, on-going decision-making and evaluation
 Identifying long-term goals and the assumptions
behind them
 Backwards mapping to work out all the requirements
necessary to achieve that goal
(outcomes/preconditions).
 Identifying the interventions necessary to achieve the
desired outcomes.
 Developing indicators to measure progress on
outcomes and to assess performance
 Writing a narrative to explain the logic of your
initiative

13.  Has only one focus – Change in Behaviour
 It is assessing outcomes.
 It encompasses a program to think about itself
as a dynamic org. whose goals methods and
relationships with partners need to be
reconsidered and adjusted regularly (nothing is
static).

14.  Is an indicator free form of monitoring.
 It is a form of „story telling‟, and „evolutionary‟
monitoring method involving stakeholders
from different levels within and around the
organisation.
 The stories are linked to specific domains the
organisation is interested in knowing more
about.

15.  Also known as ”The stakeholders” – but who
are they and why do they matter?

16.  Stakeholders are all those individuals or
institutions with a ‟stake‟ or shared interest in
the activity, project or programme.
 There are two levels of stakeholders – direct
and indirect (or primary and secondary).
 To each group of stakeholders there are
subgroups depending on their interests and
relations to the activity, project or programme

17.  http://web.worldbank.org/WBSITE/EXTERNAL/TOPICS/EXT
SOCIALDEVELOPMENT/EXTPCENG/0,,contentMDK:20509352
~menuPK:1278203~pagePK:148956~piPK:216618~theSitePK:41030
6,00.html
 http://web.worldbank.org/WBSITE/EXTERNAL/EXTOED/EXT
EVACAPDEV/0,,contentMDK:22293310~enableDHL:True~menu
PK:4585753~pagePK:64829573~piPK:64829550~theSitePK:4585673,
00.html
 Slides from RBM training by Coleman.
 IBIS tool BOX
 www.theoryofchange.org