1. Monitoring and Evaluation
for the result oriented management of projects & programmes
Land Governance Capitalisation Meeting
Addis Ababa, 10 November 2017
Karen McHugh M&E adviser FANSSA
Unit C1 DEVCO

2. The whole political context is pushing for a focus on results
Global priorities/SDGs
EU priorities & rules EURF
Citizens and tax payers

3. Why do we need indicators/monitoring?
To: Improve quality of actions by providing key data to inform management decision making (on/off track) Learn, by identifying what works and what doesn’t Be accountable, by demonstrating in an objective way how public funds have been used and what they have achieved and Bring clarity to the dialogue between project partners

4. The LFM
A Resilient and Versatile Tool

5. Uses of the LFM Synthesis Planning Communication Monitoring
Evaluation…
…i.e. your road map!
Where are you going?
How will you get there?
How will you know that you have arrived?

6. The Logical Framework Matrix (LFM)
Results chain
Indicators
Baselines
Targets
Sources of verification
Assumptions
Impact (Overall objective) 1 3 2
Outcome(s) (Specific objective)
Outputs
Activities
“Nested LFMs” how project LFMs fit into a Programme LFM

7. Indicators, baseline & target Sources of verification
Vertical Logic
Indicators, baseline & target
Results chain
Sources of verification
Assumptions
Impact
Outcome
Outputs
Activities
« For each level of the results chain, if results are achieved and assumptions hold true, then ... » 13

8. Indicators, baseline & targets Sources of verification
Horizontal logic
Results
chain
Indicators, baseline & targets
Sources of verification
Assumptions
Impact
Outcome
Outputs
Activities
How to verify ‘success’ or progress in achieving results?

9. In a logframe every result needs
What is to be measured (not what is to be achieved; that’s the job of targets)
Indicators
The desired value or direction for progress
Targets
On the path towards your target
Milestones
The starting point
Crucial for target setting
Baselines
Where the information/data comes from
Sources

10. How to measure change? Set the baseline Set the target Set milestones
Step 1
Set the baseline
Step 2
Set the target
Step 3
Set milestones
Golden RULE 2: BE REALISTIC

11. Defining indicators – Focus on what will be measured not by how much
Long term goal to which the project contributes
e.g. SDG indicators, EURF level 1
e.g. prevalence of stunting (moderate or severe) of children under five years of age)
Impact
What will change for the beneficiaries/target groups – behaviour/ perceptions/ systems
e.g. Proportion of total adult population with secure tenure rights to land, with legally recognised documentation
Outcome
The services or goods delivered to the target groups
e.g. # of seedlings/tools provided to target group/level of awareness of TP of land rights
Output

12. OBJECTIVES/RESULTS OR INDICATORS?
Improved levels of nutrition
All large-scale agricultural investments meet principles of VGGT and RAI by 2017
Increasing productivity
Prevalence of stunting in children under 5 years of age
Number (%) of new large-scale investments meeting VGGT and RAI principles
Rice yields per hectare

13. Rule No. 1: BE CLEAR What indicators might measure these results:
“Reduce poverty by transforming agriculture into a competitive, sustainable, and inclusive agriculture that brings economic growth, improved livelihoods and job creation, food and nutrition security”
“Increased efficiency and effectiveness of research and extension systems, reaching more to smaller farmers and leading to a more diversified production”

14. Good indicators depend on clearly stated objectives/results on all levels: OUTCOME level
Not so good 
Better 
Improved strategic linkages for food security and nutrition, and support to local market sales in each State in order to improve diets of local population
Increased sales of locally produced vegetables

15. Good & not so good objective/result statements: OUTPUT level
Not so good  Better 
Increase the number of HH who have increased their production levels thanks to the provision of water harvesting and/or irrigation systems
Increased area of arable land under irrigation

16. Possible indicators outcome and output levels
Increased sales of locally produced vegetables
Volume (or value) of locally produced vegetables sold
Increased area of arable land under irrigation
Area of arable land under irrigation

17. Sources of verification
Routine
statistics
Administrative
records
Management
reports
Special survey
Technical or
specialised
reports
Observation /
Site inspection
The source of verification should be explicit! A line Ministry is not a source of verification, it is rather the survey conducted by a given Directorate/Unit within this Ministry…

18. Data Sources
List the specific data sources (do not just list the organisation, mention also the specific data collection method e.g. survey or report)
Frequency should be clear and consistent with milestones and targets
Provide disaggregated data as required
Data collection and reporting responsibilities are clearly specified
In your LFM: Avoid « project report » in the source of verification column !

19. Exercise on objectives, indicators & sources of verification
exercicse
Exercise on objectives, indicators & sources of verification
Take a card and write down a result (output, outcome or impact). Pass to your colleague on the left.
On the card you received from your neighbour, write down an indicator you think could be used to measure this result. Pass to your colleague on the left.
On the card you received write down a source of verification you think could be used to collect the information related to this result and indicator. Pass to your colleague on the left.
Read the objectives, indicator and proposed source of verification you have received and decide if you agree with the choices made.

20. With indicators we can compare
Baseline situation vs. actual
Actual vs. planned
Trends over time
Comparisons between periods
Geographical variability
Variability between groups
Standards and benchmarks

21. "In an increasingly performance-oriented society, metrics matter
"In an increasingly performance-oriented society, metrics matter. What we measure affects what we do. If we have the wrong metrics, we will strive for the wrong things." J.E. Stiglitz, A. Sen, J.P. Fitoussi, "Mis-Measuring our Lives
Monitoring systems

22. Steps for designing a monitoring system
Define the objective and scope of the monitoring system (always keep end users in mind- not information for information sake)
Identify performance-related questions, information needs and indicators (drawn from your LFM)
Plan for data collection and the organisation of information
Plan the activities and processes needed for an efficient linkage between information and decision making (with a view to improving and managing the project/programme)
Plan the information flow and reporting process (how and to whom?)
Plan for the necessary means and skills (budet for M&E)
Combination of stakeholders, approaches, methods, tools, indicators…
M & E
system

23. Monitoring system Key messages
Focus on outcomes and not just outputs to assess the project/ programme performance
Build on existing systems and capacities
Identify indicators and the source of information at the same time (reality check). Keep it simple and realistic!!
When it comes to indicators less is better
Involve responsible managers & stakeholders
Balance quantitative and qualitative indicators

24. Monitoring and Evaluation
Strategic Evaluations
Project & programme evaluations
Development Partner monitoring (Field and HQ)
Internal project monitoring by implementing partners

25. Q & A