1. W HAT IS M&E  Day-to-day follow up of activities during implementation to measure progress and identify deviations  Monitoring is the routine and systematic collection of information against a plan. The information might be about activities, products or services, users, or about outside factors affecting the organisation or project.  Routine follow up to ensure activities are proceeding as planned and are on schedule  Routine assessment of activities and results  Answers the question, “what are we doing?”

2. W HY M ONITORING  Tracks inputs and outputs and compares them to plan  Identifies and addresses problems  Ensures effective use of resources  Ensures quality and learning to improve activities and services  Strengthens accountability  Program management tool

3. W HY E VALUATION  Determines program effectiveness  Shows impact  Strengthens financial responses and accountability  Promotes a learning culture focused on service improvement  Promotes replication of successful interventions

4. W HY IS MONITORING AND EVALUATION IMPORTANT ? M&E should be part of the design of a program Ensures systematic reporting Communicates results and accountability Measures efficiency and effectiveness Provides information for improved decision making Ensures effective allocation of resources Promotes continuous learning and improvement

5. E XAMPLES OF M&E T OOLS Attendance Register Child Welfare Cards Clocking sheets

6. E VALUATION Q UESTIONS How are resources being used? How appropriate is the management structure? How well are we meeting identified needs? How do we fit within a network of services? How well have we met our expected outcomes? What were the unexpected outcomes? What lessons did we learn?

7. W HAT DO YOU MONITOR ? Inputs : As well as monitoring expenditure, some organisations will monitor other inputs, such as staff and volunteer time. Outputs : These will be specific products or elements of service provided by the organisation, such as advice sessions, training days or publications, number of meetings. Outcomes : These are related to the changes or difference made as a result of the organisation’s outputs. Impacts : These are related to longer-term or broader changes. These might be more difficult to monitor on a routine basis.

8. I NDICATORS are specific, observable characteristics that can be assessed or measured to show the quality or quantity of aspects of the organisation, its resources, its process, or the results of its activities. Examples; Number of people attending networking Forum; Number of Leave days; Number of female in a meeting; Amount of money spent

9. T ARGETS A target is an object or goal that is being aimed at. An example of target is to concentrate all efforts on achieving one goal.

10. C OLLECTING MONITORING INFORMATION Finding ways to collect monitoring information is a key part of monitoring and evaluation. Tools for collecting data can be grouped under four basic heads: surveys and questionnaires observation interviews keeping records and notes. Questions to ask when choosing information collection methods Before deciding on data collection methods, you should address a number of questions, for example: What depth and type of information do you want? How can you check the reliability of your information? How much time can you afford to spend? How much will it cost? How will you analyse the information?

11. M ANAGING YOUR MONITORING INFORMATION Always bear in mind how you want to use the information before you start to collect it. Planned information influence what you collect, how you collect it, and how you store and process it. Everyone involved in collecting the information to use the monitoring tools in the same way, so that the information is consistent and there are no gaps. Small amounts of information may be stored on paper and analysed manually. If you don’t resolve practical issues concerning how you manage your information, this can hold you back in terms of reporting and using monitoring information to feed back into organisational improvement and management.

12. W HO DOES E VALUATION Depends on the amount of money you have available for it. Self-evaluation is when an organisation uses its own expertise to carry out evaluation. External evaluation is when an outside evaluator is brought in to carry out an evaluation for the organisation.

13. M&E F RAMEWORK LevelDescriptionFrequency Inputs Resources that are put into the project. Lead to the achievement of the outputs Continuous Outputs Activities or services that the project is providing. Outputs lead to outcomes Quarterly Outcomes Changes in behaviors or skills as a result of the implemented project. Outcomes are anticipated to lead to impacts 2-3 years (short to medium term) Impacts Measurable changes in health status, particularly reduced STI/HIV transmission and reduced AIDS impact. Impact results are effects of the intervention 3-5 years (long term)