1. CONTROLLING

2. Monitoring and
Evaluation Planning Concepts
and Tools
Tools in Monitoring •Analyzing the
and Evaluation External
Environment
Managing •Analyzing the
Finances and Internal
Other Resources Organizational
Context
•Setting
Directions /
Planning Matrix
Analyzing Systems
and Structures

3. The Control Process
• Control is the process of assuring that
organization plans, programs & specific
tasks are carried out effectively & efficiently.
• Plans & programs are usually translated into
quantitatively measured targets, for control
purposes these targets are made the
responsibilities of individuals/units.
• The process of monitoring the
implementation performance of plans &
programs as well as evaluating their
realization is called Management Control.

4. Programs and plans
are laid down to
respond to real
needs and concerns
Pastoral Concern / Issue
Concern / Responded
Issue
Process: leads us
Monitoring and evaluation are essential in to concrete
controlling the process. They are organic parts of the responses to
program / project . M and E enable the manager to identified needs or
take a pulse and facilitate feedbacking. It makes concerns
projects and programs effective. Constant learning
from experience enhances capacity of implementers
to respond to pastoral concerns.

5. Monitoring is the systematic collection and analysis of
information while the implementation of an activity, program
or project is on progress. It is based on activities and
measurements of success that are laid down.
Evaluation is a formal and systematic assessment whether
the laid down objectives are achieved or not. It compares the
actual processes and results with the planned processes and
results .
Monitoring
Planning Implementation
Eval. Eval. Eval.
Midterm /
Appraisal/ Ex Formative Terminal / Ex -post
-ante Evaluation Evaluation Evaluation

6. WHY?
Monitoring Evaluation
• intended achievements • to determine whether the set
can be compared with objectives were appropriate
actual achievements for the identified concerns
and needs
• to recognize successes
• to know if the program or
• to identify deviations project was able to realize
its intended purposes
• to anticipate problems or
challenges • to know if the planned
processes were done; the
• to make necessary and strategies effective
timely corrective action

7. WHY?
Monitoring Evaluation
• to steer implementation • to know if resources at hand
towards realizing the were properly used
objectives
• to know the broader and
• to determine whether longer effects and side
resources are sufficient effects of the program
and are being well used
• to further improve
• to assess whether programs and their
capacity is sufficient and management
appropriate
• to generate knowledge that
can be shared

8. Comparison
Monitoring Evaluation
• collection, analysis and • review of program or project
understanding of relevant performance and impact on
information to make timely target groups
necessary and corrective
actions.
• project managers, can be • evaluators - external/
external, activities and internal, impact of project
budget figures
• ongoing-continuous • Periodic
Impact
(significant results or difference)
Effectiveness
(achivement of objectives)
Efficiency
(maximum output with less input)

9. Monitoring and Evaluation in the Logframe
Intervention Verifiable Sources of Assumptions
Logic Indicators verification
Overall T
Objectives IM PAC
Project E S
EVALUATION
Purpose TCO M
OU
S
Results PUT
OU T
MONITORING
Activities S Means Cost
CTI VITIE
A
Pre-
condictions

10. MONITORING
•is a management task which ensures continuous review
and assessment of the inputs, transformation processes
and outputs of the project. It takes place at all levels of
management.
• is a communication process among the different actors
involved in order to reach a common understanding of the
achievement of the planned results or objectives.
• involves comparison of the actual progress against plans to
identify necessary remedial or corrective measures.
• uses both formal reporting and informal communication
flows.

11. Designing A Monitoring
System
1.Define the management structure
2.Clarify Objectives
3.Select Information Chapters
4.Formulate Managers Questions
5.Determine Indicators
6.Define Information Flow and
Responsibilities

12. Designing A Monitoring System
1.Define the management structure
Board
Coop Manager
Education Committee
Coordinating Body
Education Officer

13. Designing A Monitoring System
1.Define the management structure
Board monitor overall direction and progress of strategic
plan implementation
Coop Manager monitor delivery of services, functioning of
coop staff
Education monitor implementation of education program,
Committee coordination with staff and consultants
Coordinating Body monitor activities, schedules – their coordination
Education Officer monitor actual training, budget and resource
procurement and use

14. Designing A Monitoring System
2. Clarify Objectives
Output R1. Members’ attitudes and skills are further developed
1.1 Contact and seek commitment from NGOs for consultancy
Activities and support for education
1.2 Conduct an education and training needs assessment.
1.3 Design a responsive education and training program
1.4 Implement and evaluate the program

15. Designing A Monitoring System
3. Select Information Chapters
Monitoring Input: Finance, Resource Person, Training
Materials, Venue
Monitoring of the Process (throughput): planned
activities, personnel performance, partnership and
coordination
Monitoring Output: Results of training / changes on the
participants (knowledge, attitudes, skills )
Monitoring Reaction: effect of training (purpose level)
impact of training (overall objective level)
Monitoring of the Context: assumptions, unforeseen
events

16. Designing A Monitoring System
4. Formulate Managers Questions
Monitoring Input:
•Is the budget made available and well used?
•Are there available and capable resource persons?
•Are quality training materials adequate and available?
Monitoring of the Process (throughput):
•Are the planned activities done as scheduled? Did they
cover the target number :participants, contacts?
•How did the staff / resource person perform their
function?
•How strong and substantial are the partnerships with
NGOs?
Monitoring Output:
•What are the skills and knowledge developed?

17. Designing A Monitoring System
5. Determine Indicators
Input:
•Budget and actual expenses; items on budget or excess
spending
•Number and qualification of resource persons?
•# materials per module per participant, quality of
materials?
Monitoring of the Process (throughput):
•Activities implemented and not implemented
•# of participants targeted and actually involved
•Tasks performed and not performed by staff
•MOA covers resource person, materials and budget
counterpart within defined timeframe 2 years.

18. Designing A Monitoring System
6. Define Information Flow and Responsibilities
Responsible Data to be Where How Who receives When
Person Collected Information
Who in the structure What data Where can it
is responsible in /information be found? In
collecting the needs to be the org / or
information / data? collected? outside?

19. Designing A Monitoring System
6. Define Information Flow and Responsibilities
Responsible Data to be Where How Who receives When
Person Collected Information
How will the data be Who will When should
retrieved and receive and the data be
packaged / use the given?
presented data?

20. Designing A Monitoring System
6. Define Information Flow and Responsibilities
Example: Monitoring expenditures for training and education o
of Dinagat coop members
Responsible Data to be Where How Who receives When
Person Collected Information
Document At most 3
Actual In office from
expenses and days every
Education expenses for receipts, Finance
put it in a after training
Officer education and other finance Officer
liquidation or education
training documents
report session held
Amount of Post actual
Liquidation
actual expenses and
Finance reports and Coop Every end of
expense in put it into a
Officer budget Manager the month
relation to monthly
schedule
budget finance report
Budget Write a Every six
Coop released and Finance budget Board months
Manager funds Report performance Chairperson during Board

21. Designing A Monitoring System
Example: Monitoring the implementation of education and
training activities
Resp. Data to be Where How Who receives When
Person Collected Information
Actual Document
proceedings and and write At most a
Documen- Actual Education
evaluation proceedings week after
ter training Officer
results of and summary training
trarining evaluation
Review all
# of participants, Proceedings
documents
Education their evaluations and Coop Every two
and write
Officer and insights from Evaluation Manager months
progress
training Summary
report
Data on the
Write a bi- Every six
overall progress Office /
Coop annual Board months
of training progress
Manager progress Chairperson during Board
program report
report meeting
implementation

22. Visualising the Monitoring Data
Simple Matrix for Control
Planned Targets Actual Mitigating Factors Recommendation
for Action
Activity Calendar

23. Gantt Charting
Bar Graphs

25. EVALUATION
An examination as systematic and objective as possible of an
on-going or completed project or programme, its design,
implementation and results, with the aim of determining its
efficiency, effectiveness, impact, sustainability and relevance
of the objectives.
Impact (including side-effects or not)
effectiveness (realising intended purposes)
outputs (doing what was planned to be done)
efficiency (proper use of resources)
inputs (making available what was planned)
sustainability (basically, involving dimensions of time
and organisation related to effect and
impact)

26. Evaluation is the systematic collection of information about the
activities, characteristics, and outcomes of programs to make
judgments about the project, improve project effectiveness,
and/or inform decisions about future programming.
M.Q.Patton (1997

27. luat ion?
r is eva
Wh at fo
Utilization-Focused Evaluation
Commitment to intended use by intended users should be the
driving force in an evaluation.
Strategizing about use is ongoing and continuous from the
beginning of the evaluation.
Evaluations should be user–oriented and their primary intended
users should be identified.

28. People’s Participation in Evaluation
“Participatory monitoring and evaluation is not just a matter of
using participatory techniques within a conventional
monitoring and evaluation setting. It is about radically
rethinking who initiates and undertakes the process, and who
learns or benefits from the findings.”
—Institute of Development Studies, 1998

29. Example: Dinagat Cooperative
Evaluation is a close look at the actual
Objectively Verifiable
turnout of the plan implementation and
Intervention Logic Indicators
compare it to what is the laid down
Overall
Improved quality of life
measurement of achievement – the
Objectives
objectively verifiable indicators. 7 become facilitators in conflict
Project Cooperative is strengthened and
Purpose sustained resolution meetings, 5 become farm
Evaluation comes easy with clearly consultants
defined OVIs.
R1. Members’ attitudes and skills are 70% of those who have finished
Results courses indicated understanding of
further developed
the concepts and development of
Evaluation comes easy with an skills and affirmed the courses are
efficient monitoring system that relevant and useful for the coop
provides theContact and seek commitment from
Activities 1.1 needed data and At least 3 NGOs commit and signed
MOA with the coop to help education,
documents to for consultancy and support for
NGOs verify actual
provide materials
education
achievement.
1.2 Conduct an education and training At least 3 assessment tools are
needs assessment. developed and utilized gathering data
from 80% of the members
Evaluation comes easy with people Program of 10 courses laid down to
1.3 Design a responsive education and
who are willing program back and learn,
training to look develop 5 priority needed knowledge,
skills and attitudes