Monitoring and evaluation Learning and Development
–Understand how to review existing documentation, process and systems.
–Learn how to gather information related to M&E.
–How to enhance and gain buy in from relevant stakeholders.
–Prepare a detailed M&E plan including indicators, baselines and targets,
defining data (quantitative and qualitative)
–Establish an implementation team(s) and mechanisms to conduct M&E,
identifying and meeting capacity needs, establishing methods and/or data
sources for currently unobtainable data.
–Provide training to ensure relevant data sources, project owners,
implementers and users are adequately equipped to provide the required
information on an ongoing basis.
–Closely monitor programme and project implementation against all indicators,
measure and report progress towards results.
*Many people have come to understand
evaluation in a negative way as a process of
*So design is important
• Can be understood as the “observe and reflect”
aspects of the learning cycle
• Sometimes a sharp distinction is made between
monitoring and evaluation.
• However, monitoring is really a simpler and more
continuous form of evaluation. Both involve
reviewing experiences and evidence of impact of
activities, and both involve reflection and learning
towards improving how things are done in the
*ROI calculations do not take into account the
shelf life of the training program and impact
makes this difficult to calculate.
• The chain of cause and effect relationships may start
with improvements in the area of learning and growth.
The direction of the cause and effect relationships is
Learning and growth
Internal business process = Customer and
Is a set of hypotheses about cause
and effect relationships.
Defining an organization's strategy involves:
1. Defining the market the organization plans to serve - local, national, global
2. Defining the customer. Broad or narrow, age group, income level etc.
3. Identifying the critical internal processes needed to capture and satisfy those
4. Determining the individual and organizational capabilities required in the other
• How well are we doing?
• Are we doing the right things?
• What difference are we making?
• Does the approach need to be modified, and if
*Monitoring can be focused on both the immediate processes
and results, and on the longer-term impacts.
Level 4 - Results What organizational benefits resulted from the training?
Level 3 - Behaviour
To what extent did participants change their behaviour back in
the workplace as a result of the training?
Level 2 - Learning
To what extent did participants improve knowledge and skills and
change attitudes as a result of the training?
Level 1 - Reaction How did participants react to the program?
• Evaluation can give people who have participated in
an endeavour the opportunity to reflect on their
• The process should enable the lessons of an
experience to be articulated and debated so that a
collective analysis can be carried out.
• Where failure and negative impacts have to be
faced, they should be embraced as opportunities to
*Participatory Monitoring and Evaluation is a large and rapidly
*It can be defined as an "approach which involves others,
deciding together how progress should be measured, and
results acted upon.
•Participation in the design of the process, and in analysis
• Negotiation on indicators, methods, use of information and
• Learning for subsequent improvement
• Flexibility of the process
*Designing a sustainable process
*Reconciling different standards of the
credibility of information
*Scaling-up the use of PM&E into large
organisations and programmes