Rural development projects.ppt

The main objective of this course
• To introduce students basic concepts and
analytical methods necessary to plan,
appraise, implement, monitor and evaluate
rural development projects.
Amare B. 2

Expected result
After the completion of this course the students
should be able to:
1. Incorporate knowledge and tools learned
into practical
2. Analyze projects
3. Prepare projects
4. Monitor and Evaluate projects
Amare B. 3

Development policies, Plans, Programs and
Projects
• Policy is a statement of intention or aspiration of a government to guide
the direction of the overall development objectives to be planned and
achieved at varies levels of interventions and at different time period.
• Development planning is an exercise of forethought in attempt to select
the best policies to be implemented for the development of a nation over
a planning period/planning horizon.
• Programme: usually a long-term series of interventions, sometimes with
no defined end point
• Project: a discrete activity aimed at specific objective with a defined
budget and limited timeframe
Amare B. 5

THE HIERARCHICAL PLANNING STRUCTURE
Amare B. 6
Top-down
Approach-budgeting Gov’t policies
Development
Plan
Program
Projects
Bottom-up
Approach-estimation

common characteristics of Projects
• A start and a finish/ Time limit
• A life cycle involving a series of phases in
between the beginning and end
• A budget
• A set of activities
• Use of resources which may require
coordinating
• Defined roles and relationships for
participants in the project.
Amare B. 7

Amare B. 8
Project Cycle
Approval
Appraisal
Implementation
Problems & Potentials Identification
Formulation
Evaluation
Monitoring

Where we want to be
Achieved the desired situation
Situation changed
A Better Future
Current Situation
Where we are now?
Unhappy about current situation?
Need for changes?
Future Situation
Where we don’t want to be!
Still unhappy!
Nothing has changed!
Why
Project?

Project planning and analysis need to
understand
• project logical framework,
• planning hierarchy and process,
• project cycle,
• cost-benefit analysis, and
• policy framework which directly
affects project management and
performance.
Amare B. 10

Logical Framework Approach (LFA)
• The LFA is a tool used for systematic
planning, implementing, monitoring, and
evaluating projects/ programmes.
Amare B. 11

• LFA was developed during the 1960s and has been widely
spread all over the world since the 1970s.
• Today it is used by private companies and by almost all
international development organizations,
• Note the different needs for LFA, depending on the role
a party may have
– Implementing parties use the method for planning,
implementing and following up projects/ programs,
– while the international donor agencies use the method for
assessing, following up and evaluating projects and programs.
Amare B. 12

Amare B. 13
 needs-based approach
 logical intervention approach
 framework for assessing relevance,
feasibility and sustainability

Amare B. 14
Features of LFA :
stakeholders involvement
results-oriented – not activity driven
logically sets objectives and their
causal relationships
shows whether objectives have been
achieved: Indicators (for M&E)
describes external factors that
influence the project’s success:
assumptions and risks

Amare B. 15
Main steps in LFA:
• Stakeholder Analysis
• SWOT Analysis
• Problem Tree Analysis
• Objective Tree Analysis
• Logical Framework Matrix
• Monitoring and evaluation

Steps of LFA
Amare B. 17
Analysis
This consists of four distinct
steps:
Step 1:Situational analysis
(SWOT analysis)
Step 2: Stakeholder Analysis
Step 3: Problem Analysis
Step 4: Objectives Analysis
Design / Planning
This consists of three steps:
Step 5:Project Plan
(Logframe)
Step 6:Activity Planning
Step 7:Resource Scheduling
(budgeting)

SWOT Analysis
• SWOT analysis is a tool for institutional
appraisal and a brainstorming exercise in
which the representatives of the organization
participate fully.
Amare B. 19

SWOT Analysis (cont…)
Purpose:
• To assess the performance and capacity of the
participating units, divisions of organization.
• Each participating unit has to undertake SWOT
analysis.
Amare B. 20

Amare B. 21
SWOT Analysis
SWOT stands for:
 Strengths - the positive internal attributes of the
organisation/ internal competencies possessed by the
organization
 structure and policies of the organization,
 financial soundness,
 knowledge of personnel,
 qualities of facilities, and so on
 Weaknesses - the negative internal attributes of the
organisation
 Opportunities - external factors which could improve
the organisation’s prospects
 Threats - external factors which could undermine the
organisation’s prospects

Stakeholder Analysis
Stakeholder is any individuals, group or
organization, community, with an interest in
the outcome of a programme/project.
• Stakeholders - those who are influenced by
and exert an influence on the project entity
• Who will be influenced, positively or
negatively, by the project
Amare B. 23

Purpose:
 to identify those groups who, directly or indirectly,
will affect or be affected by a project.
 To determine, through consultation, the issues,
concerns and information needs of different
stakeholders
 To estimate the probable impact which various
stakeholders will have on the project
 To identify measures to enhance stakeholder support
for the sustainable development objectives of the
project.
Methods
and Tools

Four main groups of
stakeholders:
• Beneficiaries
• Implementers
• Financing agents
• Decision makers
Amare B. 25

Amare B. 26
 List stakeholders
 Draw out their interests in relation to problem addressed
 Assess the influence or power of the stakeholder
 Combine influence and importance in matrix diagram
 Determine how and which stakeholders should participate
in the project cycle activities
steps of analysis

Amare B. 27
influence and importance matrix
 A.
High importance
Low influence
 B.
High importance
High influence
 D
•Low importance
•Low influence
 C.
•Low importance
•High influence

May need special project initiatives
if interests are to be projected. The
Target Group should be in this
category
Project Managers will need to
develop good working relationships
with these stakeholders to ensure
effective mobilization of support
for project activities
The interests of these stakeholders
should be monitored to ensure that
they are not adversely affected
Influential stakeholders but with less
importance for achieving project purpose
and outputs. They affect outcome of
activities and need careful management
Amare B. 28
Low
Influence
High
Influence
High Potential/Significance/Importance
Low Potential/Significance/Importance

Identify the main individuals/groups of
Stakeholders who need special attention and
propose specific measures in a summary table:
Stakeholder
Stakeholder
Interest(s) in the
Project
Assessment of
Impact
Potential Strategies for
Obtaining Support or
Reducing Obstacles
Methods
and Tools

Amare B. 32
Purpose:
- to identify major problems and their main
causal relationships.
Output:
problem tree with cause and effects
Problem Tree Analysis

Why a Problem Tree?
Objective Tree
Overall objectives
Project Purpose
Results
Problem Tree
Effects
Focal problem
Causes

Problem Analysis
• Finding “the roots of the evil”
• Which is the problem to be solved?
• One focal problem, focus!
• Find the causes and effects to the focal problem
• The causes of the problem shall be “tackled”
through activities within the framework of the
project in order to solve the problem in a
sustainable way

Steps in Undertaking Problem Tree
1. Identify the major problems that the project
will address. State problems in negative
manner.
2. Group problems by similarity of concerns.
3. Develop the problem tree:
a) Select a focal problem from the list and relate
other problems to the focal problem.
b) If the problem is a cause of the focal problem it is
placed below the focal problem
c) If the problem is an effect of the focal problem is
goes above
Amare B. 35

Note:
• Problems have to be worded as negative situations
as they exist
• Problems should be as specific as possible – what is
the problem, who does it affect?
• Problems have to be existing problems, not future
ones or imagined ones
• The position of the problem in the hierarchy does
not indicate its importance
• A problem is not the absence of a solution, but an
existing negative situation, that is a “lack of”
something
Amare B. 36

Amare B. 37
Problem Analyses contd…
A problem is not the absence of a solution (desired
situation), but an existing negative state.
Example:
No pesticides are available Crop is infested
with pests
Wrong Right

Amare B. 38
Problem Tree
CAUSE
EFFECT

Exercise
Identify the core problem, causes, and effects
and design a problem tree
– Capacity limitation of most economics students to
conduct rigorous research work?
– The current low average productivity and income
of a farmer in Ethiopia?
Amare B. 40

Analysis of Objectives
• Transforming the problem tree into an objectives tree by
restating the problems as objectives.
• Problem statement converted in to positive statements
• Top of the tree is the end that is desired
• Lower levels are the means to achieving the end.
• If necessary revise statements / add new objectives / delete
objectives which do not seem suitable / necessary
Amare B. 41

Objectives Analysis
Amare B. 43
End
Means
Means
End
Means
End
Means
End
Means
End
Means
End
Means
Means
End
Means
End
Objective
End End

Amare B. 45
Objectives Tree
Ends
Means
*

Overall Objective
Project Purpose
Result Result Result
Output Output Output
Activity Activity Activity
LFA Planning Hierarchy

The relationship between the problems
tree and the objective tree
PROBLEM TREE OBJECTIVE TREE
• Effects Overall Objectives
• Focal problem Project Purpose
• Causes Results
Amare B. 47

1 Overall Objectives/Development Objectives:
• Beyond control of project but project contributes explicitly to its achievement
• Often Governmental level, long term perspective, i e social welfare, economic growth.T
• he positive situation of the effects of the focal problem identified.
• Time frame: Long term, 5-10 years (e.g Living conditions of local people improved or Investments
into agricultural export crops increased )
2 Project objectives or Project Purpose:
• Which are the objectives that the intervention/project should be able to achieve.
• Within project scope
• The positive solution to the focal problem, the solved focal problem.
• The reason why the project.is implemented. Time frame:Medium term 0-3 years (e.g River water
quality improved or Road network meets traffic demands) .
– Should be measurable: who will be reached, what change will be achieved, the period in
which it will be achieved and where it will occur
– Verbs. Adjectives denoting measurable change (decrease, increase, improve, enhance,
strengthen
3Outputs/Targets/Results: The outputs/results describe the
services to be produced by the project. What services do the beneficiary get access to?
Connected to the causes of the focal problem identified. Achieved through the activities. Time
frame: Short term/directly after the project activities have been implemented (e.g. Direct discharge
of wastewater decreased or road network expanded)
.
Amare B. 49

Exercise
draw objectives; and design means to achieve
the objectives for
– Capacity limitation of most economics students
to conduct rigorous research work?
– The current low average productivity and
income of a farmer in Ethiopia?
Amare B. 50

Amare B. 51
The Logframe Matrix
 The main output of the LFA is the logframe
matrix.
 The Logical Framework Matrix is used to present
information about project objectives, outputs
and activities in a systematic and logical way.
 The basic Logframe matrix contains 16 cells
organized into 4 columns and 4 rows, as
indicated in the next slide:

Amare B. 52
The importance of log frame is
that it:
• Makes planning easier
• Improves the quality and clarity of project design
• Helps in scheduling and prioritization of activities
• Indicators help in judgment of outcomes or
objectives
• It brings together all of the key components of a
project in one place ( clear, concise and acc)
• It provides a basis for monitoring and evaluation
 … and because 9 out of 10 donors prefer it!

Amare B. 53
The Logframe Matrix
Pre-
conditions
Intervention
Logic
Assumptions
ACTIVITIES
OUTPUTS
GOAL
objectives
Assumption
Assumption
Assumption
What needs to be
fulfilled before
activities can
start

Steps in Constructing a LogFrame
 Step 1: Define the Overall Goal to which your
project contributes ie. Development Objective
 Step 2: Define the Purpose(s) to be achieved by
the project (Immediate objectives)
 Step 3: Define the Outputs for achieving this
Purpose

 Step 4: Define the Activities for achieving each Output
 Step 5: Define the Assumptions under which success in
achieving the objective of one level will contribute to
achieving objectives at the next level
 Step 6: Define the Objectively Verifiable Indicators (OVI) at
Goal, Purpose, Output and Activity levels.
 Step 7: Define the Means of Verification (MOV) ie. the
source(s) of information for each indicator

Logic Behind the Framework
• IF, THEN TEST
Amare B. 59
INPUTS
ACTIVITIES
OUTPUTS
Objective
GOAL
Activities lead to outputs IF…
Outputs lead to Purpose IF…
Purpose leads to Goal IF…
ASSUMPTIONS
ARE
IMPORTANT

Amare B. 60
The Logframe Matrix
Pre-
conditions
Intervention
Logic
Assumptions
ACTIVITIES
OUTPUTS
Objective
Assumption
Assumption
Assumption
GOAL

Amare B. 61
Assumptions
 Describe necessary internal and external
conditions in order to ensure that the activities
will produce results
 Assumptions are risks, which can jeopardize
the success of the project
 Are worded positively, i.e. they describe
circumstances required to achieve certain
objectives

Amare B. 62
• The lower the uncertainty that certain assumptions will
hold true, the stronger the programme design.
• Any experienced manager will agree that the
assumptions( the failing assumptions) can derail a
programme as often as poorly executed outputs.

Amare B. 63
Assumptions
 Should be relevant and probable
 If an assumption is not important or
almost certain: Do not include
 If an assumption is unlikely to occur:
Killer assumption – abandon project

Amare B. 64
ALGORITHM TO ASSESS EXTERNAL FACTORS
Is the external factor important?
Yes No
Will it be realised? Do not include in logical framework
yes No
Redesign the project by
•adding activities and/or results
•Reform the project objective
if necessary
The assumption is a “killer” assumption. From
a technical point of view the programme is not
feasible, unless the political authority finds a
solution to get around the assumption or
transform it into an acceptable assumption.
Almost certainly Do not include in logical framework
Likely
Include in logical framework as Assumption
(fourth column)
Unlikely Is it possible to redesign the project to
influence the external actor?

Amare B. 66
Low food
availability
Low-yielding
farming practices
High crop
losses
Poor quality
extension advice
Limited access to
credit
Inadequate crop
storage
Poor health
status
Problem analysis

Amare B. 67
Objective-oriented planning
Increased food
availability
Improved farming
practices
Reduced
crop losses
Improved extension
advice
Improved crop
storage
Improved health
status
Access to credit

The Logframe Matrix
Amare B. 68
Means Costs
How the services will
be developed &
delivered
Sustainable benefits
to the target group -
OUTSIDE DIRECT
PROJECT CONTROL
The longer term & wider benefits -
THE LINK TO THE NATIONAL
PROGRAMME
Services to be
delivered to the target
group - PROJECT
MANAGEMENT
ACCOUNTABLE
Train
extension
workers, etc
Extension
service
accessible
Access to
credit
Appropriate
Food
consumption
Pre-
conditions
Improved
extension
advice, etc
Increased
food
availability
Improved
health status
Intervention
Logic
Assumptions
Verifiable
Indicators
Sources of
verification
Activities
Results
Project
Purpose
Overall
Objectives

Amare B. 69
Indicators
 Indicators measure to verify to what extant the
results are achieved.
 Specify how the achievement of an objective can
be verified or demonstrated
 Provide a basis for Monitoring and Evaluation
 3 Dimensions of Indicators
 Quantity
 Quality
 Time

Making the indicator measurable
Action Question? Example
Basic indicator More and better trained students graduate
+ quantity By how much? Number of graduates increases from 1,500 to
4,000
+ quality What kind of
change?
The number of graduates passing standard
exams increased from 1,500 to 4,000
+ time frame By when? The number of graduates passing standard exams
increased from 1,500 to 4,000
in year three of project
+ target group For whom? The number of graduates from lower income
families passing standard exams increased from
1,500 to 4,000 in year three of project
+ location Where? The number of graduates from low income
families passing standard exams in Gondar
University increased from 1,500 to 4,000
in year three of project
Amare B. 73

Amare B. 74
•Average annual household income
•Default rates on loans
•Per capita income
•Average annual family income
•% people below the poverty line
•Ratio of seasonal to permanent
employment
•Growth rate of small businesses
•Value of residential construction and/or
renovation
Economic Development Indicators

Exercise
Action Question? Indicator
Basic indicator Rice yields of small farmers increased
+ quantity By how much?
+ quality What kind of
change?
+ time frame By when?
+ target group For whom?
+ location Where?
Amare B. 75

Means of Verification
• Tools or means to obtain the information
required by the indicators
• Include:
– project documents
– field verification
– ad-hoc studies
Amare B. 76

► How should the information be collected?
(e.g. from administrative records, special studies, sample
surveys, observation… )
► Who should collect the information?
(e.g. field extension workers, contracted survey teams, the
district health office, the project
management team)
►When/how regularly should it be provided. (e.g. monthly,
quarterly, annually, …)
Amare B. 77

COMPLETE MATRIX
OF THE LOGICAL FRAMEWORK
Summary Objectively
verifiable
indicators
Verification
methods
Important
assumption
Goal The agricultural
household standards of
income and nutrition in
Western Africa grow
The income of
agricultural
households have
grown by 5%
compared to those
from 1996
Country
statistics of
the World
Bank
Purpose The farmers use new
maize varieties in
Western African in
regions that are infested
with striga
10 farmer groups
used new varieties in
12/1998
Final project
report
A system on
multiplying with
seeds of selected
varieities is
implemented
Results 1. Corn variety resistant
to striga
Identification of 2
hibrid varieties and 2
open pollination
varieties in 12/1998
Research
reports,
publications
Agricultural inputs
(tools, seeds) can
be found at local
markets
Activities 1. To obtian hibrid lines
from IITA
 18 people/months
researchers
Documentatio
n of the
Research method
is appropriate for
Amare B. 78

Amare B. 80
Activity & Resource Schedules
Activities 1 2 3 4 5 6 etc Who
1. Train staff
1.1 Conduct TNA A
1.2 Design modules A
1.3 Train staff A
2. Conduct extension
2.1 Design programme B
2.2 Organise farmers B
2.3 Run demonstrations B
Workplan
Activities Code Unit cost No. Total Rec.
1. Train staff
• Salaries A.1 200 20 4,000 4,000
• Equipment B.3 350 4 1,400
• Training materials B.4 50 12 600
2. Conduct extension
• Salaries
• Demonstration plots
• Seeds & fertiliser
Budget

Amare B. 81
Activities
How to prepare an activity schedule step by step:
What activities are needed in order to get these results?
List them ordered by result.
1 List main activities
Break activities down into sub-activities.
Break each sub-activity down into its component tasks
perpose: to make the the activities simple to be organised and managed easily.
NOT too much detail. The breakdown should stop as soon as the planner has
sufficient detail to estimate the time and resources required.
2 Break activities
down into
manageable tasks

Amare B. 82
Once the activities have been broken down,
they must be related to each other to determine their:
► sequence: in what order should related activities be undertaken?
► dependencies: is the activity dependent on the start-up or completion of any
other activity?
3 Clarify Sequence
& Dependency
Now, make a realistic estimate of the duration of each task.
A common problem is to underestimate the time required:
Reasons:
► Some activities & tasks have been forgotten.
► Interdependence of some activities has been overlooked
► The same person to do two or more things at once
► A desire to impress with the promise of rapid results
4 Estimate start-
up, duration &
completion of
activities

Amare B. 83
provide an overall summary of the start-up,
duration and completion of the main Activity
itself.
5 Summarise main
activities
Milestones provide the basis for monitoring & management.
They are key events that provide a measure of progress
and a target to aim at.
Example of milestones:
► dates estimated for completion of each activity.
6 Define milestones
Activities

Amare B. 84
specify the type of expertise required for each task.
Often the available expertise is known in advance.
This is a good way to check whether the
action plan is feasible given the human resources available.
7 Define expertise
Who is responsible for the achievement of milestones?
- Who has overall responsibility?
Take into account the capability, skills and experience of each
partner. When delegating tasks to partners, it is important that
they understand what they have to do.
8 Allocate
responsibilities
among project
partners
Activities

Amare B. 85
How to Identify Means and Cost?
• The boxes “Means” and “Cost” replace OVIs and SOV at the
level of Activities.
• OVIs and SOV are thus not specified for Activities in the
Logframe, but may be specified later when preparing an
Activity Schedule.
• Means are physical and non-physical resources (often referred
to as “Inputs”) that are necessary to carry out the planned
Activities and manage the project.
• From the activities listed in the logframe, it is possible to
identify the inputs that will be needed to implement each
activity.

Inputs/Resources
• Experts and personnel (local and foreign,
counter part, project group)
• Financing (loans, grants, funds) cost sharing?
Future long term financing?
• Equipment
• Premises
Amare B. 86

Amare B. 87
identify forgotten costs
• Take an example like “you want to distribute 100 pedal
pumps; you have budgeted for the procurement of 100 pedal
pumps”
how to transport them? how to distribute them?
how to store them? how to identify the beneficiaries?
100
pumps

Amare B. 88
The following are basic tips on what to
include in a Plan budget:
• Figures can be rounded to the nearest two
units of currency.
• Equipment costs must be well researched and
justified.
• Items that appear unreasonably expensive or
surprisingly expensive will undermine the
credibility of the proposal.

Amare B. 89
review all the process again
3: identify hidden costs 4: build 1st draft within format
2: define costs 5: review all the process
again
1: list inputs 6: refine strategy to size the
project appropriately

Amare B. 91
Monitoring and Evaluation
 It is the continuous process of
collecting, processing and assessing
information about the:
 Project implementation
 Project progress
 Project impact and effects
 Project environment

Amare B. 92
Monitoring
 Continuous function that aims to
provide early indications of progress or
lack in the achievement of results

Amare B. 93
Monitoring
 Assumes the validity of the existing
plan
 Takes place at project level
 Is the responsibility of the project
management
 Implementation Monitoring
(Process Monitoring) or Performance
Monitoring (Results)

Amare B. 94
Evaluation
 Time-bound exercise to assess the
relevance, performance and success of on-
going or completed projects
 Is related to the impact of a project
 Opens the mind for strategic adjustments

Amare B. 95
What is the Difference?
Monitoring
– day-to-day
– continuous/ongoing
– selected indicators
– internal
– activities to
outcomes
Evaluation
– periodic events
– midterm, final
– key issues
– internal &/or
external
– outcomes to
impact
Note that the two functions clearly overlap and complement one another

Amare B. 96
IMPACT
OUTPUTS
ACTIVITIES
INPUTS
Evaluation
Performance Monitoring
(Results)
Implementation Monitoring
(Process Monitoring)
Outcome
What is assessed at what level-Focus

Amare B. 97
Illustration of Monitoring and Evaluation
S
Checking along
the way to
make sure you
are following
the correct path
is like
MONITORING

Amare B. 98
Illustration of Monitoring and Evaluation
Checking whether
or not you reached
the top of the
mountain is like
EVALUATION

Amare B. 99
Illustration of Monitoring
Progra
m
O ut pu
t
I ndi ca
t or
:
H H
i nco
m e
Pr ogr
am Ti
m e
– T1
TI M E - - >
Pr ogr
am Ti
m e
– T2

Amare B. 100
Illustration of Evaluation
ProgramTi me
– T1
TIME --> ProgramTi me
– T2
With program
Without program
Program
Impact
Program
Outcome
Indicator:
HH Income

Isn’t it the same?
MONITORING: EVALUATION:
like a dashboard of a car that gives
regular “readings”
Like a full check-up of a car – an in-depth
inspection
A continuing function to provide
management and main stakeholders
of the ongoing intervention with early
indications of progress – or lack there
of – in the achievements of results
A selective exercise to systematically
and objectively assess progress
towards and the achievement of an
outcome.
Amare B. 101
Separate, but interrelated activities to collect data and
report the findings on how well a project is performing.

REPORTING
• An integral part of M&E: the systematic and
timely provision of essential information at
periodic intervals
Amare B. 103

The M&E Plan Matrix
Amare B. 104
Expected Result -
Key
Indicators
Data
Source
Frequency
& Cost of
Collection
Responsibility
for Collection
Collection
Method
Use of
Information
I.1
I.2
I.3

The M&E Plan Matrix
• What does it include
– selected performance indicators
– identified data sources
– methods for data collection and analysis
– frequency of data collection
– roles and responsibilities of all the above
– how the information will be used & reported
Amare B. 105

The M&E Plan Matrix
Amare B. 106
Expected Result -
Key
Indicators
Data
Source
Frequency
& Cost of
Collection
Responsibility
for Collection
Collection
Method
Use of
Information
I.1
I.2
I.3
Each expected result from the first column in the
Logical Framework gets its own monitoring plan

Includes Key Indicators
Amare B. 107
M&E Plan Matrix
Expected Result -
Key
Indicators
Data
Source
Frequency
& Cost of
Collection
Responsibility
for Collection
Collection
Method
Use of
Information
I.1
I.2
I.3
Each indicator for each
expected result is planned
in detail
LOGICAL FRAMEWORK MATRIX
Results
Chain
Indicators MOV Assumptions
Impact
Outcome
Output
Activities
ff

Includes Data Sources
Amare B. 108
M&E Plan Matrix
Expected Result -
Key
Indicators
Data
Source
Frequency
& Cost of
Collection
Responsibility
for Collection
Collection
Method
Use of
Information
I.1
I.2
I.3
Primary or/and secondary
data source for each
indicator is located
Results
Chain
Impact
Outcome
Output
Activities
ff

Two Broad Sources of Data
Primary source
• You collect it or
contract to have it
collected
• Involves direct contact
with respondents and
requires data collection
tools
– e.g. survey, interview
Secondary source
• Existing data that meets
your needs
• Collected for another
purpose by another
organization or
individual
– e.g. VAM data, school
records
Amare B. 109

Includes Frequency and
Cost
Amare B. 110
M&E Plan Matrix
Expected Result -
Key
Indicators
Data
Source
Frequency
& Cost of
Collection
Responsibility
for Collection
Collection
Method
Use of
Information
I.1
I.2
I.3
For each indicator, how
often data will be collected
is planned, and the cost for
collection is estimated
Results
Chain
Impact
Outcome
Output
Activities
ff

Frequency of data collection
Amare B. 111
Project/Program
Management:
Performance review in
light of assumptions
made about causal
links between
activities, outputs,
outcomes and impact
Output Impact
Outcome
Performance
Indicators
Performance
Indicators
Performance
Indicators
Continuous Self-Assessment
Annual project
Performance Appraisal
Program
Impact
Evaluation

Includes Collection
Responsibilities
Amare B. 112
M&E Plan Matrix
Expected Result -
Key
Indicators
Data
Source
Frequency
& Cost of
Collection
Responsibility
for Collection
Collection
Method
Use of
Information
I.1
I.2
I.3
Spell out clearly who will
do the collection and
analysis of the data for
each indicator
Results
Chain
Impact
Outcome
Output
Activities
ff

Includes Collection Method
Amare B. 113
M&E Plan Matrix
Expected Result -
Key
Indicators
Data
Source
Frequency
& Cost of
Collection
Responsibility
for Collection
Collection
Method
Use of
Information
I.1
I.2
I.3
Spell out clearly how the
data will be collected from
the data sources for each
indicator
Results
Chain
Impact
Outcome
Output
Activities
ff

Methods and techniques of Data
Collection
What to consider
• Compare disaggregated data
• Triangulate performance information
• Compare current performance against
benchmarks
• Analyze cost-effectiveness of generating
performance
Amare B. 114

Includes Use of Information
Amare B. 115
M&E Plan Matrix
Expected Result -
Key
Indicators
Data
Source
Frequency
& Cost of
Collection
Responsibility
for Collection
Collection
Method
Use of
Information
I.1
I.2
I.3
For each indicator, explains in which reports and
forums the analysed data will be presented

Amare B. 116
MAJOR INFORMATION REQUIRED FOR M&E
Program/Project Physical Progress
Monitoring
5/16/2023 GIRMA KEBEDE 116
Items to be
Monitored
Information to
be Collected
Sources of
Information
Use of
Information
1.Results of
Activities/
Project Outputs
What has been done?
What has not been
done but was
planned?
What Problems have
been encountered?
How the problems
have been
addressed?
Any other relevant
information to work
of the project
o Regular records of
activities
o Supervision
reports
o Periodic reports
o Meetings,
workshops with
staff, project
partners and
people affected by
the program
o Observation
o Surveys
Plan future work
Identify project
successes
Identify training
needs

Amare B. 117
Items to be
Monitored
Information to
be Collected
Sources of
Information
Use of
Information
2.Project
Inputs
What is needed
where it can be
found
When it is needed
and when it will be
available
Cost
From suppliers,
other
organizations,
government,
etc.
Plan and schedule
activities
Monitor costs and
budget
accordingly

Amare B. 118
Items to be
Monitored
Information to
be Collected
Sources of
Information
Use of
Information
3. Progress of
Program
According to
Objectives
Progress towards
achieving
objectives
Are objectives still
relevant?
Information
about key
indicators
Observation
Modify strategy
and/or objectives
if necessary
Identify need for
evaluation
Identify need for
further
information or
improvements in
monitoring
system

Amare B. 119
Items to be
Monitored
Information to
be Collected
Sources of
Information
Use of
Information
4. The Way
the project is
Managed
/Style of
Work/
How are decisions
made?
Are the people
who are supposed
to be involved
really involved?
Do the partners
/people affected by
the work/ program
staff feel a sense
of ownership of the
Program?
Indicators which
show degree of
participation
Meetings,
discussions
Observation
Show need to
change
management
style
Identify need to
change methods
to encourage
more participation
Identify problems
in relationship
between
partners/people
affected by the
program/staff and
address them

From monitoring to Action:
Amare B. 120
Monitoring
Reflection
Conclusion and
recommendation
Action

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