The document outlines the monitoring and evaluation plan of Reach Vulnerable, an organization that provides humanitarian assistance. It discusses developing indicators and targets to measure project performance. Key aspects of the M&E plan include collecting routine data through tools like surveys and interviews. Data is analyzed at individual, household, and community levels. Evaluation consists of process evaluations to assess implementation and outcome evaluations to determine impact on communities. Findings are disseminated to stakeholders through reports and community meetings for accountability and improving strategies.

1. Introduction and Overview
of the
‘Reach Vulnerable’
Monitoring and Evaluation
2015
Approved by the Board of Directors

2. 1
Monitoring and Evaluation in ‘Reach Vulnerable’
‘Reach Vulnerable’ has a well qualified and professional staff which always takes care of quality,
monitoring and evaluation of its all organizational activities. We held regular meeting and also
participate in the capacity building and human resource development trainings of other affiliated
institutions.
We keep all kinds of records of our activities by which the monitoring and evaluation becomes
smooth and progressive. We do all the regular management of logical framework matrix and weekly,
monthly tentative planning of activities. We document all the final activities into the monthly progress
report on monitoring and achievements bases.
All the staff and volunteers daily, weekly and monthly report to the Executive Director of the
organization which help to keep our monitoring and evaluation standards smooth and competitive.
Our organization has well qualified and professional staffs which always take care of quality,
monitoring and evaluation of its all organizational activities. We held regular meeting and also
participate in the capacity building and human resource development trainings of other affiliated
institutions.
We keep all kinds of records of our activities by which the monitoring and evaluation becomes
smooth and progressive. We do all the regular management of logical framework matrix and weekly,
monthly tentative planning of activities. We document all the final activities into the monthly progress
report on monitoring and achievements bases.
All the staff and volunteers daily, weekly and monthly report to the Chief Executive of the
organization which help to keep our monitoring and evaluation standards smooth and competitive.
Five Phases of Project
1. Start-up Phase
2. Test Phase
3. Initial Roll-out Phase
4. Peak Performance Phase
5. Project Assessment Phase
The start-up phase includes all activities that have to be undertaken in order to organize and staff the
project office for it to function immediately and begin to carry out its technical work. During the test
phase, the project will complete the development of all assessment tools, technical assistance
instruments, including the LGU engagement process. This phase will be capped by an assessment of
the effectiveness of the tools, instruments, and processes that were initially used. Appropriate
modifications and refinements will be made in preparation for the initial rollout phase, where
additional LGUs will be engaged. The second year of the project is its peak performance phase, when
additional LGUs will be enrolled. In its third year, LEAD will enrol an additional LGUs and sustain
those enrolled in prior years, but a major part of its time will be devoted to the collection and analysis
of data and information to be used as bases for formulating recommendations for sustaining initiatives
when the 9 months period ends.

3. 2
A. Monitoring Project Performance
Regular monitoring of project deliverables is important as it allows the project to examine the quality,
timeliness and usefulness of project outputs and outcomes, which are expected to impact on reporting’
overall performance, which in turn, will lead towards achieving end-of-project deliverables.
Tracking project performance ensures that quality outputs are delivered on time and that important
outputs such as effective processes, tools, TA instruments and implementing mechanisms, through
which stated objectives are to be realized, are all generated for successful project implementation.
Timely identification of problems and implementation issues, through a good project monitoring
process, will allow for timely application of corrective measures. Hence, one effective way of tracking
project performance is the holding of quarterly, semi-annual and annual reviews of dynamically pre-
set performance benchmarks.
Expectations of project performance are raised even further by the hierarchical structure of 'Reach
Vulnerable'. At each level their strategy documents will list a number of objectives. This plethora of
objectives is only manageable if objectives are clearly nested, such that local objectives are detailed
versions of more macro-level objectives. In these circumstances judgements about the smallest units
can be used as raw material for judgements of larger units that they belong to. In practice, doing so is
complicated by the hierarchical nature of aid supply chains.
‘Reach Vulnerable’ future prospects and system of Monitoring and
Evaluation
1: We will also involve the community in this work where ever necessary in our
development projects.
2: We will first make the photography of the site of the scheme and will then make the
photography of the site after development and completion. This methodology is very
necessary for the actual standard of the work.
3: The survey will be made by the Monitoring and Evaluation officer to ensure the
standard and safety level of the scheme. Every step of rehabilitation will be made to ensure
the sustainable development of the schemes.
We conduct all our programs after a brief meeting with the team members. We make the
highest priority to the safety. Our philosophy is made by safety first only. So we can
manage a risk on a very professional way.
Our access to the field is organized on a well arranged way. We first make assessment
and then intervene. We have a team of professionals who have an expertise in all there
relevant sectors. Our technical engineers and the social organizers know there respective
task in a well managed way.
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4. We will organize our activities in the form of teams. Each team member will be given a
specific responsibility. So such a team member will be bound to report each and every
issue of the field to the office and head office. The daily organized reporting will be our
main duty. We will also make the necessary photography and videos of the field. This
will help to make the record of all the project interventions in an organized and
professional way.
The daily or weekly reporting will also be made to the donor of our project. This will help
to make a healthy coordination between the donor and our organization which will help a
successful and efficient project results. Such measures will monitor the outputs, outcomes
and impacts of the intervention in a well organized way.
We first organize the meetings with the community of the particular area, village or street
which we are going to intervene. We inform the community about all the activities that
what we are going to do. We also set them all the terms and conditions regarding such an
intervention. For this purpose we also organize and Memorandum of Understanding
(MOU) with the community to ensure safe and secure way of intervention.
We make all our field activities with the motto to give a maximum benefit to the
beneficiaries. The facility and benefit to the community is our first priority. We ensure all
the means and ways to benefit the community on a sustainable way. We also teach them a
real way of a sustainable living while we intervene in our activities. Thus we give a first
priority to the benefit of the communities where we are serving.
Diversity of Activities
The problems of diversity are accentuated by progressive growth in organisational scale. One
response to diversity of practice within 'Reach Vulnerable' has been to initiate more thematic studies,
which focus on one type of activity (e.g. micro-finance, health, water, agriculture,infrastructure etc.).
Response has been made to develop assessment methodologies tailored to specific types of
interventions (e.g. MEASURE and SPHERE). Both responses manage diversity through
specialisation. A less common response has been to reduce the scale of the task, but to maintain a
more holistic focus, by undertaking within'Reach Vulnerable'. Each option carries with it an implied
judgement about the type of knowledge that matters (sectoral versus country based), and whose
judgement matters. In contrast to single-sector studies, country-based studies offer more potential to
build in public participation and accountability, at each level of aggregation.
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Vague objectives
The achievements of many development objectives, such as empowerment, institutional strengthening
and the development of civil society, are difficult to define in advance. Evidence of their achievement

5. is not easy to agree on, and there is no one single path to their realisation. The value of what is
achieved often depends local context and history. Establishing pre-defined near-universal indicators
for such changes is inherently difficult. This is a problem if measurability is over emphasised, as it
seems to be in the case of many evaluations. However, many important development events are not
measurable, but they are verifiable. On the other hand, they are less suitable as the basis for
generalisations. The significance of this problem depends on the scale at which totalising statements
are required, and this in turn, on the overall structure of the aid sector.
The tools being used
The Logical Framework is a planning and monitoring tool 'Reach Vulnerable'. Logical Frameworks
have been useful in encouraging the identification of indicators at the planning stage, but much less so
in ensuring their actual use during project monitoring or evaluation. In practice, the widespread focus
on identification of indicators reflects a bias towards planning rather than monitoring and evaluating.
At the country programme level and higher, Logical Frameworks have been pre-empted by strategic
planning frameworks, suggesting that Logical Frameworks are not scalable solutions to planning and
monitoring. With some applications of strategic planning 'Reach Vulnerable' have found they need to
assess their programmes according to multiple strategic objectives, rather than one goal level
statement. While this plurality allows some variation in strategic emphasis between different local
areas it does complicate the task of and coming to high level generalisations about achievements.
Organisational structure and relationships may be a more significant factor than the absence of
appropriate M&E concepts or methods. Inside most organisations proximate rationality rules.
Activities are measured against activity plans, expenditure against budget. These are immediate tasks
where delays are visible and have consequences for those responsible. Financial reporting is required
most often, then implementation relative to plans, then much less frequently, achievement in terms of
changes in peoples lives.
Developing the Project Indicators
For measuring the activities progress, measurable, realistic and achievable performance indicator
are identified. On the basis of the deliverables mentioned in each project documents, the M&E
team of Reach Vulnerable develops Specific, Measurable, Achievable, Realistic and Time bound
indicators for all deliverable/ activates. Performance indicators are not developed in isolation
rather all relevant stakeholders are being taken into confidence.
Project Targets
Activities are measured against realistic target based on the baseline assessment which is
normally done at the onset of the proposal. Targets are planned on a pre-defined timeline. It is
obligatory for the project implementation team to complete all the activities and deliverables
within that time period.
DATA Processing
Reach Vulnerable focuses its concentration on outputs and outcomes directed towards achieving
results and desired impact, the team uses relevant tools for data collection and analysis. On the

6. basis of field information, the team generates reports which embody progress of activities,
deviation from stipulated processes, course correction measures and lessons learnt.
1.1: Objectives of the M&E Plan
Objectives of the M&E Plan:
 Guide the systematic data collection, analysis, reporting, use and feedback at individual,
household and community level.
 Facilitate the standardization of M&E methodologies and tools across multiple actors at
project level so that meaningful comparisons can be made over time.
 Define the selected M&E indicators in line with strategic objectives and targets.
 Identify capacity needs for the full implementation of the M&E Plan
 Provide a platform for partnership, networking and collaboration to enhance the sharing and
utilization of information among stakeholders for effective programme implementation.
1.2: Development of the M&E Plan
Development of the M&E Plan requires committed leadership at all levels and a coordinated effort
involving all Departments of the program to succeed. The role of the finance department is
particularly crucial. In the development of the M&E plane Common Reporting formats should be
implemented to the possible extant.
This M&E Plan is a product of collaborative efforts among stakeholders as a way of consensus
building and enhancing ownership and accountability. Key elements related to this M&E Plan are
described in the sections below, including the roles and responsibilities, indicators, data sources and
data collection tools, data analysis, dissemination and use.
1.2.1: Roles and Responsibilities in Implementation of the M&E Plan
The implementation of the M&E plan is the responsibility of the M&E Unit of Reach Vulnerable in
collaboration with other stakeholders. All parties have important roles to play in ensuring:
 Regular capacity building of M&E staff for efficient performance and sufficient funding for
M&E activities.
 Effective data collection, analysis and reporting.
 Dissemination of M&E results to all stakeholders, including the community.
 Data use to inform programme strategies and allocation of funds.
 Periodic review of the M&E plan in alignment with changes in programme directions.
2: Information Dissemination
A key mechanism for increasing the demand for the results of M&E is the planning of M&E
information is dissemination to relevant stakeholders and decision-makers. Guided by effective

7. communication strategy, the contents of these reports needs to be then shared with stakeholders at the
relevant tiers and community levels thereby increases the accountability and transparency of the
program as well as displaying commitment to the attainment of Reach Vulnerable goals. It boosts the
commitment of the stakeholders to support development interventions that emerges from the results of
M&E outcomes.
Some of the dissemination techniques that are used include:
 Announcements, discussions and broadcast in the local news media e.g. local FM station,
local newspapers, etc.
 Meeting with traditional authorities, representatives of area councils and other opinion leaders
and tasking them to take the messages back to their communities
 Holding workshops and community meetings at central locations throughout the District.
3: Data Collection Strategy
The M&E Plan Matrix clearly defines indicators for the intervention areas, sources of data to generate
the indicators, measurement tool, frequency of data collection, responsible body for data collection,
and the method of measurement. Overall, two main data collection procedures have been identified
namely: routine and non-routine data.
3.1: Data Collection Tools
The following data collection tools are recommended for the project. These tools are used to collect
routine data to track programme outputs.
Personal observation
Surveys
Questionnaires
Interviews
Focus group discussion
Spot check visits
Case studies
Success stories
4: Data Analysis
The M&E plan recommends a number of strategies for data analysis. This would involve the analysis
of primary and secondary level data collected.
4.1 Primary Data Analysis
Analysis of data is expected to be carried out at various levels (individual, household and
community).
4.2 Secondary Data Analysis &Triangulation
The M&E team of Reach Vulnerable, in collaboration with Development and Implementing
Partners/ Govt. Departments, will carry out secondary data analysis and data triangulation
activities, as required.

8. 5: Evaluation
This M&E plan offers a number of strategies for evaluation. The strategies would be used to assess
the effectiveness of the response. Proposed strategies for evaluation are outlined below:
5.1 Process Evaluation
The process evaluation will help to determine activities implemented as planned, what resources
are used, what services are offered, how many people are reached, and who the programme is
reaching. This will be carried out at programme level through routine data collection at all level
by Reach Vulnerable.
5.2 Outcome Evaluation
While the programme level indicators will be obtained within the routine M & E system,
outcome and impact level indicators related to the program will be captured through Periodic
assessment to determine outcome of intervention on the well being of target community. It will
also be carried out during surveys and studies.
5.3 Special Studies
Special studies and operations research would also be undertaken to meet special M&E needs.
These special studies would be undertaken to explain processes, such as how and why
interventions worked or did not work. These studies include but not limited to case studies and
success stories.