What should be found within an M&E framework / plan?

I was asked this question by a client some time ago. After some thinking about something that I felt I should have already known, I drafted up a one page guidance note for my client. The contents of the note also benefited from a discussion about appropriate expectations about M&E frameworks with other M&E people on the MandE NEWS email list

I have attached the one page guidance note here: What should be found in an M&E Framework / Plan?

Please feel free to post your comments on this document below. And to suggest any other documents or websites where this topic is covered.

PS: 28 October 2011: This one-pager contains a summary of the proposed contents of an M&E Framework for a DFID project, prepared this year

PS: 12 February 2014: Benedictus Dwiagus Stepantoro has sent me this link to the DFAT (was AusAID) Monitoring and Evaluation standards that were updated in 2013. He points especially  to standard no.2 on Initiative M&E System there, and comments:

” I use it all the time as reference in checking the quality of M&E system in program/project/initiative, as I often receive 3-5 M&E System/Plan documents every year to be assessed.

 The main key feature for an M&E system there are:

 – Should have an ‘evaluability assessment’, as basis for developing the M&E system.

– Have clarity on program outcome, key output, approach/modality and the logic around them

– Have Evaluation Questions, or Performance Key Questions/Indicators

– Methodology/Tools – including baseline

– Should have sufficient resource (people with right expertise, fund for M&E activities.etc)

– Scheduling of M&E activities

– Costing/Budget allocation for M&E

– Clear responsibility

….People often shows me a logframe or a matrix of indicator and proudly state that their program have an “M&E System”,… But,…. For me, .. A logframe alone, is not an M&E System. A matrix of Indicators alone, is not an M&E system”

Outcomes monitoring and IT: Finding the best solution

Date: 21 May 2009
Venue: London

This exciting new conference is the first time charities will have the chance to meet a range of system providers offering resources that help with outcomes monitoring.

The conference will help you:
· learn how IT can help you track the difference you make, save time and cut costs
· understand more about the processes involved in implementing an outcomes-based IT system
· gain an overview of the range of solutions available
· identify specific IT systems that will help you measure the outcomes of your work.
Continue reading “Outcomes monitoring and IT: Finding the best solution”

Training: Monitoring and Evaluation for Results

Date: July 6-17, 2009
Venue: The World Bank Headquarters
1818 H Street, NW Washington, DC 20433

SPONSORS
World Bank Institute Evaluation Group (WBIEG)

TOPICS
Introduction to Monitoring and Evaluation
Logic Models and Evaluation Questions
Indicators and Measurement
Research Designs
Data Collection
Reconstructing Baseline Data
Sampling
Data Analysis
The Practice of Impact Evaluation
Reporting Results and Utilization of Evaluations
Managing Monitoring and Evaluation Functions
Continue reading “Training: Monitoring and Evaluation for Results”

Training: Monitoring and Evaluation for Results

Date: May 11-15, 2009
Venue: Hotel Africa in Tunis, Tunisia

SPONSORS
World Bank Institute Evaluation Group (WBIEG) and Joint Africa Institute (JAI)

TOPICS
Introduction to Monitoring and Evaluation
Logic Models and Evaluation Questions
Indicators and Measurement
Research Designs
Data Collection
Reconstructing Baseline Data
Sampling
Data Analysis
The Practice of Impact Evaluation
Reporting Results and Utilization of Evaluations
Managing Monitoring and Evaluation Functions
Continue reading “Training: Monitoring and Evaluation for Results”

Training in Evaluation of Humanitarian Action

Date: 21st-24th June 2009
Venue: Belgium

Channel Research and the Active Learning Network for Accountability and Performance (ALNAP) are inviting participants for Training in Evaluation of Humanitarian Action, Belgium, 21st-24th June 2009 (actual training dates 22nd-24th June 2009).

This course is an introductory-to-intermediate level course and has the overall aim of assisting participants in the design of monitoring systems, and to be able to commission, manage, carry out and use small scale evaluations in humanitarian action. This 3-day training course will use the OECD-DAC evaluation criteria but also introduces new evaluation material specifically on joint evaluations and innovative learning processes as part of an evaluation process.

Continue reading “Training in Evaluation of Humanitarian Action”

The Accountability Initiative

The Centre for Policy Research, New Delhi has recently launched its new Accountability Initiative website. The website is designed as a comprehensive source on the state of accountability in India with information on civil society experiments, accountability tool kits, and relevant research and analytical work. The website also aims at showcasing on-going research and projects undertaken at the initiative.

Quantitative and Qualitative Methods in Impact Evaluation and Measuring Results

Sabine Garbarino and Jeremy Holland, March 2009

Issues paper | Workshop report

There has been a renewed interest in impact evaluation and measuring results in recent years amongst development agencies and donors. This paper reviews the case for promoting and formalising qualitative and combined methods for impact evaluation and measuring results, as part of a broader strategy amongst donors and country partners for tackling the evaluation gap. The accompanying workshop report provides a summary of the January 2009 workshop “Make an Impact: Tackling the “I” and the “D” of Making It Happen”, which aimed to familiarise DFID staff with the use of qualitative methods in impact evaluation and measuring results.

The case for qualitative and combined methods is strong. Qualitative methods have an equal footing in evaluation of development impacts and can generate sophisticated, robust and timely data and analysis. Combining qualitative research with quantitative instruments that have greater breadth of coverage and generalisability can result in better evaluations that make the most of their respective comparative advantages.

EASY-ECO Budapest Conference 2009: Stakeholder Perspectives in Evaluating Sustainable Development (16-18 October 2009)

Date: 16th October, 2009
Venue: Budapest, Hungary

The next event in the EASY-ECO series of trainings and conferences, the EASY-ECO Budapest Conference 2009 “Stakeholder Perspectives in Evaluating Sustainable Development”, will be held 16-18 October 2009 in Budapest, Hungary. While the previous EASY-ECO conferences have dealt with the strategic and project level of SD evaluation and policy learning processes, the EASY-ECO Budapest Conference 2009 focuses on the participatory dimensions of evaluation, in particular by considering key developments in linking Corporate Social Responsibility (CSR) and stakeholder management to sustainability evaluation in the corporate domain in Europe. With the current Call for Papers, we encourage researchers from all disciplines (including young researchers), professionals from related fields of work, commissioning agents, and evaluation users and other stakeholders to submit abstracts for presentations at the EASY-ECO Budapest Conference 2009 until 15 May 2009.
Continue reading “EASY-ECO Budapest Conference 2009: Stakeholder Perspectives in Evaluating Sustainable Development (16-18 October 2009)”

Review of results-based management at the United Nations

A >Report< of the Office of Internal Oversight Services.  September 2008

“Results-based management at the United Nations has been an administrative chore of little value to accountability and decision-making”

Summary

Results-based management involves focusing on what occurs beyond the process of translating inputs into outputs, namely outcomes (or “expected accomplishments”) to which it seeks to bring accountability. An inherent constraint of results-based management is that a formalistic approach to codifying how to achieve outcomes can stifle the innovation and flexibility required to achieve those outcomes.

The Office of Internal Oversight Services (OIOS) finds that the introduction of results-based management in the Secretariat has been dealt with as an addition to the myriad rules and procedural requirements that govern inputs, activities, monitoring and reporting. It has not been accompanied by any relaxation of the volume, scope or detail of regulatory frameworks pertaining to financial, programmatic and human resource management. For each of these, there are separate and incompatible systems, rules and regulations. Continue reading “Review of results-based management at the United Nations”

Results of the CONFERENCE ON IMPACT EVALUATION HELD IN CAIRO 29 MARCH – 2 APRIL

Further contributions  to this list are welcome (linked documents, or the documents themselves). Please use the Comment facility below, or email rick at mande.co.uk