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MONITORING &
EVALUATION
FRAMEWORK
Index
1 Monitoring and Evaluation & its importance
02 Monitoring and Evaluation framework in the Project Program Cycle
03 Monitoring and the inclusion of RBM
04 Types of Monitoring
06 Tailor-Made Evaluation Studies
08 Evaluation Questions & RBM
09 Six key steps for M&E Planning
10 Minimizing Bias and Errors
11 CSR in India - Industry Overview
12 Fiinovation Expertise
13 Some of our Initiatives
14 Organization Brief
15 Awards & Recognition
01
Evaluation
1
Does your project
have an M&E plan?
7
Are staff and partners trained
on data entry and analysis?
2
Does your project
have an M&E binder?
6
Have you created a
monitoring database?
3
Have you developed
all monitoring forms?
4
Are staff and partners trained on
using the monitoring forms?
If your answer is No' to any of the questions above, the project team should work to complete the
step(s). This review tool has not been designed to be used in isolation and refers to the package of
practices being offered at Fiinovation, and this handbook is for further guidance at each review stage.
02
Initial Needs
Assessment
Dissemination
and use of
lessons
Final
evaluation
Midterm
evaluation
and/or reviews
This occurs after project/program
completion to assess how well the
project/program achieved its
intended objectives and what
difference this has made.
M&E planning
Baseline
assessment
There is no magic 10-percent sampling rule. It is important to note that the sample size is not related to the size
of the popula on being sampled. A frequent mistake is to conduct surveys among 10 percent of a given
popula on; in fact, it is likely that 10 percent of the popula on is either too many or too few households. With
too many households, the survey is using excessive resources and me; with too few households, the sample
will not adequately represent the popula on.
03
Measuring changes at impact level requires a longer time frame, and is therefore dealt with
by evaluation and not monitoring.
Outcomes
Output
Activities
Inputs
Are nances, personnel and materials available on time and in the right quantities and
quality?
A mistake common for M&E systems is to rely solely on either observa on data or par cipant responses.
Observa on data alone does not provide an explana on of prac ces or behaviors and o en requires large
assump ons on the part of the M&E team. Focus group data (an example of par cipant responses) may not
capture important prac ces that par cipants do not see as relevant and may record instead what par cipants
think data collec on teams want to hear.
Types of Monitoring
1. Results Monitoring
It tracks effects and impacts.
This is where monitoring merges with evaluation to determine if the project/program is on target
towards its intended results (outputs, outcomes, impact).
It measures whether there may be any unintended impact (positive or negative).
For example, a psychosocial project may monitor that its community activities achieve the outputs
that contribute to community resilience and ability to recover from a disaster.
3. Compliance Monitoring
It ensures compliance with donor regulations and expected results, grant and contract
requirements, local governmental regulations and laws, and ethical standards.
For example, a shelter project may monitor that shelters adhere to agreed national and
international safety standards in construction.
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5. Beneficiary Monitoring
It tracks beneciary perceptions of a project/program.
It includes beneciary satisfaction or complaints with the project/program, including their
participation, treatment, access to resources and their overall experience of change.
Sometimes referred to as Beneciary Contact Monitoring (BCM), it often includes a stakeholder
complaints and feedback mechanism.
It should take account of different population groups, as well as the perceptions of indirect
beneciaries (e.g. community members not directly receiving a good or service).
For example, a cash-for work program assisting community members after a natural disaster may
monitor how they feel about the selection of program participants, the payment of participants and
the contribution the program is making to the community (e.g. are these equitable?).
6. Financial Monitoring
It accounts for costs by input and activity within predened categories of expenditure.
It is often conducted in conjunction with compliance and process monitoring.
For example, a livelihood project implementing a series of micro-enterprises may monitor the
money awarded and repaid, and ensure implementation is according to the budget and time frame.
7. Organizational Monitoring
It tracks the sustainability, institutional development and capacity building in the project/program
and with its partners.
It is often done in conjunction with the monitoring processes of the larger, implementing
organization.
For example, a National Society's headquarters may use organizational monitoring to track
communication and collaboration in project implementation among its branches and chapters.
05
According to evaluation
technicality or methodology
External or independent
evaluations are conducted by
evaluator(s) outside of the
implementing team, lending it a
degree of objectivity and often
technical expertise. These tend
to focus on accountability.
06
According to evaluation
technicality or methodology
Cluster/sector evaluations
focus on a set of related
activities, projects or
programs, typically across
sites and implemented by
multiple organizations (e.g.
National Societies, the United
Nations and NGOs).
Proper management of an evaluation is a critical element for its success. There are multiple resources
to support evaluation management which identify the key criteria and standards that guide how we
plan, commission, conduct, report on and utilize evaluations. The framework mentioned in the
beginning is to be applied to all evaluation activities. It draws upon the best practices to ensure
accurate and reliable evaluations that are credible with stakeholders.
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Outcomes
Were the operations objectives consistent with beneciaries needs and with
agency policies? (relevance)
Were there any unplanned or unintended changes.?
Output
Activities
Inputs
Were stocks of items available on time and in the right quantities and quality?
08
2.
3.
4.
Plan for information
reporting and utilization
5.
Plan for M&E human
resources and capacity
building
6.
Prepare the M&E
budget
09
1. Selection Bias
Selection bias results from poor selection of the sample population to measure/study. Also called
design bias or sample error, it occurs when the people, place or time period measured is not
representative of the larger population or condition being studied. It is a very important concept to
understand because there is a tendency to study the most successful and/or convenient sites or
populations to reach (which are often the same). For example, if data collection is done during a
convenient time of the day, during the dry season or targets communities easily accessible near paved
roads, it may not accurately represent the conditions being studied for the whole population.
2. Measurement Bias
Measurement bias results from poor data measurement either due to a fault in the data
measurement instrument or the data collector. Sometimes the direct measurement may be done
incorrectly, or the attitudes of the interviewer may influence how questions are asked and responses
are recorded. For instance, household occupancy in a disaster response operation may be calculated
incorrectly, or survey questions may be written in a way that biases the response, e.g. Why do you like
this project? (rather than What do you think of this project?).
3. Processing Error
Processing error results from the poor management of data miscoded data, incorrect data entry,
incorrect computer programming and inadequate checking. This source of error is particularly
common with the entry of quantitative (statistical) data, for which specific practices and checks have
been developed.
4. Analytical Bias
Analytical bias results from the poor analysis of collected data. Different approaches to data analysis
generate varying results e.g. the statistical methods employed, or how the data is separated and
interpreted. A good practice to help reduce analytical bias is to carefully identify the rationale for the
data analysis methods.
10
11
22%
33%
2012-13
ENVIRONMENT
22%
EDUCATION
23%
RD Projects
65
35
18
Technical Incubators
PM Relief Fund
82
85
15
30
Sports
Forced Army Veterans
70
95
National Heritage
42
42
Environmental Sustainability
Reducing Inequalities
58
58
63
37
Private Sector
75
25
78
22
Public Sector
20
40
60
80
1
2
100
As per the annual reports of the top 200 rms for the year 2012-13
FICCI and Nextgen
12
Fiinovation Expertise
A vast bank of expertise gained over the years across a wide range of sectors and research
methodology. And also, the flexibility to serve a wide range of projects in the sectors of: Livelihood,
Education, Health and Environment.
Defined M&E standards that help improve program quality and positively impact the people we
serve. The standards followed at Fiinovation reflect the key characteristics of high-quality
programs and agency culture that promotes better learning and strengthens accountability to
stakeholders. These are critical elements of a high- performing, dynamic learning organization.
Triangulation of data is another key step practiced at Fiinovation, which involves collecting data
from multiple sources, sometimes using multiple tools, to identify and reduce bias. If triangulation
of qualitative data is not carried out, a risk of biasing or distorting the collected data exists,
resulting in incorrect or incomplete information which might result in skewed understanding of the
circumstances.
By collecting data from multiple sources or with multiple tools, we identify and address
discrepancies or inconsistencies in the data. Triangulation often leads to additional questions or
clarifications, which can be answered through follow-up interviews, discussions or exercises.
Confidentiality
ty
Core
Values
ali
Qu
Au
the
nti
cit
We guarantee authenticity,
reliability and credibility of the
data, facts and figures that we
gather and disseminate
through primary and secondary
research.
We ensure excellent quality of
the actionable reports which is
intended to provide absolute and
detailed insight into the
markets, products, competition
and the overall perspective at an
affordable price.
Some of our
Initiatives
The Monitoring and Evaluation Team of Fiinovation has been involved in helping its partners to
carry out eld research studies for monitoring, evaluating and assessing the impact of their
proposed and ongoing/complete projects.
A few of our successfully completed assignments in the current year are mentioned below:
Fiinovation partnered with IL&FS Skills to carry out an integrated on-site assessment study
for assessing the current status of the community in terms of their readiness and
acceptability for skill based trainings. The study was carried out to explore the avenues that
shall be available at the proposed site for Power Plant in Nana Layja (Mandvi), Gujarat. Based
on the research ndings of Fiinovation, the project aims to develop skill, employment and
entrepreneurial opportunities for the population of Mandvi Block in Kutch district with
respect to the Nana Lajya Power Plant being put up by IL&FS Group. Fiinovation gathered
adequate information through extensive research, both primary and secondary sources for
the purpose of the study. The Need Assessment of the project was carried out for 3 months
with assessment tools intrinsically focused on the need and acceptance of the community.
Fiinovation has also conducted a summative evaluation study of the skill training institute
(Cairn Enterprise Center - CEC) of Cairn India Limited (CIL) at Barmer (Rajasthan). The study
was carried out for the CSR project of CIL being implemented by IL&FS Skills with a view to
evaluate the program performance and its effectiveness by collecting information that can be
used for further evaluation. Fiinovation developed tailor-made evaluation parameters for
assessing the outcomes of the skill training intervention. The framework used empirical
evaluations aimed at elucidating and substantiating the linkages between the trainings
provided and the intended or observed benets. The project required unbigoted opinion along
with technical expertise which was provided by Fiinovation for assessment and
recommendations for future course of action.
With its team of experts, Fiinovation has successfully conducted evaluation and assessment
of Adult Literacy Centers (ALC) run by M/s JK Tyre & Industries Ltd. at Kankroli (Rajasthan),
Morena( Madhya Pradesh) and Mysore( Karnataka). For this purpose, a detailed research
was carried out to assess the efcacy and effectiveness of the ALCs.
13
Organization Brief
Established in 2008, Fiinovation (Innovative Financial Advisors Pvt.
Ltd.) has created a niche as a multi disciplinary research
organization in Corporate Social Responsibility (CSR) and
Sustainability domain. Headquartered in New Delhi, it has been
forging partnerships between credible NGOs and corporations that
are looking to implement and initiate community based interventions
and initiatives. With a pool of over 4000 credible NGOs spread
across the country, the motive has been to create awareness,
inspire innovative thinking and action with sustainable development
at its core. These NGOs are empanelled post a thorough and
stringent due diligence check through secondary research and on
ground evaluation.
Fiinovation is known in the development sector for enhancing quality
across organizational value chain through its in-house Proposal
Design & Research Laboratory for designing innovative CSR
initiatives. Fiinovation also supports corporations through
conducting need assessment, monitoring and evaluation as well as
impact assessment of their programs.
The distinct practices of Fiinovation include CSR Portfolio
Management (CPM), CSR-CSO Partnership, Initiative Design,
Initiative Management, Monitoring & Evaluation, Impact
Assessment and CSR audit across verticals of health, environment,
education and livelihood, which contribute to INR 15 crores in the
top line of nancial statement.
Afliations
Fiinovation has been a knowledge partner with various industrial bodies such as Confederation of
Indian Industries (CII) and Institute of Directors (IOD). With CII, the partnership emphasizes on
research for promotion of afrmative action along with CSR and social enterprises. The organization
has deliberated with various industrial leaders at numerous conferences conducted on corporate
governance, environment management and CSR & sustainability during its path breaking partnership
with IOD. Being a research organisation, Fiinovation also contributes to IOD's Master class for
Directors that has a wide spectrum of subjects such as corporate governance, sustainability, HR
practices, nance, corporate social responsibility, environment management and board
effectiveness. Other than this, the organization has been closely associated with other forums such
as NGO BOX and World CSR Congress.
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15
fiinovation
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Email : info@inovation.co.in, | Website : www.inovation.co.in