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VALUE CHAIN MONITORING AND EVALUATION GUIDE
MODULE 10
Reviewing and Revising your M&E System
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GETTING STARTED
OBJECTIVE OF MODULE 10
This module presents basic information on planning for and conducting routine reviews of the M&E system.
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Causal modelData gathered through
the M&E system in multiple formats for multiple clients
All analysis conducted on the project data at the time of review
As many staff as possible engaged in implementing or using the M&E system
MATERIALS / INPUTS RECOMMENDED
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STEP-BY-STEP GUIDE
1
•Implement the M&E system
2
•Monitor system implementation
3
•Conduct Formal Review Workshops
4
•Adjust the M&E system
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STEP-BY-STEP GUIDE: STEP 1
System has been designed, staff has been trained – it is now time for all of the planning and preparation to turn into implementation!!!
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STEP-BY-STEP GUIDE
1
•Implement the M&E system
2
•Monitor system implementation
3
•Conduct Formal Review Workshops
4
•Adjust the M&E system
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STEP-BY-STEP GUIDE: STEP 2
3 Forms of M&E System Monitoring
•Ongoing formal monitoring
•Ongoing informal monitoring
•External assessment
• i.e. Data Quality Assessment (DQA)
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STEP-BY-STEP GUIDE
1
•Implement the M&E system
2
•Monitor system implementation
3
•Conduct Formal Review Workshops
4
•Adjust the M&E system
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Conduct periodic, formal reviews on the following themes
STEP-BY-STEP GUIDE: STEP 3
Data Feedback Loops and
Information Flows
Data Collection Tools
CausalModel
Responsibilities
Roles&
Data Management and Quality
Control
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STEP-BY-STEP GUIDE
1
•Implement the M&E system
2
•Monitor system implementation
3
•Conduct Formal Review Workshops
4
•Adjust the M&E system
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STEP-BY-STEP GUIDE: STEP 4
Flexibility and willingness to adapt is a key dimension of successful M&E teams working on value chain projects.
Once revisions are completed, teams will return to monitoring progress and planning for the next review workshop.
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COMMON PITFALLS
•Projects implement the baseline too early before the activities, locations, target group, and work plan have been finalized.•Projects do not monitor the operation of the M&E system itself. •Project management does not pay sufficient attention to M&E operations and results, thereby diminishing its perceived importance to the rest of the project staff.•Projects do not update the M&E system (including key performance indicators and targets) once it has launched.
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QUESTIONS?
COMMENTS?
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Multiple ways to continue the discussion and continue learning:• Initiate a monthly session on the M&E guide
and case studies from across CARE. Contact [email protected]
• Join the Market Engagement Community of Practice on LinkedIn.
• Join a task force to review and refine the universal indicators. Contact [email protected]
Want to Learn More?
