Monitoring & Evaluation

Monitoring and Evaluation (M&E) is essential to learning and ensuring development effectiveness. In order to show results and be accountable to government(s), donors and citizens, M&E is an absolute must. Transparency is impossible without adequate monitoring.

This means that at the beginning of a project, or a business plan, the starting point (i.e. baseline) must be established, so that change can be measured against this reference. Then, over the duration of implementation, M&E is essential to taking stock of lessons learned and assessing progress. This will help ensure that the project is on track to meeting its objectives.

There are several approaches to M&E, such as the Logical Framework Approach (LFA), Results Based Management (RBM), Outcome mapping (OM), Significant Change Theory (SCT) and many others. It is important to decide which approach to follow from the start, in order to be consistent in the way change is being measured over time.

The Power of Measuring Results:

If you do not measure results,
you cannot tell success from failure.

If you cannot see success,
you cannot reward it.

If you cannot reward success,
you are probably rewarding failure.

If you cannot see success,
you cannot learn from it.

If you cannot recognise failure,
you cannot correct it.

If you can demonstrate results,
you can win public support.

  • Clarifies program objectives
  • Links activities and their resources to objectives
  • Translates objectives into performance indicators and sets targets
  • Routinely collects data on these indicators, compares actual results with targets
  • Reports progress to managers and alerts them to problems

  • Analyses why intended results were, or were not, achieved
  • Assesses specific causal contributions of activities to results
  • Examines implementation process(es)
  • Explores unintended results
  • Provides lessons, highlights accomplishments or program potential, and offers recommendations for improvement

Source: "Ten Steps to a Results-Based Monitoring and Evaluation System" by Jody Z. Kusek and Ray C. Rist.

Payment by Results (PbR)

Past Assignments

Core Tasks
End of phase evaluation of the organisational strengthening component for MVIWATA
Review of the three back stopping mandates and asses whether MVIWATA is better equipped to deliver its core activities. (Financial Management, HR management and M&E systems and approaches)
April - June 2019
Supporting the baseline development for ANSAF (agricultural Non State Actor Forum)
Review of the logframe indicators and policies and develop the data collection approach to establish the baseline
January to March 2019
Mid-term review of the AMDT program (Agricultural Market Development Trust)
Deloitte as trustee on behalf of SIDA, Denmark and IrishAid
The Program promotes the Making Markets Work for the Poor (M4P) approach. AMDT is facilitating market actors in the Sunflower, Maize and Pulses subsectors.
2018 (dec) - April 2019
End of phase evaluation of the SNV, MasterCard funded Opportunities for Youth Employment (OYE)
SNV /MasterCard Foundation
eMJee conducted the end-of-phase evaluation of the OYE program in Mozambique, Rwanda and Tanzania, which focussing on youth employability, both formal employment and self-employment.
MTR self-assessment.
Self assessment facilitation of the SDC performance while also looking into the future (Next CS) already. Involving the whole team, partners and peers and other important stakeholders, Domain workshops, validation workshops, panel discussions and a final plenary workshop of 4 days. The exercise resulted in producing domain papers, a draft and final report
Review of back stopping services to MVIWATA
Assessment of quality (relevance and effectiveness) of newly developed manuals (financial management, procurement, human resources management and operations) and willingness and capacity of MVIWATA staff to implement them
Evidence Collection of strategic plan 2013-2017 implementation
Collection of fundamental data, results and changes, with supporting evidence and contribution made by ANSAF, to inform the secretariat of the achievements, gaps and key areas for improvement and new areas requiring focus in future planning. Partner discussions in five regions of Tanzania.
Payment by Results independent data verification for the rural water sector.
DAI/ IMC Worldwide/ Stats 4 development/ ONA/ Aqua-consult
Independent verification of the provided data by the MoWI, to trigger payments to the respective LGAs. The number of LGAs qualifying in the first round of PbR will vary between 30 and 56 LGAs out of the 127 Rural LGAs. eMJee especially responsible for the logistics of the field verification and data analysis of the provided information.
2016-2017 and 2017-2018
Development and testing of M&E toolkit for the Multi Actor Integration (MAI) pilot project
BEST Dialogue
The MAI project aims at preparing the media, the local government and the local private sector (including farmers) for addressing pertinent issues regarding the enabling business environment through multi actor engagement and dialogue. The toolkit of questionnaires and analysis tools measures the outcome and impact at end beneficiary level
Review of proposed investments in Urban water supply
AFD/ Ministry of Water and Irrigation
Review of documents and completeness of technical document, financial analysis, and other requirements including environmental assessments. Final selection of three most advanced proposals.
Mid Term Review
Femina HIP/ SIDA
Desk and field study of the impact of Femina Hip Strategic Plan (2013-2017) on youth in secondary schools and out-of-school youth and how to reorient in the coming 2 years in response to changed donor environment
Assessment of the M&E system and implementation of M&E in the three domains
Assessment, filling of missing information including the design, recruitment of implementers, oversight and reporting of perception study in 6 districts, partner assessment regarding M&E of 13 partners and finding disaggregated information per region.
End of project evaluation of Forest Justice project
The project is active in 13 regions, 30 districts and 450 villages and generates benefits for over 1,000,000 people. It promotes forest governance and enforcement of justice at village level
Strengthening result focus and Baseline development support
Development of the result based framework and baseline indicators per sector (agriculture, water, education, governance)
Outcome mapping mainstreaming
Training, coaching and follow up of the SNV advisors to aggregate information originating from outcome mapping and to engage in the discussion around Boundary partners and their contribution to programs vision in various sectors
Mid Term Review
Finnish Embassy/ LIMAS
Institutional review of the Lindi and Mtwara Agribusiness Support project
Mid Term Review LGRP II
Finnish Embassy
Mid term review of the Local Government Reform Program phase II
Tusome Vitabo project (TVP)
Embassy of the Kingdom of the Netherlands (EKN)
Desk and Field study in follow up of the project to establish school libraries and assess why this successful project has not been mainstreamed and upgraded after closer into the Ministry of Education
Capitalization study of the community based health initiative project implementation
Desk and field study to assess the best practices and lessons learned of the CBHI project and organization of high level multi-stakeholder meeting to advocate for the concept of CBHI
Self assessment of country plan 2007-2010
In preparation of the new Strategic Plan the team was guided through a self-assessment process of the last country plan.
Support to the Indicative Development Cooperation Program
Guidance of the team to formulate the new strategic plan (IDCP)

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