Fact Sheet

Monitoring and Evaluation

The Starting Point: the Logical Framework

A logical framework is a tool to help strengthen project design, implementation and evaluation. It identifies a series of objectives for a project, consisting of a goal, purpose and outputs.  It also lists performance indicators and the reporting needed, and the conditions that are assumed to be met externally (but that, if not met, could prevent the project from meeting its objectives).

  • The goal is the higher order objective to which a project contributes (i.e. reduced poverty).

  • The purpose is the intended immediate aim of the programme (i.e. better access).

  • The outputs are what the programme must deliver as defined in the ToRs (e.g. roads built).

  • The activities are the main tasks to be done so as to accomplish outputs (e.g. earth moved).

What are Monitoring and Evaluation?

Monitoring is a series of regular observations to ensure that the programme’s activities and outputs are progressing and performing well, and are based on best practices.

All work undertaken by RAP is monitored through regular reporting and reviews.  This is arranged to show how the programme is moving towards the achievement of its defined outputs.  Reports are focussed on descriptions of the work undertaken in relation to the activities, or on tasks required to complete the activities.  Internal reports are compiled at monthly intervals, and reports for external review are written every Trimester (four months).  This information is used as the basis for the work plan over the next period.  In this way, activity monitoring represents a dynamic management tool that supports project implementation as it evolves.  External monitoring comes from reviews of the reports.

Evaluation is to assess the impact of the programme on its stated objectives.

To support strategic planning and policy, the impact of development work must be understood.  Results must be interpreted in such a way as to help inform district and national planners and decision-makers.  The following strategy is used to achieve this.

  • Indicators of outcome are used to determine success.

  • The information required to judge the degree of success against each indicator is drawn from a variety of sources.

  • A database is used to store benchmark information and to generate tables for analysis and comparative assessments after repeat surveys. 

  • The information is analysed by the programme and the results distributed among stakeholders.  This process contributes to future work plans, as well as to wider planning and policy.

Using Monitoring to Improve Progress and Performance

RAP uses monitoring to ensure that it stays on track.  It is not a policing activity, but something that helps improve the programme.  Everyone involved in RAP should have an interest in this happening.  If there is a problem, monitoring will show it up; then the situation can be improved.

How do we know RAP is progressing properly? 

All work on RAP is determined by the logical framework.  There are six main outputs, which have been designed to achieve the purpose of improved access.  To accomplish these outputs, there are many activities that staff and partners must undertake.  The timing and responsibility for the activities is defined in annual work plans.  Programme staff and partners report achievement of the activities in relation to the targets set for each one.

How do we know RAP is meeting performance?

RAP has guidelines and quality standards for all its activities.  Nothing should be reported as complete unless it has been finished to the appropriate standard.  The implementing partners (DDCs, DoLIDAR and DoR) and the management teams are responsible for checking quality and approving or rejecting work.  This is backed up by objective checks by the RAP M & E Team, and by community monitoring procedures (public auditing): these are groups of beneficiaries who are asked to observe and report on specific issues.

Informing Others through Evaluation

RAP uses evaluation to find out what impact it is having.  Because the areas of working are dynamic, living societies, it is often difficult to tell exactly what is the result of RAP’s activities (rather than a result of other people’s work).  To overcome this, a number of detailed baseline and follow-up surveys are used.  The baseline is a statement of the socio-economic and environmental conditions before the programme starts work in an area.  The follow-up identifies changes that have taken place since the baseline.  Careful design of the surveys and cautious analysis allow us to tell what was caused by RAP and what results from other activities.

Not all changes are identified through surveys.  The programme uses special studies, and reports from staff, partners and community groups to gather information.  The programme’s M & E Team is responsible for producing the documents that explain what changes are occurring.

Progress is monitored.  Is RAP achieving its targets of lengths of roads built?  Is it supporting the formation of the right number of enterprise groups?

Performance is monitored.  Are the roads well built and sustainable?  Do the groups understand their rights and objectives?

Impact is evaluated.  Do the roads serve the people in the area and improve their access to goods, markets and services?  Are the members of the enterprise groups showing better livelihoods?

Where is all the Information Available?

Information from RAP is available in two forms.  Everything is published in paper form, either in Nepali or English, or both.  This is distributed to appropriate partners and stakeholders by the RAP Programme Management Unit, and can be obtained from the Kathmandu or district offices.

In addition, most of the information is publicly available on the Internet, where it is published on the RAP website.  Documents can be downloaded from here in electronic form.  In many cases, both Nepali and English versions are available.

Other useful documents on Monitoring and Evaluation

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