Capacity Development

for Monitoring and

Evaluation
Olivier Serrat
Asian Development Bank

Monitoring and Evaluation

Impact

Outcome

The Results
Chain
Outputs

Inputs

Activities

Monitoring and Evaluation

What is Monitoring?
Monitoring is the continuous collection of data and
information on specified indicators to assess the
implementation of a development intervention in relation
to activity schedules and expenditure of allocated funds,
and progress and achievements in relation to its intended
outcome.
Monitoring
involves day-to-day follow-up of activities during
implementation to measure progress and identify
deviations
requires routine follow-up to ensure activities are
proceeding as planned and are on schedule
needs continuous assessment of activities and results
answers the question, what are we doing?

Monitoring and Evaluation

What is Evaluation?
Evaluation is the periodic assessment of the design
implementation, outcome, and impact of a development
intervention. It should assess the relevance and
achievement of the intended outcome, and
implementation performance in terms of effectiveness and
efficiency, and the nature, distribution, and sustainability
of impact.
Evaluation
is a systematic way of learning from experience to
improve current activities and promote better planning
for future action
is designed specifically with the intention to attribute
changes to the intervention itself
answers the question, what have we achieved and
what impact have we had?

Monitoring and Evaluation

Needs

Impact

Outcome

Objective

Inputs

Relevan
ce
Sustainabili
ty

Activities

Outputs

Efficienc
y
Effectivene
ss

The Results Chain Explained

Monitoring and Evaluation

Logic

Degree of
Control

Impact

Outputs
Activities
Inputs

What is
within the
direct
control of
the
developmen
t
intervention
s
manageme
nt

What the
developmen
t
intervention
can be
expected to
achieve and
be
accountable
for

Increasing Difficulty

Outcome

Decreasing Control

What the
developmen
t
intervention
is expected
to
contribute
to

Challenge
of
Monitoring
and
Evaluation

Challenges and Limits to Management

Monitoring and Evaluation

Key: EA = ex-ante, MT = mid-term, EP = expost

EA

M
T

EA EP

M
T

EA EP

M
T

Life Cycle of Monitoring and Evaluation

EP

Evaluation Capacity
Development
Build Monitoring and
Evaluation Systems

Build Post-Evaluation
Capability

Establish
Performance
Management
Systems

History of ADB Support

Evaluation Capacity
Development
Lesson 5

Lesson 4

Lesson 3

The preconditions to success of

evaluation capacity development are
substantive government demand,
existence of a mandate by decree for
evaluation, and stability in staffing
such that a very high proportion of
trained personnel remain in tasks for
which they were trained.

Lesson 2

Lesson 1

Lessons of Experience

Regional Technical Assistance

Impact
Higher efficiency and
effectiveness in providing
public sector services,
leading to poverty reduction
Outcome
Improved ranges of skills,
resources, systems, and
attitudes for performance of
results-based monitoring
and evaluation of country
partnership strategies,
sector strategies, policies,
programs, and projects in
developing member
countries of the Greater
Mekong Subregion

Impact

Outcome

Outputs

Outputs

Proficiency in
M&E

Tools, Methods,
& Approaches
for M&E

Research
& Special Studies
for
M&E

Strategy &
Country Strategies
Policy Formulation
for M&E
for M&E

A Strategy
for ECD

Key: M&E = monitoring and evaluation, ECD = evaluation capacity

development

Outputs

Knowledge Sharing
& Learning
for M&E

Knowledge Sharing
& Learning
Platforms

Knowledge
Networks

Key: M&E = monitoring and

evaluation

Partnership
Arrangements with
Evaluation
Associations

Assumptions and Risks

Assumptions

Risks

ADB

ADB

Technical assistance activities integrate the chief

lessons learned from past evaluations

The indicative activities

and staffing schedule is
too tight to permit
productive sequencing of
key activities

Appropriate, integrated training programs can be

planned, designed, or identified; and synergetic
effects can be achieved
Training is conducted well and according to realistic
schedules
The consultants and the selected evaluation agency
staff coordinate activities effectively
The consultants have client management skills
The consultants and the selected evaluation agency
staff maintain clear roles, responsibilities, and
deadlines
Clients
Evaluation agency staff are available to be trained

Output Level

Assumptions and Risks

Assumptions

Risks

Clients

Clients

Basic capacity exists and can be mobilized

Evaluation agencies
underestimate the
importance of national
ownership and
leadership of the
evaluation process and
of building national
monitoring and
evaluation capacities

The role and use of monitoring and evaluation in

support of practices of knowledge management are
understood
The funding agency has a clear vision about the
intended outcome of the technical assistance and
how it is to be achieved

Outcome Level

Assumptions and Risks

Assumptions

Risks

ADB

Clients

Able to plan and support evaluation

capacity development in line with
international best practice

Lack of human security; armed

conflict; economic policies that
discourage pro-poor growth; weak
scrutiny by the legislative branch of
the executive branch; ineffective voice
of intended beneficiaries; and
corruption, clientelism, or
patrimonialism do not provide a
broadly enabling environment for
monitoring and evaluation

Clients
Provide visible leadership, promote clear
sense of mission, encourage participation,
and establish explicit expectations on
performance and rewards
Strategically approach change
management and manage it proactively
Involve a critical mass of staff
Try, test, and adapt organizational
innovations
Celebrate quick wins

Fragmented government with poor

overall capacity; absent, noncredible,
and/or rapidly changing policies;
unpredictable, unbalanced, or
inflexible funding and staffing; poor
public service conditions; segmented
and compartmentalized organizations;
or insufficient commitment to an
evaluation culture do not conduce to
government effectiveness

Impact Level

Technical Assistance
Partnerships
Regional
Cooperation and Poverty
Reduction Fund of the Peoples Republic
of China

ADB

Internation
al Program
for
Developme
nt
Evaluation
Training

Center for
Developme
nt and
Research
in
Evaluation

Asia-Pacific
Finance
and
Developme
nt Center

Selected Evaluation Agencies

Tajikistan
Amirov Fakhriddin K.,
State Budget Department
Ministry of Finance
Lao PDR
Vixay Xaovana,
Committee for Planning and
Investment
Akhom Praseuth, Bank of
Lao PDR
Bounthay Leuangvilay,
Budget Department,
Ministry of Finance
Cambodia
Hou Taing Eng, Ministry of
Planning
Im Sour, Cambodian
Rehabilitation and
Development Board
Suon Sophal, Cambodian
Investment Board
Lors Pinit, Department of
Investment and Cooperation
Hay Sovuthea, Supreme
National Economic Council

Viet Nam
Tran Ngoc Lan, Ministry of
Planning and Investment
Nguyen Dang Binh, Ministry
of Planning and Investment
Pham Thai Linh, Ministry of
Natural Resources and
Environment
Nguyen Trang Thu, National
Academy of Public
Administration

Malaysia
Arunaselam Rasappan, Center for
Development and Research in Evaluation
Mariappan Mahalingam, Center for
Development and Research in Evaluation

Technical Assistance Schedule

Deliverables
Training &
Capacity Building

Research &
Special Studies

Knowledge
Sharing &
Networking

Strategic Direction for Evaluation Capacity

Development

Strengthened Evaluation Capacity

Improved Service Delivery Leading to Poverty

Reduction

http://www.adb.org/evaluation

Training Strategy

Stage A1
April 2008

Introductory Training in M&E for Country Trainers (ToT)

CeDRE

Stage A2
Apr-Sept 08

In-Country Preliminary Preparatory Work by ToT Trainees

In-Country

Stage B1
June 2008

Policy Level M&E Training (Round 1)

IPDET 1

Stage A3
Oct. 2008

Intermediate M&E Training for Trainees

LAO PDR

In-Country Stage 1 Down-line Training by ToT Trainees

In-Country

Stage A5
Apr 2009

Advanced Level M&E Training for Trainees

Cambodia

Stage B2
June 2009

Policy Level M&E Training (Round 2)

IPDET 2

In-Country Stage 2 Down-line Training by ToT Trainees

In-Country

Final Wrap-Up Training & Certification of Country M&E

Trainers

AFDC/ADB

Stage A4
Nov 08-Mar
09

Stage A6
Jul 09-Sept
09
Stage A7
Oct. 2009