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    Making M&E Work in Development Programmes: A Practitioner's Handbook
    Making M&E Work in Development Programmes: A Practitioner's Handbook
    Making M&E Work in Development Programmes: A Practitioner's Handbook
    Ebook63 pages1 hour

    Making M&E Work in Development Programmes: A Practitioner's Handbook

    By Denika Blacklock

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    About this ebook

    This book fills the gap that many development practitioner’s face: M&E framework in hand, how do you implement it? Drawing on experience across intergovernmental and non-governmental development agencies, the book details guides you through the process of developing an M&E framework for your project that focuses on results, and then provides a step-by-step guide on how to take your framework and implement it. Reader-friendly and devoid of jargon, this book will help operationalize M&E frameworks so that it is a useful and far less burdensome process and provides useful results for both project teams and their beneficiaries.
    LanguageEnglish
    PublisherLulu Publishing Services
    Release dateFeb 20, 2019
    ISBN9781483497617
    Making M&E Work in Development Programmes: A Practitioner's Handbook

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      Book preview

      Making M&E Work in Development Programmes - Denika Blacklock

      BLACKLOCK

      Copyright © 2019 Denika Blacklock.

      Interior Image Credit: Denika Blacklock

      All rights reserved. No part of this book may be reproduced, stored, or transmitted by any means—whether auditory, graphic, mechanical, or electronic—without written permission of the author, except in the case of brief excerpts used in critical articles and reviews. Unauthorized reproduction of any part of this work is illegal and is punishable by law.

      ISBN: 978-1-4834-9758-7 (sc)

      ISBN: 978-1-4834-9761-7 (e)

      Because of the dynamic nature of the Internet, any web addresses or links contained in this book may have changed since publication and may no longer be valid. The views expressed in this work are solely those of the author and do not necessarily reflect the views of the publisher, and the publisher hereby disclaims any responsibility for them.

      This book is a work of non-fiction. Unless otherwise noted, the author and the publisher make no explicit guarantees as to the accuracy of the information contained in this book and in some cases, names of people and places have been altered to protect their privacy.

      Any people depicted in stock imagery provided by Getty Images are models, and such images are being used for illustrative purposes only.

      Certain stock imagery © Getty Images.

      Lulu Publishing Services rev. date: 02/08/2019

      Introduction: Operationalising M&E Frameworks

      Some may feel that this book is bold – bold in that it purports to be yet another handbook on how to develop a results-based monitoring and evaluation (M&E) framework for development programmes. The truth is that this book actually is bold – it aims to fill a rather large gap which continues to persist a decade after results-based management gained a strong footing among development organisations both large and small, across the spectrum of issues which constitute development in the 21st century.

      What is that gap? It is the cavern between what every M&E handbook tells you what you should do, and actually getting it done. This book aims to provide guidance on how to operationalise an M&E framework – putting ideas into practice. Ground breaking? No. Useful? Every organisation I have worked or consulted for over the past 10 years tells me absolutely, yes.

      So, let us begin. At the beginning. Where we understand how to walk the talk and give legs to the concept of ‘results-based M&E’.

      Who remembers when ‘good’ M&E was a simple process of a short narrative section in a project proposal, with a rather sad amount of money for a broad process of ‘M&E’ in the project budget? When reporting to donors was a simply a process of writing a narrative description of the activities that had been implemented to date – an accounting, if you will, of where the money went – but short on analysis or how the results of activities were being tracked, or even how effective they were. When the number of people trained or the number of micro-grants released was all that really mattered, and we didn’t look too far past what would happen at the end of the project. When pre- and post-training tests constituted good monitoring, and we didn’t apply ourselves to find out what the micro-grants achieved beyond undertaking a few anecdotal interviews with individuals who were quite obviously successful in their endeavours, failing to uncover why others were not. Gender and social inclusion were certainly not mainstreamed beyond a short paragraph on ensuring that women were involved in activities, but not necessarily recounting in what capacity. Ah, the days when monitoring was a process of financial accountability and not much else.

      Fortunately, those days, for the most part, are behind us. With the advent of results-based management (RBM) in development, so too did the idea

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