FONERWA Project Monitoring and Evaluation Plan
The FONERWA monitoring and evaluating system is based on the indicators and means
of verification defined in the FONERWA Logframe. FONERWA outcomes and outputs
will be monitored across the project portfolio with data collected, compiled and
analysed by the M&E Specialists on a regular basis. Project level outcomes and outputs
are nested within the FONERWA logical framework, so there is a clear chain of results.
Overall responsibility for monitoring and evaluation will rest with the M&E Specialists,
although they will be heavily reliant on data collected at project level. The timely
provision of results from Monitoring and Evaluation activities will enable the FMT to
take corrective or enhancing measures as necessary. The FMT will employ a variety of
means for data collection including review of project monitoring reports, field visits to
verify reported data and case studies with project beneficiaries.
The FONERWA requirements of projects in monitoring and evaluation are specified in
the table below.
Table 1: Monitoring and evaluation plan
M&E Activity
FMT Pre-grant
award survey
Responsible
person – project
level
Project coordinator
and team
M&E Framework
Project Monitoring
and Evaluation
Officer
Confirm Project
Baseline
Project Monitoring
and Evaluation
Officer and Project
Co-ordinator 1
Inception meeting
Project Co-ordinator
Set ToRs for project
evaluation
Project Monitoring
and Evaluation
Officer
Project Co-ordinator
Quarterly Progress
Reports
Minutes of Project
Steering Group2
Project Co-ordinator
Role of FMT (M&E/finance team)
Assess organisational capacity,
implementation arrangements and
area of coverage. Score project for
risk.
Guidance to project on setting the
Framework
Holding orientation workshops as
needed
Review and validate final framework
Guidance to projects on whether a
baseline survey is really needed.
Guidance on how to conduct survey.
Ensure baseline data missing from PD
is identified. Review final baseline.
Update data management system.
KMS to post survey report on website.
Support from Programme Manager.
Brief project on M&E requirements
and provide guidance. Update data
management system.
Review and agree draft ToRs
Review and validate with field visit
where necessary. Update FONERWA
logframe indicators on data
management system.
Review Minutes and ensure any
corrective action is taken by project.
(Programme Manager)
Timeframe
Within 1 month of
FMC approval
Within 3 months
Conducted within 3
months of project
starting
Within 2 months of
signing Grant
Agreement
During the
inception period
i.e.first 3 months
Quarterly
Six monthly
Ideally the external consultant who will conduct the project evaluation should be involved in baseline setting and the
ToRs for final evaluation can be drafted during the inception period. However the time period between the two events
mean this is likely to prove challenging.
2 For private sector projects this will be the Board of Directors. In Districts this may be the Joint Action Development
Forum (JADF.)
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1
M&E Activity
Responsible
person – project
level
Role of FMT (M&E/finance team)
FMT Spot-check
visit
Project Monitoring
and
Evaluation/Financial
Specialist Officer
Verification of Quarterly Reporting of
achievement and challenges. Update
project risk register.
Annual review
workshop (Lesson
Learning Exercise)
Project Co-ordinator
Mid-term
Evaluation – if
project is 3+ years
duration
External consultant
Final Evaluation
External consultant
Participate in workshop, review
workshop/review report and
disseminate lessons (with KMS).
Update data management system.
QA consultant selection as needed.
Ensure quality of final output. Review
the report and update FONERWA
logframe indicators on data
management system, KMS to post
report on website.
QA consultant selection as needed.
Participate in evaluation team in a
sample of projects. Ensure quality of
final output. Review the report and
update FONERWA logframe indicators
on data management system, KMS to
post report on website.
Timeframe
Before Q2
disbursement.
Thereafter visit
schedule is
informed by
implementation
status,
disbursement and
project risk rating –
triggered by QRs.
Annually
Mid term point in
project cycle.
Final quarter of
project cycle.
The Pre-Grant Award Survey will be carried out by the M&E Specialists, in conjunction
with the FMT Project Finance Officer3. The Finance officer will check internal financial
control systems, accounting and reporting mechanisms. Using template X the M&E
Specialist will:
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Assess implementation arrangements including partnerships
Review composition and recruitment status of project team (including ToRs)
Assess organisational capacity including infrastructure
Visit the project site to view area of coverage
Verify the problem analysis of the PD (available baseline data)
Check that the logframe assumptions hold
Verify stakeholder consultation has been carried out
Award a provisional risk rating, in conjunction with the finance officer.
Each project must produce a Monitoring and Evaluation Framework during the
project inception period and submit this to the first Quarterly Report. The M&E
Framework is a key monitoring tool and an important counterpart to the Project
Logframe. The Project Baseline should be established in the Project Document (PD.) The
project baseline will need to reviewed and updated during the inception period.
Depending on project sector a Baseline Survey or Study may need to be conducted to fill
in gaps in baseline data.
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A combined report will be produced
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An Inception meeting will be held within the first two months after signing of the grant
agreement to:
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introduce the project team,
orientate key stakeholders on the objectives and results framework,
provide an update on the project start up activities,
agree roles and responsibilities of each institution,
provide an overview of reporting, monitoring and evaluation requirements,
present the financial reporting procedures and arrangements for audits,
plan and schedule Steering Committee meetings.
recheck assumptions and risks, and
to plan project implementation.
If appropriate, this could be combined with the first project Steering Committee
meeting. During the Project inception period (the first quarter) the Project Coordinator should review and revise the workplan and budget for year one submitted in
the Project Document (PD); including milestones and progress indicators to guide
implementation during the first year of the project. The first quarterly Progress Report
should also include a more detailed narrative on the institutional roles, responsibilities,
coordinating actions and feedback mechanisms of project related partners, as well as
annexing the project M&E Framework.
Projects will be required to prepare Quarterly Progress Reports to the FMT to ensure
continuous monitoring of project activities and to allow for corrective measures in due
time. These reports will provide an update on progress on the delivery of outputs, a
quarterly expenditure report and a workplan for the next quarter. The reports should
also describe progress on implementation as well as lesson learning, a risk update and
management and an ongoing assessment of sustainability and acceptance of project
interventions by the stakeholders particularly the beneficiaries. The M&E Specialists are
responsible for review and approval of these reports using template X. FMT feedback
(from M&E and finance teams) will be returned to the project implementer a two-week
period. It will be important to encourage early reporting from project implementers of
issues affecting delivery. This will require creating a culture of trust between the FMT
and recipients.
The FMT Finance and M&E staff will conduct joint Spot-Check or Field Visits to each
project before Quarter 2 funds are disbursed, in order to verify reported project
activities4. During the spot-check visit the Finance Officer will conduct a mini audit of
HR, finance and procurement systems and the project team will typically make a
presentation on achievement and challenges. Where possible the M&E specialist will
conduct a site visit, in order to check that quarterly reporting matches the reality on the
ground5. The schedule of spot-checks thereafter will depend on amounts disbursed,
activity type financed and rolling risk assessment of projects. Quarterly FMT Monitoring
meetings will be held to update the project risk register and schedule spot-checks for
the coming quarter, based on quarterly reporting, budget and work plan. Changes in
project scope, time delays or budget over/underspend may trigger a spot-check visit.
The FMT will employ an early warning system to identify and track Projects at risk
(PAR) – see template X. PAR will be identified using a traffic light scoring system
through the quarterly project risk analysis meetings, and will generate a red flag on the
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A combined report will be produced
For Private sector projects the spot-check must be conducted in partnership with the PS Specialist
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M&E database. A red flagged project will generate an immediate spot-check visit. Risk
may relate to:
 the delivery of outputs or indicator achievement (>25% off-track)
 implementation progress (>25% off-track)
 slow expenditure or “burn rate” (>25% off-track)
 cost over-run/ unforeseen costs (>25% off-track)
 inadequate quality of project reporting
 core project staff turnover
 total project value (over 500 million RWF)
 natural calamity in the project region
 stakeholder complaint received by FMT
 partnership dissolves or implementing partner leaves
 FMT professional judgement
At the end of each year an Annual Review or lesson learning exercise to assess
provisional impact should take place for each project. It will be carried out by the
project with support from the M&E Specialists to measure performance against the
baseline and targets in the Project Logframe. The M&E Specialists will work closely with
the Knowledge Management Specialist and the M&E Advisor to ensure timely and
effective communication of the results to all the key stakeholders. The assessment will
include a field survey and case studies and will report on:
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progress made against the indicators and targets,
delivery of project outputs, and
lessons learned.
The assessment report will be incorporated into the end of year quarterly report.
The M&E Specialists will encourage members of the Project Steering Group to
take part in an Annual field visit to familiarise themselves with the project
interventions on the ground and validate the annual assessment.
If included in the project budget an external Mid-Term Evaluation will be conducted
mid-way through project implementation. The evaluation will review progress against
milestones and assess progress made towards the delivery of outputs and achievement
of objectives as well as identify corrective actions if needed. It will focus on the
effectiveness of delivery, timelines and efficiency of implementation, and risk
management. It will present the initial lessons of project design, implementation and
management. The findings will be used to enhance implementation during the final half
of the project’s term and to share lessons across the FONERWA programme.
A Final Evaluation will be conducted before project closure and will focus on the
impact and sustainability of project results. The report will summarise the results
achieved (objectives, outcomes, outputs), with a key focus to provide lessons learned for
other projects, in the interests of replicability or scaling up.
The M&E Specialists will also provide guidance to projects to support Participatory
Monitoring and Evaluation with beneficiary groups to enable beneficiaries to measure
progress of project interventions. This input can be provided to the project Steering
Committee.
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For Private Sector innovation grant projects (which tend to be short in duration), the
Annual Review, Mid-Term Review and Final Evaluation will be compressed into a single
evaluation exercise at the end of the project.
The FONERWA approach to Knowledge Management is captured in the Knowledge
Management Framework. Results and lessons learned from the projects will be
periodically disseminated within and beyond the project intervention zone using a
variety of media (briefing notes, website as well as through existing information sharing
networks and forums). Project level data is captured and aggregated towards the fundlevel logframe using the M&E database. Currently an interim Excel template is in use,
and an online database on the back-end of the FONERWA website is under development.
Every quarter the M&E Specialists will produce a Summary of FONERWA approved
projects (project implementation status) to support FMT management of information.
A project level Lesson Learning Log has been developed in excel format and should be
completed by project implementers on a Quarterly basis.
Diagram to summarise FONERWA M&E data flow, sources, outputs and audiences
KEY:
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Diamonds show M&E outputs
Green bubbles show M&E audiences
Red arrows show data flows
Blue boxes show data sources
Yellow shows input of data to M&E data base (website backend)
FMT professional development
The FONERWA Capacity Development Plan identifies a range of capacity-building
activities to support the M&E specialists to provide effective oversight to the functions
outlined in the M&E Plan. In May an assessment of capacity plan activities to date will
be conducted to establish whether planned activities are sufficient and in order to map
further/emerging capacity needs.
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