CASH BASED PROGRAMMING IN SOMALIA
Module 5: Monitoring and Evaluation
This guidance note is part of a series of nine modules that seeks to provide support to humanitarian actors
working on Cash Based Programming in Somalia. These guidance notes are meant to provide an overview of
the topics while pointing to materials with more in-depth explanations. This module aims at providing some
key questions and possible answers to consider throughout the project life
Approach to monitoring
Monitoring is a form of information management and should be part of feedback loops to improve processes of
project implementation as well as impact. Below are some key aspects to be considered during a monitoring
process.

Information from different sources should be triangulated as much as possible with other sources of
information.

Each template for data collection should be tailored to the specific project of each Implementing
Organization (IO). Some section could always remain the same, but the needs of monitoring should be
tailored to the specific indicators of achievement of the project but also to the risks identified for the
implementation and /or the monitoring of the project.

The content of the tools can evolve regularly to focus on different aspects and to increase learning
process. The more the tools evolve the less the actors of diversion would have the capacity to adapt.

Data collection is a sensitive exercise and generates high levels of risk, especially is evidence of diversion
are about to be found. Protecting the field team appropriately will increase confidence in data collected.

A team of enumerators should not have to choose between reporting wrong information at headquarter
level or facing retaliation from actors of diversion. Using external actors (third party monitoring) or
getting appropriated protection should be considered at the time of designing the M&E system.
Some of the tools to be used while setting a proper and sophisticated enough monitoring system could be
based on the followings list. It should be noted that this can be seen as a toolbox where each organization
should set up the system based on their needs, their understanding of the risk associated to the monitoring
activities and the capacity of the team (time associated, skills, …)
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Pre-implementation mapping of
intervention
GPS enabled cameras
GIS (geo-referenced databases of
activities)
NGO Field monitors
Due diligence verifications per type of
activity
Call center
MONITORING INFORMATION NEEDED

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NGOs reporting
Money vendor reporting
Tender procedures
Post distribution assessment /Evaluation
Biometrics
Training of monitors
External evaluations
Third party monitoring
Extensive triangulation of information.
TOOLS FOR DATA COLLECTION
FREQUENCY
PROCESSES
Suppliers distribution
-
What has been received by beneficiaries
HH
-
What were the conditions of distribution (distance,
duration)
HH
-
Ad hoc visits to the distribution sites (ideally anonymously)
Observation
After each
distribution or
Quarterly
After each
distribution or
Quarterly
After each
distribution or
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CASH BASED PROGRAMMING IN SOMALIA
Module 5: Monitoring and Evaluation
Quarterly
-
Protection / security issues related to distribution
Information on the project from the beneficiary perspective
- Awareness of complaint mechanisms
-
Awareness of gender, gender based violence
-
Database of complaints
-
Knowledge of the conditions of the project (what each
beneficiaries is entitled to receive, what are the conditions if
any,
-
Selection criteria
Monitor the accuracy of cash delivered to the intended party
Monitoring would focus on:
- The accuracy and validity of the status of the selection
criteria.
-
Potential taxation
-
Potential diversion. Triangulation of information reported in
the various means of verification.
Observation during distribution
After each
distribution or
Quarterly
During distributions
HH, KII, FGD, Call Centre
Regular
HH, KII, FGD, Call Centre
Regular
Desk review
Regular
After each
distribution or
Quarterly
After each
distribution or
Quarterly
HH
HH, Call Centre
FGD with non-beneficiaries.
HH Interviews, Sampled Phone
calls and interviews
HH and KII/FGD with nonstakeholders of the project
After each
distribution or
Quarterly
Desk review
Regular
Call centre and physical visits
to their places of living.
- Monitoring the status of ‘ghost’ beneficiaries.
Beneficiary hotline to enable
reporting of any grievances
Monitor the status of pre-conditions allowing this type of programming:
Market capacity
- Status of the value chain. Anticipating the risk, the price
KII with traders
fluctuation, shortages, etc.
KII with traders
- Availability of goods
Price list
- Pricing
Acceptance of the project by the community
KII or FGD
- Perception of the project modalities appropriateness by;
Suppliers / non suppliers
KII or FGD
Local producers.
FGD
Non beneficiaries.
FGD
Local authorities in relation to the modality of project
KII
implementation.
- Beneficiaries’ opinion on the fairness of the level of cash
HH
distributed.
Security
HH and KII
- Taxation issues at beneficiaries’ or suppliers’ levels
- Protection issues to access the distribution sites or working
HH and KII
sites (CFW) per gender specificities.
HH
- Gate keepers influence
- Monitor the “choice” of expenditure by beneficiaries to
HH and KII with traders
better appreciate the impact of the project.
Regular
Regular
Regular
Weekly
Regular
Regular
Regular
Regular
Regular
Regular
Monthly
Organize third party monitoring
A third party monitoring is used to verify certain aspects of the project implementation, using an external actor with no
relation to the implementing agency.
Has third party monitoring activities been anticipated?
⧠ Yes No ⧠
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CASH BASED PROGRAMMING IN SOMALIA
Module 5: Monitoring and Evaluation
⎕ Third party monitoring will require all the documents listed under the
accountability to donor + the database of complains.
⎕ Third party monitoring will focus on:
⧠ Measuring the accuracy of beneficiaries lists
⧠ Inputs reported to have been received by beneficiaries
⧠ Perception of beneficiaries regarding the distribution process (be
informed on time, security, access, duration).
⧠ Some impacts on the process could also focus on the use of the cash,
the impact of the project on interaction at household level, the impact
on the local economy,
⧠ Overall perception of the community regarding the relevance of the
project and the process of project implementation could be conducted
through some focus group discussion (FGD) with beneficiaries and nonbeneficiaries but also some key informant interviews (KII) with various
community members.
Accountability to the community: setting up feedback mechanisms (phone number(s)1) and informing community
members (beneficiaries and non-beneficiaries, suppliers, non-suppliers) on the way to communicate directly with senior
manager, not Somalia based but Somali speakers. It is very important that the community as a whole is informed about
the capacity and the process by which they can provide feedback on the project. The most important aspects of
complaint mechanisms will be to convince the community to contribute to the monitoring of the project and use this
complaint mechanism. However, direct call to a sample of beneficiaries could be considered and to collect their
feedback.
To do list
⎕ Inform community members about the feedback mechanism
Means of verification
⧠ Report of sensitization sessions (date,
location, attendance).
⧠ Example of various project documents
shared with the community having the
sensitization and information message on the
complaint mechanisms (contracts, quotation,
public notices, recruitment advertisement)
⎕ Set up feedback mechanism based out of Somalia and managed by
Somali speakers.
Set up a feedback mechanism where the community can report to the
senior management level on key aspects of the project. The feedback
mechanism would ideally be a voice call centre and can be completed by a
SMS system.
⧠ Database of feedbacks
⧠ Reports on action taken following feedbacks
reported.
Key aspects of the call centre in an ideal situation:
⧠ Be free for the caller
⧠ Provide confidentiality on the source of information
⧠ Be independent from the implementing stakeholders. (Third
party entity, non-field staff, not based in Somalia…)
⧠ Feedback receiver should report to the IP with confidentiality.
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This phone number could be a SMS system AND a call center managed by a third party.
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CASH BASED PROGRAMMING IN SOMALIA
Module 5: Monitoring and Evaluation
⧠ IP should demonstrate to the communities’ action taken on
issue reported.
MONITORING INFORMATION NEEDED
TOOLS FOR DATA
COLLECTION
FREQUENCY
MONITORING IMPACT EVALUATION
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Monitor who controls the cash at the household level
Evolution of gender relationship in relation to women
empowerment.
Evolution of debt level and access to credit.
Evolution of use of coping mechanisms
Vulnerability to further shocks
Assets level.
Evolution of expenditure pattern.
Evolution on the status of livelihood activities.
Status of investment needed for related livelihood.
Were the project objectives met ?
-
HH, KII, FGD
Quarterly
Evaluation
The evaluation will be conducted by an external actor to develop an objective opinion on the project implementation
processes and the impact of the project. The key aspects considered under an evaluation are;

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Appropriateness
Coverage
Connectedness
Impact
Effectiveness
Efficiency
Relevance
Sustainability
The IO should then avail the means of verification mentioned in these guidelines to support the desk review of the external
evaluation exercise as a mean to prepare further independent field data collection exercise.
For more information on monitoring tools available, kindly refer to CALP website at: http://www.cashlearning.org/wherewe-work/somalia-cash-and-voucher-monitoring-group
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