Chapter 4. Monitoring for results
The previous chapter provided guidance on how to plan for monitoring and evaluation including developing an M&E framework and effectively addressing other planning needs, such as securing resources and capacities for implementing monitoring and evaluation activities. This chapter provides step-by-step guidance on how to implement planned monitoring activities. It also presents useful tools and tips for effective monitoring and use of monitoring evidence in decision-making.
The chapter follows the general steps of implementation of monitoring:
These steps are depicted in Figure 13.
There is no blueprint for monitoring that can be applied to all monitoring situations. The monitoring approach an organization uses in a given situation—for example, in a country, regional or global programme, or in a development project—depends on many factors. They include corporate accountability requirements (both organizational and developmental), and the complexity, scope and context of the results being pursued. The substance of monitoring and approaches used by organizations such as UNDP, its sub-units, programmes and projects depend to a great extent on corporate monitoring policies. This chapter presents these elements in the operational context of UNDP.
Tip: Monitoring is part of programme and project management not an addition to it. Monitoring should not be regarded as merely a management or reporting requirement. Rather, it should be regarded as an opportunity to: