Monitoring and Evaluation Legal Empowerment Interventions (MELEI)

Project Period: 1st January 2014- 31st January 2015 (grant extended to by 31 January 2016)

Working Area: Dhaka, Dinajpur, Faridpur, Rajshahi, Rangamati

Donor: Open Society Foundations



To improve organizational M&E of BLAST, and better case management and reporting. To design an evaluation framework in order to assess quality of service provided by BLAST, and measure legal empowerment of BLAST beneficiaries.



The project will promote collaboration and networking to improve stakeholders’ performance and unite NSA’s impact as policy negotiators and advocating agencies. It will empower NSAs (including Media) and support their effective participation in democratic local governance and claiming of rights, while strengthening local governance through improved accountability and transparency of LAs.



a)   Current M&E framework of BLAST will be improved,  by reviewing the service delivery processes for legal services, and designing a framework with updated indicators and incorporating all projects undertaken by BLAST

b)   The BLAST Case Management System (CMS) will be finalized, and a training module developed for staff, along with trouble shooting for the first phase of CMS training.

c)   Interns to be recruited for data entry of past cases into CMS to enable senior management to track case progress including current status, identification of delays, outcome, etc

d)   Expert consultants will be hired to design appropriate indicators, tools, and methodologies. Tools to measure effectiveness of related advocacy measures will be developed, e.g. recording of media coverage on issue, and policy changes made by the government, etc.

e)   Case studies will be prepared to assess actual socio-economic impact of services to beneficiaries, particularly women.

f)    An organizational data management and reporting system will be designed for BLAST, which will include identifying trends through comparative analysis year to year.

g)   Capacity building of BLAST including employing a legal expert and an M&E expert to facilitate critical engagement of BLAST M&E with BLAST services and its M&E practices.

Expected Results:

  1. Client feedback and M&E data analysis will be converted into real policy and programmatic changes within the organization
  2. Processes that lead to successful interventions will be identified
  3. Capacity will be enhanced to ensure quality in delivery (including monitoring) of casework services
  4. More effective advocacy to realize rights of urban poor to adequate shelter by identifying strengths and limitations of current methods
  5. Greater responsiveness to client needs in design and delivery of legal empowerment and education programmes



  1. Framework established to allow Results Based Monitoring
    1. M&E Manual
    2. M&E Templates for Individual Services Revised
    3. M&E Templates for Awareness/ Advocacy Developed
    4. CMS with dashboard allowing tracking by client profile/nature of case/ case status/
    5. CMS Manual
  2. Development of a Multi-Disciplinary Team (Legal/M&E/Research) for Results Based Monitoring
    1. Trained staff in Head Office: M&E/ Legal – District/Legal – Supreme Court/ Research
    2. Trained staff in Head Office: Advocacy
    3. Trained staff in Unit Offices/ Legal Clinics: Staff Lawyers/ Facilitators
  1. 3. Identifying the Process and Impact of Advocacy Campaigns

Unexpected Outcomes: The discussions among those developing the CMS and its goal – to allow better tracking and response to clients – resulted in our:

  • designing a template for ‘sensitive cases’, with cases on violence against women/ children, and on particular marginalized communities (people with disabilities, indigenous peoples)
  • setting up an internal Case Coordination Committee (CCC), which meets monthly at the Head Office to review existing cases, decide action needed and communicate with relevant lawyers and staff
  • standardizing case study templates.



Before the MELEI initiative, BLAST’s M&E activities had been functioning as a standalone component. The overhauling of the M&E framework will facilitate transforming the M&E activities into an integrated Result Based Monitoring (RBM) function.

The comprehensive M&E system and mechanisms now incorporate process, output, outcome and impact level indicators as well as qualitative tracking templates for advocacy. The customised CMS system is expected to go live by January 2016 in five district offices and the head office and by year-end to the other 14 districts.  Through CMS, more in-depth data will be collected and more options for analysis will be possible in a timely manner.

Most importantly the M&E framework and CMS have been coordinated in such a way that once CMS is implemented, the paper-based M&E system will eventually be replaced by well-integrated Case Management System (CMS) and the new M&E framework. This will allow us to track cases better, to improve responses to clients, and to assess understand the impact and reach of our legal services on legal empowerment of our clients/ beneficiaries across the country, and inform and adjust our programmes.


BLAST, YMCA Development Center, 1/1 Pioneer Road, Kakrail, Dhaka-1000, Bangladesh
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