Shushilan, a national NGO founded in 1991, has played a key role in addressing socio-ecological challenges through development programs in health, education, governance, DRR, livelihoods, and sustainability. As its operations scaled across Bangladesh, the need for a strong monitoring & evaluation system emerged.
The IMEL Cell evolved through various stages:
- 2009: Established as the Monitoring and Evaluation Cell
- 2012: Renamed Monitoring, Documentation and Information Cell
- 2013: Again, named Monitoring and Evaluation Cell
- 2018: Renamed as the Information, Monitoring, Evaluation and Learning (IMEL) Cell
The IMEL Cell was established to enhance accountability, transparency, real-time data use, and adaptive learning across projects. It reflects Shushilan's commitment to quality programming and data-driven decision-making. Through a combination of field-based monitoring, digital tools, and reflective learning practices, the system supports progress tracking, identifies gaps, and guides strategic planning.
The IMEL Cell aim to Institutionalize a unified IMEL system across the projects and departments;, ensure timely and quality data for strategic decisions; Promote organizational learning through documentation and sharing and Strengthen transparency and accountability to communities, donors, and partners;
The IMEL Cell has Policy and Guideline which are applies to all departments and projects under Shushilan including the IMEL Guideline is applicable to all programs, projects, departments, and operational levels of Shushilan, applies across operational level like; head office, regional and field offices, project sites, and partner organizations implementing activities under Shushilan’s umbrella and elevant for internal staff (project teams, M&E officers, managers), external partners (donors, government), and beneficiaries for accountability and reporting.
The IMEL Cell is anchored at Shushilan’s Head Office and operates under the leadership of the Head of IMEL Cell & Chairman, CMEC. It is supported by project-based M&E focal points and technical specialists. The cell collaborates with the Central Monitoring and Evaluation Committee (CMEC); a strategic oversight body comprising senior staff from various departments. Together, they ensure quality data flow, staff capacity development, and consistent evaluation. Field-level staff gather, verify, and report data, while the central cell ensures compliance, analysis, and feedback. This structure reflects Shushilan’s participatory and decentralized approach, ensuring ownership and alignment across operational levels.
The CMEC consists of key personnel from Shushilan with designated roles and responsibilities:
- Shahina Pervin – Head of IMEL Cell & Chairman, CMEC
- Sk Md Nurun Nobi – Coordinator, CMEC
- Shankar Kumar Das – Member, CMEC
- Tanvir Ahmed Rifat – Member, CMEC
- Snigdha Ghosh – Member, CMEC
- Faruk Hosen – Member, CMEC
The role of CMEC will involve providing strategic oversight of MEL activities to ensure alignment with organizational goals and best practices. By analysing data, the program will assess the effectiveness and impact of its initiatives, identifying areas of success and improvement. Best practices will be documented and key learning insights shared across teams, promoting a culture of continuous improvement. Based on these findings, recommendations for program adjustments and enhancements will be made to optimize outcomes and ensure greater impact.
The IMEL Cell performs four core functions: information management, monitoring, evaluation, and learning. It develops monitoring plans, collects and analyses data, supports evaluations, and documents lessons learned. The cell also contributes to proposal development and strategic planning by sharing analytical reports. It ensures tools are standardized, staff are trained, and project progress is regularly reviewed. Through these functions, IMEL enhances transparency, accountability, and adaptability. The cell also coordinates with stakeholders, facilitates continuous learning, and enables performance-based planning. It plays a vital role in strengthening program implementation and aligning interventions with Shushilan’s mission.
Shushilan currently uses a range of tools for project monitoring and reporting. These include activity tracking sheets, field visit checklists, pre/post-tests, and project-specific indicator frameworks. Data collection is often done manually and through digital platforms like Kobo Toolbox and Excel. Reporting is done monthly, quarterly, and annually, using both narrative and quantitative formats. The tools vary across projects depending on donor requirements, but efforts are underway to standardize formats. These practices support timely performance tracking and help project teams identify successes and challenges, enabling proactive planning and adjustments in project strategies.
Shushilan operates a mixed-mode data management system, combining digital and manual data processes. The central monitoring system, led by the CMEC, will utilize participatory MEL approaches to ensure inclusivity, engaging stakeholders at all levels to contribute to the monitoring and evaluation process aiming for baseline survey, mid-term, and final evaluation. It will develop and incorporate standardized tools for data collection, validation, and analysis to maintain consistency and accuracy. Regular field visits, beneficiary interviews, and focus group discussions will be conducted to gather firsthand insights and feedback. Additionally, a modern database system will be developed for real-time tracking of project progress, allowing for timely adjustments and ensuring transparency in reporting.