1. Supervisor: Thierry Benoit Intern: Da Silva Cabral Daniel
Poverty Alleviation Fund, Identifying the key success factors of an efficient M&E system
Supervisor: Thierry Benoit
Intern: Da Silva Cabral Daniel

2. M&E rationales and importance
Monitoring and evaluation (M&E): The combination of monitoring and evaluation which together provide the knowledge required for:
a) effective project management
b) reporting and accountability responsibilities.
Monitoring has a crucial importance to achieve projects goals and communicate on its results.

3. M&E objectives
Provides frequent and reliable data on project’s inputs, outputs and outcomes
Provide regular information on Impacts
Use of data collected and understanding of issues to improve project implementation
Learning process, including feedbacks from the field
Internal and external communication basis

4. Poverty Alleviation Fund, Nepal

5. Presentation of the project
Goals:
To reduce the level of poverty to 10 percent in 20 years in pursuant with the long-term goal of the Government
To reduce poverty by half by the year 2015 as per Millennium Development Goals (MDGs)
Project phases:
Phase 1 from 2004 to 2008, 25 districts
Phase 2 from 2008 to 2013, 50 districts
5 components:
Small scale village and community infrastructures
Income generating sub-projects
Innovation and special programmes
Capacity building
Administration of PAF

6. Organization scheme

7. M&E Staff At national level: At district level: One M&E officer
One MIS officer + assistant
One KM and Communication officer
All other departments report bout their activities to these 3 officers
At district level:
M&E is under responsibility of Portfolio Managers (40)
Data collection is mainly led by partner organizations, supervised by PMs.

8. MIS system components and related departments

9. Activity progress and results
Data collection for these indicators is directly integrated in implementation process
After a social assessment, POs assist group formation and submit a report about the new group
Sub-project proposal
Sub-project appraisal
etc.
No implementation step can be led until previous step registration in the MIS is completed

10. PAF Management Information System

11. Money disbursement
Money disbursement is generally led in three times for INFRA sub-projects and in twice for IG sub-projects
No money is disbursed until previous phase report is submitted and data registered in the MIS
PM randomly visit sub-project to control reality of reported elements

12. Outcomes and impacts
Outcomes indicators are yearly collected by POs mainly, then sent to PM and gathered my M&E division
Impact are measured on an annual basis thanks to a social re-assessment, led on a sample of 3 years mature groups of beneficiaries
Neither outcomes nor impacts are integrated in MIS data processing, even though this integration is currently on progress

13. KM and communication
Information is managed through many different medias, both for internal purpose and communication purpose
PAF website: PAF has its own website, with all M&E documents available. It also has a Facebook page, where major achievements of the programme are presented
Radio: PAF is using radio to communicate about programme actions in the districts where it is implemented
Television: PAF also broadcasts a weekly 15 minutes TV programme, at national level

14. Key success factors Key success factors identified in PAF are:
Efficient and well trained staff
M&E system directly integrated in implementation process
Efficient use of well-adapted MIS
Broad communication system
Centralization and well defined roles

15. Remaining weaknesses
Integration to MIS of certain indicators is not completed yet (especially for outcomes and impacts)
Some indicators are not reported following the way or the unit initially defined in the Log frame
Lack of qualitative data. The system is finally so strictly organized that very few informal feedbacks from the fields are available at central level

16. Thank you for your attention