1. Planning, Monitoring and Evaluation System M E S
The PM&E Challenge
Progress made? Results achieved? How much?
a tool to improve PM&E performance
in IFAD projects
Oscar Damen
PM&E Specialist v9
July 2018

2. The bigger picture: PM&E pilars
Efforts to improve Planning, Monitoring and Evaluation (PM&E) in IFAD projects should focus on three ‘pillars’:
the results measurement framework: clearly define what needs to be measured and what data needs to be collected;
the system: effective tools and procedures to collect, record, process and report data on implementation progress and project results;
human resources: enough people, clear roles and responsibilities, and staff capacity building through training and backstopping.

3. Results Measurement Framework
Improving the results framework includes preparing better logical frameworks: fewer but better indicators; a clear intervention logic; realistic targets; relevant RIMS Core Indicators.

4. Results Management Framework
Besides the traditional logical framework matrix, diagrams can be used to show expected project results at different levels and how they relate (the intervention logic / theory of change).

5. PlaMES: how did it come about?
Various projects1 were provided with a tailor-made database as PM&E system which became more advanced over time.
1 RFP (Zambia 2009 ), PROMER (Mozambique 2010), RLEEP (Malawi 2011), PROPESCA (Mozambique 2012), SAPP (Zambia 2013) and PROSUL (Mozambique 2014)

6. A ready-made system: easier and cheaper to set up
For tailor-made databases, the entire process (project analysis, logframe review, system design, setup, initial training) took days.
During , a ready-made version was developed, that can be adapted to other projects more easily, more quickly and at lower cost.
It was redesigned during 2018 and continues to evolve.

7. PlaMES Collect and enter data
In context: what it does and what is doesn’t do
Statistical Software
Financial System
Collect and enter data
PlaMES

8. A ready-made but empty system: it needs setup
Project characteristics can be entered in the database during setup:
project name, country, duration, start of financial year, language;
components, sub-components;
expenditure categories, financiers, government costcodes;
geographic areas;
activity types (Chart of account codes used in financial software);
Goal, development objectives, outcomes, outputs;
Indicators at all levels (in the logframe or outside the logframe);
various other definitions.
The database contains RIMS Core Indicators, including for total outreach. These can be used directly or can be linked to project-specific indicators during setup.

9. Data entry: seven registers
At the heart of the system are 7 ‘registers’ to enter data at activity, output and outcome level:
Institutions Register for details on institutions; (PMU, implementing agencies, service providers);
Beneficiary Organizations Register;
AWPB Register for annual planning;
AWPB implementation Register for progress with implementation of planned activities in the AWPB;
Outputs Register for direct results;
Outcomes/Impact Register for higher-level results;
Knowledge Management Register for learning and sharing.

10. AWPB preparation: data entry once per year
During AWPB preparation, activity details and budget details are entered, and annual targets can be set for indicators.

11. AWPB preparation: reports
Activity listings and budget summaries can be produced in local or foreign currency, and printed or exported for the AWPB.

12. Activity level: implementation progress monitoring
Throughout the year, progress information is added to planned activities, and reports with the status of activities can be produced.

13. Output level: data entry
At output level, data on direct results / deliverables are entered: numbers for indicators (quantitative) and elaboration (qualitative).

14. Outcome, PDO and impact level: data entry
At higher levels, mainly aggregated indicator data are entered (typically collected using surveys) with some elaboration.

15. Reports on project results: from indicator summaries to detailed results
Information on results (output and higher) can be produced as:
1. indicator summaries, using the logframe format in IFAD’s ORMS;
2. graphs showing indicator trends;
3. lists of specific results showing where indicator totals come from;
4. details for one specific output-level result.

16. Qualitative information and knowledge management
A separate Knowledge Management Register is included to capture and share lessons learned, stories from the field and case studies.
To facilitate qualitative analysis and learning, each register has space for ‘details and comments’ where detailed information and observations can be added.

17. The system has been installed for various projects1 since 2016
The current status
The system has been installed for various projects1 since 2016
A demonstration database filled with sample data is available
User- and administrator manuals have been prepared in English
The database can be used by multiple agencies in different locations under one project
The system is available in English, French, Portuguese and Spanish
Managers can have a copy and receive updates to track project results
1 VCDP Nigeria, MIVARF Tanzania, PRELNOR Uganda, RUFEP Zambia, CASP Nigeria, S3P Zambia, ESLIP Zambia

18. Why is this relevant?
The need for effective systems, to improve PM&E performance and contribute to better management and reporting, is great.
A ready-made system makes it possible to assist more projects, at lower cost.
It is important to have options for PME/MIS systems available.
When a good results measurement framework and PME/MIS are in place, the attention can shift to staff training and backstopping. People have to make it work, and ongoing capacity building remains key.

19. Thank you PlaMES a tool to improve PM&E performance in IFAD projects