PROJECT M&E 1.BRAINSTORMING 2.M&E MAP 3.M&E LINKAGES AT THE NATIONAL LEVEL 4.M&E LINKAGES AT THE PROJECT LEVEL 5.UNDERSTANDING KEY CONCEPTS – Monitoring – Evaluation – PM&E OVERVIEW
POLICY, PLAN, M&E &BUDGET POLICY GSGDA POLICY GSGDA PLAN DISTRICT & SECTOR PLANS PLAN DISTRICT & SECTOR PLANS M&E DISTRICT&SECTOR M&E PLANS M&E DISTRICT&SECTOR M&E PLANS NATIONAL BUDGET
M&E CORE VALUES BUILD PARTNERSHIP AND OWNERSHIP Learn from Experience Increase Transparency and Accountabily More Informed Policies and Decisions Improve Goods and Service Delivery
1. MONITORING “A continuing function that uses systematic collection of data on specified indicators to provide management and the main stakeholders of an on-going development intervention with indications of the extent of progress and achievement of objectives and progress in the use of allocated funds”. (OECD, 2002) WHAT IS IT ?
3. Evaluation “The systematic and objective assessment of an on-going or completed project, programme or policy, its design, implementation and results in relation to specified evaluation criteria”. What is it ?
Distinguish M from E CriterionMonitoringEvaluation RationaleProvides basis for corrective action Provides assessment of continued relevance Focus Was delivery according to plan? What were the deviations? Were they justifiable? Relevance Efficiency Effectiveness Impact Sustainability Timing On-going during the life span of the intervention Before, mid-point and at the end of the intervention Impact evaluation – some years afterwards Indicators Often describes expected results for individual cases Often aggregates data giving an overview of many cases Number of people involved Many people or several organizations involved Limited number of people involved in short-term events Information sources Routine systems, field observations, progress reports, rapid assessments Mostly surveys and studies Undertaken byInternal managersMostly external evaluator
2. Participatory Monitoring & Evaluation Participatory Monitoring and Evaluation is defined as a process where primary stakeholders actively participate in tracking progress towards the achievement of self-selected or jointly agreed results to draw actionable conclusions What is it ?
SETTING UP AN M&E SYSTEM 1.PRECONDITIONS FOR A CREDIBLE NATIONAL M&E SYSTEM 2.NATIONAL M&E ARCHITECTURE 3.KEY COMPONENTS OF ANY M&E SYSTEM 4.THE M&E PLAN 5.RESULTS OF AN M&E SYSTEM – The M&E Results Chain – M&E Results from National to Project Level e.g. APRs and Evaluation Reports OVERVIEW
1.Credible, legitimate political leadership (Building a results-based M&E system is first and foremost a political process with technical dimensions) 2.Strong human, institutional, and management capacity in the public sector 3.Public service known for integrity, honesty, and professionalism 4.Well-developed financial, budgetary, and accounting systems 5.A tradition of accountability and transparency PRECONDITIONS FOR A CREDIBLE NATIONAL M&E SYSTEM
NATIONAL M&E INSTITUTIONAL ARCHITECTURE Prepare guidelines & training manuals Build M&E capacity Create the necessary conditions for M&E Institute rewards & sanctions Etc. Guide districts to develop and implement M&E Plans Coordinate district M&E activities Prepare Regional APRs, Etc. Prepare & implement M&E Plans Collect, Collate & Analyse Data Prepare District APRs Etc. M&E Division of NDPC PPMEDs Cross-Sectoral Planning Group CSOs, private sector actors, Etc. RPCU Members other sector agencies representatives of CSOs Private sector actors Etc. DPCU Members other sector agencies representatives of TAs and CSOs Private sector actors Etc. MDA RPCU MDA Regional Director DPCU MDA District Director Information Flow and Feedback Key ActorsRoles PRESIDENT PARLIAMENT
M&E System An M&E system is the continuous monitoring and periodic assessments of the implementation of a policy through projects or programmes and the processes that transform inputs into outputs and outcomes What is it ?
Stakeholders Analysis Assessing Needs and Conditions Indicators, Matrix, Calendar & Budget Data Collection Data Analysis and Use Participatory PM&E Other Studies & Evaluations M&E Reports & Dissemination COMPONENTS OF AN M&E SYSTEM
PROJECT M&E PLAN The M&E plan is a concise document that provides a roadmap for how M&E will be conducted. It assists project managers to measure progress toward achievement of the project goals and objectives in a structured way It provides a clear direction on how specific activities and expected results of the project will be utilised It incorporates components that makes it possible to understand the project, reflect and learn lessons from its implementation. The process of developing the plan must be as participatory and collaborative as possible WHAT IS IT ?
INPUTS Financial, human, and material resources ACTIVITIES Actions taken or work performed OUTPUTS goods and services which result from action OUTCOMES Access, awareness, understanding, skills, attitudes, behaviour change, etc. IMPACTS Poverty and mortality reduction, employment, food security, etc. RESULTS OF AN M&E SYSTEM
1.Limited financial resources 2.Limited M&E competencies and high M&E staff attrition rate 3.The lack of or non-functional M&E Information Systems 4.Inadequate field work 5.Weak reporting and/or unreliable results 6.Non-compliance with M&E requirements (guidelines, formats, reporting timelines, etc.) Risks of an National M&E System
DEVELOPMENT EVALUATION 1.What is Development Evaluation? 2.Purpose of an Evaluation 3.Classification of Evaluations 4.Steps to Conducting an Evaluation OVERVIEW
The process of making judgments about a policy, plan, programme or project, before, on-going or completed based on systematic and objective collection and analysis of data and information relative to such issues as effectiveness, efficiency, relevance, sustainability and impact for its stakeholders. Depending upon the type of evaluation, the assessment could cover the design, implementation and results of the policy, plan, project or programme (OECD, 2002). DEVELOPMENT EVALUATION
The principal aim of an evaluation is to improve decision making, resource allocation and accountability. Other reasons include the following: 1.To provide management with relevant information 2.To determine strengths and weaknesses 3.To determine relevance, effectiveness and efficiency 4.To determine impact and sustainability 5.To assist a thorough review and re-thinking 6.To document and explain the causes of success or failure Purpose of an Evaluation
Evaluations could be grouped under four main categories based on: 1.The objectives of the evaluation 2.The timing of the evaluation 3.The ‘evaluator’ or who is conducting the evaluation 4.The technical specification and scope (IOM, 2006) Classification of Evaluations
1.Review the policy, programme or project documents 2.Assess the need for an evaluation 3.Define the purpose of the evaluation 4.Identify and analyse the stakeholders 5.Develop the evaluation questions 6.Determine the type and scope of the evaluation 7.Decide on the evaluation design and methods 8.Prepare the evaluation work plan and budget 9.Prepare a follow-up and utilization action plan 10.Prepare the evaluation Terms of Reference (TOR) 11.Recruit the evaluator – an individual consultant, a team or firm 12.Determine data requirements and sources 13.Select data analysis methods 14.Determine the reports to generate 15.Formulate dissemination and communication strategy Steps to Conducting an Evaluation
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