Transcript Towards a Participatory Monitoring & Evaluation System for the

Towards a Participatory Monitoring
& Evaluation System for the Eastern
Cape Province
ECSECC
Action Plan
Introduction
 Background & context
 Key lessons learnt
 Key objectives
 Impetus to the ECM&E System
 Key projects for development & funding
 Financing
 Key Stakeholders
 Constraints & solutions
 Action plan monitoring mechanisms
 Key resources
 Conclusion
Eastern Cape M&E
System
1
Do we need a
Composite M&E?
3
What are the
broad indicators?
2
What to Monitor
& evaluate?
October 2003
[email protected]
5
What are the
indicators & targets?
4
What is the
Baseline?
7
Reporting
6
What M&E system
should we have?
9
Information
feedback
8
Evaluations
10
Sustaining
M&E
Background & context
• ECSECC’s role & responsibilities
• Deficiencies in current M&E
systems
• Demand-supply equation
• Coordination structuresECMERG, TTT
Project Cycle Phases
Evaluation
Appraisal
Monitoring
Planning
Implementation
Design
M&E and Project Cycle
[IFAD Guide]
Identification, preparation & preappraisal
Perform baseline studies,
analyze sectoral data
Identify risk and enabling factors
Preparation/
Appraisal
Identify risk, input,
output, outcome,
&
Impact indicators
Implementation/
Supervision
Use indicators
to monitor
implementation
Supervision/
Completion
Evaluate output
and
outcome
indicators
Completion
Onwards
Evaluate outcome
and
impact indicators
of
project success
Key lessons learnt
• Structured involvement of relevant stakeholders at
different levels of programme cycle.
• Stakeholder analysis and participation
• PLA principles, methodologies and tools: e.g.
RAAKS, PRA, LFA- log frame, rich pictures,
visioning, problem /objective tree, role plays, matrix
analysis.
• Use of log frame and other participatory tools in
situation analysis
• Use of decision matrix /matrix rankings
• Delineating process issues from necessary
supporting conditions.
Key lessons learnt 2





Experiential learning cycle
Joint planning and shared learning, public
reflection and coordinated action.
Cyclical and spiral nature of action
learning.
Organizational learning: barriers to
learning & stimulating organization/social
learning
Processes and sequenced learning
events and their relationship
Key Objectives
Efficient cluster programs tracking;
Contribute to the attainment of
quantified objectives of the PGDP;
Improve programme/project
management;
Improve planning and projections;
Improve information gathering,
management, analysis and
dissemination;
Key Objectives 2
 Increase efficiency and capability of M&E
staff;
 Increase participatory and consensual
development process;
 Contribute to the development of accurate,
relevant & easily retrievable streamlined
data;
 Increase coordination and efficiency; and
 Reduce duplication in data collection and
management.
Impetus to the ECM&E
System
 Most stakeholders are excluded not only
from planning but from reflective action as
well;
 Baseline data is often not generated;
 Ill-defined indicators and objectives;
 There are budget over/ under-runs by
departments with no proper explanation;
 Strategic planning cycle is not in unison
with other planning cycles;
 Funds and programmes are not properly
accounted for;
Impetus to the ECM&E
System 2
 Impact of most programmes not known;
 There are no design and implementation
guidelines;
 Often M&E function is not integrated in
project management;
 There is lack of commitment and incentives;
 Irrelevant and poor quality information is
generated;
 Limited staff capacity;
 There is no active engagement with
generated data.
Key projects for
development &
funding
 Stakeholder analysis and participation
 M&E information needs assessment in provincial
departments & stakeholders
 Baseline studies for departmental programs
 Planning and indicator generation [strategic –
implementation plans]
 IT hardware and software engineering [incl.
database development]
 M&E Course design and development [phase one]
 Capacity development
 Publications and communication [incl. reflective
learning]
M&E Pillars
(SMART)
Objectives
Data
Communication &
Reporting
Capacity
Development &
Institutional
arrangements
Logical
Indicators
M&E
System
Data
Collection &
Management
Responsibilities
Financing
ACTIVITY
1. Sta keh older a n a lys is & pa rticipa tion
2. M&E in form a tion n eeds a s s es s m en ts
in provin cia l *depa rtm en ts
3. Ba s elin e s tu dies for depa rtm en ta l
progra m m es
4. Pla n n in g a n d in dica tor gen era tion
s u pport
5. IT h a rdwa re a n d s oftwa re
en gin eerin g
6. M&E cou rs e des ign a n d developm en t
ph a s e on e
7. M&E ca pa city developm en t ph a s e
on e
8. Pu blica tion s a n d com m u n ica tion
9. Works h ops a n d lea rn in g n etworks
SUB-TOTAL
EXTERNAL
FUNDS
150 000
220 000
ECSECC
FUNDS
12 000
20 000
TARGETED
DEPT. FUNDS
100 000
110 000
1 200 000
140 000
460 000
250 000
30 000
200 000
745 000
100 000
300 000
1 050 000
120 000
120 000
880 000
120 000
380 000
1 100 000
130 000
250 000
650 000
110 000
60 000
6 245 000
782 000
1 980 000
Communities of
practice



















ECSECC /Office of the Premier (OTP)
ECMERG
M&E Technical Task Team
Government departments (planning and M&E units)
ECYC
ECNGOCO
IMT
Organised business
Treasury
SALGA
Legislature
COSATU (labour)
RIDA
IPSP
IGF
Development Bank of Southern Africa (DBSA)
Universities (Fort Hare, Natal etc.)
M&E networks.
DIMS
Constraints &
solutions
 Fragmented provincial M&E environment
< > level the fragmented M&E environment
 Uncoordinated M&E environment in South Africa
< > communicate, consolidate vertically
 Poor national and district level M&E linkages
< > participate in integrated forums
 Changing information requirements
< > review & incorporate current & future trends.
 Political agenda and outputs not factored in planning
process
< > consider in all planning cycle phases
Constraints &
solutions 2
 Stakeholder mobilization & participation not
comprehensive
< > identify and engage with other stakeholders.
 Personnel shortages in provincial government
< > identify and reorient existing personnel and make use of
secondments from departments.
 Time for participation is short & clashes with other
activities
< > consolidate diaries & plan in advance.
 Financial constraints
< > mobilize from existing budgets & write proposals to
already known & interest donors.
 Magnitude of stakeholders and coverage area too big
< > package participation into digestible groups with adequate
representation and roll out programme in phases.
Monitoring &
Evaluation
EX ANTE
EVALUATION
PROGRAM/
PROJ E CT
APPRAIS AL
Proje c t
de s ign
EX POS T
EVALUATION
IN ITINERE
IN ITINERE
MONITORING
In pu t s
Im ple m e n t
at io n
EVALUATION
Out pu t s
Im pac t s
Mitiga tin g
Fa ctors
Replica tion , Red es ign , New projects on bas is of efficien cy, effectiven es s ,
releva n ce & s u s ta in a bilit y
Action plan monitoring
mechanisms







Bi-monthly meetings and reports to Technical Task
Team.
Monthly meetings and reports to Eastern Cape
monitoring and evaluation.
Stakeholder workshops to provide feedback and
reflect critically.
Office of the premier who are the overseers of all
provincial government programmes.
Network partners such as UNDP, Free State
Province and Universities of Fort Hare & Natal.
Feedback loops by the core technical task team
through the intra-net system within the province.
Group discussions and feedback through other
tools.
Monitoring Action Plan
+++
++
X
**
*
**
*
+
**
*
Jan
Feb
Mar
**
*
April
**
*
+
**
*
**
*
May
June
july
**
*
+
**
*
**
*
**
*
+
**
*
Aug
Sep
Oct
Nov
Dec
** Bi-monthly meetings and reports to Technical Task Team.
*Monthly meetings and reports to ECMERG; Treasury in-year quarterly meetings with departments; cluster meetings
+ Stakeholder workshops to provide feedback and reflect critically.
+++ Departmental strategic planning
X National provincial reports
Risks
Monitoring levels
Direct
Efficacy
Relevance
Sustainability
OTP
Impacts
Effectiveness
Departments
Outcomes
Inputs
Efficiency
Departments/
Implementers
Key resources
Secondments from departments
Additional personnel at ECSECC
New institutional arrangements for
planning, implementation,
management and monitoring &
evaluation
Departmental contributions
DBSA
IPSP
ECSECC
Key resources
PIGITO Council
OTP
UNDP
Free State province
RIDA
DIMS
Universities
DBSA
Conclusion
Integration of key lessons learnt
Situation analysis
Stakeholder identification &
participation
Multiple processes
Vertical-horizontal linkages
Methodologies & tools to all
departments
Project proposals
Adequate resources
What I will do
Reconnaissance work
Assume overall responsibility for the
development of the M&E System;
Prepare work schedule;
Advance review of departmental
plans with clear indicators;
Meetings with key officials in
departments & other stakeholders;
What I will do
• Provide inception reports to cluster groups,
ECMETT & TTT;
• Present draft PM&E design to ECMETT;
• Organize consultative workshop(s) to
review proposed design;
• Provide project management support to
M&E processes;
• Develop operational guidelines and work
plan for M&E;
• Piloting the M&E system; and
• Preparation of final report for critical
reflection.