Transcript IRRIGATION, RURAL LIVELIHOODS AND AGICULTURAL …

IRRIGATION, RURAL LIVELIHOODS AND
AGRICULTURAL DEVELOPMENT PROJECT
MONITORING AND EVALUATION: GOOD
PRACTICES
REGIONAL IMPLEMENTATION WORKSHOP FOR IFADSUPPORTED PROJECTS AND PROGRAMMES IN EASTERN AND
SOUTHEN AFRICA
Maputo,
15-18 November
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BACKGROUND
 This is a WB & IFAD supported project which started
in May 2006
 The total estimated cost is US$52.5 million out of
which
 US$40.0 million grant from IDA
 US$8.0 million loan from IFAD
 US$2.8 million GOM
 US$1.7 million beneficiaries
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PROJECT DEVELOPMENT OBJECTIVES
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The main objectives of the project are two-fold
(i)
To raise agricultural productivity and net incomes of
poor rural households in 11 target districts of Malawi in
a sustainable manner
(ii) To strengthen recipient institutional capacity for long-term
irrigation development.
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Project Implementation
 Project implementation is coordinated by technical
departments of the Ministries of Agriculture and Ministry of
Irrigation and water
 On the ground implementation is through technical specialist
in the districts. This is to embrace decentralization structure
established in Malawi in 2004
 Communities are the final implementers and beneficiaries of
the project
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Project Implementation
District
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Technical
Departments
MASAF
PCU
Outreach
Offices
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District
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District
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Outreach
Offices (4)
Aims of the IRLADP M+E system
 To establish a system that will capture project performance and
impact indicators
 Develop capacity at all levels to track down performance indicators
 Develop a system that will coordinate performance tracking of the
various project components both technical and financial
 Develop a system that will effectively report performance and help
the PMU, the government and the donor follow performance
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PROJECT COMPONENTS
The project has four main components:
i)
Irrigation Rehabilitation and Development;
ii) Farmer Services and Livelihoods Fund (FSLF);
iii) Institution Development and Community Mobilisation; and;
iv) Project Coordination, Monitoring and Evaluation
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Monitoring and Evaluation
 The design of IRLADP incorporated M&E as an integral part of the
project during project design
 This is reflected by the inclusion of the M&E Specialist at PCU and 3
Regional M&E Experts
 The RM&E experts trains and guide district staff on all issues related to
M&E (coordinate PME; Review meetings; compilation of reports)
 The PAD also included the M&E framework; with all indicators
 (impact; outcome; output and activity) including safeguard indicators
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Monitoring and Evaluation
 The establishment of the M&E system started with reviewing the M&E
framework to include indicators that were missed out during design stage
 A workshop with stakeholders was organized to agree on the proposed
indicators and how they will be collected
 This was followed by the collection of baseline information
 Caveat: always strive to ensure that methods of collecting data are the same as those used
by the sectors concerned (Harmonization of indicators).
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Monitoring and Evaluation
 A simple reporting format was developed and shared
with implementing agencies
 Where implementing staff are able to record outputs and few explanations
on outputs departing from targets
 Analysis of the information is done at district/regional level
 Process is on-going especially on demand driven
activities, indicators are agreed and baseline collected =
moving targets for some indicators
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Main Lessons for
implementing an effective M&E system
 The need to identify one or two knowledgeable officers (graduates) who
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will be responsible for managing the system
This should be followed by the preparation of reporting formats to enable
districts to report on the same parameters with proper instructions on how
the parameters should be collected ( no formats = Chaos)
This will also make it easier for aggregation of main achievements at
national level
The reporting format should be as simple as possible because field staff do
not have time to compile and analyze the information
Reporting frequency should be agreed in advance (in our case its quarterly and
monthly for civil works)
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Main Lessons for implementing an
effective M&E system
 All implementer should from the beginning understand where they are
starting from and where they are going and what are the benchmarks for
reporting progress
 Introduction of good filing systems at the beginning of project
implementation should be encourage to avoid loss of information/reports
◦ (where possible, the reports should also be stored electronically)
 Training of the selected officers on basic M&E principals is a must
◦ In projects you are dealing with specialist that know their work but may not be fully familiar
with measuring progress and reporting their work. You remove commonly used words such as “a
lot” “good” “many” “happy” with proper quantification and description that help to measure
progress and impact.
 Review meetings should be conducted where possible – helps to receive
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reports from districts and provides instant feedback on emerging issues
Main Lessons for implementing an
effective M&E system
 Participatory M&E is also key to sustainability of projects
(beneficiaries should be trained & empowered to monitor own
activities).
◦ How do communities know that they are making progress and that their
livelihoods are changing?
 Ensure that there is a mechanism for providing feedback so that
reports are not moving one way
 Sector Ministry’s M&E officers should actively participate in
project monitoring –scheduled monitoring visits with clear objectives
and checklist of what is to be monitored (visits should add value to M&E
systems not just tours)
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Issues
 Non-submission of reports; where they are submitted they are usually late – review
meetings will resolve the problem
Inaccuracy of the data being generated – find means for data triangulation
High staff turnover/transfers and this necessitates continuous training – little done by
project since these are sector employees
M&E functions are not allocated enough resources – Vs advocacy for participatory
M&E – Lobby for more resources and new projects to allocate enough funds for this
activity
District M&E officers are not actively participating in monitoring projects at district
level
Poor filing hence difficult to retrieve reports – electronic systems might help
Measurement of some indicators is usually difficult/costly e.g. income hence sales is
an ideal indicator
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END OF PRESENTATION
Thank You for Your Attention
And
God Bless You All
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