Transcript INTRODUCTION AU SUIVI-EVALUATION PARTICIPATIF

FRAO
IED Afrique
FIDA
Training on PM&E
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Banjul, The Gambia
21st-24th July 2008
Why are we here?
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Why do we want to learn more about PM&E?
What are/will be our roles in the
implementation of the PM&E in IFAD-funded
projects?
What capacities do we need to effectively
contribute in the above?
What capacities do we already have and what
are the gaps?
Agreeing on why we are Defining PM&E
here
Exploring PM&E process
Agreeing on content
Exploring PM&E process PM&E organisation and
management
Preparing for
« demultiplication »
training
Learning Protocol
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Focus on experiential learning
Participation
Active Training Methods
Facilitator’s role: to stimulate selflearning
Mutual learning amonst participants
Stimulation of an enabling group
dynamics
Définitions
Introduction to PM&E
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•Monitoring
•Evaluation
•Monitoring and Evaluation
•Participatory Monitoring and
Evaluation (PM&E)
PM&E
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Process by which key stakeholders
( mainly project beneficiaries) take
a central role in PM&E objectives
definition, indicators and methods
selection, information collection
and decision making regarding
actions to be taken.
Why PM&E is important for IFADsupported projects?
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Group work or Brainstorming?
Comparing Conventional M&E and PM&E
Conventional M&E
PM&E
Who initiates the
monitoring system?
Generally projects of
programmes
Project beneficiaries wih
the support of project
staff
When to choose indicators
or criteria?
More often during project
design and most
indicators remained
unchanged throughout
project implementation
More often criteria than
SMART indicators;
regularly reviewed to
adapt to the evolution of
the context
Who carries out
information analysis?
Generally project staff
Mainly communities with
the support of project
staff (facilitation)
What types of
information?
Mostly quantitative
Mostly qualitative
Diversity of perspectives
Generally low
Uniformization
Central to PM&E
Flexibility
Low Standardisation of
tools and methods
Indicators are fixed
High
Iterative process
Focus of PM&E
Resources allocation
The 3 pillars for effective participation
PM&E
(control by les populations vs control by projet)
Who controls the process?
The PM&E process
1
Implementing
change
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6
Collecting and
analysing
information
Deciding to set up
the system
Managing the
system
5
Deciding on tools
and methods
key
2Identifiying
stakeholders
3
Defining expectations
And objectives
Selecting criteria
and/or indicators
4
SWOT
SWOT on the introduction of PM&E in
IFAD-funded projects
Deciding to set up the PM&E system
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Is the need for PM&E clearly identified?
What does the programme want to achieve?
Have all stakeholders ( communities in
particular) been genuinely involved in the
decision making process?
What are the obstacles that can constraint
the effective implementation of the system?
What pre-requisites are necessary before
implementing the system?
Analysing PM&E context
Force field analysis of the implementation of PM&E
Positive
Forces
Negative
Forces
Score
Score
Implementing
PM&E
Total
Total
What actions to be taken to reinforce the positive forces
and mitigate the negative forces?
SWOT
Successes
Weaknesses
Opportunities
Threats
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Enabling factors
Identification of actors
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Actors are mainly those who affect/are
affected by the programme
Role of most vulnerable groups is central
Need to be aware of power relations
Each group will seek to use the system for
their best interests
Mapping of actors, their roles and
responsibilities
Working groups
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Group 1: the 4 Rs, to identify rights,
responsibilities, relations and returns of
the PM&E for different groups
Grid of the 4 R
Rights
Stakeholder
group
stakeholder
group
stakeholder
group
stakeholder
group
Responsibilities
Relations
Returns
Identifying key stakeholders
Power and Interest Analysis
POWER
High
They have to be regularly
informed of PM&E
implementation
Key actors!
Their iparticipation is critical to
PM&E success
They might be potential
beneficiaries
Most vulnerable groups in this
catégory
Need for capacity development
if we want to move them
upward in he power ladder
Low
Low
INTEREST
High
Indicators
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A marker, a descriptor, unit of measurement
Simplification or reality
SMART
Indicators selection process needs to be
inclusive
Need to have clear objectives before choosing
indicators
Qualitative and quantitative indicators
Don’t be dogmatic: what really matters is
what beneficiaries want to monitor and how
Linking criteria and indicators
Micro-credit
programme
PM&E object
C
C
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C
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•No of persons benefiting
•No of women
•No of neighboorhoods
•Etc.
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Access to
service
I
quality
•No of persons who claim they
are satisfied
Some considerations
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With PM&E, avoid dogmatism: monitoirng can
be done on criteria instead of indicators
stakeholders groups may have different views
on what criteria or indicators to select,
The process is iterative, therefore the nature
and number of criteria or indicators can be
reajusted if needed
Start simple and small: begin with a limited
number of criteria to allow smooth learning
Example of PM&E criteria
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Accessibility
Participation
Availability (of service)
Transparency
Quality
Equity
Relevance
Utilization of service
Efficience/efficacité
Impact
Criteria according to the types of social responsibility
targeting
Accessibility
Participation
Availability
Quality
Transparency
Equity
Utilization
Relevance
Efficiency or
effectiveness
Service delivery
Resource
allocation and
management
Some PM&E methods
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Community socore cards
The M&E wheel
Force field analysis
The 4 Rs
Force Field analysis (evaluation)
Evaluation matrix
The M&E sheet: MER
A few basic characteristics of PME tools
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Visual aids to facilitate communication: not to forget
the analysis
Need to translate key concepts in local languages
Emphasis laid on visual display to facilitate access
Target a limited number of key criteria or indicators
Facilitate collective thinking
Show the diversity of viewpoints between different
sub-groups on indicators
Iteration: simultaneous collection and analysis
Group work
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Simulation exercise of the different tools
presented.
Divide each group into 3 sub-groups
representing (1) the populations, (2) a team
of facilitators to work with the population
sub-group to make an evaluation of some
indicators or criteria and (3) observers of the
process in charge of taking critical notes on
the unfolding of the process
PME Wheel in Fissel
Evaluation matrix
Programme 1
Quality of services
Accessibility
Level of information on
the decisions
Participation in decisionmaking
Conformity of services
with needs
Etc.
Programme 2
Programme 3
Simplified PME Table
Period 1
Criterion 1
Criterion 2
Criterion 3
Criterion 4
Main
observations
Actions (4R)
Period 2
Period 3
Period 4
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Outil MER
4R on the setting up of PME
at local level
Actor
Rights
Responsibilities
/roles
Relations
Returns
Actor
Actor
Actor
Data collection and analysis
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In the PME, collection and analysis are often
simultaneously carried out
Reveal the different perspectives: through
focus groups
Compare the perspectives of the different
groups through pooling or interface sessions
Bring the group to collectively work out
avenues for actions by taking the different
perspectives into account
Lay the emphasis on key/necessary
information
Information analysis grid
Main
Explanations Actions
observations
proposed
Actors
Actors
Actors
NB. Use the 4 R grid to plan out the implementation of the proposed actions
Actions for change
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The PME is not an end in itself, it must help
improve the performance of programmes
Who participate in the implementation of
actions? To be determined depending on
actions
Important to ensure that the necessary means
are available (role of INDH)
PM&E management
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Implementation scale
Coordination body: nature, composition
Facilitation mechanism
Supports
Monitoring frequency
Management of information between PM&E
coordination body and IFAD project
How information generated by PM&E informs
decisions at project level.
Constraints and limitations
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Compromise between exhaustivity and
practical need often difficult
Choice of often subjective indicators
Choice of indicators depending on power
relations between groups
Resistances to change
Means
Local competences to manage the system
Moving from monitoring to action
Difficulty in institutionalising ( often further
perceived as an exercise than an entrenched
organisational practice)
SWOT of PME itself
SUCCESSES
Built on local indicators
Encourage participation
Focalised on the needs of
beneficiaries
Those who generate
information are those who
actually use it
FAILURES (weaknesses)
Take too long to put in place
 Power relations often
unfavourable to weak groups
 Low degree of PME
institutionalisation
OPPORTUNITIES
Option more oriented towards
participation and citizen
control
Development of participatory
approaches
OBSTACLES
Bureaucratic rigidity for largescale application
Various resistances
Short programme planning
cycle