Transcript Key messages from the international workshop Tracking progress on adaptation: Smart monitoring for good results Bonn, 7-8 May 2012 Nadia Manasfi GIZ – Competence Centre for.

Key messages from the
international workshop
Tracking progress on adaptation:
Smart monitoring for good results
Bonn, 7-8 May 2012
Nadia Manasfi
GIZ – Competence Centre for Climate Change
06.11.2015
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Context
 Workshop organised in the context of
 Cooperation partners:
 Financial support from the Climate Investment Funds (CIF)
 > 100 participants from 21 developing and 9 developed
countries
 Government representatives
 Bi- and multilateral donor agencies and global funds
 NGOs, think tanks, consultants
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Why a workshop on M&E of Adaptation?
 Efforts to adapt are continuously increasing but
methods and procedures to systematically measure
achievements mostly still in their infancy;
 Need for international funds providing climate
finance to ensure/show that money is being spent
effectively;
 Current UNFCCC NAP process provides
opportunity and need to integrate appropriate M&E
mechanisms into national adaptation planning.
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Workshop Objectives
1) Stocktaking of existing approaches, current
developments and activities
Why is M&E important? What are demands from international policy,
governments? What are main challenges and adequate solutions?
2) Validating and applying M&E approaches at
project, national and portfolio levels
What is M&E being used for and by whom? What are good practices?
Do they match stated needs and demands of M&E at different levels?
3) Developing a roadmap
How to collaborate in addressing identified needs, gathering practical
experience, consolidating M&E approaches
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Formats
A variety of formats were used in the course of the
workshop, including:
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Presentations
Panel discussions
Interactive fishbowl sessions
Working groups that focused on M&E systems at the
project, national and portfolio (climate finance) level
 Webinar with online participation
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SOME Key Messages (1)
 Clearly define objectives (of project/strategy) and
theory of change before designing the M&E system.
 Impact chains before indicators: do not separate the
search for indicators from the establishment of causeeffect relationships and impact chains.
 Use existing information, data and M&E systems in
relevant sectors. Look out for complementarities and
opportunities for harmonisation.
 Use existing studies (eg. vulnerability assessments) as a
baseline and repeat over time
 Use existing M&E systems at national level to promote aid
effectiveness at portfolio level
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SOME Key Messages (2)
 Learning is key:
 Focus on both accountability and learning during
evaluations
 Systematically ensure that existing initiatives (PPCR, LDCF
etc.) deliver on their learning objectives with regard to M&E
 Building capacity for M&E at the project, national and
portfolio levels is critical– skills, institutions and finance are
needed.
 Participation: Involve local communities, relevant
authorities, and scientific perspectives early to be actively
involved in setting the right objectives to guide M&E
frameworks
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Importance of national M&E system
These were considered important for the project and
portfolio levels as well:
 Adaptation objectives should be formulated at the
national level with legitimate institutional arrangements
and governance processes. Portfolio-level definitions
and objectives should be formulated in such a way that
they are flexible to respond to national objectives;
 National level M&E systems should provide orientation
and harmonise different projects, as well as evaluate
their overall effectiveness of the projects (Philippines
example)
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Key messages – Portfolio level
 Portfolio tracking should focus on tracking objectives
and results rather than tagging finance flows – track
the proportion of adaptation objectives that are
successfully achieved
 Do not use spending as an outcome indicator
 Donors should provide sufficient financial resources for
national-level M&E (avoid “poor cousin” situation)
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Further information
 Background documents and
workshop documentation can be
downloaded at
http://www.bonn-perspectives.de/
en/dialogue-events/archive/
tracking_adaptation.html
 [email protected],
[email protected]
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Extras
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Key messages – National level
 Participation: use local knowledge and experience within your
M&E system, and make sure all relevant stakeholders participate.
 Building capacity to do adaptation M&E is critical. This means
building on national systems, not donor systems.
 Use existing information, data and M&E systems in relevant
sectors. Look out for complementarities and opportunities for
harmonization.
 Precise definition of objectives and hypothesis about the change
process (i.e. a sound national adaptation strategy) are needed
before designing the M&E.
 Don‘t forget the „E“ in M&E. This means asking questions like „Are
we doing the right things?“ not just „Have we done what we set out
to do?“
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Key messages – Project level
 Involve local communities, relevant authorities, and scientific
perspectives early to be actively involved in setting the right
objectives to guide M&E frameworks
 Train implementers on the concepts and methods underpinning
adaptation M&E so they are equipped to carry out monitoring
 We should not develop new structures for M&E but instead use
existing ones where possible and adapt them to new situations
 In order to generate evidence and enhance ownership & learning
M&E should focus on products (experiences & data), and process
(interaction, coordination, and learning among different actors)
 Knowledge management is key:
 We should learn from development experience including failures
 We should balance accountability and learning
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Key messages – Portfolio level
 Don’t let standard indicators drive development decisions. Let national
M&E frameworks guide decision making, with flexibility to apply
standard indicators second. If you focus selection on standardized
indicators as the basis for M&E framework, you could limit the
interventions and miss key opportunities.
 The adaptation objectives should be formulated at the national level
with legitimate institutional arrangements and governance processes –
formulating portfolio-level definitions and objectives in such a way that
is flexible to respond to national objectives
 Don‘t use spending as an outcome indicator
 “Impact chains before indicators”, i.e.: do not separate the search for
indicators from the establishment of cause-effect relationships and
impact chains. (see nat level 4)
 At portfolio level, focus on aggregating the aggregable, ex. Economic
value of benefits; not forcing aggregation of unaggregable indicators
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Recommendations – National level
 Vertical integration: M&E frameworks should insure vertical
integration of systems, processes and actors in a transparent,
bottom-up way.
 Donors need to provide sufficient financial resources for nationallevel M&E.
 Existing assessments (of vulnerability, adaptation actions, etc.)
need to be used as a baseline, and repeated over time.
 Give continuity to the exchange and learning process through this
forum. Start by making the outcomes of this meeting accessible on
the web.
 Start looking at trans-boundary issues (water basins, coastlines,
etc) within this community of practice
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Recommendations – Project level
 Define clear and robust impact chains (including relevant
assumptions)
 Reflect on how outcomes were really achieved in addition to
looking at the data
 Evaluations should find a balance between external independent
review and (to ensure accountability) and involvement from project
team (to ensure learning)
 Project level M&E should be based on a national level M&E system
that provides orientation and harmonises different donor projects
 Evaluate achievements of adaptation projects by comparing them to
similar areas without a similar intervention
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Recommendations – Portfolio level
 Use existing M&E systems at national level to promote aid
effectiveness at portfolio level, transparency and accountability
 Consolidate guidance on climate proofing/ mainstreaming (for both
agency staff and partner countries) across development portfolios,
with M&E components
 Systematically ensure that existing initiatives (PPCR, LDCF etc.)
deliver on their learning objectives with regard to M&E
 Learning by doing continues to be important. Keep up exchange on
suitable indicators, maybe build a repository of indicators?
 Building capacity for M&E at the country, national and portfolio levels
is a really big issue – skills, finance, and institutions will be needed.
 Portfolio tracking should focus on tracking objectives and results
rather than tagging finance flows – track the proportion of adaptation
objectives that are successfully achieved (with a PR/ communication
strategy!)
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