Transcript Local HWTS Monitoring Eva Manzano, CAWST Technical Advisor Laos Vientiane, Lao PDR November 11, 2014

Local HWTS Monitoring
Eva Manzano, CAWST Technical Advisor Laos
Vientiane, Lao PDR
November 11, 2014
Learning Outcomes
By the end of this session, participants will be
able to:
1. Discuss about the main challenges HWTS
implementers are facing regarding M&E
2. Discuss how to overcome these challenges
3. Describe the components of an effective
M&E system for a HWTS program
CAWST’s products
and services have
been accessed by
clients in more than
150 countries
68 countries where
CAWST’s clients have
implemented
projects, mostly
HWTS
2014 CAWST Clients Report of
Households receiving HWT technologies
Coagulation Flocculant Biosand
& Settling disinfectant Filter
Ceramic Membrane
Filter
filter
Chlorine
Boiling
SODIS
Others
Total
2014
2013
28,273
13,180
104,116
16,258
3,839
80,672
56,592
4,596
19,021
326,547
5,295
3,350
151,409
19,044
2,943
110,784
22,486
7,740
4,950
328,001
2012
6,067
5,056
66,449
16,235
170
135,817
7,660
16,975
843
255,272
2011
9,259
22,228
73,510
21,003
1,400
116,023
31,964
10,158
2,510
288,055
2010
2,030
1,616
55,356
20,203
0
61,498
1,037
1,773
1,710
145,223
Prior years
8,156
1,100
231,217
38,569
0
130,856
12,751
30,819
53,964
507,432
59,080
46,530
682,057
131,312
8,352
635,650
132,490
72,061
81,053 1,850,530
Total
HWTS Implementation Framework
Creating
Sustained
Demand &
Consistent
Use
Supplying
Quality
Products &
Services
Monitoring
for
Improvement
Lessons learned/Challenges from the
field
1. Implementers lack capacity to do proper
monitoring in order to improve their operations
Lack of knowledge, skills, appropriate tools.
2. Implementers frequently don’t understand the
difference between monitoring and evaluation
 Lack of appropriate tools to monitor activities/ compile
information for evaluation
3. Implementers frequently think monitoring is for
reporting to funders only.
Add on to project’s activities
Not valued as an opportunity for self-learning/improvement
Lessons learned/Challenges from the
field
4. Reporting requirements from
several donors
Lack of consistent/ comparable
indicators
5. Disconnection between
activities and organization’s
Mission and Vision.
6. Mobile technologies for
monitoring
 Right tool to monitor project
 Analysis and use of data
(Source: SNV, Laos)
Recommendations
1. Need of capacity development
and knowledge transfer
• Valuable resources: M&E Monitoring
Toolkit (WHO & UNICEF)
• CAWST’s role: transfer knowledge and
capacity to implementers through
workshops and consulting support
• M&E Manual (2008), update in progress
(expected second half 2015)
2. Monitoring vs. Evaluating
Impact
Implementation
Planning
Inputs
Outputs
Outcome
Process
Am I doing things right?
Impact
Am I doing the right things?
Source: Mitchell (2007)
Impact
Process Monitoring
Improving the Implementation
Helps implementers to answer the question:
“Are we doing things the right way?”
Includes:
– production,
– quality control,
– distribution systems,
– financial control,
– use of materials,
– and program management.
Impact Monitoring:
Evaluating the Results
Impact monitoring helps implementers to answer the question:
“Are we doing the right things?”
Evaluates the impact the program has on the target population.




Proper & consistent use
Effectiveness
Adequacy
Usefulness
– observe and ask questions
– measure water quality
– promotion and education efforts
– training and education material
Determines number of people with safely managed
water as a result of the HWT implementation
3. M&E- Integral part of project
• Have a clearly defined purpose
• M&E system and activities should be developed at the
planning phase of the project.
• Are fully integrated into the project activities
• Collect relevant information on a small but well defined set of
indicators
• Are simple and focused on factors within complete control of
the project
• Are analyzed at regular intervals to determine what is working
and what is not
• Stimulate resolution of day to day and week to week
problems
• Results in project modifications and improvements
4. Development of Organizational
Indicators
•
•
•
•
Linked to Vision and Mission
Linked to different implementing projects
Comparable indicators over time
Should be used for organizational level strategy
and planning (eg. Operations reporting)
Example (CAWST’s Performance Indicators)
• Cost per person affected
• # people affected by CAWST’s clients
5. Use of right tools for M&E
• Involvement of stakeholders
• Monitoring tools should be selected to match
project’s needs
• Easy to use
• Capacity development of field team to collect,
analyze and interpret the data, and to take
action based on the data.
CAWST’s Services for WASH Practitioners
A combination on workshops & ongoing consulting support services
1.
2.
3.
4.
5.
Training Workshops
Education & Training Resources
Consulting Support
Action Research
Learning Exchange
CAWST focuses on WASH & health for
domestic, non-networked systems.
Thank you!
For more information:
www.cawst.org
www.cawst.org/resources (1000+ training resources)
www.biosandfilters.info (Knowledge base)
Or contact us:
[email protected] / [email protected]