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 3 5 7 9 Do we need a What are the What are the Reporting Information Composite M&E? broad indicators? indicators & targets? feedback 2 4 6 8 10 What to Monitor What is the What M&E system Evaluations Sustaining & evaluate? Baseline? should we have? M&E October 2003 Herbert@ecsecc.org

Background & context

• ECSECC’s role & responsibilities

• Deficiencies in current M&E systems

• Demand-supply equation

• Coordination structures- ECMERG, TTT

Project Cycle Phases

AppraisalEvaluation

Planning

Design

Implementation

Monitoring

M&E and Project Cycle [IFAD Guide]

Identification, preparation & pre-appraisal

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

outcomeindicators

CompletionOnwards

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

Data Communication &

Reporting

Capacity Development &

Institutional arrangements

Data Collection &Management

Responsibilities

LogicalIndicators

(SMART)Objectives

M&ESystem

FinancingACTIVITY EXTERNAL

FUNDS ECSECC FUNDS

TARGETED DEPT. FUNDS

1. Stakeholder analysis & participation 150 000 12 000 100 000 2. M&E information needs assessments

in provincial *departments 220 000 20 000 110 000

3. Baseline studies for departmental programmes

1 200 000 140 000 460 000

4. Planning and indicator generation support

250 000 30 000 200 000

5. IT hardware and software engineering

745 000 100 000 300 000

6. M&E course design and development phase one

1 050 000 120 000 120 000

7. M&E capacity development phase one

880 000 120 000 380 000

8. Publications and communication

1 100 000 130 000 250 000

9. Workshops and learning networks

650 000 110 000 60 000

SUB-TOTAL

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

IN ITINERE EX POST EVALUATION

PROGRAM/ PROJ ECT APPRAISAL

IN ITINERE MONITORING

EVALUATION

Project design

Inputs Implementation

Outputs Impacts

Mitigating Factors

Replication, Redesign, New projects on basis of efficiency, effectiveness, relevance & sustainability

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 planningX National provincial reports

Monitoring levels

Sustainability

Effectiveness

Efficiency

OTP

Departments

Departments/Implementers

Efficacy

Relevance

Impacts

Outcomes

Inputs

Ris

ks

Direct

Key resources

Secondments from departmentsAdditional personnel at ECSECCNew institutional arrangements for

planning, implementation, management and monitoring & evaluation

Departmental contributionsDBSAIPSPECSECC

Key resources

PIGITO CouncilOTPUNDPFree State provinceRIDA DIMSUniversitiesDBSA

Conclusion

Integration of key lessons learntSituation analysis Stakeholder identification &

participationMultiple processesVertical-horizontal linkagesMethodologies & tools to all

departmentsProject proposalsAdequate resources

What I will do

Reconnaissance workAssume 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.