Training on PM&E________________________

Banjul, The Gambia21st-24th July 2008

FRAO IED Afrique

FIDA

Why are we here?

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 hereAgreeing on content

Defining PM&EExploring PM&E process

Exploring PM&E process

PM&E organisation and management

Preparing for « demultiplication » training

Learning Protocol

Focus on experiential learning Participation Active Training Methods Facilitator’s role: to stimulate self-

learning Mutual learning amonst

participants Stimulation of an enabling group

dynamics

Introduction to PM&E __________________________•Monitoring•Evaluation•Monitoring and Evaluation•Participatory Monitoring and Evaluation (PM&E)

Définitions

PM&E

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 IFAD-supported projects?

Group work or Brainstorming?

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 lowUniformization

Central to PM&E

Flexibility Low Standardisation of tools and methodsIndicators are fixed

HighIterative process

Comparing Conventional M&E and PM&E

Prog

ram

me

targ

etin

g Service delivery

Resources allocation

Focus of PM&E

The 3 pillars for effective participation

Who controls the process?

Natur

e an

d le

vel o

f

par

ticip

atio

n

Who participe?

(par

tial

vs

effec

tive

par

tici

pation

in w

hole

proj

ect cy

cle

(control by les populations vs control by projet)

(poweful vs. M

ost vulnerable groups )

PM&E

The PM&E process

Deciding to set up the system Identifiying key

stakeholders

Defining expectations And objectives

Selecting criteria and/or indicators

Deciding on tools and methods

Collecting and analysing

information

Implementing change

Managing thesystem

11

22

33

445566

77

SWOT

SWOT on the introduction of PM&E in IFAD-funded projects

Deciding to set up the PM&E system

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

PositiveForces

ScoreNegativeForces

Score

Implementing PM&E

What actions to be taken to reinforce the positive forces and mitigate the negative forces?

Total Total

SWOT

Successes Weaknesses

Opportunities Threats

Enabling factors

Identification of actors

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

Group 1: the 4 Rs, to identify rights, responsibilities, relations and returns of the PM&E for different groups

Rights Responsibilities

Relations Returns

Stakeholder group

stakeholder group

stakeholder group

stakeholder group

Grid of the 4 R

Identifying key stakeholdersPower and Interest Analysis

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

INTERESTHighLow

PO

WER

High

Low

Indicators

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

PM&E object

C C C

I I II I I

I I

Micro-credit programme

Access to service

quality

•No of persons benefiting•No of women•No of neighboorhoods•Etc.

•No of persons who claim they are satisfied

Some considerations

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

Accessibility Participation Availability (of service) Transparency Quality Equity Relevance Utilization of service Efficience/efficacité Impact

Criteria according to the types of social responsibility

targeting Service delivery

Resource allocation and management

Accessibility

Participation

Availability

Quality

Transparency

Equity

Utilization

Relevance

Efficiency or effectiveness

Some PM&E methods

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

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

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 Programme 2

Programme 3

Quality of services

Accessibility

Level of information on the decisions

Participation in decision-making

Conformity of services with needs

Etc.

Simplified PME Table

Period 1 Period 2 Period 3 Period 4

Criterion 1

Criterion 2

Criterion 3

Criterion 4

Main observations

Actions (4R)

Outil MER

4R on the setting up of PME at local level

Actor Actor Actor Actor

Rights

Responsibilities/roles

Relations

Returns

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

Data collection and analysis

Information analysis grid

Main observations

Explanations

Actions proposed

Actors

Actors

Actors

NB. Use the 4 R grid to plan out the implementation of the proposed actions

Actions for change

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

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

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

SUCCESSESBuilt on local indicatorsEncourage participationFocalised on the needs of beneficiariesThose 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

OPPORTUNITIESOption more oriented towards participation and citizen controlDevelopment of participatory approaches

OBSTACLESBureaucratic rigidity for large-scale applicationVarious resistancesShort programme planning cycle