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| Cross Section of Participants |
PREAMBLE
THE WORLD BANK AND OTHER DONORS OF
AGRICULTURAL AND RURAL DEVELOPMENT PROJECTS STARTED EMPHASIZING ON FORMAL
MONITORING AND EVALUATION OF PROJECTS IN THE LATE 1960s AS A RESULT OF
RATIONALE TO ENSURE THAT DONOR FINANCE IS USED FOR THE INTENDED PURPOSE AND
THAT THE EXPECTED DEVELOPMENT RETURNS ARE PRODUCED.
DEFINITION OF RELEVANT TERMS
Project: A time-bound intervention that consists of a
set of planned, interrelated activities aimed at achieving defined programme outputs.
CADP is a comprehensive five- year project developed by Federal Ministry of
Agriculture and Water Resources(FMAWR) in collaboration with the World Bank and
other stakeholders.
DEFINITION OF RELEVANT TERMS
Monitoring: The WB Operational Manual defines Monitoring
as “the continuous assessment of project implementation in
relation to agreed schedules and use of inputs, infrastructure,
and services by project beneficiaries. It is the systematic
collection and analysis of information as a project progresses, aimed at
improving the efficiency and effectiveness of the project.
DEFINITION OF RELEVANT TERMS
It enables you to determine whether the
resources you have available are sufficient
and are being well used, whether the capacity you have is sufficient and
appropriate, and
whether you are doing what you planned to do.
.
DEFINITION OF RELEVANT TERMS
Evaluation is the “periodic assessment of the relevance,
performance, efficiency, and impact (expected and unexpected)
of the project in relation to stated objectives.
It is the comparison of
actual project impacts against the agreed strategic plans. It
looks at what you set out to do, at
what you have accomplished, and how you accomplished it.
WHAT IS
AN M&E SYSTEM ?
BASICALLY, AN M&E SYSTEM IS A
SET OF ORGANISATIONAL STRUCTURES, MANAGEMENT PROCESSES, STANDARDS, STRATEGIES,
PLANS, INDICATORS, INFORMATION SYSTEMS, REPORTING LINES WHICH ENABLES A
PROJECT/PROGRAMME TO DISCHARGE ITS M&E FUNCTION
WHAT IS THE
BASIC FUNCTION OF AN M&E SYSTEM?
An M&E System has 2 Fundamental Functions:
1) The Monitoring function and
2) The Evaluation Function
WHAT IS THE
MONITORING FUNCTION?
This involves collecting, analysing and reporting data on inputs,
activities, outputs and outcomes and impact as well as external factors, in a
way that supports effective management.
Monitoring aims to provide managers, decision makers and other
stakeholders with regular feedback on progress in implementation and results
and early indicators of problems that need to be corrected on actual
performance against what was planned or expected.
WHAT IS
THE EVALUATION FUNCTION?
Evaluation is a time-bound and periodic exercise that seeks to provide
credible and useful information to answer specific questions to guide decision.
Evaluation deals with periodic
assessment of relevance,
efficiency, effectiveness, impact and sustainability.
WHAT IS THE STRUCTURE OF CADP M&E SYSTEM?
THE CADP M&E SYSTEM HAS
A DECENTRALISED STRUCTURE OPERATED AT 3 LEVELS :
- NATIONAL LEVEL
- STATE LEVEL
- COMMERCIAL FARMER LEVEL
- THE NATIONAL LEVEL: The Stakeholders with their Responsibilities include:
I)
NATIONAL
FOOD RESERVE AGENCY (NFRA): This Agency is responsible for provision of
oversight support and coordination of M&E through the CADP National
Coordination Office.
II)
NATIONAL COORDINATING OFFICE: This Agency has the following responsibilities:
i) Provision of oversight support and
coordination of M&E activities at all levels.
ii) Consolidating
monitoring and evaluation reports from States into semi-annual and
annual Progress reports and sending them to WB
iii)Provision
of M&E feed back to all the decentralised levels.
iv) Conduct of self monitoring activities at the
at the NCO and Federal level.
v) Organising and coordinating the Project
Mid-Term Review (MTR)/Impact Assessment
vi) Organising and coordinating the Project Implementation Completion Report
vii) Selecting Consultants for the Mid-Term
Review.
III.
NATIONAL STEERING COMMITTEE: They have the following M&E functions:
i)
Approval
of the Project Annual Work plan and
Budget for the federal level.
ii)
Review
Progress of Project Implementation
iii)
Advisory
support to project implementation based on project design
2. STATE
LEVEL: The Stakeholders with their
Responsibilities include:
I) THE STATE
COMMERCIAL AGRICULTURE DEVELOPMENT OFFICE (SCADO)- It has the following M&E
responsibilities:
a) Overall responsibility for
monitoring and evaluation across the State.
b) Self Monitoring at the SCADO level.
c) Routine Collection of data on the
Sub Projects and maintaining a database
d)
Forwarding of Information on Sub Projects and other essential activities to the
NCO on Quarterly basis.
e)
Preparation of Quarterly, Semi-Annual and Annual reports and forwarding same to
NCO.
f)
Responsible for Input / Output monitoring of the project through a computerised
Management Information System (MIS)
g)
Facilitation of annual surveys to collect information on project indicators.
II. STATE
STEERING COMMITEE: Its M&E responsibilities include:
i)
Approval
of the Project Annual Work plan and
Budget for the State.
ii)
Review
Progress of Project Implementation
iii)
Guide
and facilitate project implementation based on project design.
iv)
Periodic
monitoring across the State.
3.
COMMERCIAL FARMER LEVEL : The Stakeholders
with their Responsibilities include:
I.COMMERCIAL AGRICULTURE DEVELOPMENT
ASSOCIATION (CADA): The M&E responsibility of the CADA are:
a) Undertaking a Needs Assessment of their CIGs
and deciding on local investment priorities and preparation of CADPlan.
b) Responsible for the coordination of
activities of CIGs including monitoring and evaluation.
c)
Screening of Sub project proposals to ensure consistency with state commercial
agriculture development strategy and compliance with the project applicable
guidelines for CIGs.
d) Ensure
entrenchment of participatory planning process in the CADA and among CIGs, establish management committee
including M&E Sub committee.
e)
Establishment of data base for activities that cut across the CIGs such roads
and electricity projects.
f) Conduct
of Self monitoring to ensure compliance with project objectives.
II.COMMODITY
INTREST GROUP- Their M&E responsibilities include:
a) Preparation of Sub project proposals
assisted by facilitators and local consultants.
b) Establishment of data base for
activities that cut across the members of the
CIGs.
III. INDIVIDUAL BENEFICIARY: Their M&E
responsibility include: Establishing an
effective farm records for all their farm
operations in formats provided by the project. These records include:
i) Farm inventory records
ii) Production records
iii) Labour
use records
iv) Sales and marketing records
iv) Expenditure records, etc.
WHAT ARE
THE DESIGNED FUNCTIONS OF THE CADP M&E SYSTEM?
THE EXPECTED FUNCTIONS INCLUDE:
1) ENABLE SELF –MONITORING AT FEDERAL
AND STATE LEVELS
2) ENABLE INPUT /OUTPUT MONITORING AT
STATE LEVELS THROUGH A COMPUTERISED MANAGEMENT INFORMATION SYSTEM (MIS)
3) ENABLE PROCESS MONITORING: To judge
the quality of Project implementation, particularly, in institutional
development at the State level, investment levels, beneficiary satisfaction
with project inputs and mechanisms to ensure inclusiveness, participation and
gender mainstreaming.
4) ENABLE IMPACT EVALUATION: The System
should provide a baseline to enable assessment of project impact on
beneficiaries.
REPORTING-
The M&E System should enable Production of i) Quarterly Reports
(showing progress achieved and implementation constraints for the quarter)
ii) Bi-Annual
Report stating:
a) Physical and Financial expenditure
b) Performance Indicators
c) Successes and problems encountered
with possible remedial actions
d) Socio-economic and environmental
impacts
e) Progress toward the PDO achievement,
and
f) Documentation on beneficiaries
5.
Annual Report: Covering
all quantitative and qualitative aspects of implementation progress, including
implementation plans for the following year.
6) MID TERM REVIEW: The System should provide a comprehensive
data for Mid Term Assessment of the Project
7) IMPLEMENTATION COMPLETION REPORT
(ICR): The system should provide a comprehensive data and information for ICR
at end of the Project.
WHY DO MONITORING AND EVALUATION?
Monitoring and evaluation enable
you to check the “bottom line” of development
work: Not “are we making a profit?” but “are we making a difference?”
Through monitoring and evaluation,
you can:
_ Review progress;
_ Identify problems in planning
and/or implementation;
_ Make adjustments so that you are
more likely to “make a difference”.
WHY DO MONITORING AND
EVALUATION?
. Monitoring and evaluation are
both tools which help a project or organisation know when plans are not
working, and when circumstances have changed. They give management the
information it needs to make decisions about the project or organisation, about
changes that are necessary in strategy or plans.
REFERENCES
LAWAL ZAKARI PhD - CADP M&E SPECIALIST
Maiwada Zubairu - Head,
Monitoring & Evaluation IFAD-CBARDP,
PSO, Katsina
Monitoring and Evaluation by
Janet Shapiro
YUNUSA B.Y.– Monitoring and
Evaluation Officer, SCADO, LAGOS STATE
Presentation 2:
INTRODUCTION TO RESULT BASED MONITORING AND EVALUATION
BY
FREDRICK O. OTUJINRIN
A PAPER PRESENTED AT
RECORD KEEPING AND INVESTMENT PLAN WORKSHOP FOR CADA/CIG
Lagos State Commercial Agriculture
Development Project (CADP)
11th – 12th April, 2012
PREAMBLE
There has been a global sea
change in public sector management as a variety of internal and external forces
have converged to make governments and organizations more
accountable to their stakeholders.
Governments are increasingly
being called upon to demonstrate results.
Stakeholders are no longer
solely interested in organizational
activities and outputs; they
are now more than ever interested in actual outcomes. Have policies,
programs, and projects led to the desired results and outcomes?
PREAMBLE
How do we know we are on the
right track?
How do we know if there are
problems along the way?
How can we correct them at
any given point in time?
How do we measure progress?
How can we tell success from
failure? These are the kinds
of concerns and questions
being raised by internal and external
stakeholders, and
governments everywhere are struggling with ways of addressing and answering
them.
WHAT IS RESULT-BASED MONITORING AND EVALUATION?
•
RESULTS-BASED
MONITORING AND EVALUATION IS A POWERFUL
MANAGEMENT TOOL THAT IS USED TO ASSIST
MANAGERS, POLICY AND DECISION MAKERS TRACK PROGRESS AND DEMONSTRATE THE
IMPACT OF A GIVEN PROJECT, PROGRAM, OR POLICY.
RBM&E
SYSTEM IS DEVELOPED TO
COMPLEMENT THE RESULT BASED MANAGEMENT (RBM) STRATEGY WHICH IS A PHILOSOPHY AND A MANAGEMENT APPROACH
ADOPTED BY ALL DONOR
AGENCIES AS PART OF THE MEASURES TO MAKE DEVELOPMENT AID MORE EFFECTIVE.
RBM HAS THE
CONCEPT OF A RESULTS CHAIN IS AT ITS CORE.
RESULT CHAIN
SHOWS THE CASUAL RELATIONSHIP AMONG INPUTS, ACTIVITIES, OUTPUTS, OUTCOMES AND
IMPACT OVER TIME (SEE FIGURE BELOW) AND
IT IS LINKED AND DERIVED FROM THE PROJECT/PROGRAMME LOGICAL FRAMEWORK
THE RATIONALE BEHIND THE RBM IS THAT THE MANAGEMENT
STRATEGY FOCUSES ON INTENDED IMPACT, OUTCOMES AND OUTPUTS AND THEN IDENTIFIES
THE INPUTS AND ACTIVITIES REQUIRED TO ACHIEVE THEM.
THE RESULT MONITORING AND EVALUATION DIFFERS FROM TRADITIONAL
IMPLEMENTATION-FOCUSED M&E IN THAT
IT MOVES BEYOND AN EMPHASIS ON INPUTS AND OUTPUTS TO A GREATER FOCUS ON
OUTCOMES AND IMPACTS.
SECONDLY, WHILE THE TRADITIONAL M&E SYSTEMS ARE DESIGNED TO ADDRESS COMPLIANCE—THE “DID THEY DO IT”
QUESTION. DID THEY MOBILIZE THE NEEDED INPUTS? DID THEY UNDERTAKE AND COMPLETE
THE AGREED ACTIVITIES? DID THEY DELIVER THE INTENDED OUTPUTS (THE PRODUCTS OR
SERVICES TO BE PRODUCED)?
THE RESULTS-BASED M&E
SYSTEMS ARE DESIGNED TO ADDRESS THE “SO WHAT” QUESTION. SO WHAT ABOUT THE FACT
THAT OUTPUTS HAVE BEEN GENERATED? SO WHAT THAT ACTIVITIES HAVE TAKEN PLACE? SO
WHAT THAT THE OUTPUTS FROM THESE ACTIVITIES HAVE BEEN COUNTED? A RESULTS-BASED
SYSTEM PROVIDES FEEDBACK ON THE ACTUAL OUTCOMES, IMPACT AND GOALS OF THE
PROGRAMME ACTIONS.
RESULTS-BASED SYSTEMS HELP ANSWER THE FOLLOWING
QUESTIONS:
WHAT ARE THE GOALS OF THE ORGANIZATION?
• ARE THEY BEING ACHIEVED?
•HOW CAN ACHIEVEMENT BE PROVEN?
THIRDLY, THE
TRADITIONAL M&E IMPLEMENTATION APPROACH FOCUSES ON MONITORING AND ASSESSING
HOW WELL A PROJECT, PROGRAM, OR POLICY IS BEING EXECUTED, AND IT OFTEN LINKS
THE IMPLEMENTATION TO A PARTICULAR UNIT OF RESPONSIBILITY. IT DOES NOT PROVIDE
POLICYMAKERS, MANAGERS, AND STAKEHOLDERS WITH AN UNDERSTANDING OF THE SUCCESS
OR FAILURE OF THAT PROJECT, PROGRAM, OR POLICY.
IN
GENERAL THE RESULTS
BASED MONITORING SYSTEM FOCUS ON
RESULTS, BUT WHY DO WE MEASURE RESULTS BECAUSE:
• IF YOU DO NOT MEASURE RESULTS, YOU CANNOT TELL
SUCCESS FROM FAILURE.
• IF YOU CANNOT SEE SUCCESS, YOU CANNOT REWARD IT.
• IF YOU CANNOT REWARD SUCCESS, YOU ARE PROBABLY
REWARDING FAILURE.
• IF YOU CANNOT SEE SUCCESS, YOU CANNOT LEARN FROM IT.
• IF YOU CANNOT RECOGNIZE FAILURE, YOU CANNOT CORRECT
IT.
• IF YOU CAN DEMONSTRATE RESULTS, YOU CAN WIN PUBLIC
SUPPORT.
SOURCE: ADAPTED FROM
OSBORNE & GAEBLER 1992.
THE FIGURE 1 BELOW ILLUSTRATES THE MANNER IN WHICH THE
MONITORING AND EVALUATION OF PROGRAMME DEVELOPMENT GOALS WILL HAVE TO INCLUDE
NOT ONLY THE TRADITIONAL IMPLEMENTATION FOCUS, BUT ALSO A RESULTS FOCUS. IT
ALSO SHOWS HOW RESULTS-BASED SYSTEMS BUILD UPON AND ADD TO TRADITIONAL
IMPLEMENTATION-FOCUSED SYSTEMS.
AS CAN BE SEEN IN THE FIGURE ABOVE, MONITORING PROGRESS TOWARD PROGRAMME
GOALS REQUIRES THAT INFORMATION BE DERIVED IN THE LOGIC MODEL FROM ALL RESULTS
LEVELS (I.E. INPUT, ACTIVITY, OUTPUT, OUTCOME AND GOAL LEVELS), AT DIFFERENT
TIME FRAMES, AND FOR DIFFERENT STAKEHOLDER NEEDS.
A COMMON STRATEGY IS TO MEASURE OUTPUTS ( NO. TECHNOLOGY PACKAGES DEMONSTRATED AND DISSEMINATED, RICE FARMERS TRAINED AND KILOGRAMS OF IMPROVE RICE SEEDS PROCURED) BUT NOT
IMPROVEMENTS IN PERFORMANCE (INCREASED
ADOPTION RATE OF TECHNOLOGIES IN RICE PRODUCTION)
IMPROVED INSTITUTIONAL PERFORMANCE IS ASSUMED, BUT
SELDOM DOCUMENTED. WITHOUT MEASURED RESULTS, THERE IS NO WAY TO DOCUMENT
WHETHER THE EFFORT IS ACTUALLY ACHIEVING THE EXPECTED OUTCOMES (INCREASED ADOPTION
RATE OF TECHNOLOGIES IN RICE
PRODUCTION), AND ULTIMATELY THE ASSOCIATED
PROGRAMME GOAL (INCREASE IN TOTAL PRODUCTION IN RICE).
COMPLIMENTARY ROLES OF
RESULT –BASED MONITORING AND EVALUATION
Monitoring •Clarifies program objectives
•Links activities and their resources to objectives
• Translates objectives into
performance indicators and sets targets
• Routinely collects data on
these indicators, compares actual
results
with targets
• Reports progress to managers and alerts
them to problems
COMPLIMENTARY ROLES OF
RESULT –BASED MONITORING AND EVALUATION
Evaluation
Analyzes why intended objectives
results were or were not achieved
• Assesses specific causal
contributions of activities to results
• Examines implementation
process
• Provides lessons, high- lights
significant
accomplishment or program potential, and
offers them recommendations for
improvement
CONCLUSION
Many Applications for
Results-Based M&E
There are many and growing
applications for results-based M&E. As
the needs for accountability
and demonstrable results have grown, so
have the uses and applications for results-based M&E systems.
Project, Program, and Policy
Applications Results-based M&E Systems have been successfully designed and
used to monitor and evaluate at all levels—project, program, and policy.
Information and data can be collected and
analyzed at any and all levels to provide feedback
REFERENCES
LAWAL ZAKARI PhD - CADP M&E SPECIALIST
JODY ZALL KUSEK – WORLD BANK
AFRICA REGION RBM&E COORDINATOR
RAY C RIST – SENIOR
EVALUATION OFFICER, EVALUATION DEPARTMENT, WORLD BANK
THANK YOU FOR LISTENING
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The Lagos State Coordinator of the Commercial Agriculture Project Mr.Bolaji Balogun SPC told Participants on be informed on the effect of climate change on their farming process and how they can effectively benefit from Government opportunities and projects.
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