Marelize Gorgens The World Bank

An M&E strategy Monitoring & Evaluation strategy Master & Execute Money and Energy is a waste of M&E that we do not M&E

What did you learn last week?

 Measurable change in a state or condition as a result of a programmatic intervention  Derive from a cause-and- effect relationship  Three levels of results:  impact;  outcome;  output.

Visible transformation In a group In an organization In a society In a country Two major elements Cause and effect relationship between an action and the results achieved. “If-then” logic. Change Causality

Impact Outcomes Outputs Changes in the lives of people Institutional Change: values, laws – associated with institutional performance, new institutions Behavioural change: new attitudes, practices Operational Change: products and services – knowledge, skills

ImpactBenefits to or achievements by the target group Outcome Change in behaviour of or use of new capacities by target group; changes in systems Output New capacities (knowledge, skills and equipment) ActivitySpecific actions taken InputHuman & financial resources

ImpactBenefits to or achievements by the target group What they achieve OutcomeChange in behaviour of or use of new capacities by target group; changes in systems What they do OutputNew capacities (knowledge, skills and equipment) What we achieve ActivitySpecific actions takenWhat we do InputHuman & financial resourcesWhat we invest

Causal logic – the results chain GOAL: Protecting the environment and improving urban infrastructure GOAL: Protecting the environment and improving urban infrastructure OUTCOME: Ground water and surface water are protected from pollution OUTCOME: Ground water and surface water are protected from pollution OUTPUT 3: Waste water treatment facilities are constructed OUTPUT 3: Waste water treatment facilities are constructed OUTPUT 1: Watershed protection plans exist OUTPUT 1: Watershed protection plans exist OUTPUT 2: Municipalities are connected to sewerage networks OUTPUT 2: Municipalities are connected to sewerage networks

Causal logic – the results chain Impact Outcome Output Activities Inputs Activities Inputs Activities Inputs Activities Inputs

Result Combined Project Results (outputs) lead to Programme Results at the outcome level

Combined Programme Results lead to Strategic Results at the impact level Result

Strategic Result Programme Result Result if then

Inputs Activities Outputs Outcomes Impact National Level Indicators immediate 6months – 1 year After implementation immediate5 years or more2 to 5 years Project / Department Level Indicators

 How do you move from a results framework to programme improvement?  What would such a monitoring and evaluation system look like?  How do you ensure that the monitoring and evaluation system is and remains sustainable?

Understand current situation Design results Design detailed work plan and allocate resources Implement programmes to achieve results Assess implementation status Understand status of M&E system Design M&E system Design M&E work plan Measure results Use data to assess achievement of results

 National and sectoral M&E systems are new  The profession & discipline of M&E is new  The concept of harmonizing M&E systems is new  Institutions operationalising M&E systems are new

◦ One common definition - agreed to by everyone - of what needs to be in a national multisectoral M&E system and when is such a system functional (so that we all know and agree when the national M&E system is successful) ◦ One assessment tool with which to assess the status of the M&E system (so that we know which parts are weak, and how to support them) ◦ One national costed M&E work plan to which government and all partners contribute (so that we all work together to make the weak parts of the system strong)

 Why components? ◦ Systems approach ◦ System is a group of interconnected and interrelated components to form a whole (Senge, 1990) ◦ Therefore, for M&E system, need components  Why 12 components? ◦ Developed from operational experience ◦ Initially for HIV sector, but expanded to other sectors

 Why relevant and important for you? ◦ New ‘gold standard’ for M&E systems ◦ Create a common language ◦ Endorsed by a global reference group for M&E ◦ Agreed to by all development partners ◦ Results-based approach to M&E: an objective for each component ◦ Although developed for HIV M&E systems, the principles are applicable for all sectors

 12 components can be grouped into 3 types: ◦ People, partnerships and planning ◦ Data collection, capturing and verification ◦ Using information to improve results

 Create enabling environment for M&E  What is it about? ◦ People (component 1) ◦ who are skilled (component 2) ◦ working together (component 3) ◦ to plan (component 4) ◦ operationalise and cost (component 5), and ◦ motivate for an M&E system to become and remain fully functional (component 6)

 The M&E plan defines which data need to be captured to monitor and evaluate the national response  The components in this ring helps to collect, capture and verify all the types of data that are needed as part of a national M&E system

 Raison d’etre for M&E systems  M&E systems are there to use the results to assess ◦ Implementation status ◦ Progress with outcomes ◦ Progress with achievement of goals  M&E systems help us know ◦ Whether we have implemented what we said we would (monitoring) ◦ Whether we have achieved our goals (evaluation)

Understand current situation Design results Design detailed work plan and allocate resources Implement programmes to achieve results Assess implementation status Understand status of M&E system Design M&E system Design M&E work plan Measure results Use data to assess achievement of results

12 Component Familiarisation Exercise

 Divide into small groups of 5 persons each  Complete the skills building exercise assigned to your group (only one of the five skills building exercises)  Some groups will be selected to provide feedback  Suggested answers to all five skills building exercises is available in the Answer Book

 Is the basis for conducting M&E system status assessments  Used to develop joint M&E reports after joint missions  Enables partners to agree on who will support which part of the M&E system  Could be used to develop indicators for the M&E system itself (the M&E of the M&E system)

 Used to develop job descriptions of national M&E unit staff  Could be the organising framework for the national M&E framework and joint work plan  Forms a backdrop against which to organise capacity building efforts for M&E  Provides a checklist of what kind of information needs to be captured in the national database How can / has the 12 components been used?