1. Monitoring and Evaluating Climate Change Actions: Designing CCA M&E System
Session 2: Designing M&E for Climate Actions
Training for CCC on Monitoring and Evaluation
3-4 April 2019

2. Session Objectives
Share concepts on Designing Adaptation M&E and Learning from key researches/literature
Steps/Process
Details on key elements of M&E System Design
Purpose/Context
Indicators and Baseline
Resources for M&E
M&E implementation
Interactive discussions/exercise

3. What are the steps and processes?
Some references…

4. (Spearman and McGray, 2011)

5. Adaptation M&E Discussion Papers
UNFCCC
Adaptation M&E Discussion Papers

8. Summary and Key Points M&E: BASIC COMPONENTS Results Framework
Indicators
Monitoring Reporting
Evaluation
Context
Purpose
Resources
Framework
Plan
M&E: BASIC COMPONENTS
Operationalization

9. Context and Purpose of M&E
Why oh why???

10. Context and Purpose for CCA M&E
What is the Policy Framework? Existing M&E Framework?
What does the ToC emphasize?
What are the assumptions? Does it remain valid?
Why are we doing the M&E? What will be the use of monitoring report/results?
What must be measured given the ToC and assumptions?
Are the targets and indicators “clear”?
Have we identified interlinkages with other development indicators? Proxy indicators?

11. Results-Based Management (RBM)
Results-based management (RBM) is a broad management approach whose core focus is achieving results
RBM is about selecting a destination first, then deciding on the route, checking against a map and making adjustments as required, in order to achieve the desired results.
The UN Office of Internal Oversight Services (OIOS) defines RBM as a “management strategy by which processes, outputs and services contribute to the achievement of clearly stated expected accomplishments and objectives. It is focused on achieving results, improving performance, integrating lessons learned into management decisions and monitoring and reporting on performance.”

12. Theory of Change is at the Center of RBM
ToC is a process designed to depict how a complex change initiative will unfold over time.
ToC is a method that organizations and groups use to think critically about what is required to bring about a desired social change.
Results should be based on a sound Theory of Change (ToC) that will guide the different phases of programme/ project implementation.

13. CCA Indicators
For reals???

14. CCA M&E Indicators
Indicators must fit and be consistent the context and purpose of the M&E
Typical logic model:
Baseline > (intervention) > Output > Outcome >> IMPACT
< Indicator >
Since CCA is complex – requires causal pathway from a good ToC

15. Results (outputs & outcomes), Further Requirements
CCA M&E Indicators
Indicators must fit the context and purpose of the M&E
Progress
Effectiveness
Learning
Process,
Results (outputs & outcomes), Further Requirements
Context and Purpose

16. Results (outputs & outcomes), Further Requirements
The monitoring of adaptation can examine, on an on-going basis, one or several of the following aspects:
progress made in implementing planned initiatives that directly or indirectly affect the level of climate resilience or the capacities to develop and implement adaptation policies, plans and strategies, known as adaptive capacity
changes in the enabling environment in place for adaptation actions and adaptive capacity,
trends in exposure and vulnerability to climate-related hazards,2 or realised impacts of climate events,
tracking financial or non-financial resources spent on adaptation initiatives.
The evaluation of adaptation is a periodic assessment to answer one or several of the following questions:
Are adaptation action(s) on track to meet pre-defined objective(s) and why/why not?
Are resources spent efficiently allocated?
Are these actions effectively reducing climate risks and how are they doing so?
Progress
Effectiveness
Learning
Process,
Results (outputs & outcomes), Further Requirements
Context and Purpose
INDICATORS?
Source: Lola Vallejo, OECD/IEA (2017)

17. CCA M&E Indicators
Process versus outcome indicators. ETCACC, as cited by Spearman and McGray 2011: 33
Do keep in mind though that there are some gray areas in their difference
“Hybrid” suite of Indicators in necessary!
“Do bear in mind that the difference between an outcome and a process indicator is not always hard and fast, and can depend on what the programme objective is. For example, ‘number of people trained’ might be an outcome indicator if the programme objective itself is to conduct trainings. However, if the programme objective is wider in scope (e.g. capacity building), then ‘number of people trained’ could be a process indicator”.

18. Think about this:
# of VG assisted?
# and Info on Scalable results?
# of New technology/innovation adopted or used?
Amount of resources used? (External and internal budget)
Reduced risks of men and women and other vulnerable groups (children, elderly and persons with disability) from climate disasters
How effective and efficient were the practice to lead to the larger outcome/goal ?
CCA & DRRM practiced by communities and sectors at all levels
% of LGUs and communities practicing CCA and DRRM
Conduct provincial-level vulnerability and risk assessment
Mainstream & implement CCA-DRRM in the local plans based on information from vulnerability and risk assessment
Number of LGUs with VRA
Number of LGUs with CLUP and CDP with mainstreamed VRA
Number of LGU personnel trained on conducting VRA
Existence of a Policy guide to mainstream VRA in local plans
Number of Institutions available to support LGU VRA process
Number of CCA projects identified
Number or Existence of methodological tools and guide for VRA
Existence of Climate Information/Parameters developed for use of LGUs
Number of CCA projects budgeted and implemented

19. CCA M&E Indicators
Timing and Frequency of monitoring is important for progress tracking;
Evaluation cant be one-off because of the “learning” agenda
“No one set of adaptation indicators or single type of M&E system will work for all adaptation interventions. Indicators must be chosen based on the relationship between planned adaptation activities and the socioeconomic, environmental and climatic context in which they will be implemented” (Spearman and McGray, 2011)
M&E Indicators should be owned and understood by “all actors” – source, coordinator, users/learners

20. CCA M&E Indicators

21. Operationalizing/Implementing the M&E Plan
Here we go… let’s go!

22. Resources for CCA M&E

23. CCA M&E Framework and Plan
Written and accepted M&E Framework for CC Adaptation and Mitigation
Assist in understanding and analyzing a programme
Help to develop sound monitoring and evaluation plans and implementation of monitoring and evaluation activities
Articulate programme goals and measurable short, medium and long-term objectives
Define relationships among inputs, activities, outputs, outcomes and impacts
Clarify the relationship between programme activities and external factors.
Demonstrate how activities will lead to desired outcomes and impacts, especially when resources are not available to conduct rigorous impact evaluations. They often display relationships graphically.
(PATH Monitoring and Evaluation Initiative)

24. CCA M&E Framework and Plan
M&E (and Learning) Plan
the tool to perform the M&E tasks and actions
contains and presents conceptual measures and definitions, along with baseline data;
the monitoring schedule;
lists the data sources to be used;
cost estimates for the monitoring and evaluation activities;
a list of the partnerships and collaborations; and
a knowledge capture and dissemination of the information and learnings gained

25. Thank you for your attention!
“Practitioners should recognize that not all development is adaptation and not all adaptation leads to development”.
“There is a possibility that development activities may inadvertently exacerbate the effects of climate change more than taking no action”.
(Spearman and McGray, 2011)
M&E plays a key and important role in learning and sustainably linking CC actions to development
End of Presentation
Thank you for your attention!