1. MARKETS II M&E FRAMEWORK AND CHALLENGES Joseph Obado

2. Support the U.S. Government’s Feed the Future (FtF) initiative that addresses critical issues hindering the agricultural sector Increases agribusiness competitiveness and food security Helps farmers increase yields through on-farm technology Strengthens farming, businesses, and industries Designed to increase rural incomes in selected areas What is MARKETS II? Maximizing Agricultural Revenue and Key Enterprises in Targeted Sites II

3. Project Objective: Increased smallholder income from agricultural development promoted through enhanced private sector participation and investment MARKETS APPROACH

4. MARKETS II M&E Framework

5. M&E Mission for MII MII is widely recognized for being results oriented, performance driven and a learning program We achieve this by improving our ability to: Planning and tracking results Learning and improving the performance Communicating and Promoting results

6. Linkage of HQ M&E and the Field HQ M&E team provides support to M&E field team (Train, backstop, assist in M&E activities) HQ and Field M&E teams Participate in the preparation and implementation of the Monitoring and Evaluation plan (PMP) Supports major M&E activities in the field i.e. Baseline and follow-up surveys, impact assessment surveys, result-based project monitoring MII M&E team builds capacity of MII service providers, MII staff, MII partners to track rightful information

7. The Performance Management Process -MII Planning Monitoring Evaluation

8. The Performance Management Process Planning  What to do, when, who, how... then what to achieve  Prepare monitoring systems  Prepare evaluations Monitoring (monthly/Quarterly)  Track Outputs and/or Inputs of activities (Activity-Level)  When: During the intervention (implementation of activities)  How: On-going verification by the program Evaluation (Semi-annual)  Assess expected change in the condition of the beneficiary (Result- Level)  When: Before and after the intervention  How: Baseline, Mid-term and Final reviews  Communication  Show results and effects of the program  Share with beneficiaries, government departments, partners, sub- contractors etc.

9. M&E: Planning and tools Prepare/review the Strategy of the program: Results Framework (RF), causal model, Logical Framework Select and Document Performance Indicators: Performance Monitoring Plan (PMP)

10. Causal Relationship: Great Tool

11. M&E: Monitoring Mandate 1. Document Program Work Plan (inputs and outputs) Prepare Performance Management Task Schedule 2. Plan quarterly targets: Quarterly Performance Data Table 3. Ensure Data Quality: Prepare Data Quality Assessments 4. Assess and improve M&E capacity Prepare Performance Management Assessment Sheet

12. M&E: Evaluation Baseline Studies (2013) 1. Carry out a baseline study to know the “Before” scenario (Analysis on- going) Identify constraints and opportunities and adjust the design and implementation of the program Plan/review annual targets: Annual Performance Data Table (Review after baseline survey) Mid Term Reviews (2015) Assess progress toward meeting program objectives Improve the design and implementation of the program Final evaluations (2017) Assess progress toward meeting program objectives Results achieved and lessons learned

13. Communication of Results Prepare progress reports i.e.: (1) Quarterly and (2) Annual Prepare special reports i.e.: (1) Baseline and follow-up reports, (2) Assessments Success Stories: Documentation of results (Important) It educates our donors, our company, our partners, and the public on the difference that our work makes in the lives of our clients. It describes a positive change and shows how that benefits individuals, organizations, local governments and communities. Lessons Learned This is a generalized principle/lesson that can be applied in other situations. Use quantitative measures and documentation of results Communicate to beneficiaries and stakeholders

14. UNIQUENESS AND ROBUSTNESS OF MII M&E Show results/Impacts Verify information Communicate the results Defend outputs Strong M&E Support (PMU)

15. Why Effective M&E, KM and Data Use in MII

16. MII M&E Slogan As soon as the boss decides he wants his workers to do something, he has two problems: making them do it and monitoring what they do?.As soon as the boss decides he wants his workers to do something, he has two problems: making them do it and monitoring what they do?.” MONITORING

17. MII Strategy for Effective M&E o Ensures M&E system is robust, integrated and linked to enhance impact monitoring, quality control and evaluation to meet information needs of all stakeholders o Embraces RBM/MSC M&E oriented approaches- Manifest importance of demonstrating results

18. Key Elements of MII Platform Service Delivery Model

19. MII M&E Data tracking Model MARKETS II M&E Unit MII Directors (Output Indicators) MII Value Chain/ Sector Managers MII Contracted Service Providers MII Field Managers/ Co- ordinators/ Officers Direct M&E Activities (Impact Indicators) BaselineMid-TermEnd term Monitoring Activities (Cost, sales and production)

20. Challenges with M&E Some indicator definitions pose tracking challenges: jobs attributed to FtF implementation (one month continuous jobs difficult to find in agricultural programs). Definitions of USAID M&E terms confusing based on different settings/ countries/projects: Difficult to apply universally (definition of youths, vulnerable households, household type vs engendered HH type) Reliable and efficient tracking of larger program requires more staff and significant M&E budget Collecting up to date data from the private sector partners difficult (banks, agro processors). Threat of double counting in a big project

21. Challenges with MII M&E Impact evaluation: not easy to show counterfactual which is USAID requirement Efficient ICT in data management: Difficult to collect gross margin data. Difficult to uphold both quality and quantity of massive project deliverable requirements (M&E-quality; technical-numbers) M&E support from M&E subcontractor: proactive, timely and objective. Criticisms good but not 100% of the time DQAs in most cases look for negatives about the project to report: objective should be to improve systems

22. Thank you…