Linking Project Design, Annual Planning and M & E

1. Linking Project Design, Annual Planning and M & E M & E links to project strategy The Logical Framework Approach The Annual Work Plan and Budget (AWPB) Setting up the M & E System

2. Importance of M & E • M & E should be seen as an integrated system of reflection and communication to support project / programme implementation • To create an effective system of reflection and communication the M & E system should lead to clear and regular learning for all those involved in programme / project strategy and operations. • The project strategy ( the plan for What will be achieved and how it will be achieved) is the starting point for the project implementation and setting up the M&E system

3. M & E links to project strategy • The strategy is the basis for working out the project operations required to implement activities efficiently and effectively. • The completion of project activities leads to a series of actual outputs,outcomes and impacts. • Comparing the actual outputs, outcomes and impacts with what was planned in the project strategy and understanding the differences in order to identify changes in strategy and operations is a core function of the M&E system. • A management tool that provides an overview of the project and its strategy is the Logical Framework (Log-Frame).

4. The Logical Framework Approach (LFA) • The logical framework (LogFrame) helps to clarify objectives of any project, programme, or policy. It aids in the identification of the expected causal links – the “programme logic” – in the ff results chain: - inputs, processes (activities), outputs (including coverage or “reach” across beneficiary groups), outcomes, and impact. • It also leads to the identification of performance indicators at each stage in this chain, as well as risks which might impede the attainment of objectives.

5. What is the Log-Frame used for? • During implementation the LogFrame serves as a useful tool to review progress and take corrective action. • Can be used to: - improve quality of project and programme design – i.e. by requiring the specification of clear objectives, use of performance indicators, and assessment of risks. - summarize design of complex activities. - assist in the preparation of detailed operational plans; and - provide the objective basis for activity review, monitoring, and evaluation.

6. Components of the LogFrame • The LogFrame consists essentially of four columns: - the objective hierarchy; - indicators; - sources for indicators; and - assumptions and risks • The main output of the project formulation phase is a draft strategy for the project which consists of an objectives hierarchy and a description of necessary implementation arrangements and resources needed.

7. 1. The objectives hierarchy • The objective hierarchy is the spine of the project strategy and describes how lower-level activities contribute to higher- level objectives / results (outputs), and how these, in turn, help achieve the overall project purpose(s) and goal. • If a hierarchy is not logical, then you may end up implementing many different fragmented activities that do not lead to clear output. Poor logic can most certainly lead to project failure

8. 2. Indicators and sources columns 2.1 Indicators: • Indicators are variables that measure inputs, processes, outputs, outcomes, and impacts for development projects, programmes, or strategies. They enable those involved with projects to track progress, demonstrate results and take corrective action to improve performance: - variable means its value changes from the baseline level at the time the project begins to a new value after the project and its activities have made their impact felt. - as a measurement it measures the value of the change in meaningful units that can be compared to past and future units, usually expressed as a percentage or number.

9. Indicators can either be quantitative or qualitative: - quantitative indicators are numeric and are presented as numbers or percentages; - qualitative indicators are descriptive observations and can be used to supplement the numbers and percentages provided by quantitative indicators e.g. “availability” of…; “existence” of….

10. 2.2 Sources • Data sources are the resources used to obtain data for M&E activities. Data are commonly divided into two general categories: routine and non-routine. • Routine data sources provide data that are collected on a continuous basis, such as information that clinics collect on the patients utilizing their services. Although these data are collected continuously, processing them and reporting on them usually occur only periodically, for instance, aggregated monthly and reported quarterly.

11. Routine data sources • Data collection from routine sources is useful because it can provide information on a timely basis. For instance, it can be used effectively to detect and correct problems in service delivery. • However, it can be difficult to obtain accurate estimates of catchment areas or target populations through this method, and the quality of the data may be poor because of inaccurate record keeping or incomplete reporting.

12. Non-routine data sources • Nonroutine data sources provide data that are collected on a periodic basis, usually annually or less frequently. • Depending on the source, non-routine data can avoid the problem of incorrectly estimating the target population when calculating coverage indicators. This is particularly the case with representative population-based surveys, such as a Demographic Health Survey (DHS).

13. Non-routine data have two main limitations: • collecting them is often expensive, and • this collection is done on an irregular basis. In order to make informed program decisions, program managers usually need to receive data at more frequent intervals thannon-routine data can accommodate.

14. 3. Assumptions and risks column • A big mistake in projects is to treat assumptions as “orphans” – when in fact they are the very backbone of projects as they specify the necessary conditions outside direct management control of the project that must exist for the project to achieve its objectives • The assumptions are an important tool for guiding the project strategy since identifying them helps you know if the project strategy has reasonable chance of success or is based on unlikely assumptions.

15. Checking them regularly to see which ones are risky for the project, updating them based on better understanding from expenses, and identifying new ones is critical for guiding the project strategy. • Keeping a close check on the validity of assumptions forms part of good M & E.

16. Key Steps in the Logical Framework Approach • establish the general scope or focus of the project; • agree on the specific planning framework, terminology and design process; • undertake a detailed situation analysis; • develop the project strategy (objective hierarchy, implementation arrangements and resources); • identify and analyse the assumptions and risks for the chosen strategies, modifying the project design assumptions that are incorrect or risks that are too high; • develop the monitoring and evaluation framework;

17. Developing the monitoring and evaluation framework • An M & E framework is derived from the key performance questions and indicators in column two and the main monitoring mechanisms in column three of the LogFrame. • But in order to do that, first, the project strategy as worded in the LogFrame matrix, must be translated into an operational annual work plan.

18. The Annual Work Plan and Budget (AWPB) The most important operational planning tool of a project is the annual work plan and budget (AWPB) which is a logframe- based description of a project . The AWPB includes: • Work Plan which guides daily implementation • Schedule or time plan: specifying when activities are to take place and in what order; • Budget: identifying the cost of each output and activity per component; • Personnel plan: identifying responsibilities , additional staff needs, staff training: • Material/equipment plan: requirements for each output and activity per component, including procurement.

19. Preparing the AWPB Basic steps: • take the activities from the revised project logframe matrix and list them in the first column of the work plan. • For each (sub-)activity, specify the following: milestone- what is to be done by when, who is responsible for implementing it and for checking it, when it should start and finish, staff requirements in terms of person-month, quantity of material and equipment needed, cost and cost category and important assumptions.

20. Check the plan by ensuring that the total cost is within the budget and that people are not overloaded or forgotten in terms of responsibilities. Also make sure that timing is realistic and consistent. You cannot have the same person or piece of equipment scheduled at the same time!

21. Setting up & implementing the M & E System The M&E system consists of four interlinked parts: 1. You start setting up the M&E system by identifying information needs to guide the project strategy, ensure effective operations and meet external reporting requirements. Then decide how to gather and analyse this information and document a plan for the M&E system.

22. 2. Implementing the M&E system • Implementing the M&E system means gathering and managing information - You can do this through informal as well as more structured approaches. Information comes from tracking which outputs, outcomes and impacts are being achieved and checking project operations (e.g activity completion, financial management and resource use). After information gathering and management starts, you will need to solve problems or will have new ideas for improving M&E plan

23. 3. Reflecting critically • Involve project stakeholders in reflecting critically - Once information has been collected it needs to be analysed and discussed by project stakeholders. This may happen formally – for example, by talking with farmers about ideas during weekly field visits. In these reflections and discussions, you will probably notice information gaps. These can trigger adjustments to the M&E plan to ensure the necessary information is being collected.

24. 4. Communicating the results • The results of M&E need to be communicated to the people who need to use it. Only then can you call the M&E system successful. This includes reporting to funding agencies but is much broader. For example, problems experienced by field staff need to be understood by their manager.

25. Project progress and problems must be shared with project participants so you can identify solutions together. Reports to funding agencies need to balance success and mistakes and, above all, be analytical and action – oriented.

26. Ultimately the results from M&E – both the communication processes and the information – will improve the project strategy and operations .Senior management is responsible for seeing to this with the support of M&E staff. Sometimes improvement can be immediate. For example, extension staff may be complaining one day about a vehicle maintenance problem, which the project manager can act on directly. Or there may be a need to change the sequence of certain activities, which the responsible unit manager has the flexibility to do.

27. But sometimes more extensive negotiations may be required between the project director, the supervising ministry, the cooperative institutions and the Dept. For example, if a supervision mission notices major problems with entire project component, such as micro- credit, changes to the loan agreement may be necessary.

28. Module’s main assignment Prepare an M & E Plan to organize monitoring and evaluation for the programme / project in which your unit is located.

29. Main assignment • Delegates should identify a programme / project in which they are involved in in their day-to-day work, or alternatively a programme / project in which their unit or section is located, get its annual plan document and related documents (e.g. operational plans, the 5-yr strategic plan, etc.) and develop M & E Plan for the programme or project.

30. M & E Plan components • It is expected that the developed M & E Plan will generally follow the ff structure: • Introduction • Programme description and framework • Detailed description of the plan indicators • Data collection plan • Plan for monitoring • Plan for evaluation • Plan for the utilization of the information gained • Mechanism for updating the plan

31. Ensure that your Plan adequately provides information on the ff: • The purpose and scope – why do we need M&E and how comprehensive should our M&E system be? • Performance questions, information needs and indicators – what do we need to know to monitor and evaluate the project in order to manage it well? • Information gathering and organization – how will the required information be gathered and organized? • Critical reflection processes and events – how will we make sense of the information gathered and use it to make improvements? • Planning for the quality communication and reporting – how and to whom do we want to communicate what in terms of our project activities and process? • Planning for the necessary conditions and capacities – what is needed to ensure our M&E system actually works?

32. Assignment submission • Delegates are urged to submit the assignment at the end of the final training block session (Block Four) but before the end of the Exam Block. • Submitting in the time stipulated above will ensure delegates’ marks are included in the final Course mark. • Please Note that marks for this assignment are critical in passing this module and achieving the competent status to allow the award of the certificate of competence at the end of the Course.