Towards a Participatory Monitoring & Evaluation System for the Eastern Cape Province

1. Towards a Participatory Monitoring & Evaluation System for the Eastern Cape Province ECSECC Action Plan

2. Introduction • Background & context • Key lessons learnt • Key objectives • Impetus to the ECM&E System • Key projects for development & funding • Financing • Key Stakeholders • Constraints & solutions • Action plan monitoring mechanisms • Key resources • Conclusion

3. Eastern Cape M&E System

4. Background & context • ECSECC’s role & responsibilities • Deficiencies in current M&E systems • Demand-supply equation • Coordination structures- ECMERG, TTT

5. Project Cycle Phases Monitoring

6. M&E and Project Cycle [IFAD Guide]

7. Key lessons learnt • Structured involvement of relevant stakeholders at different levels of programme cycle. • Stakeholder analysis and participation • PLA principles, methodologies and tools: e.g. RAAKS, PRA, LFA- log frame, rich pictures, visioning, problem /objective tree, role plays, matrix analysis. • Use of log frame and other participatory tools in situation analysis • Use of decision matrix /matrix rankings • Delineating process issues from necessary supporting conditions.

8. Key lessons learnt 2 • Experiential learning cycle • Joint planning and shared learning, public reflection and coordinated action. • Cyclical and spiral nature of action learning. • Organizational learning: barriers to learning & stimulating organization/social learning • Processes and sequenced learning events and their relationship

9. Key Objectives • Efficient cluster programs tracking; • Contribute to the attainment of quantified objectives of the PGDP; • Improve programme/project management; • Improve planning and projections; • Improve information gathering, management, analysis and dissemination;

10. Key Objectives 2 • Increase efficiency and capability of M&E staff; • Increase participatory and consensual development process; • Contribute to the development of accurate, relevant & easily retrievable streamlined data; • Increase coordination and efficiency; and • Reduce duplication in data collection and management.

11. Impetus to the ECM&E System • Most stakeholders are excluded not only from planning but from reflective action as well; • Baseline data is often not generated; • Ill-defined indicators and objectives; • There are budget over/ under-runs by departments with no proper explanation; • Strategic planning cycle is not in unison with other planning cycles; • Funds and programmes are not properly accounted for;

12. Impetus to the ECM&E System 2 • Impact of most programmes not known; • There are no design and implementation guidelines; • Often M&E function is not integrated in project management; • There is lack of commitment and incentives; • Irrelevant and poor quality information is generated; • Limited staff capacity; • There is no active engagement with generated data.

13. Key projects for development & funding • Stakeholder analysis and participation • M&E information needs assessment in provincial departments & stakeholders • Baseline studies for departmental programs • Planning and indicator generation [strategic – implementation plans] • IT hardware and software engineering [incl. database development] • M&E Course design and development [phase one] • Capacity development • Publications and communication [incl. reflective learning]

14. M&E Pillars

16. Financing

17. Communities of practice • ECSECC /Office of the Premier (OTP) • ECMERG • M&E Technical Task Team • Government departments (planning and M&E units) • ECYC • ECNGOCO • IMT • Organised business • Treasury • SALGA • Legislature • COSATU (labour) • RIDA • IPSP • IGF • Development Bank of Southern Africa (DBSA) • Universities (Fort Hare, Natal etc.) • M&E networks. • DIMS

18. Constraints & solutions • Fragmented provincial M&E environment < > level the fragmented M&E environment • Uncoordinated M&E environment in South Africa < > communicate, consolidate vertically • Poor national and district level M&E linkages < > participate in integrated forums • Changing information requirements < > review & incorporate current & future trends. • Political agenda and outputs not factored in planning process < > consider in all planning cycle phases

19. Constraints & solutions 2 • Stakeholder mobilization & participation not comprehensive < > identify and engage with other stakeholders. • Personnel shortages in provincial government < > identify and reorient existing personnel and make use of secondments from departments. • Time for participation is short & clashes with other activities < > consolidate diaries & plan in advance. • Financial constraints < > mobilize from existing budgets & write proposals to already known & interest donors. • Magnitude of stakeholders and coverage area too big < > package participation into digestible groups with adequate representation and roll out programme in phases.

20. Monitoring & Evaluation

21. Action plan monitoring mechanisms • Bi-monthly meetings and reports to Technical Task Team. • Monthly meetings and reports to Eastern Cape monitoring and evaluation. • Stakeholder workshops to provide feedback and reflect critically. • Office of the premier who are the overseers of all provincial government programmes. • Network partners such as UNDP, Free State Province and Universities of Fort Hare & Natal. • Feedback loops by the core technical task team through the intra-net system within the province. • Group discussions and feedback through other tools.

22. Monitoring Action Plan

23. Monitoring levels Direct Risks

24. Key resources • Secondments from departments • Additional personnel at ECSECC • New institutional arrangements for planning, implementation, management and monitoring & evaluation • Departmental contributions • DBSA • IPSP • ECSECC

25. Key resources • PIGITO Council • OTP • UNDP • Free State province • RIDA • DIMS • Universities • DBSA

26. Conclusion • Integration of key lessons learnt • Situation analysis • Stakeholder identification & participation • Multiple processes • Vertical-horizontal linkages • Methodologies & tools to all departments • Project proposals • Adequate resources

27. What I will do • Reconnaissance work • Assume overall responsibility for the development of the M&E System; • Prepare work schedule; • Advance review of departmental plans with clear indicators; • Meetings with key officials in departments & other stakeholders;

28. What I will do • Provide inception reports to cluster groups, ECMETT & TTT; • Present draft PM&E design to ECMETT; • Organize consultative workshop(s) to review proposed design; • Provide project management support to M&E processes; • Develop operational guidelines and work plan for M&E; • Piloting the M&E system; and • Preparation of final report for critical reflection.