Annual performance reviewWORKSHOP

1-4 March 2009Bangkok, Thailand

Building country M&E capacity to manage for and report on results

The problem: Reporting results

• Projects generally report on activities and outputs, BUT did not generate evidence of achievement of objectives - RESULTS.

• Without this evidence IFAD and Government have to assume that outputs have resulted in objectives, supported by anecdotes from individual interviews.

• Development partners said they knew little of what IFAD is doing and what its projects achieve.

The Bangladesh response

IFAD’s programme in Bangladesh has generated project outcomes and impact. This has been measured by:

• Sample surveys on project impact: three final surveys, two mid-term surveys, three baseline reports.

• Case studies to illustrate impact on individual participants

• Project reporting of data on micro-credit, fisheries, etc.

• Knowledge Attitude Practice surveys on effective of training

• Dissemination of results via country newsletters.

Example of impact reporting in COSOP MTR

Change in poverty – Aquaculture Dev Project (2000-2006)

Survey group Percentage in each poverty class Hard core poor Moderate poor All poor Non-poor Total Before

Project* 42% 10% 52% 48% 100%

Control 37% 13% 50% 50% 100%

Now

Project* 32% 11% 42% 58% 100%

Control 38% 10% 48% 52% 100%

Change

Project* -10% 0% -10% 10% 0%

Contol 1% -3% -2% 2% 0%

* total for all project groups weighted according to proportion of the population in each group source: BIDS impact survey, 2006

Example of impact reporting – COSOP MTR

Increase in asset ownership

Value of assets (Taka) Area of land (decimal)

Productive Household Owned land Operated land

Before

Project* 20396 11455 72 72 Control 19835 14272 108 75 Now Project* 36925 18140 75 83 Control 33057 18441 112 85 Change % Project* 81% 58% 4% 16% Control 67% 29% 4% 13%

* total for all groups weighted according to proportion of the population in each group source: BIDS impact survey, 2006

Example of impact reporting – COSOP MTR

Increase in land, livestock and farm equipment

Project Control Crop

before after change Before after Change

Own land 77.3 84.5 9% 87.6 87.8 0% Avg. cultivated land per h’hold (decimal)

Lease or share 12.9 33.0 156% 10.5 22.5 115%

Cattle/buffalo 0.9 1.8 101% 1.3 1.6 19% Sheep/goat 0.8 1.5 96% 1.0 1.2 15%

Livestock: average number per household Poultry 7.3 19.0 159% 7.8 11.1 43%

Thresher 0.8 5.6 626% 0.8 2.3 201% Weeder 9.4 27.6 192% 15.3 26.0 70%

Farm equipment: Percent of households owning

Shallow tubewell 8.1 18.7 131% 10.7 17.6 64%

Source: Impact study sample survey

What is needed to enable effective project M&E? Part A - Planning

Planning the project:

• M&E system design as an annex in IFAD Design Document

• M&E unit: independent unit within or attached to PMU with own staff down to field level, transport, computers etc.

What is needed to enable effective project M&E? Part B – Implementation Support

Implementation support: M&E specialists give hands-on support: •Plan and advise on M&E at project start-up or at MTR, •ToR for surveys and studies •Train M&E and other field data collection staff, •KAP training surveys •Writeshop (through ENRAP) to build capacity for case studies.•Review draft survey reports and interpret survey results.

What is needed to enable effective project M&E? Part C – IFAD missions

Supervision missions: • Pay specific attention to

performance of project M&E. • Prior to mission, project sent

blank tables for data on specific performance areas, such as micro-credit.

 

Design and completion missions:• Commission studies using

participatory tools which require expert facilitation.

Examples of blank tables

Credit and Savings (latest available data)

Sl.no Name of the Organization Loan from PKSF to PO (lakh) Loans from PO to members (Tk lakh) No. of running loans Net

Disburse Recover Outstanding Disbursed Recovered Outstanding Overdue male female Total Savings

(Lk)

1 TMSS

2 SDC

3 SSS

4 PPSS

5 Annesha Found.

6 POPI

7 Dak Diye Jai

8 Uddipan

9 NUS

10 HFSKS

11 CCDA

12 PBK

13 SDS

14 EWF

15 GUP

16 Sangkalpa Trust

17 PMUK

18 BEES

19 VARD

20 BDS

21 COAST-Trust

22 ICDA

23 GJUS

24 CARSA Found.

25 CDIP

Total

Examples of blank tables

Use of loans

During 2007/08 Average size of loans (Taka) Name of IGAs

Hardcore Moderate Total

Cumulative up to June 2008

During 2007/08 Cumulative Amount (Tk) Persons Amount (Tk) Persons Amount (Tk) Persons Amount (Tk) Persons hardcore moderate all all General livestock Chick rearer Parent breeder Poultry keeper Duck Keeper Feed seller Goat keeper Buck Station Cow rearing Beef fattening Broiler Layer Mini hatcherery Homested Total (General) Specialized Livestock

Poultry worker Dairy production Total (apecialised) Total(gen+spec.) Others Trade & shop Food processing Agric & veg Transport Other Grand total

Examples of blank tables

Training of Beneficiaries from POs Training provided during 2007/8 Training provided (cumulative from start of project to most recent date)

General Livestock Training Specialized Livestock Training General Livestock Training Specialized Livestock Training Sl no.

POs name

Hardcore Moderate Total Hardcore Moderate Total

Social Dev.

Training Hardcore Moderate Total Hardcore Moderate Total

Social Dev. Training

1 Annesha Found.

2 BDS

3 BEES

4 Carsa Foundation

5 CCDA

6 CDIP

6 Coast Trust

7 DDJ

8 EWF

9 GJUS

10 GUP

11 HFSKS

12 ICDA

13 NUSA

14 PBK

15 PMUK

16 POPI

17 PPSS

18 Sangkalpa Trust

19 SDC

20 SDS

21 SSS

22 TMSS

23 Uddipan

24 VARD

Total

What is needed to enable effective project M&E? Part D - Dissemination

Country Newsletters in English (two per year for last 3 years): •Target audience: donors, government, NGOs, consultants, academics. •Primarily distributed in electronic format, also printed

Country Newsletters in Bangla – planned to produce two per year • Target audience: field staff of project, partner agencies, local

authorities, communities and other stakeholders. • Contents – more news focused than English edition• Distributed as a printed version

Key messages to take home

• M&E is difficult and complicated, but it is not impossible.• Pick one approach and stick to it - same M&E design, costs and

approach for all projects in the country programme;• Stick to it for the long term - application of exactly the same approach

for many years;• Use the same M&E support team for all projects for the long term

(consistent messages, and relationship building);• Apply sufficient and regular annual IFAD M&E implementation support

budget for each project (40 consultant days per project; total budget of approx USD 36,000 per project or USD 6000/year);

• Invest in the M&E field officers.. Make sure they have the required equipment, transport and training..

• Ensure you send the same empty data tables to all projects prior to supervision missions for compilation.

• Ensure one of the M&E support team on each supervision mission.