Tools for Building Monitoring and Evaluation Systems in Public Works Projects

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1 Tools for Building Monitoring and Evaluation Systems in Public Works Projects Laura B. Rawlings Lead Social Protection Specialist Human Development Network World Bank 1 Making Public Works Work South South Learning Forum Arusha June 2010

2 Objectives of this session 1. Functions of Monitoring and Evaluation (M&E) Systems 2. Structuring M&E Systems for Programs 3. Monitoring and Evaluation Tools 4. Operationalizing M&E Systems 5. Quick Tips! 2

Accountability and transparency Information to track performance and report on progress to stakeholders, civil society Knowledge generation on

3 Objectives of Monitoring and Evaluation Systems Why do we need good M&E systems? Managing for results Information to improve decision making and steer development interventions towards clearly defined goals. Accountability and transparency Information to track performance and report on progress to stakeholders, civil society Knowledge generation on development effectiveness. Evidence on the outcomes of development programs There is no blueprint for an M&E system systems should be designed to reflect the needs of program managers, policymakers Simple approaches are often the best! 3

4 Principles of Management for Development Results* 5. Using results 1. Focusing the information for dialogue on results at learning and all phases of the decision making development process 4. Managing for, not by, results 2. Aligning programming, M&E with results 3. Keeping measurement t& reporting simple & cost-effective Tools for performance measurement to increase the effectiveness of development interventions Results-based M&E * Roundtable on Managing for Results in 2004

5 Objectives of this session 1. Functions of Monitoring and Evaluation (M&E) Systems 2. Structuring M&E Systems for Public Works Programs 3. Monitoring and Evaluation Tools 4. Operationalizing M&E Systems 5. Quick Tips! 5

6 The Cycle of Project Level M&E Engage stakeholders 2-Selecting Indicators Be Selective 1-Formulating Objectives 3-Setting Baselines and Targets 6 Promote Transparency 5-Reviewing and Reporting on Performance 4-Monitoring and Evaluation Communicate

7 1. Formulating Objectives: Using a Results Chain Results chains are a simple approach to mapping the causal logic/theory of change underpinning a program best used as a participatory i t tool, during project design basis for constructing a M&E approach which will test the validity of the theory of change A results chain answers 3 questions What are the intended results of the program? How will we achieve the intended results? How will we know we have achieved the intended results? 7

8 The Results Chain Inputs Activities t Outputs Outcomes Final Outcomes Financial, human, and other resources mobilized to support activities Budgets, staffing, other available resources Actions taken or work performed to convert inputs into specific outputs Series of activities undertaken to produce goods and services Products resulting from converting inputs into tangible outputs Goods and services produced and delivered, under the control of the implementing agency Changes resulting from use of outputs by targeted population Not fully under the control of implementing agency The final objective of the program Long-term goals Changes in outcomes with multiple drivers SUPPLY SIDE DEMAND + SUPPLY 8

9 Critical factors for defining results to be achieved Socio- economic context: Results sought by the program should reflect current needs and priorities Local Capacity: Existing skills, leadership, and management capacity will impact on what can be implemented to achieve expected results Resources: Level of resources will impact on what can realistically be achieved Timetable: Results framework should identify the results (changes) to be achieved in the life of the program

10 2- Selecting Key Performance Indicators 3- Setting Baselines, Targets Use Results Chain/Logframe as a guide Select indicators along the results chain (activities, outputs, outcomes) Be clear on use of indicators Be selective and work with stakeholders to ID best indicators Indicators should be SMART Specific: measure as closely as possible what you want to know Measurable: be clear about how it will be measured ttributable: logically and closely linked to a program s efforts ealistic: data obtainable at reasonable cost, frequency, and accuracy argeted: Specific to the program s target group Attributable Realistic Targeted Collect baselines, set targets 10

11 4 - Monitoring and Evaluation Monitoring A continuous process of collecting and analyzing information -- To compare how well a project, program or policy is performing against expected results -- To inform implementation and program management Often based on administrative data Navigation system tailored to different users Evaluation A selective, systematic, objective assessment of an on-going or 11 completed project, program, or policy, its design, implementation and/or results --To determine the relevance and fulfillment of objectives, development efficiency, effectiveness, impact and sustainability. --To generate lessons learned to inform the decisionmaking process. --Tailored to key questions Often based on specialized data, surveys

12 Indicator Planning Matrix Expected Results (Outcomes & Outputs) Indicators (with Baselines & Indicative Targets) Data Source Time or Schedule and Frequency Responsibilities Analysis and Reporting Resources End Use Risks Obtained From results How are Frequency Who is Frequency of Estimate of Who will What are the from development plan and results framework 12 framework data to be obtained? Source and Indicators location should also capture key priorities Example: such as through a capacity survey, a development review or and gender stakeholder meeting, etc. of data responsible for analysis, analysis resources availability organizing the method, and required and data collection responsibility of committed and verifying data reporting for carrying quality and out planned source? m&e activities receive and risks and review this assumptions information? for carrying out the What planned m&e purpose does activities? it serve? How may these affect the planned m&e events and quality of data? Source: Adapted from Handbook on Planning, Monitoring

13 Monitoring and Evaluation Tools Examples from Public Works Projects Monitoring Management Information Systems (MIS) Costs Coverage Service delivery Compliance Beneficiary profiles Financial data Spot check system Complaints and appeals systems Evaluation Financial, Operational audits Process evaluations Participatory evaluations Social audits Beneficiary assessments Community scorecards Targeting assessments Impact evaluations Cost- benefit analysis Expenditure tracking studies 13

14 Sources of Monitoring Data Tips! 14 Administrative Databases (MIS) Essential, but difficult to assure that they cover all relevant units (clients, customers, households, etc.) and that all the fields you need are filled in, and filled in accurately. Require a good deal of quality control; most likely to be accurate if the line workers and other agency personnel depend d on their accuracy for their daily work. Funding data Needed for efficiency and productivity measures, but difficult to know that they include all real costs for an intervention and do not include some funds actually going to other activities. Don t take at face value; probe knowledgeable people about what they contain. Spot Check Systems Good approach for verifying accuracy of Administrative/MIS data Can involve review of records, surveys of providers, beneficiaries and other stakeholders Can involved trained observation - works best on easily observed and quantified measures Complaints and Appeals Systems Good source of information for troubleshooting Not representative of projects or beneficiaries as a whole, so careful drawing conclusions Source: adapted from Burt. Greiner

15 Sources of Monitoring Data Tips! Don t always need complex computer systems! Dt Data can be generated td from hand-processed d forms at a local l or point-of-service level and aggregated and computerized at a provincial or higher level. The more frequently data are collected or processed, the more computerization and networking is desirable. Take advantage of routine tasks Use routine steps in the project and subproject cycle to gather and use key data, such as entering data on beneficiaries in MIS system to review targeting and program eligibility.

16 Sources of evaluation data Rigor/Difficulty (Cost/Time/skills)( ) Community Focus Interviews Group Interviews Key Informant Interviews Choice depends Direct Observation Review of official records 1. Issue to be examined One-Time Survey Census Panel Surveys 2. Quality of the information needed Impact Evaluation Validity Reliability Credibility Statistical i Emphasis 3. Time frame in which information is needed 4. Cost Source: Kusek, Karthouri

17 5. Reviewing and Reporting on Performance The Feedback Process: Program managers together with evaluation, planning and budget units can Review M&E results on a periodic basis Hold How are we doing? sessions Develop action plans/responses to results Are program changes needed? How will we continue to track progress? Report results to others Use information to inform program management, policy 17

18 Getting it done! Champions Inside the program managers and key stakeholders Outside the program policymakers; Ministries of Finance, Congress, budget offices; citizens, media Changing culture from threats to tools 18

Monitoring and Evaluation: the Foundations for Results

Monitoring and Evaluation: the Foundations for Results Laura B. Rawlings Lead Social Protection Specialist Human Development Network World Bank Beijing, China Impact Evaluation Workshop July 2009 1 Objectives