MARKETS II

M&E FRAMEWORK AND CHALLENGES

Joseph Obado

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

Project Objective: Increased smallholder income from agricultural development promoted through enhanced private sector

participation and investment

MARKETS APPROACH

MARKETS II

M&E Framework

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

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

The Performance Management Process -MII

Planning Monitoring

Evaluation

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.

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)

Causal Relationship: Great Tool

M&E: Monitoring Mandate1. 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

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

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

UNIQUENESS AND ROBUSTNESS OF MII M&E

• Show results/Impacts

• Verify information

• Communicate the results

• Defend outputs

• Strong M&E Support (PMU)

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

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?.”

MONITORING

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

Key Elements of MII Platform Service Delivery Model

MII M&E Data tracking Model

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

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

Thank you…