Our philosophy on M&E - Remme Consult

Revision as of 11:46, 11 February 2015

Our view on M&E

An integrated approach to M&E - result-oriented monitoring and performance assessments that enhance the analysis of results and effects.
Major emphasis on knowledge-building and institutional learning - the establishment of a MIS.
Participatory M&E at the client- and community level.
The establishment of comprehensive planning and performance frameworks, baseline and indicators that facilitate the assessments of performance, effects and impact.
Looking for the unexpected.
Ensuring institutional sustainability - balancing information needs and capacity - keep it simple.

An integrated approach to M&E

Many M&E programmes show strictly segregated functions for monitoring and evaluation and put a major emphasis on monitoring. Usually the systems are highly target-oriented and focused on activity and input-delivery monitoring, i.e. measuring execution rates of activities, input deliveries and expenditure levels against set targets, budgets and milestones. This preoccupation with the execution rates is understandable given the fact that the programme administrators are held responsible by the authorities and donors for the implementation of the activities. Monitoring is thus perceived as a mechanism for providing accountability, but is insufficiently considered an instrument that supports institutional learning and that enhances the understanding of the processes that influence the implementation, the results, effects, impact and relevance of the interventions.

For this reason M&E is often regarded by programme implementers as a procedural requirement and control function that demands compliance, rather than an essential function that provides a basis for learning, decision-making and planning. The resulting lack of appreciation of the relevance and usefulness of data recording, affects the quality and reliability of the M&E findings.

Furthermore, such type of a monitoring system is not very explanatory. It shows whether or not the activities have been carried out according to plan but it does not explain the deviations, or qualify the activities and outputs, and it does not explain the factors that influence the implementation process. This can be highly misleading, especially for natural resource management programmes that follow a participatory planning process. The quality of the process and the capacity and awareness of the local community might be of much greater importance from an M&E point of view than the actual and timely achievement of the physical targets.

Result-oriented monitoring closes the gap with evaluation and enhances institutional learning of the executing agency and beneficiaries. However, it requires a different mindset on the role of M&E which should no longer be predominantly considered a control instrument but primarily a mechanism for improved planning and implementation. Stakeholders must be prepared to do a critical self-analysis and not be afraid of showing disappointing results if these might appear.

Result-oriented monitoring includes the following aspects:

Implementation progress - activities carried out and outputs (targets) achieved as compared to the plan, and expenditures
Quality of the implemented activities and achieved outputs
Processes – factors that influence the programme implementation, explanations on deviations, problems encountered, etc.
Actions taken to overcome the problems, changes in the programme
Results and intermediate outcomes

On the basis of result-oriented monitoring, more analytical assessments of results, effects, impact and relevance will have to be undertaken through evaluations.

Institutional learning - the establishment of a MIS

The systematic documentation of M&E findings and the development of mechanisms for effective, relevant and timely analysis, reporting, feedback, and utilisation of the information that is obtained through the M&E system is very important. Too often, M&E reports end up collecting dust in locked up drawers or filing cabinets. The main lessons learned from M&E exercises should form part of the institutional memory and be readily available. Therefore, even in a manual system the main findings must be stored in such a way that they are easily accessible. The appreciation of stakeholders of the collected information, types of analysis and methods of reporting, is a major determinant of effective M&E. Utilisation and exchange of M&E findings should be encouraged at all levels.

For analysis and aggregation purposes, the establishment of a computerised database or Management Information System can be very helpful as the data can be easily classified, related, grouped and analysed according to user-defined criteria such as periods, areas, types of interventions, problems, etc. However, the use and maintenance of a computerised MIS requires some capacity that might not always be available. A manual system might be developed in such a case.

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