Workshop Report pdf - IFAD

inputs (activities) → outputs → outcomes → impacts
The best results-based management practices include the following:
• A clearly defined logical framework with targets;
• A results-oriented Annual Work Plan and Budget;
• An M&E system that informs project stakeholders on project performance and
issues;
• A project management that learns from M&E data and take correction actions;
• A project management that is responsive to changes in the environment; and
• A project that documents and shares lessons learned.
This requires regular data collection and analysis based on a pre-determined list of
indicators, with the following being the main possible sources of information: project
records (activities); service providers records; community/beneficiaries records; field
visits/observations; surveys; interviews; and focus group discussions. Data collected but
not used is wasteful and should be avoided. Both quantitative and qualitative data are
important.
The IFAD Results Information Monitoring System (RIMS) utilizes surveys undertaken during
three phases of the project’s life: baseline survey; mid-term survey; and completion
survey. Annual reporting is done against a list of standard indicators.
Building country M&E capacity
Building country M&E capacity to manage for and report on results was the subject
presented by Mr. Nigel Brett, IFAD. The main problem is that projects report on activities
and outputs, but often do not generate evidence of achievement of results. Without this
evidence, IFAD and government have to assume that outputs have resulted in objectives,
which is not credible. If IFAD cannot prove it is having an impact, then why should donor
countries continue to provide support?
In Bangladesh, sample surveys at start-up, mid-term and completion have compared with
and without project situations, and have generated credible data showing attribution of
impact to IFAD projects. Data show significant change in poverty reduction: for example,
an increase in household assets of 58% during a six-year project compared with a
29%increase in control groups; or an increase of 159% in poultry numbers in target group as
compared to only 43% increase in control groups.
To enable the development of an effective M&E system, these steps are essential:
• M&E system should be designed and included in the IFAD design document;
• Keep the number of indicators to a minimum and make sure they are showing clear
links between outputs and impact through a results chain;
• M&E unit should be independent and attached to PMU, well staffed, and well
resourced (e.g., in Bangladesh there are six M&E field officers in each project);
• Ensure implementation support for M&E system start-up and regular follow-up
training;
• Select strong M&E consultants for implementation support and supervision,
preferably keeping the same consultants that designed the system through
implementation;
• Training of M&E staff should be done on continuous basis, including through
supervision missions;
8