ANNUAL WORK PLAN YEAR 1

management outcomes, such as quality of service and equity of water distribution. That survey
will then feed into a final M&E report documenting the results of the project.
The purpose of the cross-cutting Monitoring and Evaluation (M&E) component of the project
is to provide IWRM II Project stakeholders with the information needed to track and manage
the project’s progress and assess its outcomes and impacts. The M&E activity integrates closely
with the eight project tasks and the four project objectives. Indicators used in the M&E process
will comprise both implementation indicators and outcome indicators. The former will measure the
progress of project implementation and will be keyed to project tasks, while the latter will assess
the outcomes of the project and will be keyed to project objectives.
The following steps will be taken in carrying out an effective project monitoring and evaluation
program:
• Review the applicable USAID Strategic Objectives and Program Components and
IWRM II project tasks and objectives.
• Review indicators used during IWRM I and illustrative indicators proposed for IWRM
II, together with project tasks and objectives, and develop a set of indicators to track
and assess IWRM II activities.
• Develop a comprehensive Performance Monitoring Plan (PMP) that identifies
indicators and benchmarks for determining progress and outlines approaches and
methods to be used in the M&E process.
• Conduct a baseline survey of farmers in the East Delta to establish pre-project
conditions, and periodic client satisfaction surveys across the 45 IWMDs to assess
quality of irrigation service.
• Work with Task 2.3, which aims to establish information management systems at the
district level, to harmonize outcome indicator information needs with data being
generated and stored in IWMD information systems.
• Establish implementation performance targets for years 1, 2, 3, and 4 of the contract
and clearly identify responsibilities for data collection and reporting.
• Compute values of outcome indicators at appropriate intervals and discuss results with
project stakeholders.
• Identify an appropriate institutional home for an ongoing system of performance
monitoring within the Ministry.
Key partners include the IWMU, USAID, the MWRI Water Distribution Center, and the nine
East Delta Directorates and 45 IWMDs.
3.4.2. PUBLIC AWARENESS, EDUCATION, AND COMMUNICATION SUPPORT
IWRM II will treat public awareness, education, and communications as a crosscutting tool to
support all its major activities. IWRM I worked closely with the MWRI Water Communication
Unit (WCU), building its capacity so that it now has capability to prepare a broad range of
communications materials. IWRM II plans to continue this partnership which has worked so
well.
IWRM I confirmed the importance of public awareness, education, and communication support
for capacity building, and for eliciting understanding and support for institutional reform and
the integrated water management concept. These will be major initiatives under IWRM II, with
a robust program directed at multiple audiences, including senior public sector policy makers,
water managers, BCWUA officials and members, the donor community, and the private sector.
IWRM II has reviewed communications, education, and awareness program during the work
plan preparation to ensure that needed support requirements for each project component are
Annual Work Plan Year 1(January–December 2009) 44