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Report on the

Training of Monitoring and Evaluation staff of IFAD Projects in Gambia

JENOI, GAMBIA.

17th to 21st September 2012

The training was undertaken under contractual agreement between the Central Projects Coordination unit (CPCU), Ministry of Agriculture and the West Africa Rural Foundation. The training was funded by the following IFAD projects in the Gambia: Livestock and Horticulture Development Project, Participatory Integrated Watershed Management Project and Rural Finance Project.

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Table of Contents

Executive Summary…………………………………………………………………………………………………………………..3

Chapter 1. Background, Goal and Objectives………………………………………………………………………..4

Chapter 2: Training Programme and Sessions……………………………………………………………………….5

Chapter 4: M&E Challenges, Strategic Orientation and Way Forward....................................16

Chapter 3: Evaluation of the Training Support……….……………………………………………………………18

Annexes

Annex 1: List of Participants…………………………………………………………………….…………………………19

Annex 2: Training Programme…….……………………………………………………………………………………..20

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Executive Summary The training workshop targeted key M&E and project implementation staff of IFAD projects in

the Gambia, Focal Points providing support for project implementation and staff of the Central

Projects Coordination Unit of the Ministry of Agriculture. The overall goal of training was to

develop and strengthen capacities for effective and efficient monitoring and evaluation of IFAD

projects within the context of the Country Programme Approach (CPA). The specific objective

was to enable participants acquire and re-enforce knowledge in: results and Impact

Management Systems (RIMS); operationalization of project monitoring and evaluation systems;

participatory Monitoring and evaluation; M&E data collection, management and analysis;

reporting and communication in M&E; and ensuring M&E sustainability.

Adult learning and exchange modules combined a series of plenary and group sessions to

ensure effective participation in the training sessions. These sessions supported the

presentation and examination of key issues including: the strategic role of M&E in project

implementation, the RIMS framework, environmental and social performance monitoring and

evaluation, participatory M&E, management of the logframe matrix and M&E indicators,

operationalization of M&E systems, elaboration and management of the M&E plan matrix,

monitoring of the AWPB to support project management, the RIMS framework for evaluating

outcomes and assessing impact, RIMS reporting, communication, and sustainability of M&E

systems. The training concluded with a joint reflection by key M&E staff of the three projects

on the principal M&E challenges and strategic options for addressing key constraints.

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Chapter 1: Background, goal and objectives of the training

1.1 Background

Capacity building for project implementation staff and partners is an important element of the

overall strategy for improving the performance of IFAD projects in the Gambia. In the context of

its country programme approach, the CPCU has initiated an in-country training initiative to

provide implementation support key thematic areas. Technical support for the initiative is being

provided by WARF in light of its expertise in these thematic areas, comprehensive knowledge of

the implementation environment of IFAD projects in the Gambia and other countries in West

and Central Africa and the ongoing collaboration between WARF and IFAD projects in the

country.

Given its strategic importance in project implementation and the results-based management

framework adopted by IFAD, M&E was identified as one of the thematic areas of the current

capacity building initiative between the CPCU, Gambia IFAD projects and WARF. The theme was

selected in consultation with IFAD’s Country Programme Management office for the Gambia.

1.2 Goal and Objectives

The overall goal of training was to develop and strengthen capacities for effective and efficient

monitoring and evaluation of IFAD projects within the context of the Country Programme

Approach (CPA). The specific objective was to enable participants acquire and re-enforce

knowledge in:

Results and Impact Management Systems (RIMS)

Providing support for Results-Based Management (RBM)

Operationalization of project monitoring and evaluation systems

Participatory Monitoring and evaluation

M&E data collection, management and analysis

Reporting and communication in M&E

Ensuring M&E sustainability

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Chapter 2: Forum Programme and Proceedings

The training programme was divided into six thematic sessions, focusing on the development of

knowledge and the facilitation of mutual learning and exchange as per the goal and objective of

the programme. The training programme is attached in annex (Annex 1). Details of the

proceedings of the different sessions are discussed in the rest of this chapter.

2.1 Proceedings

SESSION 1: Official opening, introduction of participants, expectations and training objectives

The training programme was officially opened by a series of remarks by the representative of

the Regional Agricultural Directorate of the Lower River Region, the Coordinator of the Central

Projects Coordination Unit, the Project Coordinator of PIWAMP, the Project Director of LHDP,

the representative of WARF and the Project Coordinator of RFP. The speakers all emphasized

the importance of M&E and IFAD’s RIMS framework in providing support for effective results-

based management. The context of the training initiative within Gambia’s Country Programme

Approach was also highlighted. The speakers noted that the current training is part of a broader

capacity building arrangement between the office of the Country Programme Management,

CPCU, CPA team, individual project management teams and WARF.

A total of 23 participants, drawn from the project M&E and implementation staff, focal points

and the media (GRTS, Daily Observer, Soma Radio), then presented themselves and highlighted

their expectations from the training programme. Participants expectations centered on mutual

learning and development of capacities in: operationalization and management of M&E

systems; use of the RIMS framework for monitoring, evaluation and reporting; enhancing the

participation of communities and beneficiaries in M&E; environmental monitoring; and the

development of effective communication strategies. The list of participants is presented in

annex 1 of this report. The presentation of participants was followed by a presentation of the

goal, objectives and detailed training programme. The programme is available as annex 2 of the

report. The consistency between the expectations of participants and the training programme

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is a reflection of the extensive exchange that was undertaken during the initiation of the

training and the elaboration of the programme.

Session 2: M&E in Rural Development Interventions

The session focused on re-enforcing understanding of the role and importance of monitoring

and evaluation in the implementation of rural and agricultural development interventions. The

discussions placed emphasis on the following issues:

Session 3: Issues and Concepts

During this session, participants exchanged on the following key issues and concepts that are

important in monitoring and evaluating project performance: Inputs (resources), Activities

(Actions / work undertaken), Outputs (Immediate results/deliverables from actions), Outcomes

(Short and medium term effects of outputs) and Impact (Long term effects of intervention). The

RIMS framework for measuring and reporting results and impact was presented and discussed,

focusing essentially of the three levels of results as follows:

M&E in Rural and Agricultural Development Initiatives

Support system for effective management and reporting in project implementation

Assesses project performance in terms of resource use, activities, outputs,

outcomes and impact.

Provides relevant information to beneficiaries and all stakeholders engaged in

project implementation and management.

Critical information for donors, government, policy makers, etc

First Level Results: Outputs

Second Level results: Outcomes

Third Level Results: Impact.

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The hierarchy of results and results chain were then presented and discussed to enhance an

understanding of the linkages and inter-relations between project implementation and

performance in terms of the three levels of results.

During the exchanges, participants had a common understanding of the three levels of

measuring and reporting performance in the framework of RIMS. It was also emphasized that

RIMS is indeed component of the M&E system and does not necessarily encompass all elements of the

system.

Other issues presented and discussed with participants included environmental and social performance

monitoring. The participants from the National Environmental Agency (NEA) provided a briefing on

issues of environmental monitoring, whilst participants brainstormed on key aspects of social

performance monitoring. Specific project examples were provided to highlight the extent to which

environmental and social performance monitoring are currently integrated into the project M&E

systems. The session was concluded with an exchange on participatory M&E, focusing on its importance

in enhancing community and beneficiary participation and its complementarity with classic M&E

approaches.

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Session 4: Managing the Project Logframe and Performance Indicators

The session was on the management of the project logframe matrix, focusing on indicators for

measuring performance. The project logframe matrix, elaborated during project design or

appraisal, was presented as the intervention logic of the project. The logframe matrix

summarizes the relationship and linkages between the development goal/objectives of the

intervention, inputs/resources, activities/actions and results (outputs, outcomes and impact).

Performance indicators are also an integral part of the logframe, precisely describing the

instruments/variables for measuring progress or performance. It was also highlighted that the

logframe matrix identifies critical assumptions that will influence project implementation and

delivery of results. Following exchanges on these issues, the logframes of the three projects

were highlighted to demonstrate its various elements.

The discussions then focused enhancing a common understanding of the meaning, role and

importance of performance indicators in measurement. This was followed by an exchange on

the characteristics of a good performance indicator (specific, measurable, achievable, relevant

and time-bound). Other key issues for developing good indicators include reliability, ease and

cost of collection, potential for influencing change and potential for enhancing participation.

Characteristics of a Good Indicator

SMART Specific

Measurable

Attainable

Relevant

Time-bound

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Each of the projects was then invited to present examples of its indicators, covering the three

results levels as per the RIMS framework. Selected output, outcome and impact indicators of

each project were analyzed for SMARTness during group sessions, and the results of the

analysis were presented to the entire group of participants in a plenary session. The analysis

demonstrated mixed understanding the understanding and management of performance

indicators, especially at the outcome and impact levels. Detailed question and response

sessions were therefore used to clarify a number of issues in the management of outcome and

impact indicators for measuring performance.

Session 5: Rendering Monitoring and Evaluation Systems Operational and Functional This session focused on identifying and discussing key issues and challenges in the

operationalization of M&E systems. It was noted that all three projects have successfully

completed the design of their M&E systems, with different levels of operationalization and

functioning. Key questions for determining the functionality of the project M&E systems were

discussed and used to identify challenges in M&E management.

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Key Questions for Rendering M&E Systems Operational and Functional

Are the information needs clear?

Are we all in agreement on the indicators?

Are the sources of information clearly defined?

Have we identified all actors?

Are we clear and in agreement on the roles of the actors?

Do we have a general plan?

Do we have the needed resources?

Have we clearly identified tools/methods?

Do we have a clear mechanism for managing data?

Do we have a mechanism for data processing?

Is there a communication strategy and plan?

Is there a strategy for ensuring sustainability?

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Session 6: Elaboration of M&E planning matrices and monitoring of activities and outputs The initial elements of the sixth session dwelled on the importance of having a good M&E plan

and the elaboration of a planning matrix for monitoring and elaboration. Following the

discussion on the importance of planning in M&E, a planning matrix template was presented

and discussed in details, followed by presentations of project sample matrices which were

reviewed. Suggestions we made for the elaboration and/or improvement of project M&E plan

matrices. The exchanges revealed that some projects have planning matrices whilst others are

in the process of elaborating their first comprehensive M&E plans. The generic template is

presented below.

Subsequent exchanges on the monitoring activities and outputs revealed that all three project

M&E personnel were relatively comfortable with the procedures and have in place adequate

mechanisms for monitoring activities and outputs. Activity and output monitoring

arrangements identified included the use of systematic data collection sheets and extensive

Project:

Location:

Project number:

Component

Sub Component:

Beginning date:

End date:

PROJECT GOAL

Performance

Indicators

Baseline

Value

Total

Cost

Source Method of

Collection

Frequency of

Collection

Responsible

Information Use

PROJECT OBJECTIVES, KEY INDICATORS, TARGETS AND MONITORING ARRANGEMENTS

Activity: Means of Data verification

Q1 Q2 Q3 Q4

20XX Targets

Annual

Quality Control

Mechanism

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involvement of implementing partners in data collection. Some partners are also undertook

preliminary data analysis and submitted regular reports depending on contractual

arrangements. There is limited beneficiary involvement at this level, but all projects are

stepping up capacity development initiatives and modalities for greater participation of

beneficiaries in the monitoring of activities and outputs. Specific examples of what projects are

doing in this area (for example the use of village record books) were discussed during this

session.

Session 7: Monitoring the implementation of the annual work plan and budget (AWPB)

This special session was undertaken to assess the option of developing a simple analytical

framework for joint monitoring of the implementation of the AWPB by all personnel engaged in

project management (Coordinators, M&E staff, Component Heads/Managers and

Finance/Accounts). The rationale here is that periodic (quarterly) assessment of physical and

financial progress in the implementation of the AWPB is a useful support mechanism for project

management. When undertaken jointly by the PMU team, it will facilitate the identification of

challenges in project implementation and the elaboration of corrective measures to ensure that

targets are delivered as planned. The proposed analytical approach, containing three key

elements that jointly give an indication of progress in the implementation of the AWPB, is

presented below.

Session 8: Outcome Measurement in the framework of RIMS

Analytical Plan for monitoring progress in the implementation of the AWPB

PART A: Determining Progress in the physical implementation of Activities

Identify targeted value for each activity (extracted from the AWPB) Identify achieved value (what has been done during the period under review) Determine level of achievement (achieved value as a proportion of targeted value)

PART B: Determining progress in financial Achievement

Identify the budget allocated to the activity (extracted from the AWPB) Determine actual expenditure on the activity ( extracted from finance reports) Compute financial achievement (%)

PART C: Comparison of Physical and Financial achievements

For each activity, jointly identify ‘significant’ differences or gaps between physical and financial achievements, and agree on corrective measures for the next quarter where appropriate

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This session focused on taking participants through the procedure for measuring project

outcomes within the framework of RIMS. After initial exchange to further enhance the

understanding of outcomes, the concepts of effectiveness and likelihood of sustainability as the

criteria for measuring outcomes were presented to participants. This was followed by a plenary

presentation and exchange on the scoring system in measuring outcomes.

Key issues discussed included the use of qualitative and quantitative data in measuring

outcomes, the various sources of information, methods of analysis and the value of flexibility

and creativity in outcome measurement. Below is the RIMS scoring system for outcome

measurement that was presented and discussed during the session.

Source: Extracted from the IFAD RIMS Manual

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Session 9: Impact Assessment in project M&E The session explored impact as a third level result in the RIMS framework. The focus was on

context and issues in impact measurement in the framework of RIMS. Participants were initially

assisted to have a common understanding project impact, followed by a discussion on general

indicators for measuring impact. The importances of establishing a baseline/reference situation

as early as possible in project implementation was emphasized as an important element for

measuring and understand impact of project intervention.

The RIMS guidelines for the choice of indicators in impact assessment and their links to selected

millennium development goals were then presented and discussed. Other issues discussed

included the role of project M&E staff in preparing and undertaking impact assessment, quality

control and supervision of impact studies.

Source: Extracted from the IFAD RIMS Manual

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Session 10: Reporting and Communication in M&E Each project made a brief presentation of its reporting procedures as the basis for the session.

The presentations focused on: reporting requirements for each project; available support for

effective reporting; and challenges in M&E reporting. The projects reported similar reporting

requirements both to IFAD and government. The major challenges relate to RIMS, especially the

reporting of second level results. All projects have a good handle on reporting first level results,

with one project expecting to initiate its RIMS reporting effective 2012. The need for developing

concrete plans to ensure timely and accurate reporting was discussed with the three projects.

Given the nature of the challenges identified, the subsequent session briefly highlighted the

reporting format for RIMS first level results (outputs). Attention then shifted to the reporting of

send level results. Participants revisited the criteria for outcome evaluation (effectiveness and

likelihood of sustainability), the rating scale for reporting on second level results, the reporting

procedure, sources of information and finally analysis of information for outcome reporting.

Specific project examples were used to highlight RIMS level 2 reporting.

The session concluded with a discussion on the elaboration of a joint communication strategy

based on the Country Programme Approach. Such efforts would focus on enabling the three

projects to work together to identify successes and lessons that will be processed and

communicated through appropriate media outlets (documentary, CPA bulletin/policy Brief,

local radio panel discussions, etc).

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Chapter 3: M&E Challenges, strategies and the way forward The final session was devoted to an exchange between core project staff on principal challenges

in M&E management and implementation, strategies for addressing these constraints and the

way forward for effective M&E among IFAD projects in the country. The major issues and

recommendations are as follows:

1. M&E support during direct supervision missions (DSM): The team noted brought out

the need to include M&E support direct supervision missions as a means of identifying

and addressing project specific and CPA related M&E problems during these periods.

The team recommended that the CPM should consider the inclusion of an M&E expert

in the mission team as an element of the overall strategy for enhancing M&E

performance.

2. The team also strongly recommended a quarterly review and assessment of progress in

the implementation of the AWPB as an important management support mechanism.

The Coordinator, Component Heads. Finance/Accounts Heads and M&E team should get

together at the end of each quarter to jointly assess progress in the implementation of

the AWPB and develop corrective measures to ensure delivery of targets as appropriate.

3. The three projects will set up an M&E learning team (MELT) which will serve as a

platform and resource for exchange, learning and sharing of experiences in M&E. It is

recommended that arrangements be made with WARF to host and moderate this

platform through a one-year pilot technical assistance initiative with the CPCU/CPA.

Support will include an online M&E help desk for Gambia IFAD projects, direct support

to projects are required, and the provision of M&E expertise during direct supervision

missions.

4. Networking was identified as an important and critical element for building capacities. It

is recommended that resources available for networking be utilized to enable M&E staff

visit IFAD projects with reputable M&E systems in the region. The vast knowledge

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generated during the implementation of PASSE/PROSUME by WARF could be drawn

upon to identify and establish linkages with appropriate IFAD projects in the region.

5. The M&E teams of the tree projects should jointly engage in a visibility initiative in the

wake of the forthcoming regional forum to be hosted by The Gambia. Actions would

include the elaboration of visibility and promotion materials, including a short video

documentary if resources are available for this.

6. Where resources permit, the CPA should consider the participation of core M&E staff in

the anticipated training on project management. This will enhance efforts to address

cross-cutting issues that are important in project implementation

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Chapter 4: Evaluation of the training programme Trainees were requested to undertake an evaluation of the workshop and make specific

recommendations for improvements in the future. Participants were generally very satisfied

with the workshop in terms of the relevance of the themes, quality of presentations, the

interaction and participation of all trainees and the overall organizational modalities. The level

of satisfaction with the workshop facilities (hall, meals, electricity, etc.) however ranged from

average to unsatisfactory. Below are selected extracts of comments by workshop participants.

“I will like to thank the facilitator very well for the preparation he has taken to provide this type

of training. The topics delivered have increased my knowledge and understanding of the M&E

Officer’s duties and responsibilities. As for the venue of the training, I don’t think Jenoi is the

ideal place for such training workshops”

“The proceedings were clear and well understood. But for such an intensive workshop, there is a

need to have two facilitators instead of one”

“The information was prompt but after a day’s session everything was in order and adjustments

were made to suit the situation”

“I learnt a lot from this workshop. The level of participation was great. Issues highlighted were

very well presented by the facilitator. Food is good. I hope what has been learnt will be executed.

Generally the workshop was very educative”

“The whole process of the facilitation was excellent. The themes/topics treated were very

relevant and have added value to our day-to-day work. The RIMS reporting format and

reporting schedules as well as the requirements was also helpful”

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ANNEX 1: List of Participants

NAME INSTITUTION TEL.

1 Sheriff T.J.Sanyang LHDP 9966740

2 Abdoulie Touray LHDP 7431591

3 Mohamed Kebbeh WARF 22177616656

4 Noah Kujabi CPCU 9902614

5 Omar Baldeh RFP 6202779

6 Yusupha Nyassi RFP 9903610

7 Ramatoulie Hydara RFP 9905895

8 Maimuna sey RFP 9959218

9 Mariama Gomez PIWAMP 9926424

10 Alpha SEY FPC 9918647

11 John Sabally PIWAMP 9951709

12 Ebrima Ceesay PIWAMP 9788880

13 Bakary jammeh PIWAMP 9822527

14 Omar Cham PIWAMP/SLMP 9941311

15 Ebrima Jobe SWMS 9520400

16 Miki Jawneh PIWAMP 9908959

17 Pateh sowe PIWAMP 6642062

18 Borry mansa Demba NEA 9067179

19 Mamadou Edrissa Njie GYIN Gambia 3938929

20 Ebou Sambou Reporter GRTS 9844342

21 Salifu Touray Daily Observer 3510119

22 Jeero Maane PIWAMP 9937822

23 Sankung Jaiteh GAWFA 7979582

24 Ousman Jarju LHDP 9921124

25 Alieu Joof LHDP 9965038

26 Fadinding Darboe VAPEX 9756390

27 Sana Singhateh DOA/PIWAMP 6811943

28 Bakary.S. Dampha Soma Radio 6212445

29 Kevin A Baldeh DOA/PIWAMP 9894469

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ANNEX 2: Training Programme

DAY 1: 17/09/2012

TIME Theme/Topic

8:30-9:30 Registration of Participants

9:30-10:30 Welcome and opening address

Introduction of participants and their expectations

10:30- 11:30 Review of Goal, objectives, programme

11:30 – 12:00 Health Break

PART A: M&E Concepts and Issues

12:00 - 13:00 M&E in rural development projects and programmes

13:00 – 14:30 Lunch Break

14:30 – 15:30 Concepts and issues: RIMS, RBM, environmental/social performance monitoring

15:30 – 16:30 Participatory vs. classic M&E: Issues, complementarity, challenges

16:30 – 17:00 Wrap-up

DAY 2: 18/09/2012

TIME Theme/Topic

8:30-10:30 Managing the logframe/Indicators: 15 minutes introduction, 30 minutes for each project experience,

15 minutes wrap-up

10:30 – 11:15 Breakfast

PART B: Operationalising the M&E System

11:15 - 12:00 From the M&E architecture to the operational framework

12:00 – 13:00 Defining the needs and sources of information (project Experiences)

13:00 – 14:30 Lunch Break

14:30 – 16:00 Identifying M&E actors and defining roles: Project Experiences

16:00 – 17:00 Organization and coordination of actors for effective M&E (Project team work)

17:00 – 17:30 M&E System Sustainability

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DAY 3: 19/09/2012

TIME ISSUE

PART C: Monitoring Project Implementation: Inputs, Activities and Outputs

8:30 – 10:00 Planning for M&E

10:30-12:30 Monitoring the AWPB, activities and outputs: (Sample template and project documents)

12:30 – 13:45 Participatory M&E: What is being done or planned by the projects?

13:45 – 14:45 Lunch Break

14:45 – 15:00 Quality control in project monitoring

PART D: Measuring Outcomes and Assessing Impact

15:00 – 16:30 The IFAD Framework for measuring outcomes: effectiveness and sustainability

DAY 4: 20/09/2012

TIME ISSUE

8:30 – 10:00 Framework for Impact Assessment:

10:00 – 10:30 Breakfast

PART E: Reporting and Communication

10:30 – 12:30 IFAD reporting needs and formats: Annual RIMS reporting

12:30 - 13:30 Communication in M&E: importance, needs, audiences

13:30 – 14:45 Lunch

14:45 – 15:30 Communication strategy

DAY 5: 21/09/2012

TIME ISSUE PART F: M&E challenges and strategies

8:30 – 9:30 Project M&E challenges and support needs

9:30 – 10:30 Elaboration of strategy for addressing challenges

10:30 – 11:00 Conclusions, recommendations and closing