VC M&E Module 1 - Clients of the M&E System
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VC M&E Module 1 - Clients of the M&E System

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  • -Identify clients: who are we talking about?
  • -Discuss internal vs. external clients-Emphasize meeting the needs of both: an important characteristic of M&E for value chains
  • -Briefly discuss what each of these materials will be used for
  • -Influence measuresthe M&E client’s relative level of authority or ability to affect project decision making.-Relevancemeasures the degree to which the project cannot be considered successful if needs, expectations, and issues of the client are not addressed.
  • Discusshigh influence/high relevance, high influence/low relevance, low influence/high relevance, and low influence/low relevance.
  • Results:-Projects frequently end up with a one-size-fits-all M&E system.-M&E frequently fails to function as a useful management tool.-By focusing strictly on requirements, projects often make little effort to understand what the donor’s information needs are resulting in projects frequently end up collecting and reporting more information than the donor needs or wants.

VC M&E Module 1 - Clients of the M&E System VC M&E Module 1 - Clients of the M&E System Presentation Transcript

  • VALUE CHAIN MONITORINGAND EVALUATION GUIDEMODULE1 M&E System Client Mapping
  • GETTING STARTED1May 22, 2012
  • GETTING STARTED Internal Clients External Clients Purposes Project management, decision Hold projects accountable for funds, making and planning, integration with gauge return on investment, other CARE interventions, partner determine the effectiveness of engagement, impact group development programming, assess participation, ensure accountability. achievement of development objectives, decide whether or not to initiate or scale a partnership with the project. Frequency Ongoing (Weekly, monthly, quarterly, Periodic (e.g., every 6-12 months) etc) Timeframe Short- and Medium-term Medium- and long-term Type Quantitative, Qualitative Quantitative (primarily), Qualitative Formality Formal (Standardized measurement) Formal (Standardized) Informal (Non-standardized measurement)2 Accuracy Reasonable accuracy Precise accuracy FlexibilityMay 22, 2012 Highly flexible in methods applied Less flexible in methods applied Attribution Expect information to establish Expect information to establish more
  • MATERIALS / INPUTS RECOMMENDED Flip chart paper Large note cards Markers Tape or ‘sticky stuff’3May 22, 2012
  • STEP-BY-STEP GUIDE • IDENTIFY THE CLIENTS 1 • PRIORITIZE THE KEY CLIENTS 2 • UNDERSTAND THE KEY CLIENTS AND MAP THEIR INFORMATION 3 NEEDS4May 22, 2012
  • STEP-BY-STEP GUIDE: STEP 1 Purpose By identifying the clients we will know who are affected by the project, who have influence or power over it, and who have an interest in its success.5May 22, 2012
  • STEP-BY-STEP GUIDE: STEP 1 IDENTIFY THE CLIENTS Internal Clients External Clients Project managers Donors Project staff Value chain actors Participants (Target groups, impact Implementing partners groups) Local communities and community Sub-grantees leaders Country office Business associations Program managers Community-based organizations CARE HQ Local and national government officials6May 22, 2012
  • STEP-BY-STEP GUIDE: STEP 1 COMPLETING STEP 1• Engage the participants in a brainstorming exercise to list as many potential clients as possible, both internal and external.• Add each client to an individual note card (preferably a big one) and make a stack of them7May 22, 2012
  • STEP-BY-STEP GUIDE • IDENTIFY THE CLIENTS 1 • PRIORITIZE THE KEY CLIENTS 2 • UNDERSTAND THE KEY CLIENTS AND MAP THEIR INFORMATION 3 NEEDS8May 22, 2012
  • STEP-BY-STEP GUIDE: STEP 2 Purpose •By categorizing clients on 2-by-2 matrix, we will be able to prioritize them by influence and relevance •How do we measure influence? •How do we measure relevance?9May 22, 2012
  • STEP-BY-STEP GUIDE: STEP 2 PRIORITIZE THE KEY CLIENTS Assign influence and relevance to each client as per the grid below: High KEEP SATISFIED MANAGE CLOSELY Understand the key interests of These are the highest priority these clients and ensure you keep clients of the M&E system. They them informed of any significant are central to achieving your goals changes (positive or negative) or and their information needs – potential challenges on those including the channels through issues. which the access information and the formats it comes in – will serve as the focus for the M&E design Influenc process. e LIGHTLY MONITOR KEEP INFORMED These clients are those that may These clients need to be kept like to know about the project but adequately informed. They can do not necessarily need to know often help inform tactics and often about the project. Typically, your represent actors you are trying to communications to other M&E influence (firms beyond your clients can ensure you reach this partners, local government Low audience without spending too agencies, etc.) to get them more much time on it. engaged in the project.10 Low Relevance HighMay 22, 2012
  • STEP-BY-STEP GUIDE: STEP 2 COMPLETING STEP 2• Create 2-by-2 grid on the wall using masking tape.• Participants place the index cards with potential clients on the grid base on the level of priority.• Facilitate a discussion and remain open to changes in client prioritization.11May 22, 2012
  • STEP-BY-STEP GUIDE • IDENTIFY THE CLIENTS 1 • PRIORITIZE THE KEY CLIENTS 2 • UNDERSTAND THE KEY CLIENTS AND MAP THEIR INFORMATION 3 NEEDS12May 22, 2012
  • STEP-BY-STEP GUIDE: STEP 3 Purpose After this step, we will know: •More about clients’ specific information needs and expectations. •How best to engage the key clients and communicate with them.13May 22, 2012
  • STEP-BY-STEP GUIDE: STEPCOMPLETING STEP 3 31. Divide key M&E clients (High/High) among small groups.2. Each group answers the following questions about each key client: Attribution Purpose To what degree does the client expect or need the Why does the data to be able to definitively attribute measured client want results to project interventions? Do they need Accurac information scientific accuracy or ‘plausible’ attribution? y What about the degree of project? accuracy Timeframe Type Is the client What types of does the interested in short- information? client term, medium-term, Qualitative? expect or Frequency long-term? Quantitative? Both? need? How frequently does the Flexibility Formality client expect / When considering How formal do the need information? methods, how flexible will information and the 14 the client be? information collection tools May 22, 2012 need to be?
  • STEP-BY-STEP GUIDE: STEP 3 COMPLETING STEP 3 (cont.)3. Results are presented and agreement reached on each keyclient’s information needs and expectations.4. The blank table provided at the end of the guide is used tocapture the information.5. A completed table from the ADAPT project in Zambia on thenext slide provides an example of this exercise. 15 May 22, 2012
  • CASE EXAMPLE Illustrative M&E Client Map from the CARE Zambia ADAPT Criteria AGRA Donors Project Project Staff MACO Field Agro Dealers Input Suppliers Staff Accountability Decision making on Planning Decision making Planning Improve business Fundraising funds allocation Marketing Reporting Research Provide better Decision making on Create interest & buy-in Product stocking & Feedback Extension service to farmersPurpose program scale up & other in future projects re-ordering services Enhanced network investments Build confidence and Area to service & linkages credibility Semi-annual Periodic Irregular Ongoing Quarterly OngoingFrequency Monthly updates Medium-term Medium-term Short-term Short-term Short-term Short-term (info)Timeframe Long-term Long-term Medium-term Medium-term Long-term (vision) Quantitative (data sheets) Quantitative (provide Quantitative Quantitative Quantitative QualitativeType Qualitative (human stories, proof, show results & Qualitative Qualitative pictures) success) Formal (semi-annual) Formal (proposals) Depends on use Formal Formal Informal Informal (monthly) Informal (info sharing & InformalFormality dialogue) *Depends on relationship with donor Inflexible (semi-annual) Less flexible (baseline & More flexible Very flexible on More flexible Very flexible Flexible (monthly) mandatory indicators) someFlexibility *Depends on project Less flexible on stage others High accuracy (semi- Reasonably accuracy Reasonable accuracy Depends on type Reasonable Reasonable annual) (informal) of information accuracy accuracy Higher accuracyAccuracy 16 (formal) May 22, 2012 *Unknown donor or proposal High attribution Preference for scientific Attribution not Attribution NA (report on Plausible attribution accuracy but plausible important important but not outputs only)
  • COMMON PITFALLSDiscuss what problems the following pitfalls may cause:•Projects do not prioritize clients nor try to understand their uniqueinformation needs.•Projects fail to consider internal clients and their information needsand how those needs differ with external clients’.•Projects often develop M&E systems with a single client in mind—thedonor, so as to satisfy external accountability requirements.17May 22, 2012
  • TEMPLATES AND SUPPORTINGMATERIALS M&E Client Prioritization Matrix High KEEP SATISFIED MANAGE CLOSELY . Influenc e LIGHTLY MONITOR KEEP INFORMED Low 18 Low Relevance High May 22, 2012
  • TEMPLATES AND SUPPORTINGMATERIALS Information Needs Worksheet Client Criteria Client Client Client Client Client ClientPurposeFrequencyTimeframeTypeFormalityFlexibilityAccuracyAttribution 19 May 22, 2012
  • QUESTIONS ? COMMENTS ?20May 22, 2012
  • Want to Learn More?Multiple ways to continue the discussion and continue learning:• Initiate a monthly session on the M&E guide and case studies from across CARE. Contact cpennotti@care.org• Join the Market Engagement Community of Practice on LinkedIn.• Join a task force to review and refine the universal 21 indicators. Contact nardi@careinternational.org May 22, 2012