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Module 6 rev


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Module 6 rev

  2. 2. Internal monitoring arrangements and capacity EuropeAid• Internal monitoring is part of project management• Project reports should present the outputs of internal monitoring• It should be the first sources of information and data on the implementation of each project• Assessment of partner monitoring arrangements / systems and capacity should be a key starting point in establishing project monitoring arrangements• Primary aim is to build capacity and enhance sustainability – by promoting ownership and alignment• Need to avoid parallel/duplicated systems• Minimise transaction costs for the partner 2
  3. 3. Quality of project internal monitoring EuropeAidsystems• Key source of information for any monitoring exercise, particularly concerning how the project is impacting on target groups• Without sound project internal monitoring systems, quality of all other monitoring and evaluation exercises are compromised• Key elements of a sound internal monitoring system:Hierarchy of objectivesIndicators and targetsBaseline informationOperational work plans and budgetsInformation collection and management systemGood quality reports 3
  4. 4. Assess internal monitoring arrangements EuropeAidInformation needs• Who are the primary information users?• Have their information needs been identified and prioritised?Information sources and collection methods• What is the quality of available/existing information?• What is the source of available/existing information and who is collecting it? What are other donors doing?• Are responsibilities for information collection clearly identified and understood?• Are the existing formats for information recording and reporting adequate and are users clear about how to use them?• What are the most significant information gaps? 4
  5. 5. Assess internal monitoring arrangements EuropeAidAnalysis and use of information• Who undertakes analysis of the available data and information?• Is information being analysed and used at an operational level?• Is there a functioning review system? Does it involve the right stakeholders? Is it coordinated with all actors?Capacity and resources• What physical and financial resources are available for monitoring? Are these adequate?• What is the level of staff skills and their understanding of what is required? Are these adequate?• Is there scope for donor support to developing local capacity through providing technical advice, additional financial resources and/or training? 5
  6. 6. Project progress reports EuropeAidroject Progress reports from implementingpartners are part of the Internal Monitoring processhey are an important source of information, andoften trigger financial disbursement. Quality assessment criteria of Project Reportscould include:ligned with local systems?ser focused? 6
  7. 7. Project Progress report formats EuropeAid• ENPI CBC Projects should follow the format of PRAG• However their use should be approached with some flexibility– with the agreement of the Programme Manager the format can be adapted provided it respects the requirement of the basic information• Programme Managers can support improvements to existing formats and/or quality of content – by providing ideas, guidance, examples• Clear and constructive feedback on reports is the key starting point 7
  8. 8. The option for Joint Monitoring EuropeAid• Considering the different partners / stakeholders active inENPI CBC programmes / projects the option for JointMonitoring could be interesting and useful• Joint Monitoring means that not only the authorityresponsible for the action is involved, but also the ENPICBC HQ and local / central Governmental Authority wherethe action is implemented•JMON needs more precise preparation phase to have afull agreement from all stakeholders• You can start identifying and selecting projects adaptedfor JM and managing this process on an ongoing basis•Joint monitoring should entail joint field visits and preparingjoint reports missions and reports•It can be quite useful to increase dissemination andconsolidation of information 8
  9. 9. A brief view of Joint Monitoring EuropeAid• In the ENPI CBC environment ‘Joint Monitoring’ could be an exercise involving CBC JMAs and ENPI CBC HQ officials plus eventually some local government authorities• It should help generate better (not more) information about whether or not expected development ‘results’ are being achieved through joint investments.• Conducting joint / collaborative analysis and monitoring with managing partners will promote their ownership of the results• This will allow them to implement any needed capacity development / change management initiatives. 9
  10. 10. What Joint Monitoring needs? EuropeAid• Involves joint engagement in:(i) designing and planning the procedures;(ii) plan and perform field mission visits;(iii) the production of joint monitoring reports;(iv) results-oriented analysis and decision making.• Should be seen as an approach,• Not a substitute for more in-depth evaluations.• Test of Joint Monitoring are needed – because this emphasizes the need to learn by doing 10
  11. 11. Collaborative reviews and information sharingthrough Joint Monitoring EuropeAid• Provide structured opportunities for information sharing, reflection, learning and improvement of forward plans• Can be undertaken at different levels within project/agency management structure, and involving different groups of stakeholders• Should build on existing implementing authority review processes/arrangements• Task Manager can play important role in promoting effective review processes and outcomes 11
  12. 12. Regular collaborative reviews EuropeAid• Purpose (reflection, information exchange, problem solving, team building, planning)• Preparation (participants, timing, location, agenda)• Data/information collection and collation• Logistics (venue, transport, room set-up, secretariat support, catering, etc)• Effective chairing of the meeting• Planning for follow-up 12
  13. 13. Activity E - Internal monitoring arrangements and capacity EuropeAid • Small-group exercise • Core question: “How effective are the internal project monitoring systems” • Capacity assessment of implementing partner management and monitoring systems, • Inter-relation between the different levels of monitoring, • How to proceed for programme integrated monitoring system Introducing the H-Form (see separate information sheet) • Tackle this question from the perspective of an ENPI CBC programme Manager 13