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 An
important step in efforts to build or strengthen
an M&E system is to map out an action
plan. This would ideally be based on an
in-depth understanding of the strengths
and weakness of existing M&E functions.
See Diagnostic Guides
It is important to note that each country
is unique, in terms of its starting point
and also in terms of the destination to
which it aspires -- much depends on the particular
uses of M&E information for which the
system is being designed. An action plan
would therefore be based on an identification
of opportunities to institutionalize M&E
in support of key government activities:
to support evidence-based policy-making,
particularly in the budget process; to support
results-based management of government programs
and projects; and to enhance transparency
and support better accountability. See Priority
for Government M&E Systems
Action plans would typically seek to build
on existing public sector reform work, including
related capacity-building. Action plans
would address issues such as identification
of M&E champions and the M&E roles
and responsibilities of central and sectoral
ministries. Training of officials and others,
including trainer-training, would also be
expected to be a component of most action
plans. (See IEG’s Evaluation Training
website) These plans might include
other components such as:
- A review or audit of administrative
data systems for producing and disseminating
monitoring information in key ministries.
- Identification of M&E priority
activities. When strengthening M&E
functions, it is important to focus on
cost-effective, fit-for-purpose M&E.
In the poorest countries there may be
a shortage of skilled personnel, data
and other resources. Such constraints
might be one of the reasons for more emphasis
to be placed on “low-tech”
M&E approaches, such as performance
monitoring indicators and participatory
poverty assessments, rather than rigorous
impact evaluations. There exists a broad
range of M&E tools, methods and approaches,
and it helps to understand the potential
cost-effectiveness of each. See What is
Monitoring and Evaluation (M&E)?
- A schedule of major evaluative activities
which would be undertaken, such as public
expenditure tracking surveys, service delivery
surveys, participative poverty assessments
-- this work would necessarily be linked
with efforts to strengthen the capacities
of national statistical offices.
- Options for engaging civil society
in M&E.
- Efforts to better coordinate donor
M&E activities within the government.
- Sector-specific actions, such as
a more detailed diagnosis for key sectors.
For a detailed checklist of options to
strengthen a government M&E system,
see
2002 Annual Report on Evaluation Capacity
Development, Annex B, Table B.1
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