Outline No.

12

EXECUTIVE SUMMARY

With growing emphasis on participatory approaches towards development, there

has been recognition that monitoring and evaluation (M&E) should also be
participatory. Conventionally, M&E has involved outside experts coming in to
measure performance against pre-set indicators, using standardised procedures
and tools. In contrast, participatory monitoring and evaluation(PM&E) involves
primary stakeholders as active participants and offers new ways of assessing and
learning from change that are more inclusive, and reflects the perspectives and
aspirations of those most directly affected (WORLD BANK 2010b). This document
presents the different concepts related to PM&E, together with the steps and the
tools needed for the development of an effective and sustainable PM&E plan.

DEFINITION OF MONITORING

Monitoring is a continuous process of collecting and analysing information to

compare how well a project, programme or policy is being implemented against
expected results. Monitoringaims at providing managers and
major stakeholders with regular feedback and early indications of progress or lack
thereof in the achievement of intended results. It generally involves collecting and
analysing data on implementation processes, strategies and results, and
recommending corrective measures.
DEFINITION OF EVALUATION

Evaluation is the systematic and objective assessment of an ongoing or completed

project, programme or policy, its design, implementation and results. Evaluation
determines the relevance and fulfilment of objectives, efficiency, effectiveness,
impact and sustainability. An evaluation should provide information that is
credible and useful, enabling incorporation of lessons learned into the decision
making process of both recipients and donors

DEFINITION OF PARTICIPATORY MONITORING &

EVALUATION

Participatory monitoring & evaluation (PM&E) is a process through

which stakeholders at various levels engage in monitoring or evaluating a
particular project, program or policy, share control over the content, the process
and the results of the monitoring and evaluation (M&E) activity and engage in
taking or identifying corrective actions. PM&E focuses on the active engagement
of primary stakeholders (WORLD BANK 2010a).

Participatory Monitoring and Evaluation is one of many approaches to ensure that

the implementation of the different projects within the action plan ― or smaller
individual projects ― leads to the expected outcomes. As with all
other monitoring and evaluation elements, the process for PM&E has to be
prepared prior to project implementation (PHILIP et al. 2008).
The stakeholder groups typically involved in a participatory M&E activity include:
the end users of project goods and services, including both men and women at
the community level; intermediary organisations, including NGOs; private sector
businesses involved in the project; and government staff at all levels
(RIETBERGEN-McCRACKEN et al. 1998).

Principles of Participatory Monitoring & Evaluation

This problem might be recognised and solved by participatory monitoring and

evaluation. Source: WSP (2007)

Conventionally, monitoringand evaluation has involved outside experts coming in

to measure performance against pre-set indicators, using standardised
procedures and tools. PM&E differs from more conventional approaches in that it
seeks to engage key project stakeholders more actively in reflecting and assessing
the progress of their project and in particular the achievement of results (THE
WORLD BANK 2010a). Core principles of PM&E are (RIETBERGEN-McCRACKEN et
al. 1998):
 • Local people are active participants — not just sources of information.

• Stakeholders evaluate, outsiders facilitate.

• Focus on building stakeholder capacity for analysis and problem-solving.

• Process builds commitment to implementing any recommended corrective

actions.

STEPS IN THE DEVELOPMENT AND

IMPLEMENTATION OF A PM&E PROCESS

STEP 1: PLANNING THE PM&E PROCESS AND DETERMINING OBJECTIVES AND

INDICATORS

At this initial stage, the stakeholder groups to be involved in the planning of the PM&E process
must first be identified. Stakeholders must define the objectives of the PM&E, including what
will be monitored, how and by whom. The planning stage requires a lengthy process of
negotiation, contestation and collaborative decision-making among various stakeholders.
Identifying objectives and monitoring indicators can be the most difficult part of planning a
PM&E process. In some cases, a common set of indicators is developed, while in other instances
different stakeholder groups develop their own sets of indicators.

STEP 2: GATHERING DATA

Data collection can include the use of both quantitative and qualitative methods and tools.
Quantitative methods can include: community surveys; interviews; and observations.
Qualitative methods can include various participatory learning methods using
visual, interviewing and group tools and exercises.
STEP 3: ANALYSING DATA

While data analysis is often thought of as a rather mechanical and expert-driven task, PM&E
should be an opportunity to actively involve various categories of program stakeholders in the
critical analysis of successes and constraints and the formulation of conclusions and lessons
learned.

STEP 4: SHARING THE INFORMATION AND DEFINING ACTIONS TO BE TAKEN

However participatory the M&E process in Steps 1-3 is, not all stakeholders can be involved
in M&E data collection and analysis. In this step, the results of M&E activities are shared with
other stakeholders, and there is discussion of appropriate actions to be taken based on the
findings.

APPLICABILITY

Although monitoring and evaluation only becomes relevant once a project is up and running
(for example at regular intervals when results become available) it nevertheless has to be
considered prior to project implementation that is already in the planning phase (PHILIP et al.
2008).

ADVANTAGES

• Involving beneficiaries in evaluation increases its reliability and provides the opportunity
to receive useful feedback and ideas for corrective actions

• PM&E allows for flexibility ― Activities should be stopped or adapted when evaluation
makes it clear that they are not contributing to the intended improvements

• Strengthens ownership regarding successful outcomes of planned initiatives

 • Widens the knowledge base necessary for assessing and ― if required ― correcting the
course of action

• Increases the motivation of stakeholders to contribute ideas to corrective actions

• Creates trust in Local Government policy and action (provided that the stakeholders’
input is genuinely taken into account)

• Contributes to the learning of all involved

DISADVANTAGES

• Needs skilled facilitator to ensure everyone understands the process and is equally
involved

• Can be dominated by strong voices in the community (for example, men dominating
women in discussions, political, cultural or religious leaders dominating discussions and
decision making)

• Can be time consuming - needs genuine commitment

• Needs the support of donors as does not always use traditional indicators

• Those responsible for implementation of certain projects may not want the
administration or public to learn about failures or mistakes due to a fear of disciplinary
action. Evaluation should be conducted in a fair and constructive way (PHILIP et al.
2008)