Sheladia Associates, Inc.

The Federal Democratic Republic of Ethiopia has received loan and grant funds from the African Development Fund (ADF) towards financing of the Agriculture Sector Support Project (ASSP). The overall sector goal is to contribute to poverty reduction in Ethiopia. The specific project objective is to improve rural livelihood and food security through promotion of small-scale irrigation, water harvesting techniques and integrated ecosystem management. In order to achieve these objectives, the project will have the following five components: 1) Small Scale Irrigation Development; 2) Water Harvesting; 3) Crop Development and Marketing; 4) Integrated Ecosystem Management; and 5) Capacity and Institutional Development. Given the importance and size of this 5-year project, a Monitoring and Evaluation System is to be developed to permit feedback of lessons learned during implementation for improved effectiveness and efficiency.

The project is establishing an effective M&E cell within the PCU to set up an appropriate mechanism for data collection and monitoring and evaluation of project activities. It will particularly monitor the impact and effectiveness of ADF grants. The M& E specialist is responsible for guiding the overall M&E strategy and implementation of related activities within the project and via partners, plus providing timely and relevant information to project stakeholders. This entails close communication with all involved in M&E design and coordination: core Project and partner M&E staff; representatives from the steering committee representatives from primary stakeholder groups (woredas); and the National Project Coordinator, external consultants and field staff when appropriate, plus members of external M&E-related missions. Critical tasks for the M&E coordinator are setting up of M&E system and ensuring effective implementation by key stakeholders (primary stakeholders and implementing partners). This is undertaken through joint development of shared M&E system based on existing formal/informal mechanisms and systems among key stakeholders. This needs to be supported by facilitating stakeholders to value, have appropriate capacities for and undertake their own M&E activities, and to link these into an overall assessment of project progress and needed actions. Among indicators for monitoring grant effectiveness are number of households provided with drinking water and household water harvesting techniques, reduction in livestock mortality among beneficiaries of RWH, incremental incomes from backyard gardens, and inventory of increases in household assets. Others are number of farmers, DAs and technicians trained and area of degraded areas rehabilitated and conserved. The M&E Specialist reports to State Minister and Chairman of the Project Steering Committee through the National Project Coordinator. He works closely with Project Component Heads both at MoARD and in Regions and is setting up a system of information gathering, monitoring of performance and measuring of impact from the Woredas up to the Ministry. He consults when making decisions, including consultations with partners and primary stakeholders, when it comes to consensus on methodology and on analysis of M&E data implications. He is responsible for compiling and consolidating quarterly and annual reports for submission to PSC, MoFED, and the Bank through the National Project Coordinator. Specific Responsibilities include:

• Set up of M&E Cell
• Help revise project log frame matrix, particularly objective hierarchy, indicators, and monitoring mechanisms
• Assistance in development of AWPB
• Development of overall framework for project M&E, for example, annual project reviews, participatory impact assessments, process monitoring, operations monitoring and lessons-learned workshops
• Guidance of process for identifying and designing key indicators for each component, to record and report physical progress against the AWPB (Also steer process for designing format of progress reports)
• Guidance of process for identifying key performance questions and parameters for monitoring project performance and comparing it to targets (Design of format for such performance reports)
• Clarification of core information needs of central project management, steering committee, funding agencies and cooperating institution
• With stakeholders, set out framework and procedures for evaluation of project activities
• Review of quality of existing social and economic data in project area, collection methods, and degree to which it will provide good baseline statistics for impact evaluation
• Based on review of existing data, preparation of TOR for design and estimate for baseline/needs assessment surveys
• With implementing partners, review existing approaches and management information systems and agree on any required changes, support, and resources
• Identification of other M&E staff needed by project to contract (Guidance with recruitment)
• Recruitment, guidance, and supervision of organizations contracted to implement special surveys and studies required for evaluating project effects and impacts
• Ensuring that all service provider contracts include specifications for required internal monitoring, reporting systems, and penalties for failure to report as specified
• Development of plan for project-related capacity building on M&E for any computer-based support that may be required
• Organization of and training with stakeholders in M&E skills, including participatory aspects.

Implementation of M&E:

• Based on Annual Work Plan and Budget (AWPB), in particular program budgets, design of framework for physical and process monitoring of project activities
• Guidance to staff and implementing partners in preparing their progress report (Analyze reports for problems and actions needed, and prepare consolidated progress reports for project management to submit to relevant bodies in accordance with approved reporting formats and timing)
• Review of monitoring reports, with analysis for impact evaluation and identification of cause of potential bottlenecks in project implementation
• Collaboration with staff and implementing partners on qualitative monitoring to provide relevant information for ongoing evaluation of project activities, effects, and impacts
• Fostering of participatory planning and monitoring by training and involving primary stakeholder groups in M&E activities,
• Identification of needs and preparation of TORs for specific project studies
• Ensuring that project monitoring arrangements comply with project loan and grant agreements and in particular provisions are fully observed in design of project M&E
• Information of and external supervision and evaluation missions-of funding/other agencies-by screening and analyzing monitoring reports as well as by furnishing direct personal knowledge of field situation
• Organization and provision of refresher training in M&E for project and implementing partner staff, local organizations, and primary stakeholders,
• Planning for regular opportunities to identify lessons learned and implications for project’s next steps (Participation in these events when possible).

Communication:

• Preparation of reports on M&E findings, as required, working closely with financial controller, technical staff and implementing partners
• Regular field visits to support implementation of M&E and to identify where adaptations might be needed
• Guidance of regular sharing of outputs of M&E findings with project staff, implementing partners, and primary stakeholders
• With accountant, provision to national project coordinator of required management information
• Regular reports to project steering committee, highlighting areas of concern and preparing documentation for review
• Checking that monitoring data are discussed in appropriate forum and timely in terms of implications for future action (If necessary create such discussion forums to fill any gaps)
• Participation in external missions and facilitation of mission team members’ access to M&E data and to stakeholders.