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M&E in HNP Operations: Lessons Learned in South Asia

M&E in HNP Operations: Lessons Learned in South Asia. Benjamin Loevinsohn and Aakanksha Pande October 26th, 2006. Review of M&E in South Asia HNP Operations. A. Background & Methods B. Results C. Recommendations. Three Aspects of M&E.

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M&E in HNP Operations: Lessons Learned in South Asia

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  1. M&E in HNP Operations: Lessons Learned in South Asia Benjamin Loevinsohn and Aakanksha Pande October 26th, 2006

  2. Review of M&E in South Asia HNP Operations A. Background & Methods B. Results C. Recommendations

  3. Three Aspects of M&E • Measuring the results of World Bank financed operations – fiduciary obligation • Strengthening the capacity of governments to monitor the performance of their HNP sectors – the long-term solution • Impact evaluation – rigorously testing whether innovations actually make a difference

  4. Sampling • 12 South Asia HNP operations were selected using stratified random sampling. • Since India represents 60% of HNP operations, 7 of the 12 projects were from India • Indian sample was also stratified to ensure a balance between disease specific projects and state health systems projects

  5. Design of Study 12 projects/ 60 indicators Interview with TTLs PAD Aide Memoire PSR/ISR ICR Sources of Data AP BPL SR Reviewers Kappa Statistic

  6. Review of M&E in South Asia HNP Operations A. Background & Methods B. Results C. Recommendations

  7. Summary of Results • Indicators could be better selected (too many & too focused on inputs) • Data collection plans ok but could be improved • Data collection plans rarely implemented • Even when data is collected, not often analyzed. • Even when analyzed, not often used • Few controlled evaluations, even though many opportunities • Little attention to building M&E capacity

  8. Indicator Selection • Indicators are usually defined in a measurable way – 80% of the time. • Uncertainty about the selection of indicators, reasonable grounds for disagreement • Task teams need to keep a lot of people happy • Many indicators are “upstream” more than would make sense for attribution • Many indicators are chosen for each project avg. = 26, range 5 to 47 • Having more indicators leads to less data

  9. Evidence of “Indicator Inflation”

  10. Data Collection Plans • 33% of indicators had 5 attributes: • defined in a measurable way (80%) • clear method of collection (90%) • clear target (53%) • clear schedule (53%) • clear responsibility (73%) • Individually these attributes were clearly important to people

  11. Implementation of Data Collection Plans

  12. Data Collection • Baseline data rarely collected • Overall data collection plans were not implemented as designed • Inconsistent approach to data collection – sad examples • But, good examples of data collection do exist

  13. Data Analysis • Even when there was data, evidence of analysis existed only half the time • For only 27% of indicators was there any evidence of data being analyzed • Even when there was analysis, there was evidence of action 27% of the time

  14. M&E Capacity • Analysis of M&E capacity appears in PADs a third of the time • Little agreement among observers about presence of M&E capacity building plans (kappa = 0.18) • Lack of clarity on plans, implied not specified • Much of the effort focused on HMIS • Capacity building on M&E seen as important by World Bank staff

  15. Evaluation of Innovations • Half of projects contained at least 1 innovation • Innovations not clearly defined, sometime implicit • Explicit mechanism for evaluating innovation in 8% of projects • Only one project had a controlled design

  16. % of Children under 5 who were moderately or severely malnourished - BINP

  17. % of Children under 5 who were moderately or severely malnourished - BINP

  18. Little Progress of M&E Over Time

  19. Review of M&E in South Asia HNP Operations A. Background & Methods B. Results C. Recommendations

  20. Recommendations • Use of an M&E checklist during preparation and implementation • Select a set of indicators that TTLs can choose from • Provide technical assistance to task teams where needed • Dedicate staff to implement M&E • Build the M&E capacity of task teams through training

  21. Recommendations • Deal with all aspects of M&E: (i) M&E of the project; (ii) capacity building of Government; (iii) impact evaluation • Clear & consistent messages from management about importance of M&E i.e. Results-Based Management

  22. M&E Checklist(page 22 of Report) • Meant to be a guide for task teams • List of actions that should be considered during preparation and implementation • Part of QER package • Has been adapted for water supply, rural development, & education.

  23. Life is short. The art is long. --Hippocrates

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