Information collection and use - overview

The information required during implementation is determined primarily by the scope of the project – namely the purpose, results, activities, resource requirements and budget – and by the management arrangements (roles and responsibilities).

At the purpose and result levels, the key indicators and sources of verification contained in the Logframe matrix provide the focus for information collection and use. The key project planning documents (namely the original Financing Agreement, Technical and Administrative Provisions, and the associated Logframe matrix and schedules) provide the documented reference point as to what information is required.

The project itself is not usually responsible for collecting information at the level of the project’s overall objective, given that this should generally refer to broader impact at the sector or policy level, and it would not make sense for each project to be separately collecting and reporting such information.

Also, achievements at this level of the objective hierarchy are only usually expected at the end of the project life or after (ex-post), and are often very difficult to attribute to individual projects.

It is important to relate information needs to the different levels of the management structure. The level of detail of information required and the frequency of reporting will vary according to the level of management. Figure 12 illustrates this principle.

In the process of monitoring and reporting it is therefore critical to keep the different information needs of key stakeholders in mind. This will generally require a hierarchy of data collection and reporting formats, each designed to meet the information needs of different levels of management.

In the EC context, an external monitoring system is currently operational to gather summary information for all Commission-funded external aid projects.²⁹ In principle, the same questions as for internal monitoring need to be asked, although given that external monitoring systems principally address the information needs of ‘high level’ management, greater focus is given to questions of continued rele-vance, effectiveness, likely impact and sustainability.

To support the principles of ownership and participation, it is important that monitoring and reporting systems give priority to:

• The information needs of managers on the ground;

• Using or building on existing systems rather than building parallel ones; and

• Providing feedback to key stakeholders, including target groups.³⁰

Information collected through the project’s monitor-ing system (includmonitor-ing the work of independent monitors) should be summarised and entered into the Common Relex Information System (CRIS), which provides a means for EC officials (and some others) to access a summary about the status of an EC financed programme or project in a standard format at any point in time.

The CRIS ‘Implementation Report’ format and information requirements are briefly described in Section 7.

29The external monitors are contractors whose role is to analyse project progress, make field visits to projects and prepare monitoring reports which are then

Volume of information

Detailed

Flow of information

Summarised

Project field staff Project management

team Project Steering

Committee Delegation /

Ministry EC HQ & Partner

Government

Figure 12: Information Needs and Levels of Management

4.5.7 Assessment criteria and standards

In order to help assess the quality of project implementation, a set of quality criteria and standards are provided under the attribute heading of ‘Effective and Well-managed’.

By making a judgment about how well these criteria and standards are being met, monitoring reports can be completed, and informed management decisions made.

Quality Attributes, Criteria and Standards during Implementation

C EFFECTIVE and WELL MANAGED _ The project is delivering the anticipated benefits and is being well managed

12 The project remains relevant and feasible

12.1 The project remains consistent with and supportive of current policy and programme priorities

12.2 The project strategy and objectives remain relevant to the needs of beneficiaries (target group and ultimate beneficiaries), including women and men and vulnerable groups such as the disabled

13 Project objectives are being achieved

13.1 Results are being delivered as planned, are of good quality and the project’s target group find them relevant to their needs

13.2 The results being delivered are contributing effectively to the achievement of the project purpose 13.3 The project is likely to contribute to the overall objective, and there is evidence that the project’s ultimate

beneficiaries will indeed benefit from the project (including women and men and particular vulnerable groups such as the disabled)

14 The project is being well managed by those directly responsible for implementation 14.1 Inputs are being provided on time and within budget

14.2 Activities are being implemented on time

14.3 Relevant information on project achievements/results is being collected and used, and is accessible to stakeholders in an appropriate format and language

14.4 Operational plans and budgets are reviewed and updated on a regular basis (including risk management plans), and reflect lessons learned from experience on the ground

14.5 Transparency and accountability systems (including financial management systems and independent audit) are adequate and effective in identifying/deterring corrupt practices

15 Sustainability issues are being clearly addressed

15.1 Financial sustainability issues are being addressed (e.g. affordability, govt. budget commitment, cost-recovery mechanisms, private sector management, etc)

15.2 The technology being used/promoted by the project is appropriate and can be maintained 15.3 Issues of environmental and social sustainability are being appropriately assessed and managed

15.4 Institutional strengthening and capacity building activities (e.g. policy and systems development, training of trainers) are being effectively carried out, and skills transferred

15.5 There is a plan for the phase out of any external assistance/TA, and the handover of any management responsibilities they may have

16 Good practice principles of project cycle management are applied by EC Task Managers

16.1 Terms of Reference for EC funded studies/work are clear and comprehensive, and understood by concerned staff 16.2 The project is appropriately assessed through the project management cycle, using agreed/relevant Quality

Assessment processes and criteria

16.3 The quality of key project documents (e.g. Financing Proposals, Operational plans, Progress reports and Mid-term evaluation reports) is assessed and meets established quality standards

16.4 Use of the Logical Framework Approach and its associated tools are being appropriately applied through the project cycle to support analysis and decision making

16.5 Contracts are being effectively managed, including the production of high quality contract documents, briefing of contractors, review of reports and timely payment of certified invoices

4.5.8 Deciding next steps

During the implementation stage, the following key decision options are available:

• Continue implementing the project as planned;

• Revise forward plans (budgets, resources, activities and possibly results) in light of experience gained through project monitoring and review; and

• In extreme cases, discontinue the project.