Memo of 2nd Synthesis Meeting
Project for Strengthening the Monitoring and Evaluation System in Nepal (SMES2)
24th September, 2013
Kathmandu, Nepal
1. Opening of the meeting
The Synthesis Meeting kicked off right on 9:30 am. Ms. Sita Pariyar, Planning Officer, NPCS conducted
the Master of Ceremony. Mr. Dilip Kumar Chapagain, Programme Director, M&E Section, NPCS
welcomed all the participants, shared objectives and main agenda of the meeting. The following were the
objective of the 2nd Synthesis meeting:
1. To reflect the observations and review the achievements of the 2nd project year of SMES2
working with pilot districts, ministries and NPCS
2. To recommend for the improvement of own organization and activities of SMES2 Project's next
year (Detail Program Schedule is attached in Annex 1)
Ms. Yoko Ishida, Ph.D., Deputy Team Leader, NPCS/JICA-SMES2 Project highlighted in her remarks
that the 2nd Synthesis Meeting is a forum for all three level taskforce members (Pilot Districts, Partner
Ministries, NPCS, OPMCM, MoF, CBS) to review the progress of the 2nd SMES2 Project year and
planned for the 3rd Project year. The event will bring learning and ways out to improve in terms of M&E
Plan, training programmes, linkages of districts to Central level agencies; and recommend for the next
year plan.
Mr. Tsutomu Shimizu, Chief Representative, JICA Nepal Office thanked all the officials for participating
in the 2nd Synthesis Meeting for reviewing achievements of SMES2 Project activities and planning for the
remaining period. He cited the example of 4th Policy Forum chaired by Member Secretary Yuba Raj
Bhusal where guest speakers from Malaysia, Sri Lanka and Japan shared their experiences regarding
policy environment, values and institutional set up as the necessary elements for effective Planning and
M&E. In the process for making NPCS as the regulatory body, it is necessary for defining modality of
M&E with high priority which requires intensive interactions. In this context, the 2nd Synthesis Meeting
brings a forum for group work, learning and experience sharing with outcome to be utilized in M&E
effectiveness. In overall, with the NPCS leadership, SMES2 Project activities are being successfully
carried out which has helped in improving government overall system working towards the betterment of
people.
2. Participants and invitees:
The participants were from five pilot districts (Sindhuli, Ramechhap, Dolakha, Sindhupalchok and
Kavre), five partner ministries (MoAD, MoFSC, MoE, MoPIT and MoFALD), MoF, OPMCM, CBS
and NPCS and the invitees were from JICA Nepal Office. (Details attached in Annex 2)
3. Proceeding
2.1 Group work and presentation
Mr. Dilip Kumar Chapagain, Program Director shared briefly about the tasks of the group work. The
groups were divided based on specific 5 districts, 5 ministries, NPCS together with CBS, MoF and
OPMCM. The tasks given were to reflect on the achievements of the key activities, observations and
recommendations for the improvement.
2.2 Pilot Districts M&E Presentation
1
Each pilot districts presented their achievements, observations and recommendations based on their
district specific activities carried out with the support of SMES2 Project. The compiled form from the
presentations is given below.
(a) Achievements of District M&E Coordination Taskforce Meeting
The District M&E Coordination Taskforce have been formed in all five pilot districts, but the frequency
of meeting held in the districts were varied. It was due to the transfer of LDO and key agency head such
as in the Sindhupalchok district. The number of Taskforce meeting was high in Kavrepalanchok (11) and
low in Sindhupalchok (5) from the start of the kick-off meeting held. The District M&E Coordination
Taskforce Meetings were good enough to review the M&E Plan, planning for the training and Field
Monitoring Visits and reporting the results for further actions. (for details, summary attached in annex 3)
(b) Result-Based Monitoring and Evaluation Training
The training planned for the second year were mostly focused on the combination of concept, theory of
monitoring and evaluation and practical field monitoring tools and report. Kavrepalanchok did the
maximum number of field visits (13 projects) during the training and rest four districts carried out (6
projects) equal number. The district officials shared that the joint field monitoring visits with preparation
of tools and processes were found helpful and some corrective actions were taken place for improving the
projects/programs visited so far. The trainings were planned to provide basic training to all district's line
agencies officials in four districts namely Ramechhap, Dolakha, Sindhupalchok and Kavrepalanchok
where 38-44 officials were trained. Only Sindhuli district planned to train 22-25 officials in the first round
and second round of training with Basic and Refresher training. (the summary of training and field visits
conducted were given in annex 3. (b))
(c) Observations and learning shared by the districts
The participants from the pilot districts shared their observations and learning. Most of the districts shared
that the activities carried out in collaboration with SMES2 Project is helpful in improving planning,
monitoring and reporting of the district line agencies. It has supported through its review and practical
training on M&E and field monitoring visits which has been good opportunity to visit the project sites in
a team. The joint monitoring visits helped to facilitate improving project activities and timely completion
of work. Some districts (Sindhuli and Dolakha) were able to document the Field Monitoring Visits carried
out during the period which was good evidence to follow with other districts too. (Attached summary of
presentation in Annex 3, (c) )
(d) Linking monitoring and evaluation feedback into planning process
The pilot districts presented the linkage of monitoring and evaluation feedback into planning process.
Summary of their presentation outlined that feedback of monitoring and evaluation is mainly used for the
planning process while district plan is prepared by the line agencies, also to take corrective measures and
preventing fraud and misuse of fund in the projects. They also shared that normally DDCs and line
agencies are working under low human resources and less logistics support, they shared that there should
be separate M&E unit/section with the environment and equipment in the district. (Attached in annex 3
(d).)
(e) Sustainability mechanism of Taskforce after SMES2 project
Regarding the sustainability mechanism of Taskforce after SMES2 Project, the pilot districts sharing in
summary stated that the District M&E Coordination Taskforce should be owned by the DDC and each
line agency should accept this provision and set up M&E unit/section or assign official for the taskforce
member. Some districts shared that chief of the office should be responsible for the taskforce and there
should be provision of budget and training programs for the capacity development. (Attached in annex 3
(e). )
(f) Activities needed to be strengthened M&E at DDC
2
Regarding the issues of strengthening M&E at District, the pilot districts shared that there should be
regular training (basic and refresher), field monitoring visits, exposure visit to the staffs; logistic support
with transportation; establishment of M&E unit/section in the district/regional level; feedback mechanism
from the Central to District level; separate budget and logistic provisioning. District should make
permanent M&E Taskforce and regular follow up with line agencies. (Attached annex 3 (f).)
(g) Challenges of M&E in the District
The pilot districts shared that the present challenges of M&E in the district are basically insufficient
human resources, transfer of staff, low budget for monitoring and logistics; data and information
gathering and report preparation or documentation and utilization of M&E results in the planning process
and taking corrective measures.
2.3 Partner Ministries Presentation
(a) Progress of the Ministry Level Activities
Taskforce Meeting - During the 2nd Project year, together with SMES2 Project, each Partner Ministry
completed two rounds of Taskforce Meeting. The meeting could review and plan about the
implementation status of the M&E Plan, training and field visits. It also helped out to share the major
activities to be held in collaboration of SMES2 project and implement there upon. (Details in Annex 3)
Training on Result-Based M&E - During the 2nd Project year, in collaboration with SMES2 Project,
partner ministries could massively organized training for their ministry, departments and regional
directorates together with projects. Except MoPIT, all four ministries could manage the planned two
round of training.
Ministry
# of
participants
MoPIT
137
All 5 regions, departments, regional offices, divisional offices,
TMOs and other agencies
MoAD
56
Central level officials (Class 2 and 3), Regional Directorates,
MoE
94
Central, 3 regions (Central, West, Mid-West), selective officials of
DEOs from 5 regions
*189
Central, 3 Regions (Central, Mid-West, Far-West) DDCs, DTOs,
Municipalities, Central Projects
MoFALD
MoFSC
44
Total
520
Participants (agency)
Central, Central Regional Office (Hetauda)
*updated up to 4th of October, 2013.
As per the training objectives and needs of the ministry, training contents and support were provided by
SMES2 and NPCS. The training duration was usually 2-5 days long and the contents were theoretical and
practical sessions on Result Based M&E with Planning concepts. MoPIT organized training for its all
central level, 5 regional level, divisional offices, projects, Transport Management Offices and other units
(mechanical and heavy equipment) and focused on preparing local level performance indicators.
3
MoFALD aimed at bringing out Web-Based Reporting System (on-line) in the regional level (DDCs,
Municipalities and Central level projects), MoE and MoFSC both focused on sensitizing on M&E and
improving Field Monitoring Visits and reporting tools. Similarly, MoAD focused on Statistical data
analysis and improving existing reporting system from the Central, Directorate, Department and Regional
level offices.
Field Monitoring Visits- All partner ministry have conducted their regular Field Monitoring Visits
following their plan. Besides their regular job, MoAD carried out the Field Monitoring Visit of One
Village One Product (OVOP) Rainbow Trout Farming in Nuwakot. The team of NPCS, JICA, MoAD and
SMES2 Project visited the concerned offices DCCI, Fisheries Research Center, Farmers, DDC, DADO,
DAO to have the first hand information and data on the Rainbow Trout Farming. The purpose of the visit
was to test the monitoring and reporting tools as well as find out the actual status of the Rainbow Trout
farming and farmers perspectives. The report was prepared from MoAD and submitted to the concerned
agencies and stakeholders for the further improvement actions.
(b) What are the observations about the SMES2 activities?
Some of the partner ministries shared their observation about the SMES2 activities. SMES2 support
activities were appreciated in the areas of capacity building effort from central to district level,
development of ownership of RBME and contribution of implementing M&E plan. They also suggested
to reach out the regional level to cover more districts (as improving bases) with training support.
(c) How to use monitoring results to the planning process?
The partner ministries suggested for the use of monitoring results to the planning process it would be
better to linking RBME with regular planning process, consider M&E information, report as a bsis during
the process of decision making, planning and policy making, feedback mechanism from monitoring
results to the planning process is to be strengthened, evaluations need to be carried out and results should
be reflected for the next planning process.
(d) What is the impression/feedback from immediate higher authority on reporting?
In response to the impression or feedback from immediate higher authority on reporting, ministries
presentation covered that the reporting system is being institutionalize, timely reporting and positive
response from the higher authority and encouraging to M&E staffs.
(e) What will be the mechanism to sustain existing M&E Taskforce after SMES2?
Some of the ministries shared that M&E Taskforce should be made integral part of existing system, and
sectoral M&E Guideline is to be developed immediately, and equipping M&E Taskforce responsible for
RBME.
(f) What are the activities need to strengthen M&E at your organization?
Some ministries responded that to strengthen the M&E, there should be automation of Reporting System,
regularize CD plan at the local level, extensive training needs to be provided to the field level and logistic
supports including vehicle for M&E staff.
(g) Challenges shared by the partner ministries
Some of the ministry shared the existing challenges as the inadequate human resources, budget
constraints for the M&E, unavailability of Resource Person for training and integration of local and
national indicators are some of the challenges.
(h) Way forward
The ministries presentation included the way forward as to include regular monitoring, joint monitoring,
reporting, update of website, capacity development of central, regional and district level staffs and regular
meeting of Ministry Level Monitoring Taskforce and feedbacks to be incorporated in the planning and
implementation processes.
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2.4 MoF Presentation & OPMCM Presentation
US Binod Lamichhane, MoF and US Rajendra Acharya, OPMCM put on their reflections about the
collaboration with SMES2 and their involvement as the Taskforce members. According to them, both the
agencies are playing crucial role in monitoring of the monitoring of ministries and other development
works. In this scenario, both the agencies have very limited role and participation in the capacity
development process of SMES2 collaboration in both front (local training as well as international
exposure related to M&E). Since SMES2 project in the leadership of NPCS is working for the capacity
development and technical support, MoF and OPMCM stressed to include more human resources to be
trained from their offices in coming year.
2.5 NPCS Presentation
(a) Progress of the NPCS level activities
In collaboration of SMES2 project, NPCS successfully carried out following key activities:
Taskforce Meeting- During the 2nd project year, NPCS level M&E Coordination Taskforce meeting were
held up for three times (7th , 8th and 9th). These TF meeting were crucial to decide 3 program/project
evaluation, nomination basis of Malaysia visit and training support to districts and ministries as Resource
Persons.
Training- Refresher training (on December 2012), Statistical Data Analysis training (on February 2013)
and Inter-NPCS M&E training (March 2013) events for three times were held by the NPCS. The
participants were included from Class 1, Class 2 and Class 3 Officers from the NPCS and ministries.
Other CD Program- NPCS organized Information Exchange Visit in Malaysia (NPCS, Partner
Ministries and Pilot Districts) for the officers in the month of May, 2013. Also, Policy Forum meeting
was held on the month of September. NPCS formed Sub-Taskforce to manage 3 Program/Project
evaluations including CBS, MoFALD, MoAD, MoPIT, MoFSC and MoE together with OPMCM and
NPCS lead. Besides these activities, NPCS actively engaged providing support as Training Resource
Persons for the district and ministry level training; and Field Monitoring Visits.
(b) Observation of SMES2
NPCS presented their observations that SMES2 activities are demand oriented, transparent in resource
allocation and very tight scheduled for central and district level training.
(c) Use of Monitoring results in planning process
NPCS shared that the use of monitoring results in planning process would be possible when monitoring
reports are owned, reports are submission mechanism is established and the reports are used as a
reference materials during planning.
(d) Impression/Feedback from immediate higher authority
NPC always emphasized on the timely and complete reporting in designated formats and highlights the
best practices of monitoring. NPC provides immediate response and feedback to concerned ministries and
agencies in the regard.
(e) Sustain M&E Taskforce after SMES2
NPCS has clearly spelled out the M&E structure in each level in its National Monitoring and Evaluation
Guideline 2070. Day by day, there is growing concern about M&E from government, development
partners and private sectors. NPCS would continue to enforce the structure to sustain the M&E Taskforce
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for which M&E Division/Section would be equipped with sufficient budget, regular capacity
development program, and ensuring M&E Plan implementation and Management Response Plan in place
as a system to follow up of the M&E feedback in planning, policy making and improvement in
implementation processes.
3
Group Work and Presentation on Recommendations for the Next Year Project activities
and linkages with Districts, Ministries and NPCS
After the first round of group work and presentation, all the participants were divided into five groups
comprising officers from districts, ministries and NPCS and central agencies. The group worked out on
the 'strengthening vertical linkages with districts, ministries and NPCS'.
The group presented the existing strengths, weakness, opportunity and threats for strengthening vertical
linages and way forwards. (Attached in Annex 4)
The summarized presentations are presented as below:
Strengths:

Established institutions (NDAC/MDAC/M&E Div./Sections)

Established norms/mechanisms/guidelines/forms/formats/procedures

Provision of reporting formats

Provision of monthly, quarterly and annual reporting system

Interested stakeholders,

Capacity development measures
Weaknesses:

Not adequate data and information for planning

Weak communication among stakeholders and timely report dissemination

Lack of proper reporting system and un-uniformity of reporting

Late hour reporting and manual process (insufficient resources for M&E)

Low priority and low motivation (no reward and punishment)

Many layers (District, Region Department, Ministry, NPCS) and no written feedback to lower
level

Lack of knowledge, skills and frequent transfer of staffs
Opportunities:

Use of modern technology, ICT

Use of online, web-based, Project Performance Information System etc. reporting system

Incentive package

Coordination and interaction

Aware Human Resources, realization on necessity of M&E culture among all levels

Enhancing M&E staff through training, workshop and practices

Increased M&E concerned of government and DPs
6
Way forwards:
4

Software development

Motivation package

Evaluations

Reduced reporting layers

Strengthening vertical and horizontal communication

Effective coordination among policy level M&E agencies like NPC, OPMCM, MoF and other
ministries (at central and district level)
Questions and Answers
a) Mr. Gopal Gurung, SPO, JICA raised some questions:
- Ministries and districts have organized training on different contents such as indicators, RBME, ToT
or Reporting and participants were also varied. What was the benefit from the training? How much
was it useful? It will help to improve the contents.
- Also, some district presented that in the training there were participation from the political party
representatives. How much did it help to sort out the problem or improve the project planning and
monitoring?
- How to ensure quality data? How to analyse it? How it can be translated in to decision-making
process? Capacity development or training in this regard is necessary.
- There were voices and concerns from the participants about the use of formats
(NPCS/OPMCM/MoF). If so, then how to synchronize them and utilize them?
b) Programme Director, Shyam P. Bhandari, NPCS :
- There is contradiction in the presentation from the groups. In one hand, it is said that RBME training
was useful and the report is being produced. In other hand, it is said that Result Based Planning and
Indicators must be included in the planning or project document. So, this is quite contradictory.
c) Dilli Ram ……., District Forest Office, Kavre:
- In the districts, during RBME training and field monitoring report preparation, it was realized that the
planning documents are not fully prepared in perspectives of Result Based Planning, no indicators and
targets. So it is an experiential learning. May be in the central level, all plan documents are prepared
with Result Based Planning framework with indicators, but in the district, there are mostly plan
documents without Results or indicators.
d) Dhruba Kumar Khadka, LDO, Sindhuli:
- RBME training, field monitoring visits and reporting gave us good opportunity of joint monitoring.
We have prepared the monitoring reports and published it with dissemination workshop in the district.
It is welcomed by all line agencies and districts stakeholders.
- Normally, district planning process are not fully followed up for some years, but the district have
shopping list of projects. Based on it, planning is being carried out and there is no full monitoring
plan. Therefore, Result Based Planning is necessary and the district is taking some positive measures.
It is also necessary for the RBME too.
- Inclusion of representatives of political parties is very useful and beneficial since they are the opinion
makers and pressure groups in the districts. This time, while they visited the projects and observed the
7
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status of the projects, they could not pressurize us to make payment, and also the contractors and users
groups also did not submit the false claim for the payment, it saved the public money. It is very good
experience for us.
Also, the monitoring visits carried out by the higher officials and agencies are very useful to motivate
our district based agencies and officials. The directives and suggestions are quite helpful in the
districts.
e) Dr. Teertha Raj Dhakal, JS NPCS M&E Division and Project Director of SMES2 Project:
Dr. Dhakal presented his comments on the group presentation and clarified on the confusion points that
he observed. He appreciated the group presentations in short period of time based on the SWOT analysis
and pointed out the lacking of it for not dealing in the depth. He clarified some of the concerns and
directed the participants as follows:
-
-
-
-
-
-
All most all groups presented that there are problems in reporting, communication and coordination,
no use or less use of report or M&E results, no Result Based Planning, no linkage of M&E results in
planning or policy formulation, no use of data, many formats in existence and difficulties of filling in
etc.
These scenario are true, but it lacked in-depth analysis which made difficulty in responding where to
start up the corrections. Such as who does not report and when? Or which report agency is responsible
for not reporting? This is same for the communication and coordination.
Use of Report: Use of report is basically depends upon the identified users (primary, secondary and
tertiary). For the report prepared for DADO, the primary user is DADO itself, and since DDC has to
take care of the districts overall planning and monitoring, DDC is the secondary user of the report,
then only regional or central agencies will be tertiary users. We should be aware that the primary users
in the districts are the district based line agency for their respective programs or projects. Also, the use
of report or the results of the report will be different based on the time-frame and its applicability. For
the immediate use such as scholarship, students number in the school (DEO data and report) is
immediately used because of the budget connected with the Per Child Funding; and for Irrigation
canal and road construction, it may take more than 5 years. So, the reports recommendation having
policy implications will take longer time and programme and projects implementation, it will have
relatively less time based on several factors (resources, technicalities etc.).
Use of M&E results and data in Planning Process: In the districts, the right time is during Periodic
District Development Plan formulation in DDC. But, it is stopped right now in some districts. Also,
other is during annual plan formulation of each district line agencies where sectorally the use of data
will differ such as in the case of DEO, or DWCDO. Use of data will be only possible when the users
feel that the data's reliability and validity.
Linkage of districts, Ministries and NPCS: The current National M&E Guideline 2070 captures a
lot of information about the structural and procedural aspects about districts, regions and central
agencies establishing linkages. If we talk about the linkages, it should be clearly spelled out what?
Where? And How? . For example, Result Based Planning in the district scenario, DDC normally
applies 14 steps planning process. Given such government practices, where the Result Based Planning
process can be applied? Whether it is appropriate during Periodic District Development Plan or in
Annual Plan Formulation period? To what level of results (output, outcome or impact) be included?
Result Based Planning is very new concept even in the central level, it also differs in central and
district level; and also varies depending upon the sectors. It also has the nature of effect: immediate,
mid-term or long-term. We have to be very careful while using such terminology and be clear enough.
Joint Field Monitoring Visit (RBME): It is totally wrong that 10-15 people is needed for the joint
monitoring and huge amount of time and resources is necessary. SMES2 Project and NPCS planned in
the training event that for avoiding the blaming to each other, it would be better to visit in a team and
take corrective measures if necessary. Also, it is a chance to visit district based line agencies and
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-
5
stakeholders to go in a team to visit concerned target people of the projects as a training opportunity as
a model only. Based on the resources, expertise and time, district agency can organize such visit, but it
is not mandatory. It is good to note that districts and ministries are carrying out the monitoring visits
and publishing reports. NPCS has urged ministries to put on reports in the web-site, it is one of the
giving pressure for utilizing the reports.
Synchronisation and harmonization of NPCS/OPMCM/MoF and reporting formats: The current
National M&E Guideline is the synchronized effort of the all ministries, NPCS, OPMCM and MoF
with feedbacks from stakeholders. The collective efforts is always there for making uniform Project
Reporting formats, but for especial projects/programs, there will be other formats which cannot be
captured by the prescribed format. It is natural given the nature of the program/project (budget
speech). We have to expect such thing and cooperate to report accordingly. For filling out the
reporting formats, in future training, there should be separate 2 hours sessions on it following the
M&E guidelines. The procedures written out in the M&E guideline is quite helpful and easy one.
Synthesis Meeting as a forum of sharing learning: Such synthesis meeting is an important
opportunity to interact among districts, ministries and NPCS and share our efforts and learning. It is
good that some ministries are proceeding to use ICT and web-based reporting system and some are
preparing their local level indicators. The level of national, central and local indicators are different,
we have to understand this fact. For providing feedbacks to the districts and project chiefs,
programmes; NPCS will put on the request during MDAC and support ministries and districts
initiatives.
Closing
Programme Director Dilip Kumar Chapagain summed up the day's session. He appreciated all the efforts
and active participation of the participants for their two group works and presentations, questions and
answers, and clarification from Joint Secretary Teertha Dhakal sir which was very fruitful in responding
queries, comments, confusion on Result Based Planning, Result Based Monitoring and Evaluation, and
reporting, its usage etc. Since the Synthesis Meeting is also aimed for bringing some recommendations
for 3rd project year SMES2 Project activities, the way forward suggested will be helpful and partner
ministries, pilot districts and NPCS itself will come up with revised M&E Plan by the end of October
2013 respectively. He thanked all the participants and invitees for their valuable time and contribution in
the synthesis meeting.
The Synthesis Meeting was adjourned at 5:15 pm.
Annex:
1. Programme Schedule
2. List of Participants
3. Summary of presentations Group work (1)
4. Group work presentation (2)
5. Events photographs
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Annex 3. District's presentations [ Achievements ]
(a) Summary of District M&E Coordination Taskforce Meeting
Districts
Sindhuli
No.
of
Meeting
6
No. of Participants
Min
Max
11
31
Major Agenda
- Start up
- M&E Plan preparation
- M&E Plan status review
- Planning M&E Training and
Field visits
- Publications of report
Major Decision & Progress
- District
M&E
Coordination Taskforce
meeting formed and
regularly held,
- M&E Plan reviewed,
training and field visits
planned, executed and
followed up.
- District's
published
Ramechhap
7
7
15
- Start-up meeting
- M&E Plan preparation
- M&E Plan status review
Dolakha
6
10
18
- M&E Plan reviewed,
training and field visits
planned, executed and
followed up.
- Start-up meeting
- District
M&E
Coordination Taskforce
meeting formed and
regularly held,
- M&E Plan status review
5
13
18
- Planning M&E Training and
Field visits
- M&E Plan reviewed,
training and field visits
planned, executed and
followed up.
- Start-up meeting
- District
M&E
Coordination Taskforce
meeting formed and
regularly held,
- M&E Plan preparation
- M&E Plan status review
Kavrepalanchok
11
10
14
- District
M&E
Coordination Taskforce
meeting formed and
regularly held,
- Planning M&E Training and
Field visits
- M&E Plan preparation
Sindhupalchok
report
- Planning M&E Training and
Field visits
- M&E Plan reviewed,
training and field visits
planned, executed and
followed up.
- Start-up meeting
- District
M&E
Coordination Taskforce
meeting formed and
regularly held,
- M&E Plan preparation
- M&E Plan status review
- Planning M&E Training and
Field visits
- Public hearing /social audit
in post implementation phase
- M&E Plan reviewed,
training and field visits
planned, executed and
followed up.
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(b) Summary of District's Result-Based Monitoring and Evaluation Training
Districts
Date,
Major Training Field Visits
Duration
contents
and No. of
Participants
Sindhuli
2069/12/2528
1. Small irrigation project
(cooperative)- Bhimeswor-9
4 days
2. LHFLDP- Ratanchura-8
22
participants
3.
Income
generation
program
for
poverty
reduction- Bhimeswor-3
2070/03/3-6
1. Aad-Gadi-Nagi-Majhuwa
agriculture road
4 days
2. Cooperative pig farmingKNP Bhiman
31
participants
Ramechhap
Analysis phases of
planning, resource;
'3 days
Activity scheduling
in
planning
process.,
2069-12-1820
3 days
22
participants
2070-4-20-24
5 days
23
participants
Dolakha
3. Small irrigation projectdadhiguranse
2070/04/2931
22
participants
2069-12-(710)
Recommendations
NA
Log-frame
preparation
1.Khimti
project.
buffalo
raring
2. Khimti seed protecton
building .
3. Chisapani lift drinking
water supply
project
1. market management for
milk.
2. problem of local seeds
collection and distribution
cycle.
3. distribution of tap ,and
continuous maintenance plan
and budget. .
1. PHC BEOC Manthali
1.Basic
equipment
human resource fulfill.
2.SRCAMP Goat
project hattitar
raring
2. local resource utilization &
capacity enhance to farmer.
Road
project
3 . Additional community
effort and fund management.
3.
Integrated
maintenance
Manthali.
1. Scholarship
distribution
program
1.
and
Timely fund release
to school, distribute
scholarship for propoor and intelligent
11
'4 days
22
participants
2. Herbs
Development
Program
students
level,
2.
3. Kiratikshap
Drinking Water
project
3.
date????
duration???
18
participants
1. Busti- Putalikath-
1.
MirgeLaharemane
Sadak,
2. Samrakchhan
Pokhari
and
Irrigation sudhar,
Bhimeshwor 9
Sindhupalchok
2070-1- (1013)
'4 day
21 parti
cipa
nts
1. Thal
Kharka
Holche Chautara
Drinking
Water
Project
2. Social Protection
Programme
of
Jeathal VC
3. Vegetable
collection center
Sildhunga Jethal
basic
District forest office
should established
herbs nursery under
its
own
management.
more
investment
from
community
forest/entrepreneur
is
needed
for
expansion
and
sustainability
of
Nigalo Udhyog
Sustainable
management sources
( Paaniko Muhan)
step towards from
stakeholders
for
completed
the
project in time and
protect the natural
resources of water
focused
on
integrated
mentainance plan,
continuous
monitoring
and
evaluation
2.
Expansion
of
Pokhari´s capacity
management of
3.
maintenance funds
develop
the
agriculture packet
area
3. Serabesi Irrigation
project,Boch 6
of
1. Regular
maintenance
of
Chautara drinking
water
project
required
2. Timely distribution
of allowances and
need to increase
allowances
of
social
protection
scheme
3. To involve more
farmers
in
vegetable
collection center of
Sildhunga Jethal
12
2070-1-(1013)
21
participants
4. Dhanchet Deurali
Drinking
Water
Project, Kubinde
5. Mandang
Irrigation Project,
Kubinde
6. Chautara, syaule,
Gobre Road
4. Neet to construct
undergroung
pipeline, involve
users committee in
sanitation, tax and
salary for watchman
5. Collect water in
irrigation
tank.
Need
regular
meeting,
maintenance,
expansion
of
irrigation channel,
coordination with
DADO
6. Need to make long
term maintenance
plan,
construct
water crossing side
drain;
avoid
Drinking
water
supply from the
road
Kavrepalancho
k
2013-3-14
to 3-17
4 days
21
participants
Khopasi Taldhunga Road
Khyaku Roshi
Irrigation Project
To
improve
mainten
khola To increase
transformer
quality
power
of
To train for operater
Basnet tar Irrigation Canal To regulate for distribution
Improvement Project , syster
Kushadevi -4
Goukhureshowr
To Transparent of project
Community
Forest,
Dhulikhel Municipality
BP Rajmarga Sharada To increase Participate
Batase Rural Road
Cooperative
Buildings To
analyze
Construction , Devbhumi design
baluwa , 8 bela
Pasthali Water
Project,
Municipality
structure
Supply
Panauti
13
2013-8-24
to 8-27
Khahare
khola Bank To be
protection Dhunkharka -8 program
' 4 days
continue
the
Gully
Protection To be add Bio engineering
Dhunkharka 6
activities
22
participants
Bhagawati
women -to be supervision by
Community Building
technician frequently and
to apply skilled labor for
quality of construction
- to orient
users
committee
about
governments rules and
regulations of project
implementation.
Kushadevi Chalise Road
Chamle- -to coordinate with user
committee and Technician
- to orient
users
committee
about
governments rules and
regulations of project
implementation.
Palanchowk
vagawati -to
allocate
Higher Secondary School, budget
Sathighar Vagawati -9
adequate
Water supply project -To manage maintenance
(Lifting System) h Hokse Fund
7,8,9
- To mange sanitation
system
surrounding
structure
( c ) Summary of District's observation and learning
Districts
Sindhuli
Observation and Learning
1.
Help change/rethink the persisting planning process
2.
RBM&E could promote the efficiency in achieving the result (output)
3.
SMES2 enhanced the institutional capacity in RBM&E
4.
Enhanced the reporting and dissemination system (culture)
5.
M&E process has been a collective efforts ( GOs/NGOs )
6.
Janch pass tatha farfarak committee meeting became meaningful.
14
7.
Ramechhap
Documentation, publication and dissemination of M & E report made
accountable to UCs /UGs.
1. RBM tools use to monitoring & Evaluation .
2. Capacity development to all member in RM
3. District taskforce formulation & held meeting
4. Promote the M& E system in district & Change our process of M & E
5. Create the challenges to implement M&E Overall DPP.
Dolakha
– Active participation of M&E related officers
– Coordination and cooperation of chief of sectoral offices
– Enhance the capacity development of related officers in the district.
– Project documents are must for M&E.
– Result based management is must for result based monitoring.
Sindhupalchok
Kavrepalanchok
•
Field based monitoring encouraged to the stakeholder
•
Developed confidence to the user group
•
Ownership development
•
Realized need & importance of M &E
•
Implementations is not effective without monitoring & evaluation
•
It helps to maintain the quality of work.
◦ Incorporate in Planning only the feasible activities which produce intended
outcomes
◦ Set targets
◦ Prepare monitoring checklist to measure the intended outputs
(h) Summary - Linking monitoring and evaluation feedback into planning process
Districts
Sindhuli
How to use monitoring and evaluation feedback into planning process?
 RBM&E is difficult to apply in chaotic planning process
 Project planning is to be in RBM&E framework
 DDC could take action against the fraud implementation of project.
 RBM&E training is to be cascaded which is rather difficult
Ramechhap
1. planner should be knowhow about RBM .
2. Integration planning process
3. Recognize Finding & conclusion in planning forum
4. To be established monitoring wings/unit at least DDC level and other office.
5. To be continue Capacity Development programs such as equipment, Training,
exposure visit
Dolakha
– DDC can use monitoring results in its bottom up planning process
– Monitoring results/recommendations can be forwarded to central executing office
– Monitoring results in ongoing project can be incorporated for further improvement.
15
Sindhupalchok
na
Kavrepalanchok
 Priority to causalities and remarkable projects rather than planned.
 Existence of top to bottom approach in reality (L/As)
 No Fund for report publishing.
 Release of Fund at the last of F/Y that was too hard to manage the M& E of the
projects
(e) Sustainability mechanism of Taskforce after SMES2 project
Districts
Sindhuli
Sustainability mechanism of Taskforce after SMES2 project
1. DDC could continue the TF committee.
2. Formation of RBM & E TF committee at VDCs/Mun. level
3. Empowering existing supervision and monitoring committee with RBM
&E ideas and techniques.
4. Budget provisioning and setting training programs
Ramechhap
1. Chief of the office should be responsible in taskforce member
2. Responsible unit should be formulated in each office.
Dolakha
1. third party monitoring, public audit and social audit
2. concern from chief of all office, concern from regional office in M & E of
their district office
3. publication of all monitoring report in annual report
4. Sharing M & E report among all staff, task force member and stakeholders
also.
Sindhupalchok
Kavrepalanchok
na
1. Create environment to enable stakeholders to participate during monitoring
of the concerned projects
2. Ownership of Taskforce by the concerned Line Agencies
3. Provisioning of Field Monitoring visits in the annual workplan
4. Acceptance and ownership of results of M&E by the concerned Line
Agencies
(f) Summary - Activities needed to be strengthened M&E at DDC
Districts
Sindhuli
Activities needed to strengthen M&E at DDC
1. Refresher trainings
2. TF member fulfillment and training to new member
3. Follow and feed back from higher authority
4. Systematize planning process
5. Orientation to the UCs/UGs/Contractors prior to implementation
6. Budget and logistic provisioning
16
Ramechhap
1. RBM tools should be use in central level and give direction to the subordinate
institution ( top to down )process .
2. Minimum 4 times monitoring field visits in quarterly base and at least 25 percent
project should be monitored by use this RBM tools in one year.
3. Exposure tour should be continue .
4. Should provide Vehicle at least one in each office ( motorcycle ) .
Dolakha
1. establishment of M & E section in every office with due responsibility of monitoring
and evaluation
2. establishment of a regional/district level M & E office with M&E experts from all
sectors
3. provision of M & E training for field staffs too
4. DDC should make permanent district M & E taskforce for involving planning and
M& E officer of sectoral office
5. quarterly monitoring of selected project by district M & E taskforce
Sindhupalchok
na
Kavrepalanchok
1. Vertical circulations for RB planning from relevant ministry /department
2. Vertical circulations for RBME to district level.
3. Office wise Budget allocation for RBME.
17
Presentations
SMES 2
18
19
20
Mr. Dilip Kumar Chapagain's Presentation
21
22
23
24
Dolakha Presentation
25
26
27
Kavrepalanchowk Presentation
28
29
30
31
32
Ramechhap Presentation
33
34
35
36
Sindhuli Presentation
37
38
39
40
Sindhupalchowk Presentation
41
42
MoAD Presentation
SMES2 Project Activities conducted under Partner Ministries
Name of organization: Ministry of Agricultural Development
Number of Taskforce members: 9
Number of staff transferred (from August 2012 to till date) : 2
1. Ministry-Level Taskforce meeting
SN
Date
Number
of
participants
1
Uttam Kumar Bhattarai
13th February,
Yoko Ishida
2013
Sunil Nath Lohani
MoAD
Meeting Khagendra Subba
Renu Adhikari
Hall
Ram Babu Adhikari
Dilip Kumar Chapagain
Kalash Ram Chaudhary
Bhagwan Khatiwada
Kishor Bista
Shree Ram Ghimire
Prakash Kumar Sanjel
Mina Kandel
Diwas Raj Bista
Purna Laxmi Sulpya
Buddhinath Bhattarai
Rudra Devi Sharma
(17 person)
2
23rd
June,
2013
Uttam Kumar Bhattarai
Dr. Ryo Sasaki
Khagendra Subba
Ram Babu Adhikari
Shekhar Babu Karki
Bhagwan Khatiwada
Bina chhitrakar
Sujan Dhungel
Shree Ram Ghimire
Mina Kandel
Buddhinath Bhattarai
(11 person)
Discussion
agendas
-Welcome and
Introduction
‐ Briefing of the Agenda
‐ Presentation and
Implementation Status of
the M&E Plan of MoAD
and Future Plan of Action
‐ Discussion
‐ Information sharing
regarding Logistics
support, comments and
suggestions
‐ Closing with
concluding
remarks
Welcome and opening of
the Meeting
2nd Round of M&E
Meeting
Field visit preparation
2nd year M&E plan
update
Report of Malaysia
information exchange
visit
AoB: Internal Midterm
review
Decisions
(1) Field Visit Plan
and Training Plan
finalization by
16th of February
(2) Logistics support
will be handed over
.
3 days training on
statistical data
analysis on 10-12
July and
a follow up training
combining field
monitoring visits , a
three day training
will be organized
later on.
M&E plan will be
updated.
MoAD agreed to
collaborate for
internal midterm
review.
43
2.
Place
Central
Central
Result-Based M&E Training
Number of
Date (Duration of
Participants
training)
1. MoAD (Central + Regional)
29
10-12 July, 2013
26
22-23 Sept, 2013
name of field visit project
Major recommendation


5 Model
programmes/projects
analysis reports made



Total
Food Crisis Response Project,
Agricultural Training
programme,
Maize Mission programme,
Onion Mission programme,
National Breed Improvement
(A.I. Mission)
55
3.
Date of
field visit
June 2325, 2013
Project field level monitoring program
Number of
Participants
5
4.






name of
project
OVOPRainbow
Trout
Farming,
Nuwakot
Major recommendation
Actions taken
Various recommendations
(..\Recommendations_Field
visit.docx) are given to :
DCCI, MoAD, DDC, DADO,
Fisheries Centre and commercial
farmers
Report submitted to concerned
agencies
What are the observations about the SMES2 activities.
Effective in implementing M & E system at ministry and department levels in its true sense
Effective in enhancing capacity of M & E staffs
Contributed in developing and implementing M & E plan in ministry and departments
The project still needs to support for enhancing capacity of M& E staffs at regional and district levels
SMES 2 project has already made M & E staffs aware of initiating impact evaluation and so require
to conduct major programmes and projects MoAD
M& E plan should be tied up with budgetary resources and logistics support
How to use monitoring results to the planning process?
Feedback mechanism from monitoring results to planning process is to be strengthened.
For that M & E Division should conduct outcome and impact level evaluation of important
programmes/projects/activities regularly
 And suggestions from evaluation reports are to be discussed among top officials (MDAC meeting,
etc) of the ministry and final feedback is to be made
 Such feedbacks must be included as directives/guidelines for next year planning process.
6. What is the impression/feedback from immediate higher authority on reporting? (timely
reporting, completely filled report format, feedback)
a. Timely reporting
b. Feedback is generally taken by the higher authority
c. Positive response from the higher authority that is encouraging to M & E staffs.
7. What will be the mechanism to sustain existing M&E Taskforce after SMES2?
Sectoral M & E guideline is to be developed immediately including M&E Taskforce as an integral part
of the guidelines
5.


8.
What are the activities need to strengthen M&E at your organization ?
44
a.
b.
c.
d.
AMIS system is to be setup
M & E guideline is to be developed
Extensive Training is to be provided up to the field level
Logistic supports including vehicle for M & E staff is to be sufficiently provided
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ufpF Ps pTkfbg sfo{qmd cGtu{t /]Gaf] 6««fp6 kfng Joj;fo km:6fpg] / lhNnfsf]
cfly{s ;Da[l4sf] cfwf/ aGg] b]lvG5 .
lhNnf pBf]u jfl0fHo ;+3
 :ki6 glthfsf] ;f]r /fvL ;/sf/L tyf lghL If]qaf6 cfjZos >f]t ;fwgsf] ;d]t olsg
u/L Joj;flos -cfjlws_ of]hgf tof/ ug]{ . ;fy} lhNnfx?df slt ;dosf] k|of;
kl5 s'g cj:yfdf Joj;foLx?df sfo{qmd x:tfGt/0f x'g] xf] eGg] ;DaGwdf
Exit Strategy after graduation ;d]t tof/ u/L nfu" ug{ kxn ug]{ .
 lgwf{l/t 9fFrfdf aflif{s tyf rf}dfl;s k|ult k|ltj]bgsf] tof/ ug]{ /
sfo{qmd ;+rfngaf6 k|fKt ePsf pknlAw / c;/sf] af/]df n]vf hf]vf ul/
k|ltj]bgsf] u'0f:t/ ;d]t clea[l4 ub}{ n}hfg] .
 ;/sf/L tyf lghL If]qsf] nufgL af/] tYof+s /fVg], slt d"No clea[l4 eof], slt
d"No a/fa/sf] /f]huf/sf] cj;/ >[hgf eof] cflb ;DaGwL tYof+sx? Joj:yfkg
ug]{, Joj;fosf]] gfkmf gf]S;fg ;DaGwdf cWoog ug]{ .
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Ifdtf cem} Go"g ePsf]n] ;f] ;DaGwL tflnd ;+rfng ug]{ .
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nfUg] b]lvPsf] / :yfgLo :t/df u'0f:t/sf] Uof/]G6L u/L ;xh tyf ;/n?kdf
bfgfsf] cfk"lt{ x'g] cj:yf gb]lvPsf]n] sd nfutdf u'0f:t/Lo bfgf cfk"l{t{sf]
Joj:yf ldnfpg bfgf pBf]u ;+rfng ug]{ tkm{ tTsfn kxn ug]{ . o;sf nflu
lghL If]qsf] dfq} x'G5 of ;fj{hlgs lghL ;fem]bf/Lsf] cjwf/0ffdf x'G5 ;f]
sf] df]8fln6L to u/L >f]t ;fwg h'6fO{ g'jfsf]6 lhNnfdf g} Ps bfgf
pBf]u :yfkgf ug{ h?/L b]lvG5 .
 xfn Psflt/ u'0f:t/Lo df5fsf] e'/f ;d]t cfjZos dfqfdf sdnfutdf cfk"lt{ x'g
g;s]sf] l:ytL /x]sf] kfO{of] eg] csf]{ lt/ s]xL lghL kmd{x?df g'jfsf]6
lhNnfnfO{ k'Ug] u/L e'/f pTkfbg ug]{ Ifdtf /x] klg ;f] adf]lhd pTkfbg
x'g g;s]sf] l:ytL b]lvof] . o; ;DaGwdf g'jfsf]6 lhNnfdf ;/sf/L tyf
lghL:t/af6 Gog nfutdf u'0f:t/Lo e'/f pTkfbg Ifdtfsf] cf+sng ug]{ /
45





e'/fsf] dfu / cfk"lt{sf af/]df df5f kfngsf] l;hg k"j{ g} Jofn]g; l;6 tof/ u/L
e'/fsf] dfu / cfk"lt{ lar tfnd]n ldnfpg] .
/]Gaf] 6«fp6 kfngdf ;+nUg x'g] Joj;foLx?n] JolQmut ?kdf5'§f 5'§}
cfjZos Xofr/L Joj:yfkg, e'/f pTkfbg, bfgf pTkfbg, vfg] df5f pTkfbg
tkm{ Wofg lbg' eGbf pBf]u jfl0fHo ;+3sf] kxndf pQm sfo{sf]
ljlzi6Ls/0f u/L Xofr/L, bfgf / vfg] df5f pTkfbgdf cnu cnu
Joj;foLx? ;+nUg u/fpg' plrt b]lvG5 . o;f] ubf{ Economic scale df sd
nfutdf u'0f:t/Lo pTkfbg x'g] l:ytL >[hgf x'g hfg]5 .
xfn pTkfbg :yndfg} /]Gaf] 6«fp6sf] vkt x'g] ePsf]n kf]i6 xfe]{i6 /
pTkfbg pk|fGtsf] ahf/Ls/0fnfO{ Tolt hf]8 lbO{Psf] b]lvPg . t/ Jojf;los
lj:tf/ ;+u ;+u} pTkfbg dfqf a[l4 ePsf] v08df cGo :yfgdf ahf/Ls/0f
ug'{kg]{ l:ytL >[hgf x'g] ePsf]n] ;f] ;DaGwdf ;f]r /fvL Ifdtf clea[l4
ug]{ tkm{ ;d]t ;dod} Wofg lb+b} hfg] .
/]Gaf] 6«fp6 kfng xfn le/fnf] kfvfdf x'g] u/]sf]n] ;f]sf nflu a}sdf pQm
hUuf lwtf]df /fvL ;/n C0f kfpg s[ifsx?nfO{ ;d:of k/]sf] cj:yfdf pBf]u
jfl0fHo;+3n] ;f]sf] hdfgL cf+km} a;]/ x'G5 of s'g} ljsNk tof/ u/L ;/n
C0f kfpg ;Sg] l:ytL >[hgf ug]{ .
/]Gaf] 6«fp6sf] aLdfsf] nflu aLdf sDkgLx? aLr cGt{lqmof
u/L ;f]sf] ;+efjgf klxNofpg] .
s[ifsx?nfO{ /]Gaf] 6«fp6 kfng ubf{ lr;f]af6 :jf:Yodf gsf/fTds c;/
kg{ glbg cfjZos pkfox?sf] vf]h ug]{ / k|;f/ ug]{ .
s[lif ljsf; dGqfno
 g'jfsf]6 lhNnf s[lif ljsf; sfof{nodf /]Gaf] 6«fp6 ;DaGwL ljz]if tflnd
lnPsf dT:o ljsf; clws[tsf] b/jGbL Joj:yfkg ug]{ .
 s[lif pBd s]Gb|nfO{ cfjlws Joj;flos of]hgf tof/ ug{ nufpg] / ;f] sf]
cfwf/df cfjZos ah]6sf] Joj:yfkg Pj+ k|efjsf/L cg'udg tyf cfjlws
d"Nof+sg ug]{ .
 lhNnf ljsf; ;ldltsf] e"ldsf ;DaGwdf Ps ufpF Ps pTkfbg sfo{qmd
sfof{Gjog lgb]{lzsfdf :ki6 Joj:yf ug]{ .
lhNnf ljsf; ;ldlt
 lhNnfsf] cfjlws of]hgfdf /]Gaf] 6«fp6 ;DaGwL Ps ufpF Ps pTkfbg
sfo{qmdnfO{ ;dfj]z u/L k|fyldstf lbg'kg]{ .
 :yfgLo lgsfoaf6 k|jfx x'g] s[lif ljsf; ;DaGwL ah]6nfO{ o; tkm{ ;b"kof]u
x'g] jftfj/0f ldnfpg] .
46
 :yfgLo lgsfosf] :jfldTjdf /x]sf /]Gaf] 6«fp6 kfngsf] ;+efjgf ePsf t/
pkof]u x'g g;s]sf hUufx? /]Gaf] 6«fp6 kfngsf] nflu pknAw
u/fpg ;+of]hgsf/L e"ldsf x'g' kg]{ .
 lhNnf k|zf;g sfof{no / lqz'nL hnljB't kl/of]hgfsf] ;xof]udf dT:o
cg';Gwfg s]Gb|, lqz'nLdf aif}{ e/ ;kmf kfgL pknAw x'g] jftfj/0f >[hgf
ug]{ .
lhNnf s[lif ljsf; sfof{no
 k|ljlw k|;f/ ;DaGwdf yk k|of; ug]{ .
 ;fgf l;+rfO{ sfo{qmdnfO{ o; sfo{qmd;+u cfj4 ug]{ .
 s[ifsx?nfO{ ;d"xut ?kdf kl/rflnt x'g oyflz3| kxn ug]{ .
dT:o cg';Gwfg s]Gb|, lqz'nL
 bfgf ;DaGwL cg';Gwfg u/L sd nfutdf a9L pTkfbg x'g] k|ljlw
Kofs]hsf] ljsf; ug]{ tkm{ tTsfn Wofg s]lGbt ug]{ .
 ;+ej eP ;Dd Inbreeding Depression sd ug{sf nflu /]Gaf] 6«fp6 df5fsf
dfpx?sf] Joj:yfkg ug]{ .
 e'/f pTkfbgdf cg';Gwfg s]Gb|sf] e"ldsf sd ub}{ lghL:t/df ;f]sf] k|ljlw
x:tfGt/0f ug]{ tkm{ kxn x'g'kg]{ .
 /]Gaf] 6«fp6 df5fsf] /f]u ;DaGwdf ;d]t cg';Gwfg u/L k|ljlw k|;f/
ug]{ tkm{ kxn x'g'kg]{ .
Joj;flos s[ifs
 kmfd{ /]s8{ /fVg] .
 gfkmf gf]S;fgsf] lx;fa ug]{ .
 e"/f, bfgf Pj+ k|ljlwsf] u'0f:t/Lo cfk"lt{sf] nflu ;fd"lxs ;+oGq jf k2tL ;d"x, ;xsf/L_ ljsf; u/L ;s[o ;+nUgtf hgfpg] .
 lr;f]af6 aRgsf] nflu pknAw ;fdu|L Pj+ 3/]n' pkfox?sf] cjnDag ug]{ .
47
MoE Presentation
Smes2 Project Activities Conducted Under Partner Ministries
Name of organization:Ministry of Education,
Number of Taskforce members:
-
Chairperson, Joint Secretary, M&E Division, MoE
Member: Under Secretary, M&E Section, MoE
Member: Under Secretary, Supervision Section, MoE
Member: Under Secretary, Policy Analysis and Program Section, MoE
Member: Dy-Director, Planning and M&E, NFEC
Member : Dy-Director, M&E, DoE
Member: Dy-Director, Planning and M&E, NCED
Ministry-Level Taskforce meeting
D
Numb
Discussion
a
er of
agendas
te
partic
ipants
115th
13
- M&E Plan
preparation
February
District Field Visit
2013
Plan
- Logistics support
9.
S
N
Decisions
-
-
16
17 June
2013,
-
M
o
E
-
2nd Round of M&E
training plan
Field Monitoring
Visit/Report
preparation
Third Country Visit
experience sharing



-
-
Training Plan:MoE 1st round of
training is planned from March 28 to
April 1, 2013.
District Field Visit Plan: the field visit
programmes are revisited
Logistics support: The logistics support
to MoE Taskforce will be handed over
as soon as the formalities from NPCS
will be completed.
Training Plan: Result-based M&E
Training for the district level offers has
been scheduled as:
Hetauda : 20 – 23 Shravan (August 47, 2013)
Pokhara : 27-30 Shravan (August 1114, 2013)
Nepalgunj : 14- 17 Bhadra (30 August
– 2 Sep)
Field Monitoring Visit/Report
preparation : Monitoring visit to SMES
districts (Sindhupalchok and Kabhre) is
scheduled for Ashad 20-24 and Ashadh
14, 2070
Third Country Visit experience sharing:
Experiences of Malaysia visit shared
10. Result-Based M&E Training
48
Place
# of
Particip
ants
2.
Central
Date (Duration
of training)
name of field
visit project
Major Achievements and
recommendation
MoE Central and Regional Training
31
Bhaktapur,
Kathmandu,
2-6 April, 2013
Lalitpur (4
projects)
Central and Eastern
22
Parsa and
Makwanpur (2
schools)
4-7 August, 013
Western and
Central
22
Mid-West and FarWest
19
MoE Total
94
11-14 August,
013
Tanahun (4
schools)
30 Aug-2 Sept,
2013
-
-
Skill Development and
Conceptual clarity on resultbased M&E among the
regional and district level
officials
A common Format for M&E
Plan agreed
District-level M&E Action
Plan developed
Transfer of training skills in
regular M&E activities
Improve Report Writing
Banke (4
schools)
11. Project field level monitoring program
Date
of
field
visit
Ashad
14,
Kabhr
e
Number of
Participant
s
4
name of
project
Monitoring
visit in DEO
Kabhre
Major recommendation
-
-
linking ERO
-
Ashad
h 20 24
4
Monitoring
visit in DEO
Sindhupalcho
k (Chautara
RC and
Krishna
Ratna HSS)
-
-
-
Emphasis on
classroom-focused
M&E
Encourage for schoolbased M&E activities
with the involvement
of local stakeholders
Institutionalize the
reporting system
Initiatives for
preparing result-based
planning on the basis
of benchmark
Translation of training
skills into classroom
practices
Initiatives for
preparing and
implementing school
action plan
Actions taken
-
Initiatives for
M&E planning
-
Yet to be follow
up actions
49
12. What are the observationsabout the SMES2 activities?
a.
b.
c.
Support for capacity development of the system with special focus to M&E
Promoting RBME at district level
Development of ownership of the RBME
13. How to use monitoring results to the planning process?
a. Linking RBME with regular planning process
b. Considering M&E information/Report as a base during the process of decision making, planning
and policy making
14. What are the impressions/feedbacks from immediate higher authority onreporting? (timely
reporting, completely filled report format, feedback)
a. Institutionalizing the Reporting system
b. Considering M&E reports as the basis for Planning, programming and decision making
c. Scaling up the CD activities on RBME
15.
a.
b.
c.
16.
a.
b.
c.
d.
e.
What will be the mechanism to sustain existing M&E Taskforce after SMES2?
Empowering and equippingM&E Taskforce responsible for RBME
Enhancinginternal capacity in a regular basis
….
What are the activities need to strengthen M&E at your organization?
Regularizing CD activities down to the local level
Strengthening the System
Development of Sectoral M&E Guidelines and tools
Automation of Reporting System
Sharing best practices within and across the country
50
MoFALD Presentation
51
MoFSC Presentation
52
53
MoPIT Presentation
54
NPCS Presentation
55
56
Annex 5
Event Photographs
Kavrepalanchowk Team in Group Work
MoFSC Team in Group Work
Mr. Tsutomu Shimizu delivering his speech
Group photo of all the facilitators and participants
57
58