Community Participatory Monitoring

Transcription

1 Islamic Republic of Afghanistan Ministry for Rural Rehabilitation and Development National Solidarity Programme Monitoring and Evaluation Department Community Participatory Monitoring Implementation of Pilot System in NSP II Final Report October 2008 Prepared By: Hamed Sarwary Head of Implementation Monitoring Unit

2 MRRD/NSP Tashkilat Road, Dar-ul-Aman Kabul, Afghanistan ii

3 ACKNOWLEDGEMENT I would like to thank Mr. Helge Rieper, for his encouragement, expert advices, members of M&E department for their help and contribution in designing of training materials and conduct of field level CPM trainings, NSP senior management and World Bank for their valuable support and cooperation in overall implementation of the CPM pilot system, NSP operational departments for supplying valuable information and sharing of experiences. Special thanks to Regional & PMU colleagues for their endless collaboration and support during our field visits. I greatly appreciate the involved FPs namely (ACTED, AKDN, BRAC, DACAAR and UN- HABITAT) who provided their full support and facilitation during our field missions and exchanging their ideas and field experiences, members of CDCs and communities for their kind hospitality and cooperation during our field visits and implementation process of CPM at the community level. And finally, special thanks to my friends and my family who have supported me throughout my research. iii

4 LIST OF CONTENTS EXECUTIVE SUMMARY... VI 1 INTRODUCTION PARTICIPATORY MONITORING AND EVALUATION GENERAL ADVANTAGES OF CPM METHODOLOGY OF CPM PILOT IMPLEMENTATION IN NSP II PHASE I: ASSESSMENT OF FRAME CONDITIONS FOR PILOTING CPM SYSTEM IN NSP II PHASE II: DESIGNING THE CPM PILOT SYSTEM REQUIREMENTS PHASE III: IMPLEMENTATION OF CPM PILOT SYSTEM IN NSP II PHASE IV: EVALUATION/ANALYSIS OF CPM PILOT SYSTEM IN NSP II CPM PILOT SYSTEM MECHANISM IN NSP II: COMPOSITION OF CPM PILOT TEAMS: MONITORING FUNCTION OF CPM PILOT TEAMS: DISCUSSION OF CPM PILOT TEAMS WITH CDCS: REPORTING / FEEDBACK MECHANISM OF CPM PILOT SYSTEM IN NSP II: CAPACITY BUILDING AND TRAININGS OF CPM PILOT SYSTEM: FOLLOW-UP VISITS: EVALUATION AND ANALYSIS OF CPM PILOT IN NSP II GENERAL FINDINGS OF CPM PILOT IN NSP II SPECIFIC FINDINGS OF CPM PILOT IN NSP II CPM PILOT TEAMS COMPOSITION: CPM PILOT SYSTEM INTERVENTIONS: FUNCTIONALITY OF CPM PILOT TEAMS: WOMEN PARTICIPATION IN CPM PILOT SYSTEM: TRAININGS OF CPM PILOT TEAMS: BUDGET OF CPM PILOT SYSTEM IN NSP II: ROLE AND PERFORMANCES OF CDCS IN CPM PILOT SYSTEM: INTEREST OF COMMUNITY MEMBERS IN CPM PILOT SYSTEM: ROLE AND PERFORMANCES OF FACILITATING PARTNERS IN CPM PILOT SYSTEM: ROLE AND PERFORMANCES OF IM OFFICERS IN CPM PILOT SYSTEM: ROLE OF NSP HQ M&E DEPARTMENT IN CPM PILOT SYSTEM: TOOLS DEVELOPED AND USED FOR CPM PILOT SYSTEM: CONCLUSIONS: COMPOSITION OF CPM PILOT TEAMS: CPM PILOT SYSTEM INTERVENTIONS: FUNCTIONALITY AND CAPACITIES OF CPM PILOT TEAMS: WOMEN PARTICIPATION IN CPM PILOT SYSTEM: TRAININGS AND CAPACITY BUILDING OF CPM PILOT TEAMS: ROLE AND PERFORMANCES OF STAKEHOLDERS IN CPM PILOT SYSTEM: TOOLS AND REPORTING MECHANISM OF CPM PILOT SYSTEM: RECOMMENDATIONS: COMPOSITION OF CPM PILOT TEAMS: CPM PILOT SYSTEM INTERVENTIONS: TRAININGS AND CAPACITY BUILDING OF CPM PILOT SYSTEM: FUNCTIONALITY OF CPM PILOT SYSTEM: WOMEN PARTICIPATION IN CPM PILOT SYSTEM: ROLE AND PERFORMANCES OF CDCS IN CPM PILOT SYSTEM: INTEREST OF COMMUNITY MEMBERS IN CPM PILOT SYSTEM: ROLE AND PERFORMANCES OF FACILITATING PARTNERS IN CPM PILOT SYSTEM: ROLE AND PERFORMANCES OF IM OFFICERS IN CPM PILOT SYSTEM: GENERAL FACTORS OF CPM PILOT SYSTEM IMPLEMENTATION IN NSP II iv

5 List of Acronyms & Abbreviations: CDC CDD CPM FP FPMD HQ HRD-T HCD IM M&E MRRD MIS NSP PMU PM&E PIM RF RTC RO ToT TSD WB Community Development Council Community Driven Development Community Participatory Monitoring Facilitating Partner Facilitating Partners Management Department Head Quarter Human Resource Department and Training Human Capital Development Implementation Monitoring Monitoring and Evaluation Ministry of Rural Rehabilitation and Development Management Information System National Solidarity Programme Provincial Management Unit Participatory Monitoring and Evaluation Post Implementation Monitor Results Framework Regional Training Coordinator Regional Office Training of Trainers Technical Support Department World Bank Annexes: Annex.1 Annex.2 Annex.3 Annex.4 Annex.5 Terms of Reference of CPM pilot System CPM Pilot Publications (Best Practices) Analysis of Facilitating Partners responses Analysis of PMUs / IM Officers responses CPM field level evaluation questionnaires v

6 EXECUTIVE SUMMARY The Community Participatory Monitoring (CPM) system was implemented for NSP II as a pilot phase during May September The pilot system was designed and implemented in four different phases such assessment, design, implementation and analysis/evaluation. For the pilot phase, various actors were involved in the implementation of CPM pilot system such as: CPM teams who were the main target groups and actors to undertake the CPM functions at the community level, CDCs/Communities who had a close linkage and daily supervision and contact with the CPM teams at the village level Facilitating Partners who have provided follow-up trainings / visits to the CPM teams and supported them on regular basis during the pilot implementation, Provincial IM Officers who had a supervisory role and supported/coordinated the CPM pilot implementation at province level and, M&E HQ department who had designed the system, provided trainings and supported technically all the actors during the implementation phase. The CPM pilot implementation aimed to involve CDCs/ communities in monitoring of NSP s interventions at the field level. In total fifteen (15) CPM teams (each team consists of two male & two female members) were established and trained during the pilot phase at the field level. The established and trained CPM teams exercised practically implemented the CPM functions at the field level for three months with proper support and regular follow-up visits by Facilitating Partners, Provincial IM Officers and NSP HQ team. The CPM teams during the pilot phase conducted monitoring visits on a weekly basis using the developed monitoring checklists. Following CPM teams conducted two weekly community level CPM meetings to share their monitoring findings and information with community members, CDCs and FPs/IMs. The minutes of this meetings and filled checklists were then collected by the provincial IM Officers for further consolidation and transfer to M&E HQ department on a two weekly basis. In addition, the concerned FPs and IM Officers prepared their reports CPM Form.3 & 4 on the process and progress of the system and sent to NSP M&E HQ for further analysis and documentation of the CPM pilot phase. It is worth mentioning that based on the pilot implementation, the establishment of a CPM system in NSP will have a great impact and can play a very positive role for the overall programme implementation at the field level, more specifically the CPM system based on the pilot implementation will lead to (i), Improve quality of sub-projects implementation at the community level (ii), Improve accountability, transparency and better collaboration between CDCs and community members for implementation of community level development projects (iii), Empower communities, which will provide them a sense of ownership, specially enhance women participation in terms of monitoring, expressing needs and creating new ideas for community level decision making mechanism and (iv), Improve the performances of FPs and other NSP stakeholders and accelerates the implementation process of NSP s interventions at the field level. In addition, the implementation of CPM system in such CDD programmes like in NSP is cost effective and cheapest monitoring system with tremendous impacts on quality and results. The CPM roll-out should be implemented on NSP cycle one communities (on-going subprojects) with special focus on intensive trainings and follow-ups for the CPM teams and CDCs/communities on CPM and their roles and responsibilities by FPs. No additional cost will be required for FPs if CPM is implemented on cycle one CDCs. CPM teams as experienced should be selected from community members who are not the key members of CDCs with proper selection criteria. A strong feedback mechanism is required for CPM rather than formal reporting system. vi

7 1 INTRODUCTION In NSP I, the Monitoring and Evaluation system was not fully functional and effective. The elements of the M&E department such as Implementation Monitoring, a systemized recording of performance indicators within a functional MIS system, and also the evaluation work were not integrated and linked with the NSP - M&E department. Taking into consideration the weakness of the M&E system in NSP I, the M&E department has been reestablished with an overall restructuring of the M&E framework coordinated and supported with strong collaboration from the NSP Senior Management and the WB task team. The WB Technical Annex 7 of November 2006 requested a major shift in the Implementation Monitoring component for NSP II. Annex 7 proposed to include a stronger community focus in NSP s M&E framework and to pilot a Community Participatory Monitoring System during NSP II. It was initiated by NSP M&E department with support from MRRD and WB; a National M&E Consultant was hired to design and pilot a Community Participatory Monitoring system within the new M&E framework in NSP II who was then transferred to a full-time contract with NSP/MRRD. As NSP is a unique programme, which is operating thought out the country and also for the better and successful implementation of this system, NSP M&E department with the collaboration of Facilitating Partners, NSP management, donors and other stakeholders implemented the CPM system as pilot. The CPM pilot system aimed to empower NSP communities in planning, monitoring, evaluation and assessing the impact of the rural development subprojects within the communities themselves. Furthermore, the introduction and piloting of a CPM system for the NSP II is one major effort aimed at achieving a better implementation quality of subprojects at the field level. The CPM pilot system assessment started in November 2007 continued with design and implementation during April August 2008 and an analysis/evaluation step in September - October The CPM pilot was implemented at the field level on different on-going subprojects by both male and female CPM Teams in five provinces (Bamyan, Herat, Kundoz, Nanagarhar and Parwan), and in close cooperation with five Facilitating Partners (ACTED, AKDN, BRAC, DACAAR and UN- HABITAT). The purpose of the CPM pilot phase was to assess different capacities and to understand what improvements must be made in preparation for a future role-out in NSP II or later under NSP III. Facilitating Partners were tasked to follow-up CPM activities in the field, while the NSP M&E department was focusing on designing and supervising the overall system implementation. The data collected during the implementation process have been taken as a basis for this report as well as for the respective recommendations for the roll-out scenarios. 1

8 2 PARTICIPATORY MONITORING AND EVALUATION The Community Participatory Monitoring (CPM) is a joint action of monitoring functions with different project stakeholders and with special focus on the target groups local communities. CPM can be applied to a variety of development programmes and projects in rural areas. Development organizations are always willing to understand and measure the effectiveness of their efforts in accelerating the development process. However, external sources often take over this responsibility for providing relevant and accurate assessment information. Community Participatory Monitoring offers a unique and effective approach that actively involves local people, development agencies, and policy makers in adequately analyzing a programme's activities and finding adequate resources for programme sustainability. In recent years, participatory development approaches have become increasingly important to the successful implementation and sustainability of development programmes. Since development programmes being implemented at community level are designed to be responsive to community needs, participatory monitoring approaches pose new challenges for decision makers. One response is the development of a standardized participatory monitoring system that can best ensure the active participation and engagement of stakeholders. Considering the importance of local institutional involvement in development programmes, the aim of a CPM system is to actively involve local communities in the planning, monitoring, and decision-making required to develop a CPM. In addition, the CPM system is a significant tool for empowering the communities to monitor and judge the implementation of local development projects at village level and provide vital feedback to the relevant decision makers and other stakeholders based on the local realities. 2.1 General Advantages of CPM Applying Community Participatory Monitoring in NSP will have in general the following advantages and benefits: Examines relevant issues by involving key players in design process. Establish partnerships and local ownership of projects. Enhancing local learning, management capacity and skills. Provides timely reliable information for management decision making. Early warning and unintended effects. Increases linkages between CDCs and communities Accelerates the sub-projects implementation speed at the field level Understanding and negotiating stakeholder perspectives. Project stakeholders accountability and transparency Increases autonomy and self organization. Joint learning improves performance and outcomes. Strengthens commitment to apply corrective actions. Tap into community creativity to design approaches to monitoring and evaluation. Cost efficient element of monitoring 2

9 3 METHODOLOGY OF CPM PILOT IMPLEMENTATION IN NSP II The CPM pilot model was designed, implemented and evaluated with close cooperation of M&E concerned team members, relevant NSP departments, Facilitating Partners (FPs), CDCs and other NSP stakeholders at provincial and district. For a significant and proper implementation of CPM pilot system it was designed in five different phases as following: Table.1 Different Phases of CPM Pilot System Roll-Out Plan (Phase. V) Assessment (Phase. I) (Nov, 08) (Nov, 07 Feb,08) CPM Analysis/Evaluation (Phase. IV) Pilot Design (Phase. II) (Sept-Oct, 08) (March - April, 08) Implementation (Phase. III) (May August, 08) 3.1 Phase I: Assessment of frame conditions for piloting CPM system in NSP II For a better understanding of the situation for piloting the CPM System comprehensively and significantly; at the initial stage, the CPM consultant had conducted different meetings and field visits with different actors for NSP II and the concerned stakeholders to assess the current M&E functions and system in place as well as to find out their views and ideas. The assessment phase was conducted at different levels (e.g. HQ, Region, Provincial, District, CDC and community) to help the NSP M&E team understand operational and functional issues concerning the future integration of CPM system into NSP with the respective perceptions of the project stakeholders. 3.2 Phase II: Designing the CPM pilot system requirements Based on the findings in the assessment phase, the M&E team decided and discussed a proper design for a suitable CPM pilot system implementation and framework in NSP. During this phase the interventions to be tested and piloted were agreed upon as well as in a consultative process selection criteria for the pilot provinces, the participating FPs, the communities and the CPM teams have been considered at this stage. 3

10 Selection criteria for implementation of CPM pilot in NSP II To position NSP for successful implementation of the system, the following selection criteria had been considered for the design and implementation of pilot system: Five provinces Within each province, one district Within each district, three CDCs (fifteen CDCs total) Within each CDC, one CPM Team (fifteen CPM teams total) Within each CPM Team, four people (2 male, 2 female, 60 people total) Table2: Coverage of CPM Pilot for NSP II Facilitating Partner UN -Habitat DACAAR BRAC ACTED AKDN Province Parwan Herat Nangarhar Kundoz Bamyan No. of Districts per Province No. of CDCs per District No. of CPM Teams per CDC No. of Members per CPM Team Total (5) Total (5) Total (5) Total (15) Total (15) Total (60) Interventions of CPM pilot system: During the CPM pilot phase, two different interventions were considered to be tested at the field level. These interventions have been realized during the assessment phase. The purpose for doing this exercise was to define one proper intervention for the later roll-out of the system in the country for NSPII. Table 3: Different Interventions for CPM pilot system FPs / CPM Teams Community Members Existing CDC Sub-Committees Good performing FPs 8 7 Total (5) (15) A. Better Performing Facilitating Partners (FPs) The CPM pilot system has been implemented with the five better performing FPs during the pilot phase. The five FPs have been selected based on a criteria and consultation with the relevant stakeholders. The reason behind this was to implement the system in a significant manner and achieve the expected outcomes. However, having in to consideration the remaining timeframe of the current NSP phase, it would be difficult to expand the system country-wide in each CDC. Hence, the piloted FPs will be considered for a potential roll-out implementation in NSP II. B. Community Members For a better collaboration, transparency and support between the community members and the respective CDCs, it was therefore, important to involve the community members in the monitoring process and functions within the CDC and community. Moreover, the community 4

11 members selected for the CPM team will be monitoring the performances of FPs, CDCs, projects and subprojects as well as sharing information within and between the CDC and community. Eight CPM teams were selected from community members new teams out of total fifteen CPM teams. C. Existing CDC Sub-Committee of Monitoring Currently in some CDCs, there are in several occasions monitoring sub-committees established by some of the FPs for the purpose of monitoring the activities during implementation of the projects and subprojects. These committees have not been trained technically on M&E issues; therefore, during the assessment it was found out that the pilot system could focus on these existing committees and further strengthen their capacities linked with the CPM system. This was also recommended by some of the CDCs to implement the CPM system with the existing committees that are already somewhat familiar with the NSP procedures. Seven existing monitoring sub-committees were considered and trained to implement the CPM functions at the field level. Development of Training Materials of CPM Pilot System The CPM pilot system training materials were developed based on and the findings of the assessment. The training materials and tools were however, simple and according to the respective capacities of the relevant FPs/ PMUs & CPM teams to transfer the knowledge and empower the communities in the good manner. Training materials for the pilot phase included presentations, handouts, guidelines, graphics, and diagrams and with consideration of different methods such as role plays, group work, movie clips observations, etc... Training materials were developed both in English and Dari to help participants easily understand the training issues; basically, the training material were developed for two levels of audiences. A. PMUs/ROs & FPs: - this was more like a training of trainers (ToT) and therefore, the materials was considered as high level and extra information provided for the participants at this level for their further use during implementation of the system and follow-up trainings of CPM Teams. B. CPM Teams & CDCs: - for this training, the materials were more simplified and more practical exercises were included for easy and better understanding of participants during the trainings, also the method of delivery of training was different and simplified for these level of participants; in addition, a field-test was included at the end of the training for all participants trainings for further clarity of the CPM concept and their roles and responsibilities. 3.3 Phase III: Implementation of CPM pilot system in NSP II The CPM pilot system was implemented based on the tools and design of the system mentioned above. The implementation process was undertaken at the field level for duration of three months to practically train and implement the pilot system as it was important to have a practical exercise with the respective communities (CPM Teams). Having this into consideration the different levels of stakeholders in NSP, a Training of Trainers (ToT) method was used for accomplishment of the CPM pilot system. one of the main objectives of the system was to build the capacities of the respective CPM participants at various levels. 3.4 Phase IV: Evaluation/Analysis of CPM pilot system in NSP II An important part of the CPM pilot implementation in NSPII was the evaluation to assess the main findings and results of the pilot system. The evaluation exercise has contributed to finalize the pilot system and develop an overall plan of CPM roll-out implementation in NSP II. 5

12 4 CPM PILOT SYSTEM MECHANISM IN NSP II: 4.1 Composition of CPM Pilot Teams: Composition of CPM teams for the pilot phase in NSP II is as bellow: In each community, one CPM team Each team consisted of two male & two female (total four people) Divided into two groups (male & female) sometimes mix At least One person literate per group (due to level of illiteracy, assistant for writing) Two interventions (existing CDC sub-committees of monitoring & new CPMs from community members) Table 4: Hierarchy of Community Participatory Monitoring Pilot System COMMUNITY PARTICIPATORY MONITORING M&E HQ IMs ROs FPs CPM Teams CDCs Sub-Projects 4.2 Monitoring function of CPM Pilot Teams: The CPM pilot teams conduct weekly monitoring visits on on-going sub-projects at the community level by using checklists developed and trained by NSP M&E Team, the monitoring is undertaken separately by (male & female groups). Due to social and cultural sensitivities, the female CPM team is monitoring the HCD sub-projects at the community while the male is monitoring the Infrastructure sub-projects of NSP; but in some cases they conduct joint monitoring (depending on locations), more specifically, the CPM teams are monitoring the: quality and progress of ongoing sub-projects FPs performances CDC performances and Identifying problems / needs / gaps and propose the respective solutions 4.3 Discussion of CPM Pilot teams with CDCs: After the monitoring visits, the CPM Teams conduct weekly discussion with CDC key members and the CPM team members to share problems identified and propose for immediate solutions/actions if required, this short discussion of immediate findings with CDCs are of utmost important to share the problems on time and seek for solutions at the community level. 6

13 4.4 Reporting / Feedback Mechanism of CPM Pilot System in NSP II: To document all the implementation process of CPM pilot system, a simplified reporting system has been developed as following: Monitoring Checklist (Form.1): - this checklist is use by the CPM teams while monitoring/visiting the implementation process of the on-going sub-projects at the field level; this was important to integrate and introduce this checklist for the CPM teams at the field level to improve their capacities in monitoring, collect the required data and to keep record of relevant information at the community level. CPM Meeting Minutes Record (Form.2):- this form is filled by the CPM teams with the support and assistance of IM Officers during the community level CPM meetings; the main findings and decisions / actions plans based on discussion amongst the meeting participants are entered in this form. A hardcopy of the mentioned filled form is kept by the CPM teams for their own record and the original copies are then handed over to the provincial IM Officers for further use and analysis. In addition, the CPM teams also provide verbal feedback to community members from the progress, process and problems identified from the sub-projects implementation based on their monitoring visits. CPM Progress Implementation Report (Form.3):- this form is used by the FPs at the district level to collect the required data and report on the progress of CPM pilot implementation at the field level; this form was important to reflect the main the progress, process, performances of CPM teams and problems (if identified) during implementation of sub-projects. CPM Implementation Process Report (Form.4):- this form is used by the provincial implementation monitoring officers with focus on the overall process of CPM pilot implementation, applicability of the system and its constraints and advantages at the field level. It was basically aimed to receive different ideas, feedback and recommendations from the CPM pilot implementation at the field level. Table 5: Reporting mechanism for CPM pilot system C P M P i lo t R e p o rt i n g S y s te m M & E H Q R O s R e p o rt in g T r a n s fe r rin g R e p o r ts R e p o r tin g o n C P M I M s ( P M U ) R e p o r t in g / I M s V is it s F P s F e e d b a c k C P M T e a m s S h a r i n g I n f o C D C s S h a r in g I n fo rm a t io n C o m m u n it y M e m b e r s 7

14 4.5 Capacity Building and Trainings of CPM Pilot System: In order to implement the CPM pilot system in a significant manner at the field level, it was utmost important to train, follow-up and increase awareness of different stakeholders who are involved in the CPM pilot implementation. The capacity building process for the CPM pilot phase was undertaken at different stages and timings; Facilitating Partners (FPs):- who are based at the field level and have a close collaboration and working relationship with the CDCs/CPM Teams at the field level were trained by the NSP/HQ M&E team at the initial stage; the FPs were tasked to follow-up on the CPM pilot implementation on weekly basis and provide monthly training on CPM for the respective CPM teams; FPs field staff also provided regular guidance and supported the CPM teams at the field level. NSP Implementation Monitoring Officers (IMs):- who are based at the provincial and being the main contact point for the FPs and communities at the field level, were trained first together with the FPs at the provincial/regional level to provide further training on CPM and support the CPM teams and FPs field staff technically; also the regional training coordinators provided trainings for the CPM teams and assisted the IMs to provide CPM trainings at the field level. NSP/HQ M&E Department: - during the CPM pilot implementation; M&E department of NSP based in Kabul had the overall responsibility to provide comprehensive trainings for the different stakeholders at various levels. The M&E department provided the first CPM introduction and initial trainings for the FPs, IMs, CPM teams/cdcs and other relevant actors at the field level. In addition, follow-up trainings and visits were conducted for the respective stakeholders during the implementation process of the pilot phase. 4.6 Follow-up visits: Monthly follow-up visits conducted with each CPM team at the field level by the M&E HQ team to ensure the process is going on well and also to provide technical support and on the job training where necessary. It is worth to mention that, these follow-up visits had a significant impact on the implementation process and performances of the concerned stakeholders at the field level; because the follow-up exercise could re-enforce on the technical aspects and could emphasize their roles and importance at the community level. Moreover, the follow-up visits further strengthened the areas of collaboration and coordination among the concerned CPM stakeholders. 8

15 5 EVALUATION AND ANALYSIS OF CPM PILOT IN NSP II In order to analyze the CPM pilot implementation and to obtain a significant result out of the system, an important phase Evaluation had been included in the overall design of CPM pilot system. The evaluation phase aimed to assess the key findings and results of the pilot system. The evaluation process was designed and executed into two parts: A). Field level Evaluation of CPM pilot system: For the pilot implementation of the CPM at the field level, many actors were involved such as (Facilitating Partners, Implementation Monitoring Officers, CDCs, CPM teams and community members). In order to evaluate the system in a participatory manner from different prospective and field experiences; specific evaluation questionnaires have been developed for the field level CPM stakeholders to assess the successes and failures of the pilot phase. More specifically, the purpose of the field level evaluation was to assess in dept the various aspects of CPM pilot system (e.g. overall design, different interventions tested, trainings, structure, capacity building, and functionality of CPM at the field level and cooperation and coordination between different actors) - Annexes.3 & 4 B). CPM Evaluation / Analysis Workshop: Following implementation of CPM pilot system at the field level and consolidation of field level evaluation questionnaires; a participatory workshop on evaluation / analysis of CPM pilot system was conducted with participation of NSP donors, FPs field & HQ staff, NSP M&E field staff, representatives of MRRD relevant programmes, NSP HQ technical departments and NSP senior management. This one-day workshop was held on Thursday 23 rd October 2008 at the MRRD/NSP in Kabul. More specifically, the workshop aimed to: 1. Present the overall methodology and findings of CPM pilot system 2. Assess and review the CPM pilot implementation process with the stakeholders involved in implementation at the field level 3. Compare different interventions for the CPM roll-out phase. 4. Share the experiences and best practices during the implementation process from the piloted provinces 5. Discuss the main constraints and advantages and evaluate the capacities and resources used during the CPM pilot implementation 6. Consolidate the overall findings for a further analysis and development of a sound proposal of CPM for its roll-out in NSP II. 9

16 6 GENERAL FINDINGS OF CPM PILOT IN NSP II As a result of the two level evaluation exercises, followings are the general findings of CPM pilot implementation in NSP II. The establishment of community participatory monitoring team has supported CDCs and communities in improving transparency, accountability and strengthening coordination at the community level It is realized that CPM is a new and complementary element of monitoring in NSP new M&E framework CPM system have ensured gender balance and women participation in monitoring and decision making at the community level CPM pilot system has contributed to improve communities capacity and skills in certain monitoring, development activities and other NSP related issues at the field level CPM contributed to accelerate the implementation of sub-projects through regular monitoring visits, assess the progress, identify the gaps and problems, provide feedback and seek solutions at the community level. CPM played a significant role in increasing community ownership from the subprojects implementation at their own communities CPM also contributed in conducting regular and well managed meetings at the community level, these meetings helped the community members to become more aware about the development activities/projects implemented at their communities It was found and experienced during the pilot phase that CPM teams worked well where on-going sub-projects exist CPM system has assisted FPs to receive on time feedback and recommendations from the sub-projects implementation. In addition, it has contributed to reduce complaints coming to the FPs & PMUs on simple issues, which can be resolved at the community level. CPM contributed in improving FPs, Contractors & CDCs performances at the field level to better implement the sub-projects and share the respective information amongst the stakeholders with special focus on communities The CPM checklists and monitoring forms were in some places difficult to use and or understand in short period by the CPM teams due to illiteracy of some CPM team members. It was found that in some places, FPs have limited number of staff in the field with low capacities to accomplish CPM In some places, there is lack of awareness about the CPM at the community level; the communities need to be further aware of CPM activities at the field level In rare cases, CPM teams do not have full interest due to the absence of financial support and the obligation of their daily survival tasks 10

17 7 SPECIFIC FINDINGS OF CPM PILOT IN NSP II Based on the observations of different follow-up visits and meetings with CPM teams, CDCs and communities in the field by the M&E HQ team, also based on regular reports and information received from CPM involved actors at various levels and the field level evaluation questionnaires; considering the findings of CPM evaluation workshop at the HQ, followings are the specific findings of CPM pilot system implementation: 7.1 CPM Pilot Teams Composition: Composition of the CPM teams during the pilot implementation (two male & two female members) was appropriate and functional as following: The four members of CPM team (two male & two female) had close coordination and collaboration for sharing information & experiences, in some cases they worked jointly. In addition, roles & responsibilities of each member of CPM team was clearly understood and realized In places where two groups (male & female) established, it was experienced that two people in a group can assist, coordinate & support each other during the monitoring visits 7.2 CPM Pilot System Interventions: For the CPM pilot implementation, two different interventions were considered and tested, based on the field visits/experiences and results of evaluation workshop, the findings are summarized as bellow: a. CDCs Existing Sub-Committees of Monitoring:- these sub-committees of monitoring have not been properly trained by the respective FPs nor their roles and responsibilities have been properly defined and clarified at the community level; hence, it has resulted in overlap of various functions with other sub-committees within the CDC Due to lack of proper training for sub-committees and lack of proper awareness to the communities about the roles and responsibilities of sub-committees, In this intervention, lower community participation, less openness and limited accountability between the CDCs & communities experienced during the pilot implementation b. Newly established CPM teams from community members: - these teams, which have been selected from the community members and not the CDC members are more functional and effective. this intervention is an independent and an external constructive element to the CDCs More community participation and collaboration between CDCs/Communities & CPM teams were observed in this intervention Female participation is ensured in this intervention. More openness, transparency & accountability and community ownership is observed in this intervention; as the community members felt more empowered as they are now involved in the monitoring and community level decision making 7.3 Functionality of CPM Pilot Teams: The functionality of established CPM teams at the community level during the three month practical CPM implementation was satisfactory, more specifically: CPM team were strongly interested in joining and implementing the CPM activities at their communities, it was found that they are learning from the process and have an overall understanding of problems, deviations and progress of on-going interventions 11

18 in the community. In addition, they have gotten a better reputation within the communities to work to their own communities CPM teams conducted regular and proper monitoring visits from the ongoing subprojects (in some cases also monitored the completed interventions) by using the CPM checklist and identified the respective problems during the implementation and contributed in identifying and proposing solutions for those problems at community level During the pilot phase, CPM team conducted regular bi- weekly community level CPM meetings with the community members, CDCs, FPs and IMs where all the findings and data collected from the field were shared with the participants to increase their awareness on the progress of sub-project/s and reach to an agreement to resolve certain problems identified during monitoring visits. Women participated equally in the CPM process and increased female community member s awareness and understanding of development projects and proposed new projects based on their needs and priorities. CPM teams contributed in initiating new projects for the development of community together with the CDCs and community members. CPM system contributed in sustainability of completed sub-projects of NSP at the community level CPM pilot system contributed in social development and played a significant role in internal village level conflicts resolution CPM system contributed in enhancing community awareness about community development projects and their participation respectively CPM team contributed in improving the speed of sub-projects implementation at the community level by their regular monitoring and feedback on certain problems and their solutions CPM teams performed the CPM activities with full interest and willingness at the community level 7.4 Women Participation in CPM Pilot System: Considering the importance of women participation and gender equity within NSP, during the CPM pilot phase, women were involved and participated equally as men in the CPM activities. It is mentionable that the interest and punctuality of women in the CPM functions were higher than the male CPM teams at the field level; this is because women have not been properly involved much in such social and development activities at the community level; therefore, the establishment of CPM system has contributed and enhanced women participation, decision making and empowerment at the community level to monitor, identify problems, propose solutions for the problems and provide recommendations. Furthermore, active participation of women in CPM functions at the community level has contributed to improve the performances and quality of HCD sub-projects at the field level, CPM has also contributed in improving coordination, collaboration and sharing information between CDCs & communities (especially female groups). 7.5 Trainings of CPM Pilot Teams: Trainings and capacity building were considered as an important and vital part of CPM pilot implementation at the field level, trainings for the CPM teams and other stakeholders were provided at different levels; The fresher training provided by M&E HQ had significantly resulted and improved understanding of CPM teams on their functions at the field level Roles & responsibilities of stakeholders such as FPs, IMs, CPM Teams and CDCs during CPM visits were clarified Exchange of experiences and knowledge between CPM teams, CDCs, FPs and IMs took place during the training periods 12

19 CPM field-test exercise had a practical & constructive effect to improve the CPM teams skills on how to practically exercise CPM functions in the field Joint training (CDCs & CPM teams) helped to avoid the potential conflicts and improve areas of collaboration between CDC and CPM members Training and CPM functions assisted CPM team members to have a broader vision & deeper information from village level development activities Follow-up trainings by FPs in some places were poor and not informative enough to contribute in improving their awareness and skills Table.7 List of people trained during CPM pilot implementation S.N Trainees Trainees per Province Trainees in Five Provinces Male Female Male Female 1 CPM Team members CDC key members FPs Staff PMU staff Remarks 5 RO staff 2 10 One female HCDO Total Grand Total Budget of CPM Pilot System in NSP II: Considering the capacity building and trainings for the different stakeholders at various levels, specific budget was considered for the CPM pilot implementation and also for the follow-up visits. It is mentionable that comparing to the elements of monitoring and based on experiences during implementation of CPM pilot system, CPM is cost efficient, which requires no running cost for the communities to monitor their sub-projects by themselves at the field level. (For details, see table below) Table.6 CPM Pilot Implementation Cost (Actual) S.N Description Total Amount in five provinces (USD) 1 Assessment Travel Cost $ 1, Training Cost $ 4, Training Travel Cost $ 5, Follow-up visits Cost $ 5, 800 Remarks Total $ 17, Role and Performances of CDCs in CPM Pilot System: The CDCs which are the main target groups at the field levels had close linkages with the CPM teams. Based on the field visits (evaluation) and meetings with the fifteen CDCs, which were involved in CPM pilot implementation, it showed that CDCs are satisfied with the establishment of CPM system and the performance of CPM teams at the field level. Furthermore, the information provided by the CPM teams assisted the CDCs to have a better understanding on the progress, deviations of sub-projects and performances of FPs at the community level. Thus CPM teams have contributed to strengthening opportunity for 13

20 CDCs linkage and seeking fund for further community level development projects at the field level experienced during the pilot implementation. It is mentionable that a good collaboration and working relationship have been established between CDCs and CPM teams for implementation of sub-projects at the field level. No conflict of interest has been observed and created between these two parties during the pilot phase. In addition, the CPM teams have been enrolled in other community level social conflict resolution, which is appreciated by the CDCs and NSP. 7.8 Interest of Community Members in CPM Pilot System: It was observed and experienced that establishment of the CPM system helped the communities to strengthen their capacities, enhance their awareness from the development interventions. Moreover, communities (male & female) had actively participated in CPM functions & community level CPM meetings, which was experienced less with the previous CDC meetings. It is stated by communities, that since the CPM teams are in place, we have been informed of certain activities and received information regularly through CPM community level meetings. CPM system has also contributed in bringing-up voice of communities, their needs and problems and shared the respective decision and solutions with CDCs and other relevant stakeholders at the field level. 7.9 Role and Performances of Facilitating Partners in CPM Pilot System: NSP facilitating partners (FPs) who are the main and closed actors with CDCs and communities at the field level facilitated and supported the implementation process of CPM pilot system. All selected FPs such as (AKDN, ACTED, BRAC, DACAAR and UN-HABITAT) participated in CPM initial trainings of trainers which were conducted in the piloted provinces. FPs facilitated CPM trainings & field visits of the M&E HQ team and attend the CPM community level meetings. It was observed during the implementation process of CPM pilot system and follow-up field visits by M&E HQ team that some of the FPs did not fully concentrate on conducting followup trainings for the CPM teams due to limited capacities & resources. As well as FPs stated and admitted that, CPM system has contributed in reduction of small problems coming to FPs, which are currently being solved by the communities themselves where possible. In addition the FPs currently feel more accountable to CDCs & communities as their performance is monitored by communities as well Role and Performances of IM Officers in CPM Pilot System: Ten (5 male & 5 female) implementation monitoring officers in five provinces (one male & female) at each province were involved in the CPM pilot implementation at the field level. The role of IM Officers during the CPM pilot implementation was to supervise the overall process and provide technical inputs & support where necessary. According to the follow-up field visits and meetings with the CPM stakeholders, IM Officers had a great role during the CPM pilot implementation; this is because the IM Officers were part of the two weekly community level CPM meetings where they received and shared information on the status and progress of CPM pilot implementation. IM Officers coordinated all the HQ M&E team missions, meetings and field visits during the CPM pilot implementation; the IM Officers transferred the CPM pilot implementation data from province level to the M&E HQ for further analysis and follow-up. The IM Officers also provided on-job training for the CPM pilot teams during their field visits where it was necessary. 14

21 7.11 Role of NSP HQ M&E Department in CPM Pilot System: Considering the importance of a CPM system for NSP II, the M&E Department had the overall responsibility for the proper implementation of CPM pilot with concentration on different aspects and phases that was defined for the pilot phase. M&E Department had invested a lot of valuable efforts during assessment, design, implementation and analysis/evaluation of the system. M&E Department had provided extensive training to the concerned CPM stakeholders such as FPs, IMs, ROs, CDCs & CPM Teams at provincial and district levels both at the initial and follow-up stages. M&E Department mainly focused on applicability and appropriateness of the overall implementation process at the field level. In addition, M&E Department had regular (monthly) follow-up visits to the piloted provinces and CPM teams which had significant impact in improving the skills and knowledge of CPM teams and other stakeholders. The follow-up visits by the M&E HQ also contributed to clarify the roles and responsibilities of different actors involved in CPM activities at the field level and emphasized the role of CPM teams and its importance at the community level; ultimately, to the whole CPM pilot system Tools Developed and Used for CPM Pilot System: The monitoring checklists and reporting forms, which were developed for the CPM pilot implementation aimed to document all the implementation process. These tools were used by various stakeholders of CPM at the field level. Based on field experiences during the pilot implementation, the tools were appropriate and helpful for the CPM teams and other stakeholders. CPM teams mentioned that using the monitoring checklists can help them to have a record of the progress of activities and sub projects in their communities as well as used them as evidence reminder for the problems and deviations. Furthermore it is a mean for conducting the CPM community level meetings. Despite of above mentioned facts, some minor changes are required on the technical aspect of the checklist which was raised during the trainings conducted at the province level. The feedback and comments of CPM participants have been taken into consideration and will be integrated for the roll-out phase. 15

22 8 CONCLUSIONS: Based on the findings of the CPM pilot implementation system in NSP II, this report concludes the results and findings as following: 8.1 Composition of CPM Pilot Teams: Composition of the CPM team (two male & two female) is appropriate and they are able to work as one team in most cases, only in some places they undertake CPM functions separately (depending on situation). Although in some places the CPM teams members are not able to work jointly (male & female together) at the field, but they are able to share their experiences and monitoring findings directly or indirectly through the CDC heads at the community level 8.2 CPM Pilot System Interventions: The existing sub-committees of monitoring within the CDC are overlapped with other functions, also women participation (community members) is not ensured in this intervention. The existing sub-committees of monitoring are not able to undertake proper monitoring functions because they have not been properly trained by the concerned FPs Based on the findings, it is concluded that the CPM team members that were selected from the community based on a specific criteria are more effective and functional. 8.3 Functionality and Capacities of CPM Pilot Teams: CPM pilot teams are able to undertake the CPM functions at the community level; as CPM function is relevant to their own capacities at the field level CPM is a good tool to improve the performances and quality of sub-project s at the community level CPM teams are able to use the checklists during the monitoring, record minutes of community level CPM meetings and share their findings and information with other community members at the field level The CPM is not time consuming, instead it is a simple monitoring tool and can be easily undertaken by the community members (CPM teams) without any required financial resources at their own communities CPM system assists CDCs and communities to attract attention of other development projects/agencies for the communities by their good quality of work CPM is a tool to improve community participation, contribution and awareness on the NSP sub-projects implementation while contributing in building their capacities at the community level 8.4 Women Participation in CPM Pilot System: CPM enhances the capacities, role and value of community members specially women to voice their needs and prioritize sub projects at the community level as well as increase their awareness to be involved in the development activities of their communities CPM can be a good tool for strengthening women participation in community level decision making by monitoring of their own sub-projects Implementing a CPM system, improves the quality of sub-projects (especially HDC) at the community level and performances of various stakeholders respectively 16

23 8.5 Trainings and Capacity Building of CPM Pilot Teams: The fresher and follow-up trainings for the CPM teams and other stakeholders such as FPs and IMs at the provincial level is utmost important that introduces the system and clarifies the roles and responsibilities of the concerned stakeholders, especially communities, CPM teams and CDCs at the field level The CPM trainings help avoid the potential interest of conflict between the CDCs, CPM members and communities. The trainings materials that were developed and used during the CPM pilot trainings were effective and appropriate 8.6 Role and Performances of Stakeholders in CPM Pilot System: CDCs & Communities have strong interest and support for the CPM system at the field level FPs are able to provide on-the job trainings and facilitate the CPM process at the field level The IM Officers are able to coordinate, supervise the CPM pilot process, support the respective CPM stakeholders at community level IM Officers were able to collect all the CPM pilot process data and compile them at the provincial level IM Officer acted as communication bridge between M&E HQ and other stakeholders of CPM at the field level 8.7 Tools and Reporting Mechanism of CPM Pilot System: The tools designed and used during the CPM pilot implementation are appropriate and helpful for the stakeholders but needs further simplification. Use of monitoring checklist and meeting minutes record forms are supporting the monitoring process of CPM teams at the field level The CPM checklist help the system and the CPM team to know what to monitor and having evidence on the progress, performance and problems during the implementation of sub project as well as avoid neglecting of CPM team to just have a look at sub project The district level progress reporting on CPM by FPs and provincial process report by IM officers are the most important to document and improve the implementation process of CPM at the field level. 17

24 9 RECOMMENDATIONS: The recommendations stated bellow are based on the CPM pilot implementation at the field level and based on the different experiences and lessons learnt during the pilot phase. These recommendations can be applied for a partial roll-out of CPM in NSP II and full rollout in NSP III. 9.1 Composition of CPM Pilot Teams: It is recommended that the membership for CPM team should be four people (two male & two female). as it was tested and experienced during the pilot phase The CPM teams both male and female should be trained enough to have proper understanding of monitoring, concept of CPM, their roles and responsibilities and be able to work as a team. Where the CPM teams are not allowed to work jointly due to social and cultural sensitivities should share their findings and experiences indirectly through the CDC Head who is trusted at the community level. Otherwise, through their male family members. 9.2 CPM Pilot System Interventions: Based on the results of pilot phase, it is recommended that CPM teams should be selected from outside of CDCs (community members) who are qualified and meet the requirements of selection criteria During selection process of CPM teams, all community members (both male & female), CDC members, FPs and influenced actors in the community should be involved. In addition, at least two days are recommended for introduction and selection of CPM teams at each CDC. This will give the communities the opportunity to take right decision and select proper members for the CPM team. 9.3 Trainings and Capacity Building of CPM Pilot System: The training of trainers (introduction of CPM) to the concerned actors such as FPs and IM Officers at the provincial level is utmost important. This training should be conducted at the initial stage to define their roles and responsibilities while getting a common understanding of CPM system among the stakeholders; The CPM training for the CPM teams and CDCs jointly with active participation of FPs concerned staff should be undertaken at the community and district level. This training will give participants the opportunity to learn and get the necessary knowledge on CPM, clarify their roles and responsibilities and to avoid the potential conflict between CDCs and the CPM members. This also helps to improve and support the process and enhance the importance of CPM at the field level The trainings should be conducted in their own languages (Dari and Pashto) with maximum use of graphics, role plays and other interesting and relevant illustrations to attract the CPM teams and CDCs attention with a practical executive at the field level The training materials that were developed and used for the CPM pilot phase, was appropriate and should be further improved for future use The CPM training for the selected CPM teams and CDCs/communities should be at least for (3) days including a field-test exercise The field test is more important for all CPM actors. This will help them to put their knowledge in practice and enable them to perform monitoring functions practically in the field and improve their mistakes and skills; this will be followed by a feedback process from the trainers, accompanying the field test. 18

25 9.4 Functionality of CPM Pilot System: CPM system should be formed during the early stage of NSP cycle one communities CDC Mobilization & Implementation of sub-projects because CPM system is more functional where ongoing sub-projects exist in the CDC. CPM teams should monitor the ongoing interventions on a weekly basis and continue the weekly briefing discussion with CDCs for sharing of urgent matters concerning the implementation of interventions. CPM teams should continue to use the monitoring checklists (both male & female) teams at the field level to collect accurate and the required data only. This is doable only if the CPM teams are introduced and trained on usage and importance of the monitoring checklists. CPM teams should continue to conduct the community level CPM meeting on a monthly basis, after the monitoring visits, to share the respective findings with stakeholders at the field level Regular and active participation of community members, CDC members and FPs field staff in the community level CPM meetings is utmost important. In the areas, where it is not possible to hold specific meeting on CPM, it is recommended that the CPM teams should share their monitoring findings during the occasional meetings e.g. Fridays Praying time which suites the villagers No incentives or cash payments is required for the CPM teams, they are able to undertake the CPM tasks at the community level and allocate time (average one hour per week) to monitor the sub project/s in their own communities. This can be handled properly if CPM teams and communities receive proper awareness about CPM and its importance for them at the initial stage CPM team needs full support and encouragement from PMU and FPs to identify and reflect the problems and deviations during the sub-projects implementation and record the progress and performance of on going sub projects at the community level. This support and awareness should be given to the CPM team during the training session with clear and proper explanation of CPM advantages to them Attention of FPs to provide proper training and follow-up support for the respective CPM teams at the field level is utmost important and needs to be further strengthened 9.5 Women Participation in CPM Pilot System: Women participation should be ensured at all stages (selection, training, implementation and follow-ups) of CPM at the field level Separate trainings and follow-up visits should be conducted for the female CPM teams by the female staff of FPs and IM Officers to motivate them and improve their monitoring skills Female community members are more open to share their needs and problems/ideas, thus female participation equally to male in the CPM activities is highly recommended at the field level To have proper participation of women in CPM system at the community level, it is important to have the full support of head of CDCs and encourage them to involve women in this process 9.6 Role and Performances of CDCs in CPM Pilot System: Based on the findings during the CPM pilot implementation, CDCs should be included and consulted at all stages of CPM by NSP and CPM teams, the active and joint participation of CDCs and CPM teams in CPM trainings should be ensured and is utmost important to understand their role and responsibilities. FPs have to ensure that there is a strong collaboration between the CDCs, communities and CPM teams in a proper manner to bring improvements and further accountability amongst the participants. 19

26 9.7 Interest of Community Members in CPM Pilot System: Communities should be consulted and their participation to be ensured at different stages of the CPM system to improve community level awareness and empowerment Although the CPM teams are from the community, but it is important the FPs provide sufficient awareness to clarify the roles and responsibilities of CPM teams within the community Due to economic problems and tight working seasons for the farmers in some places, communities will need enough notice and practical advantages of CPM to participate in the CPM functions at the field level. 9.8 Role and Performances of Facilitating Partners in CPM Pilot System: According to the observations and findings during the CPM pilot implementation, three FPs out of five were performing well and fulfilled the CPM implementation requirements, It is recommended that these piloted FPs should be considered for a roll-out phase and continue the efforts for the CPM implementation in the future. Fresher trainings and follow-up visits during implementation of CPM for the FPs should be undertaken on regular basis as it has significant impact in improving their performances at the field level and from FPs to CPM teams respectively FPs should give CPM team the opportunity to reflect their performance during the implementation of sub projects, which provides CPM team the opportunity to think for the improvement of their sub projects. FPs should not influence on CPM team during the monitoring of sub projects to reflect the realities. 9.9 Role and Performances of IM Officers in CPM Pilot System: Implementation Monitoring Officers based at the provinces had great role of coordination and supervision during the CPM pilot implementation at the field level, it is recommended that IM Officers should improve their communication skills and receive trainings IM Officers need further trainings and follow-up visits to improve their work efficiency and effectiveness at the province level IM Officers will not be able to attend the CPM community level meetings regularly and provide the respective trainings if the system is expanded; hence, it is recommended that IM officers should focus on strengthening FPs capacities and skills in CPM at the provincial level 9.10 General Factors of CPM Pilot System Implementation in NSP II Establishment of CPM system for NSP is cost efficient and an effective tool to improve the quality of sub-projects implementation and performances respectively, thus it is recommended to roll out and implement the CPM system in Cycle.1 communities of NSP, where there are ongoing sub-projects. CPM is a good and effective tool for insecure areas to get access to the realistic information from the community The coordination and support within the CPM stakeholders should be further strengthened to be more effective and efficient Considering the huge coverage of NSP in Afghanistan, neither NSP staff nor the FPs can regularly monitor each individual community, hence; it is recommended for NSP to focus on CPM that helps to improve quality of sub-projects implementation and reduce the amount of problems/complaints coming to the FPs and PMUs. For the CPM roll-out implementation in NSP II, it is recommended that CPM should be established in cycle one communities where FPs can train the CPM teams at the same time as they train other sub-committees or CDCs. This will help FPs to avoid any additional cost that CPM trainings require. 20

27 Annex.1 Terms of Reference ToR This ToR is for the National M&E Consultant to pilot the community participatory monitoring system for NSP II. For a significant design and implementation of the CPM pilot system, various steps/phases have been considered under this consultancy. The main tasks/activities are summarized as follows: Review documents and reports for better understanding of the National Solidarity Programme NSP Prepare the necessary initial documents for the consultancy (ToR, work plan, concept note, etc ) Meeting with FPs, NSP Departments and other stakeholders at the HQ level for exchange and sharing of experiences on best practices for CPM pilot system Meeting with the project management and donors (WB) to discuss the best way for integrating the CPM system into NSP structures Field visit assessment missions to understand the current situation and possibilities for implementing the pilot system at the field level (provincial, district and community levels) and discussions with CDCs, FPs and NSP staff to exchange information and experiences and their feedback. Design the CPM pilot system for the NSPII under the M&E department Development of training material to build the capacity of concerned NSP stakeholders Conduct training on CPM as well as its methodology for concerned stakeholders and individuals as well as field test in the selected provinces Follow up training and missions in the field on the piloted CPM Teams within the CDCs Collect data during the field visits and from IMs/FPs and evaluate the CPM system during and after implementation Prepare report on the lessons learned and recommendations during the consultancy of the CPM pilot phase for NSP II Present the findings of the piloted CPM system for NSP senior management, various NSP departments, donors, and other project stakeholders Develop final proposal for integrating the CPM system as roll out for NSPII at country level 21

28 Annex.2 Best Practice Example (August 2008) Community Name: District: Province: Country: Issue: Mirkhan Payeen Jabul Saraj Parwan Afghanistan Date: 19 August 2008 Prepared by: Background: An initiative by the Community Participatory Monitoring Team of NSP Hamed Sarwary Within the new Monitoring and Evaluation framework of the National Solidarity Programmeme II, a Community Participatory Monitoring (CPM) system is being piloted in five provinces (Bamyan, Herat, Kundoz, Nanagarhar and Parwan) in close cooperation with five Facilitating Partners (ACTED, AKDN, BRAC, DACAAR and UN-HABITAT). The implementation of the CPM pilot started in April 2008 and will continue until August What is Community Participatory Monitoring? Community Participatory Monitoring Community Participatory Monitoring (CPM) can be applied to a variety of development programmes and projects in rural areas. Development organizations are always willing to understand and measure the effectiveness of their efforts in accelerating the development process. However, external sources often take over this responsibility for providing relevant and accurate assessment information. Community Participatory Monitoring offers a unique and effective approach that actively involves local people, development agencies, and policy makers in adequately analyzing a programme's activities and finding adequate resources for programme sustainability. In recent years, participatory development approaches have become increasingly important to the successful implementation and sustainability of development programmes. Since development programmes working at community level are designed to be responsive to community needs, participatory monitoring approaches pose new challenges for decision makers. One response is the development of a standardized participatory monitoring system that can best ensure the active participation and engagement of stakeholders. Considering the importance of local institutional involvement in development programmes, the aim of a CPM system is to actively involve local communities in the planning, monitoring, and decision-making required to develop a CPM. In addition, the CPM system is a significant tool for empowering the communities to monitor and judge the implementation of local development projects at village level and provide vital feedback to the relevant decision makers and other stakeholders based on the local realities. The purpose of the CPM pilot phase in NSP is to assess different capacities and to understand what improvements must be made in preparation for a future role- out of such as system in NSP II. Facilitating Partners are being tasked to follow-up CPM activities in the field, while NSP M&E department is focusing on the overall process. Data on the process is being collected and consolidated to help in assessing the potential for a role-out of CPM in NSP II 23

29 The Case of Mirkhan Payeen: During the recent war time in the village, a burned former Russian Army Tank has been lying close to the village. The villagers with the consultation of District Governor had shifted the Tank and used it as protection mean against the seasonal floods in the village. After establishment of the CPM Teams in the community in May 2008, they started regular monitoring activities within the village to assist the CDC in implementation of the developmental activities at the field level. The CPM Teams identified that the Tank could be used more significantly to help communities in a better way. The CPM Team discussed and proposed together with the CDC and community members in a meeting to sell the old Tank and use the money for construction of a proper flood protection wall. Finally; they agreed to sell the mentioned Tank to the local shopkeepers close to the village for an amount of 10,000 (ten- thousand Afghani only) equal to US$ 200/- with additional amount of 20,000 (twenty thousand Afghani only) equal to US$ 400/- as community contribution (both cash and labor/materials); they decided to construct a proper flood protection wall instead of using the old temporary tank. New constructed Protection Wall in Mirkhan Payeen As a result of their efforts, a protection wall has been constructed 20 meter long with 1.5 meter width and 2.20 meter high. The total cost for the mentioned protection wall is 30,000 (Thirty thousand Afghani) equal to US$ 600/- including sum of the sold tank and community contribution; the project and its cost was managed by the CDC at the community level. For more information on Community Participatory Monitoring please contact: Mr. Hamed Sarwary Head of Implementation Monitoring Unit (M&E) National Solidarity Programme Ministry of Rural Rehabilitation and Development Telephone #:+93 (0) h.sarwary@nspafghanistan.org / hsarwary@yahoo.com / CDC & Community satisfaction from CPM system in Mirkhan Payeen 24