Formulate a more systematic approach to improving M&E quality. As the report explains, this would entail building staff and clients' M&E capacity, demonstrating to clients the value of M&E, and provisioning of specialized M&E skills at key moments of the project cycle for targeted projects (applies to the World Bank and IFC).
Identification of problems and solutions could be strengthened by having more reliable monitoring data and using that data more consistently in safe space deliberative meetings aimed at identifying and discussing problems. The M&E systems that generate the underlying evidence for results have long-standing shortcomings, despite various initiatives to strengthen M&E and results orientation. Strengthening M&E is especially important for projects with new or innovative designs and will also require building client M&E capacity in collaboration with partners.
World Bank Management is committed to continue improving the quality of M&E and agrees with a need for a more systematic approach to strengthening M&E and results orientation. Over the past two years, considerable effort has been made to build M&E capacity, through strengthened and more systematic learning in M&E and RMES activities. In addition to efforts to strengthen learning and knowledge sharing, Management is reviewing various options to better define competencies and provide support to staff engaged in results measurement and M&E, under the Bank's new career framework and governance structures. This activity is intended to strengthen internal capacity in this area, and is complementary to the parallel effort to provide more systematic oversight and support to ensure the quality of M&E designs at entry and throughout the implementation of projects.
IFC Management remains committed to having a strong and specialized group of IFC M&E staff that supports operational teams, teams working on CPFs and JIPs, and IFC's clients. IFC's Development Impact Unit, in particular, and several of the industry strategists play a key role in supporting project teams at appraisal, entry, implementation, supervision, and completion on issues related to development impact and M&E framework. Furthermore, Management continues to support the RMES, which aims at the professionalization of M&E staff across the WBG. All of these initiatives have been approved by management and discussed with CODE as part of IFC's proposal to enhance its results framework.
â¢ WB Action 4.1: Clarify professional mapping for M&E specialists under the governance structure of the new Career Framework [FY17 Q2]
â¢ WB Action 4.2: Define different levels of M&E competencies [FY17 Q3]
â¢ WB Action 4.3: Develop and adopt protocols for assessing M&E competencies, including a clear governance structure for implementation [FY18].
WB Action 4.4: Develop and deliver specialized training modules for strengthening M&E in various operational instruments (e.g., CPF, IPF) [FY17 onwards]
WB Action 4.5: Strengthen the support provided by Results Measurement specialists at design and during implementation of projects and ASA to improve outcomes.
WB Action 4.6: Roll out Corporate Results Indicators with clear guidance to staff and support systems [FY17 Q4]
WB Action 4.7: Develop and roll out Project Results Indicators, starting with selected Global Practices, with clear guidance to staff and support systems [FY18 onward]
As the update makes clear, many activities have been completed or are ongoing related to M&E and results measurement training, guidance, certification, indicators, and defining M&E and broader job competencies. Management has reiterated its support for the RMES community and sponsored a number of very good RMES events and trainings. Many of the early actions on improving M&E are about creating the essential inputs to the goal of better M&E in World Bank operations.
Significant work remains, however, to make sure that all these actions bear fruit and result in stronger design of operational results framework, and more consistent implementation and use of M&E in operations. Improving M&E in World Bank operations will also require use of M&E expertize. Mechanisms need to be defined for tapping M&E expertize at key points in the project/program/CPF cycle. Management should also consider creating "safe spaces" and other approaches to enhance M&E use for course corrections, mid-term reviews, and restructurings. More thought could also be given to working with clients on demonstrating the value of good M&E.
This is an adaptable MAR, where progress is assessed against the outcome direction, and the actions are indicative for each fiscal year, and can be updated each year.
For outcome direction 4a (Professionalization of M&E specialists) the FY17 updates are as follows:
WB Action 4.1: Professional mapping for M&E specialists was clarified under the governance structure of the new Career Framework in FY17 Q4.
WB Action 4.2: Different levels of M&E competencies defined in FY17 Q4.
WB Action 4.3: Work on developing and adopting protocols for assessing M&E competencies, including a clear governance structure for implementation scheduled to start in FY18 Q2.
For outcome direction 4b (M&E skills development) the FY17 updates are as follows:
WB Action 4.4: Developed module on strengthening M&E in CPFs delivered specialized training for RMES members and other operations staff module now integrated in CPF Academy
WB Action 4.5: Provided support to Results Measurement specialists to improve the focus on outcomes for projects and ASA through RMES activities in FY17 (RMES Together event BBLs Chalk Talks, etc.) and through the development of new Guidance on Managing Trust Funds for Results and associated training.
For outcome direction 4c (M&E tools and guidance for staff) the FY17 updates are as follows:
WB Action 4.6: Rolled out Corporate Results Indicators with clear guidance to staff and support systems [FY17 Q4]
WB Action 4.7: Development of Project Results Indicators for selected Global Practices to be initiated in Q3 FY18, developed guidance on Results Frameworks for Trust Funded activities, work ongoing to develop tip-sheet for monitoring CPF results additional work on guidance to staff and support systems to follow [FY18 onward]