1. EuropeAid
ENPI
CROSS BORDER COOPERATION
SEMINAR ON MONITORING
METHODOLOGY
1. EU Technical Cooperation and
management for results
BRUXELLES, 9 - 10 SEPTEMBER 2010
2. The ENPI CBC key elements
EuropeAid
• ENPI CBC programmes shall be to the common
benefit of local and regional partners on both
sides of the border
• The combination of EC funding from both ERDF and
ENPI in one single instrument with one single
programming process;
• The responsibility of programme partners for
detailed programming and for implementation,
through joint operational programmes
• The principle of shared management by a
commonly agreed Managing Authority and
other programme management structures
• The rules whereby geographical eligibility for
activities under the programmes are defined
(including for the involvement both of participating
and of adjoining areas).
3. The EC is reforming how it works with EuropeAid
Technical Cooperation
As part of its commitment to implementing the
Effectiveness of its operations, the EC has
launched a strategy to reform its Technical
Cooperation (TC) approach.
The strategy is designed to achieve the following:
• Provide quality Technical Cooperation that
supports country-led programmes, based on
strong partner demand and which focuses on
achieving sustainable development results; a
• Provide support through partner-owned
implementation arrangements
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4. Improving management effectiveness EuropeAid
• Increase Ownership (respect country leadership)
• Develop Harmonization (reduce number of separate
missions, adopt common procedures)
• Respect Alignment (use country systems and
procedures, avoid separate project management
structures)
• Manage by Results (support results focus and use
partners’ monitoring and reporting systems)
• Improve Mutual accountability (provide timely and
transparent information on resources flows)
ENPI CBC programmes have most of these
criteria embedded in their structure
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5. Features of ENPI CBC Porgrammes EuropeAid
• The nature of the new ENPI CBC instrument in terms of
having joint programming and joint financing with a single
set of rules is a strength
• The programme development phase has been very positive
with an important involvement by the partner countries from
the beginning.
• The overall decision making body for each programme is the
Joint Monitoring Committee (JMC) made up of
representatives of each participating country.
• The responsibility for managing the programme rests with
the Joint Managing Authority (JMA) and, where relevant, its
executive body, the Joint Technical Secretariat (JTS) at
programme and country levels.
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6. Eight Guiding Principles EuropeAid
1.Primary aim is
8.Consider Capacity 2.Demand led
innovative options Development approach where
for TC provision TC is not provided
by default
7.Avoid use of 3.Strong result
Parallel PIU EC orientation
promote effective Technical
Project Cooperation
Management
Arrangements
6.Work through 4.Country owned &
harmonized and 5.Take account of managed TC
aligned actions country processes
requirements
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7. Managing by results EuropeAid
The commitment of the EC to manage for and by results
has developed as part of the establishment of the Activity-
Based Management (ABM) System adopted in 2000.
Results-oriented design of TC implies rigorous
application of the logic of objective-oriented planning
techniques.
It is not about filling formats and matrixes, but it is a
systematic way of thinking about specific results to be
achieved and how the partners can get there.
Partner countries and donors embrace the principles of 7
managing for results, starting with their own results-oriented
8. Results-oriented TC support EuropeAid
• Focus on the specific outcomes and performance that
the partner wants to achieve
• Get the logical chain from results to TC deliverables
right
• Specify all key activities and inputs from all sources, but
maintain flexibility
• The quality of dialogue with partner countries
(government and civil society representatives) is a key to
establishing effective development cooperation policies and
to their successful implementation.
• Partnership, ownership of development processes by the
target population, and strengthening of institutional and
administrative capacity to effectively manage change, are
principles driving EC efforts for development. 8
9. Monitoring and evaluation of TC support EuropeAid
• The focus on partner ownership means that the partners
will have to play a vital role in quality assurance during
implementation, where monitoring is a key instrument.
• Monitoring the implementation of TC is primarily the
responsibility of the partner country.
• The partner country institutions are responsible for
accountability to domestic stakeholders.
• Clear links to outputs and expected outcomes: the full
logical chain from TC-support to outputs and outcomes
must be sound and results must be monitored.
• When the EC uses its own Results-Oriented Monitoring
System, care should be taken to ensure that these
systems also contribute to domestic accountability
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10. Monitoring actions according to results EuropeAid
• Monitoring should take place at several levels consistent
with the logical chain from impact/outcomes to all inputs
into a programme.
• The focus should be on
i) capacity enhancement and service delivery results;
ii) Capacity Development processes and Technical
Cooperation performance according to expected
results.
• Mutual performance assessments between partner
managers of Technical Assistance may be particularly
useful as part of this monitoring.
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11. What is monitoring? EuropeAid
• Monitoring is a regular review to keep track of how a
project is progressing in terms of resource use,
implementation, delivery of results and the management of
risks.
• Monitoring is the systematic and continual collection,
analysis and use of management information to
support effective decision-making.
• Regular reviews provide an opportunity to reflect on
progress, agree on the content of progress reports and
follow-up action required.
• Implementation should thus be seen as a continuous
learning process whereby experience gained is reviewed
and fed-back into ongoing planning.
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12. Why monitor? EuropeAid
• Critical element of good project management.
It Supports:
• Informed and timely decision making by project
managers/implementers
• Ongoing learning – what works and what doesn’t
• Transparency (information sharing, participation,
communication)
• Accountability (to beneficiaries and funding
agencies)
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13. How to monitor? EuropeAid
• While the purpose of monitoring may be clear, the need to
carefully consider ‘how’ monitoring is best carried
out/supported is decisive.
• Past experience indicates that donors have been too
exclusively focused on their own information requirements
(managing ‘contracts’ and focused on accounting for
expenditure).
• However it appears that they have not been very effective
in building local partner capacity to manage and monitor.
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15. Good practices - monitoring and reporting EuropeAid
Good practices for effective project delivery
include:
• Relying and building on partner systems
• Coordinating funder reporting and monitoring
systems
• Simplifying funder reporting and monitoring
systems
• Making information more transparent and
available
• Rationalizing review missions 15
17. Activity A – The impact of management for results EuropeAid
on your task / responsabilities
Objective: To identify practical implications
for programme / project management of the
application of the rule “Management for
results”
Small groups discussion :
• Definition of expected results for each ENPI CBC
programme
• How to measure them
• Summarize on flip-chart paper.
• Feedback to plenary
• Issues and implications for your management
tasks
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