Monitoring and Evaluation of Public-Private Dialogues

1
Monitoring and Evaluation of Public-Private
Dialogues

• Jesse Biddle
• Center for International Development
• State University of New York
• And
• Benjamin Herzberg
• Investment Climate Unit
• The World Bank

2
Why Develop ME Frameworks forPublic-Private
Dialogues?

• Donors are increasingly sponsoring PPDs
• National, Regional and Sector Business Forums
• Investor Councils
• Competitiveness Task Forces
• Need to build knowledge of practices and to
  synthesize lessons learned
• Case-studies multiplying
• Several comparative studies
• Several reviews of donor experiences
• Development of ME frameworks important next step

3
What do ME Frameworks ProvidePPD Sponsors and
Participants?

• ME frameworks provide an objective base from
  which to assess program performance
• ME frameworks provide a foundation and inputs
  for the management of PPD programs
• The use of ME frameworks over time facilitates
  learning processeswithin and across programs and
  among donors
• ME frameworks also provide the basis for
  accountability in the use of funds and to the
  public

4
PPD Programs Complications for MEFrameworks

• Knowledge needed to construct ME logical
  framework is not fully in-hand at program design
  stage
• Participants in PPDs debate over and may refine
  activities, outputs and outcomes that is,
  participants take program ownership seriously
• PPDs commonly strive to achieve both hard
  outcomes (e.g., reform of a law) and soft
  outcomes (e.g. build policy reform networks,
  increase social capital)- Soft outcomes can be
  measured but it may be difficult

5
Recommendation 1 Use Charter of Good Practice
at the Design stage of the PPD

• PPDs are process-oriented programs. The Charter
  of Good Practice identifies a check-list of
  process, structure and function issues to
  consider when designing a PPD
• Mandate and Institutional Alignment Structure
  and ParticipationOutputs and ImpactsMonitoring
  and EvaluationSub-National RoleSector Specific
  RoleInternational RolePost-Conflict
  ConsiderationsDonor Roles and Responsibilities

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Recommendation 1 Use Charter of Good Practice
at the Design Stage of the PPD
Mandate and Institutional Alignment Design
Monitoring Index
7
Recommendation 1 Use Charter of Good Practice
at the Design Stage of the PPD
Process monitoring index
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Recommendation 1 Use Charter of Good Practice
at the Design Stage of the PPD
Stated objectives
12 month process score
6 month process score
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Recommendation 2 Apply ME LogicalFramework
during PPD Implementation

• Logical frameworks help answer if a program
  achieved results and so inform consideration of
  different approaches and reexamination of guiding
  assumptions
• These frameworks are less helpful regarding how
  results were achieved and so less able to clarify
  how program performance can be improved

Outputs
Outcomes
Impact
Inputs
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Recommendation 2 Apply ME LogicalFramework
during PPD Implementation

• Engage participants in developing the ME
  framework as a PPD activity
• Inputs Donor funding, expertise and networks of
  participants
• Outputs Advisory services, training provided to
  key government agencies (e.g., business
  registration agency)
• Outcomes Changes in laws, implementation of new
  administrative procedures
• Impact Increased Rate of Business Registration
  (less informality)
• Ensure periodic review and revision of the ME
  framework by participants as a PPD activity

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Recommendation 3 Use ME ProcessFrameworks for
Mid-Stream Correction

• ME Process Frameworks encourage greater learning
  as regards how program performance can be
  improved
• Focus Group technique
• Use of group discussion to collect information,
  clarify details and gather opinions from diverse
  viewpoints
• Can help validate insights in-hand as to program
  performance
• Most Significant Change technique
• Collection and synthesis of accounts of
  significant changes accomplished by the program
• Review and sharing of accounts helps generate
  lessons learned which can be used by program
  participants, donors

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How to use ME Frameworks for PPDs?

• Avoid making PPD too rigid by insisting on
  complete ME Logical Framework at the design
  stage of program
• Go with the flow PPDs in which participants
  succeed in taking ownership perform better
• Participants can still be called on to apply ME
  framework to the program
• Budget for appropriate ME tools for PPDs at the
  design stage of the program
• The IFC/World Bank, for example, suggest ME
  budgets should be 3-5 of total program budget.
  This may need to be adjusted upwards for PPDs

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Contact Information

• Jesse BiddleCenter for International
  DevelopmentState University of New YorkPh.
  518-443-5124 Email jesse.biddle_at_cid.suny.edu
• Benjamin HerzbergInvestment Climate UnitPrivate
  Sector DevelopmentThe World Bank GroupPh.
  202-458-7846Email bherzberg_at_worldbank.org