DEVELOPMENT AND IMPLEMENTATION of National Action Plans ...

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Section 4: Monitoring and Evaluation of NAPs••Monitoring is a continuous process that aims to provide main stakeholders with regularfeedback and early indications of progress or lack of it in the achievements of intendedresults.••Monitoring tracks the actual performance or situation against what is planned orexpected according to pre-determined standards.••Evaluation is the systematic and objective assessment of an on-going or completedproject, programme or policy. The aim of evaluation is to determine the relevance andachievement of objectives, efficiency, effectiveness, impact and sustainability.••Both M & E utilize data to inform decision-making and to contribute to generating lessonslearnt though they differ in terms of when and how often the activities are carried outand what decisions each informs.••For effective implementation of NAPs, it is imperative to develop context specificindicators. In addition, it is necessary to develop a log frame stating the milestonesand indicators of progress as well as timeframes (Annex 3) as well as a monitoring andevaluation matrix (Annex 4).••Because of the number of different groups potentially involved in implementation andsubsequently in M & E, it is essential that a NAP includes clear lines of responsibilities anddelineation of tasks for each actor involved. M & E allows those who are responsible forprogrammatic activities to track results, inform future planning efforts and judge what isworking/not working and what should be modified.••Evaluation could be internal or external but external evaluation of the implementationof a NAP is preferred because it can help to challenge implicit assumptions andorganizational norms that have become standard practice, independent of politicalinterests or bureaucratic fatigue as well as help to achieve a more objective evaluation ofprogramming which can lend the evaluation and the implementation of the NAP greatercredibility.••NAPs should be time-bound documents that should be fully revised and a new planshould be developed at the end of the set time frame. M & E allows government agenciesto learn from past experiences and adapt to changing circumstances as needed.Who should be involved in M & E of NAPs?••Depending on the country context, a variety of actors can potentially be involved inM & E of NAPs.••These can include government bodies and institutions including the military, membersof civil society and independent experts or consultants. For this reason, a NAP mustinclude a clear delineation of what actors are responsible for the various tasks involved inM & E. This is important so that relevant agencies and individuals can be held accountablefor their part in the implementation process.••However, actors involved in M & E should have the required technical knowledge andcapacity.••Several approaches can be used in the M & E of NAPs:»»Establishment of an independent M& E Committee made of CSOs and other organizations20
outside the government that are already involved with WPS issues can act as externalevaluators of the implementation of NAPs. Civil society shadows monitoring activitiescan help keep the NAP on government agenda and highlight gaps in implementation.»»All agencies responsible for implementation should also be involved in monitoring andevaluating them;»»Ministries in charge of specific activities also are in charge of monitoring and evaluatingthem;»»M & E activities are coordinated by the lead agency;»»Ministries and institutions that are responsible for the development of NAPs are alsoresponsible for M & E processes;»»M & E lies with interagency/ministerial working groups responsible for the implementation.M & E Reporting••M & E reporting should include the under-listed:»»Annual sectoral review of NAPs and public presentation of reports;»»Annual M & E reports by government and public presentation;»»Civil society shadows M & E report and public presentation.21
Page 3 and 4: Development and Implementation ofNa
Page 5 and 6: AcknowledgementsThis Guideline for
Page 7 and 8: To ensure that Member states fulfil
Page 9 and 10: Step 12: Validation of Draft NAPs b
Page 11 and 12: Executive SummaryThe suffering of w
Page 13 and 14: PrefaceOn October 31, 2000, Securit
Page 15 and 16: Section 1: IntroductionWomen and ch
Page 17 and 18: Highlights of UNSCR 1325 and Relate
Page 19 and 20: UNSCR 1889••Passed in October 2
Page 21 and 22: ••Ownership - The process of dr
Page 23 and 24: »»CSOs that work at the local lev
Page 25 and 26: ••Whatever the approach, the ag
Page 27 and 28: 2. Institutional audit••This as
Page 29 and 30: 1. A table of content and list of a
Page 31: 5. Advocacy and lobbying - this wou
Page 35 and 36: 5. Socio-economic aspects not caugh
Page 37 and 38: AnnexesAnnex 1:Potential Stakeholde
Page 39 and 40: 21 National EmergencyManagementAgen
Page 41 and 42: personnel on the protection, specia
Page 43 and 44: 17. Requests the Secretary-General,
Page 45 and 46: conflict, taking into account, inte
Page 47 and 48: UNSCR 1888“The Security Council,
Page 49 and 50: of parties in situations of armed c
Page 51 and 52: to provide assistance in close coop
Page 53 and 54: three months, specific proposals on
Page 55 and 56: “Welcoming the upcoming establish
Page 57 and 58: 16. Requests the Secretary-General
Page 59 and 60: criminal courts and tribunals and t
Page 61 and 62: data collection and analysis of inc
Page 64: About WANEPThe West Africa Network

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