CONTENTS List of Tables, Figures, Boxes and Annexures 7 Acknowledgements ..- . 9 Acronyms- . 11 Preface ..- 13 Section I: Introducing the Learning-based M&E System Chapter 1:Introducing the Guidebook 17 1.1 About the Guidebook .. 17 1.1.1 Who Can Use the Guidebook? 18 1.2 The Basis of the Guidebook.. 18 1.2.1M&E in CDD Projects .. 18 1.2.2 The Significance of a Learning-based M&E System in CDD Projects 21 1.3 Using the Guidebook 21 Chapter 2:A Learning-based Approach to Monitoring and Evaluation 23 2.1 What is a Learning-based M&E System? . 23 2.2 The 'Learning Dimension' of a Learning-based M&E System .. 24 2.3 Implementing a Learning-based M&E System: Some Common Pitfalls. 25 2.4 The Learning-based M&E System in Action 26 2.4.1Best Practices in Application of LME 27 2.5 Making Learning-based M&E Systems Work: What Can You Do to Encourage Learning within Your Projects and Organisations? 28 Section II: Strategies for Applying the Learning-based M&E System in CDD Projects Chapter 3:Strategies for Operationolising a Learning-based M&E Systems in CDD Projects 35 3.1 Strategy 1: Think Through and Set up the Learning-based M&E System during the Project Design Stage.. 35 3.1.1 Ensuring that the Design of the LME Framework is in Line with the Local Context.. 36 3.1.2Engaging a Right Person/Agency to Guide the Borrower to Develop the LME Design .. 38 3.1.3Ensuring Clarity and Proper Documentation of the Components of the System 39 3.1.4 Field-test the Proposed Framework for the LME System during Pilot Experiments .. 40 3.2 Strategy 2: Use Technical Studies (Social, Institutional,Environmental, etc.) to Guide Project Design .. 40 3.3 Strategy 3: From Design to Operationalisation: Provide Necessary Support to the Borrower during Implementation Phase. 42 3.3.1Demonstrating to the Implementing Agency the Value of a Learning-based Approach to M&E.. 42 3.3.2Ensuring that the Necessary Institutional Setup and Capacities are in Place 42 3.4 Strategy 4: Provide Capacity Building and Handholding Support to the Community during Implementation Stage 45 3.4.1Broad-basing Project Information . 45 3.4.2Building the Capacities of the CBOs to Performtheir Project Functions. 46 3.5 Strategy 5: Identify, Track and Act upon UnforeseenProject Issues .. 46 3.6 Strategy 6: Use Process Monitoring as a Management Tool during Project Implementation.. 51 Section III: Case Studies on Application of Learning-based M&E System Chapter 4:Achieving Better Project Outcomes through aLearning-based M&E System.. 57 4.1 Integrating Participatory Monitoring within the M&E System in a Large CDD Project: The Kecamatan Development Project (KDP), Indonesia. 58 4.1.1 The KDP M&E System.. 58 4.1.2 The Learning-based MonitoringEvaluation System in KDP 59 4.1.3Usefulness of the KDP LME System 60 4.1.4 Key Messages from the KDP LME System .. 60 4.2Process Monitoring for Making Course Corrections: Community Infrastructure Project (CIP), Pakistan .. 62 4.2.1 Setting up of the Process Monitoring System . 62 4.2.2Effectiveness of the Process Monitoring System 62 4.2.3Key Messages .. 64 4.3Community-based Monitoring: Kerala Rural Water Supply and Sanitation Programme, India 65 4.3.1 The LME System of Jalanidhi. 65 4.3.2How Effective is Participatory Monitoring?. 66 4.3.3Key Messages .. 67 4.4 Using Process Monitoring Effectively: Sujala Watershed Project, Karnataka, India 68 4.4.1Process Monitoring in Sujala . 68 4.4.2How Effective is Process Monitoring in Sujala. 69 4.4.3Key Messages .. 69 4.5Process Monitoring for Guiding Project Strategy:Andhra Pradesh DPIP, India .. 69 4.5.1 Approach to Process Monitoring . 70 4.5.2 Conducting Process Monitoring: Steps .. 71 4.5.3 Translating Learning into Action . 72 4.5.4 Key Messages .. 74 4.6Learning from a Community Group: CIG Miians in the District Poverty Initiatives Project (DPIP), Madhya Pradesh, India 75 4.6.1 The Genesis of CIG Miians and Learning Forums.. 76 4.6.2 Translating Learning into Action . 76 4.6.3Key Messages ..