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Actions for Combating Trafficking-in-Persons (ACT) Program
A SYSTEMATIC TRACKING, ANALYZING AND MEASURING CHANGE TOWARDS SUSTAINABLE INTENDED RESULT
PRESENTATION ON PERFORMANCEM&E
Prepared and Presented by : Sushanta Kumar Sarker,M&E, Specialist
WHAT IS M&E
Focuses on‐going
The regular systematic collection and analysis of information for tracking progress to assist timely decision‐making, ensure accountability andprovide learning to shape strategy for attaining set target as well as statedobjectives
A periodic assessment of the
efficiency, effectiveness,
impact, sustainability and
relevance of a project in the
context of stated objectives.
It is usually undertaken as an
independent examination
with a view to drawing
lessons that may guide future
decision-making.
feedback•Timing of activities & method for data gathering•Important at all levels for all organizations•Necessary mgmt tool to INFORM DECISION‐ MAKINGand DEMONSTRATE ACCOUNTABILI TY
Prepared and Presented by : Sushanta Kumar Sarker,M&E, Specialist
WHY M &E
An effective M&E providesthe abilityto:•Assess to what extent theobjectives of the project arefulfilled•Evaluate how effectively changeis PromotedFoster cooperation and support (public‐private‐people partnerships) Equip managers with a tool for timely information on the progress of ActivitiesFacilitate develop futurestrategy
Prepared and Presented by : Sushanta Kumar Sarker,M&E, Specialist
DecisionMaking
WHY M&E
HUMAN BODY HAS A MONITORING SYSTEM. WHAT DOES PROJECT/
SOCIAL BODY?
Difference between Monitoring and SupervisionMonitoring
Observes performance of project
Supervision
Observes performance of staff as well as projects
Identifies the gap between expected level to
actual level of performance of the project
Identifies deviation from expected level to actual
level of knowledge, skill and attitude of the staff
for keeping trackTakes action
implementation
for the development ofof the Provides support
competency of staff
in project plan in caseMake adjustment
serious deviation
of Take punitive measures against the staff in case
of serious problems
Indicates the need of supervision
activities can be conductedMonitoring
externally
Verifies information collecting during monitoring
and provide regular data to MIS
Supervisory activities can not be conducted
externally
Difference Between Conventional & Participatory Monitoring
Conventional Monitoring Participatory Monitoring
Who Initiates The Donor The Donor +
Project Stakeholder
Purpose DonorAccountability Capacity-building, increase
ownership over results, multi-
stakeholder accountability
Main Focus Predetermined indicators,
measure inputs and outputs
Who Monitors Staff, support organization
ToR
Methods
Designed by Donor with limited input
from project
Survey, Questionnaire, Focus
Groups
Outcome Final report circulated in-house
to Indicators identified by
stakeholders, to measure
process as well as outputs or
outcomes
Staff and different stakeholder
Designed by Project
Stakeholders
Range of methods such as
PRA, Appreciative Inquiry, PLA,
Case study
Better understanding of local
realities, stakeholders involved
Performance Monitoring & Evaluation
Performance monitoring is a systematic process of changes in performance withperformance indicators, which reveals whether desired results are occurring andwhether implementation is on track. (USAID –ADS)
Performance Evaluation:A systematic way to gain insights and reach conclusions about the development hypothesis (original design), utility of performance monitoring (the value of the Performance Management Plan), factors in the development context that may have an impact on the achievement of results (explanation), and the types of actions that need to be taken to improve performance (future action).1 (ADS 203.3.8)
Performance Monitoring & Evaluation
Result Based M&EAre collective efforts being implemented on a largeenough scale to impact the epidemic? (coverage; impact)
Effectivenessdoing Determining Collective
Are interventions working/making a difference? Outcome
Evaluation Studies
doing Are we implementing the program as planned?
Outputs Monitoring
What are we doing?Are we doing it right?
Process Monitoring & Evaluation, Quality Assessments
Core Area of Monitoring & Evaluating
What interventions and resources are needed?
Needs, Resource, Response Analysis & Input Monitoring
Monitoring & Evaluation
What interventions can work (efficacy & effectiveness)?
Efficacy & Effectiveness Studies, Formative & Summative Evaluation, Research Synthesis
What are the contributing factors?
Determinants Research
What is the problem?
Situation Analysis
Problem Identification
LFA &LFMIntervention
Logic
Objectively
verifiable
indicators of
achievements
Sources and
means of
verification
Assumptio
ns
Overall
Objective
Project
purpose
What is LFALFA is a methodology for planning,managing, and evaluating programmersand projects, involving stakeholder
analysis., problem analysis, analysis of
objectives, analysis of strategies,
preparation of the Log frame matrix and
Activity and Resource Schedules.
Expected
Results
Activities
LFM Assumptions
Goal
Assumptions
ObjectivesAssumptions
Outputs
AssumptionsActivities
USAID Sample Result FrameworkPERFORMANCE MONITORING & EVALUATION
TIPS BUILDING A RESULTS FRAMEWORK-USAID
USAID Sample Result FrameworkPERFORMANCE MONITORING & EVALUATION
TIPS BUILDING A RESULTS FRAMEWORK-USAID
Performance management
Performance management is the systematic process of monitoring the achievements of program operations; collecting and analyzing performance information to track progress toward planned results; using performance information and evaluations to influence assistance objective decision making and resource allocation; and communicating results achieved, or not attained, to advance organizational learning and tell the Agency‘s story.
Performance Management Plan (PMP)
Data Tables
Mission Managementprocess, and Portfolioprojectmanagement
Assessment , Reportand Analytical work
Data Quality Assessment
Evaluation
The Performance Management Plan (PMP) is a tool designed to assist in setting up and managing the process of monitoring, analyzing, evaluating, and reporting progress toward achieving the AO.
PMP
Prepared and Presented by : Sushanta Kumar Sarker,M&E, Specialist
Performance Indicator
Performance indicators define a measure of change for the results identified in a Results Framework (RF).
To assist managers in focusing onthe achievement of developmentresults.
To provide objective evidence thatresults are being achieved.
To orient and motivate staff andpartners toward achieving results.
To communicate USAID achievementsto host country counterparts, other partners, and customers.
To more effectively report resultsachieved to USAID's stakeholders, including the U.S. Congress, Office of Management and Budget, and citizens.
WHY PERFORMANCE INDICATOR
Types of Performance Indicator
CUSTOM INDICATORS
• STANDARD INDICATORS
CONTEXTUAL INDICATORS
Proxy
Prepared and Presented by : Sushanta Kumar Sarker,M&E, Specialist
CRITERIA FOR SELECTING INDICATORS
ObjectiveDirect
Useful for Management
Disaggregated, as necessary
AttributableAdequate
Prepared and Presented by : Sushanta Kumar Sarker,M&E, Specialist
Practical
Indicator Checklist (Sample of USAID)
Performance Monitoring PlanIndicator Definition of
indicatorand Unit of measures
Disaggre Data Source gated by
Method/Appro ach for data collection
Data Acquisition by project
Target
Year‐1
Target year‐2
Frequency Responsible
IR
Sub‐IR
Way Forward Attaining Goal
Skill
CommitmentAccountability
Prepared and Presented by: Sushanta Kumar Sarker