M&E Capacity Building in Phase III

  • 666 views
Uploaded on

Presented by Jason Smith, Stacey Gage and Susan Post at the MEASURE Evaluation End-of-Phase-III Event.

Presented by Jason Smith, Stacey Gage and Susan Post at the MEASURE Evaluation End-of-Phase-III Event.

More in: Education , Business
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
No Downloads

Views

Total Views
666
On Slideshare
0
From Embeds
0
Number of Embeds
2

Actions

Shares
Downloads
0
Comments
0
Likes
2

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. M&E Capacity Building in Phase III: An Overview Jason B. Smith, PhD, MPH MEASURE Evaluation End-of-Phase-III Event, May 22, 2014
  • 2. Session Structure  Overview  Presentation 1 – Regional Training  Presentation 2 – Organizational Development  Interactive Dialogue  Wrap-Up
  • 3. Phase III Capacity- Building Goal  To strengthenthe technical, managerialand leadership capacity of individuals and institutions for the identification of data needs,as wellas the collection, analysis and use of appropriateinformationto meet thoseneeds.
  • 4. Capacity Building: System Level  M&E system assessments  M&E system operational plans  Selected systemic capacity-building interventions
  • 5. Capacity Building: Organizational Level (1)  Organizational Developmentaddedin PhaseIII  Enablingenvironmentfor application of knowledge and skills
  • 6. Capacity Building: Organizational Level (2)  Identified organizational barriers  Conducted virtual and face-to-face programs  Assisted in development of plans  Strengthened capacity of regional partners
  • 7. Capacity Building: Individual Level  In-service training  Pre-service training  Distance learning  Capacity for research  Follow-up and on-going support of trainees
  • 8. Capacity Building Through Technical Assistance (CB thru TA) “Every technical assistance activity is an opportunity to improve M&E capacity” Some CB thruTA processes:  Identify opportunities  Make the need for explicit  Prepare/adapt tools  Coaching/mentoring  Documenting success
  • 9. Selected Accomplishments: Training  43,000+ trainees  Vast majority in- country  1,000+ training events
  • 10. Selected Accomplishments: Distance Learning  8 new courses – 22 total offerings  56,000+ people reached
  • 11. Selected Accomplishments: Communities of Practice (COP)  10 new COPs / current total = 13  6900+ COP members
  • 12. Current Regional Training Partners  TheNational Institute forPublic Health (Mexico)  AddisContinentalInstitute forPublic Health (Ethiopia)  University ofGhanaSchoolofPublic Health (Ghana)  University ofPretoria (South Africa)  African Graduate Studies CentreforManagement (Senegal)  Public Health Foundation ofIndia(India)
  • 13. Selected Accomplishments: Regional Training Partners (1)  42 workshops with MEASURE Evaluation support  70 workshops offered independently  1 new MPH M&E track with 2 additional tracks expected to launch in Fall 2014
  • 14. Global Evaluation and Monitoring Network for Health
  • 15. Capacity Building with Regional Training Partners MEASURE Evaluation End-of-Phase-III Event May 22, 2014
  • 16. Objectives  Discuss the potential audience, objectives, processes, criteria for success, and outcomes of M&E capacity building with regional training partners  Describe MEASURE Evaluation Phase III experiences and lessons learned
  • 17. Whose M&E capacity should we build?
  • 18. Capacity Building Objectives INSTITUTIONAL LEVEL  Enable training partners to become regional centers of reference for M&E  Conduct training programs (e.g., regional workshops, distance learning, pre-service training)  Provide technical assistance in M&E  Conduct evaluation research INDIVIDUAL LEVEL  Build a cadre of well-qualified M&E professionals
  • 19. M&E Technical Capacity Strengthened 0% 20% 40% 60% 80% 100% Total Sub-Saharan Africa Latin America Asia National Govt. Research University US Govt. USAID-funded Organizations Other Donors MEASURE Evaluation Other Percent distribution of trainees by type of employer, 2008-2014
  • 20. Percent of Women among Participants at Regional Trainings, 2008-2014 31.1 33.3 27.2 64.0 35.6 30.9 46.6 38.0 0 20 40 60 80 100 AAU, Ethiopia ACIPH, Ethiopia CESAG, Senegal INSP, Mexico PHFI, India UG, Ghana UP, South Africa Total PercentFemale
  • 21. What M&E capacity should we build?
  • 22. Knowledge Gained from Regional Trainings: Fundamentals  Basic concepts & practical approaches for M&E  State-of-the art tools & techniques  Knowledge & skills in designing M&E plans  Decisions that can be informed by M&E information  Basic concepts & practical approaches for M&E  How to improve data quality  How to define programmatic- ally relevant indicators PHN M&EWorkshop HIV M&EWorkshop
  • 23. Knowledge Gained from Regional Trainings: Higher Level Training  Basic M&E concepts  Impact evaluation questions  Evaluation designs & estimation techniques for program impact  Criteria for choosing appropriate estimation strategy  How to interpret results & their programmatic implications  Fundamental concepts of GIS use in public health context  Practical experience in use of GIS software & spatially referenced data  Analysis, interpretation & presentation of GIS data Impact EvaluationWorkshop GISWorkshop
  • 24. Master’s Degree Programs in Phase III  New Programs Established  Addis Continental Institute of Public Health  Phase II Programs Supported  INSP  University of Pretoria  Programs Under Development  Public Health Foundation of India  University of Ghana
  • 25. What is the process for enhancing M&E capacity of regional training partners?
  • 26. Process for Enhancing M&E Capacity of Regional Training Partners  Training-of-trainer workshops  Learning exchanges  Provision of books, software, teaching materials  Academic coordination and mentoring  South-to-South collaboration  Training partner engagement in M&E TA  Organizational development
  • 27. Who should deliver regional capacity-building activities?
  • 28. Delivery of Regional Trainings to Build M&E Capacity 2 4 13 7 13 4 9 3 2 7 1 0 0 18 0 4 8 12 16 20 AAU 2009/13 ACIPH 2011/14 CESAG 2009/14 INSP 2009/14 PHFI 2009/14 UG 2009/14 UP 2009/14 Number Jointly Independently Number of regional workshops offered jointly with MEASURE Evaluation and independently, 2009-2014
  • 29. What are the key ingredients of a successful capacity building collaboration?
  • 30. Ingredients of a Successful Capacity Building Collaboration  Cultivating trust and confidence among partners  Institutional/leadership commitment to M&E  Identification of M&E champion/proponent in partner organization  Core team of M&E trainers  Responsibility for adequate funding/business sense  Connectedness to other centers of M&E activity
  • 31. What would you want to know about outcomes among trainees?
  • 32. 94% of Trainees Report Being Involved in M&E Activities in their Current Job “Firstly, I have trained my staff in M&E. Secondly, I use forms and methodologies from the workshop to manage data, evaluate and facilitate data use” (2011.9). “The workshop has helped me incorporate a Spatial Information Management System in the National M&E System, as well as incorporate the Community-Based Program Activity Reporting Tool for the National AIDS Control Council…” (2012.5). “With RDQA tools, we are monitoring nine major indicators that we report to the Global Fund in every quarter. Thanks to the workshop organizers to include RDQA in the workshop” (2011.11).
  • 33. Which Countries do Trainees Come From? 89 Countries from Around the World Represented 45 African Countries (all of sub-Saharan Africa, except Somalia) All but 5 Countries in South America 20 Countries from Asia
  • 34. Global Reach of Regional Training Events in Phase III
  • 35. Organization Development: Outstanding M&E Results Susan E. Pritchett Post Leadership and Organization Development Specialist MEASURE Evaluation End-of-Phase-III Event, May 22, 2014
  • 36. Session Objective: Respond to Questions  What is Organization Development?  What did we do?  What was value added?
  • 37. What is Organization Development (OD)? Organization Development comprises:  Leadership Development: “Managers Who Lead” mobilize teams to envision and create a positive future.  Organizational effectiveness: Good leaders ensure that management systems and plans (strategic, operational, and business plans) support the success of the organization.
  • 38. What Did We Do? Leadership Development  Leadership Development Programs  Team-based  Action learning  Participatory and experiential
  • 39. Goal of Leadership Development: Leader Shifts From Managers Who Lead: A Handbook for Improving Health Services Cambridge, MA: Management Sciences for Health, 2005
  • 40. Leadership Development Program (LDP) in Cote d’Ivoire (1)  M&E teams from 4 ministries  Developed shared vision of a national HIV/AIDS database  Desired result – compendium of harmonized indicators  Governance challenge
  • 41. LDP in Cote d’Ivoire: Results (1)  Results  Aligned PEPFAR and mobilized funding  Held harmonization meeting  Published compendium  Sustainability – compendium of tools, strategic plan
  • 42. Virtual Leadership Development Program (VLDP)  Benefits of virtual  9 VLDPs offered  110 teams enrolled from  86 teams/684 participants completed plans  76% of teams implemented plans and achieved results  Commonly chosen topics
  • 43. Reach of VLDPs North Atlantic Ocean Indian Ocean Arctic Ocean Arctic Ocean North Pacific Ocean
  • 44. Virtual Leadership Development Program (VLDP) Ethiopian Interfaith Forum for Development Dialogue and Action (EIFDDA)  Challenge – Data received not timely or accurate  Root cause – Lack of M&E knowledge  Exceeded Desired Result – Training program developed, reached 270 local member staff members, 240 more than expected  M&E impact – 100% of members improved reporting to EIFDDA, yielded better reporting to Global Fund
  • 45. Organizational Effectiveness  Business Planning  Management systems assessments and improvement  Curriculum Development  Community of Practice
  • 46. Business Planning: Public Health Foundation of India (PHFI)  Focus – Develop a regional center of reference in M&E  Process – Scope, Product/Service identification, Marketing, Financial, etc.  Results – Follow-up donor conference
  • 47. Other Activities  Curriculum development – Building Leadership for Data Demand and Use  Community of practice – Creating Enabling Environments for M&E (CEEME) at www.Leadernet.org
  • 48. The research presented here has been supported by the President’s Emergency Plan for AIDS Relief (PEPFAR) through the United States Agency for International Development (USAID) under the terms of MEASURE Evaluation cooperative agreement GHA-A-00- 08-00003-00. Views expressed are not necessarily those of PEPFAR, USAID or the United States government. MEASURE Evaluation is implemented by the Carolina Population Center at the University of North Carolina at Chapel Hill in partnership with Futures Group, ICF International, John Snow, Inc., Management Sciences for Health, and Tulane University.
  • 49. www.measureevaluation.org/eop