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  • Project specific outcomes are optional and they should selected based on the capacity of collecting the information as well as on Project Life Cycle (EMOP->PRRO->CP/DEV)
  • Provide to the audience Hand-outs of the Global Indicators (Annex 3 M&E Guide)
  • Provide to the audience Hand-outs of the Global Indicators (Annex 2 M&E Guide)
  • Main Component of an M&E Strategy are: 1) Logframe 2) M&E Plan 3) Reporting flows and formats
  • Activities: In the WFP logframe information on impact and activities are not provided.
  • Activities: In the WFP logframe information on impact and activities are not provided.
  • Activities: In the WFP logframe information on activities are not provided because the SRF is focused mainly on Outcome/Output levels.
  • This slide needs to be used to introduce another main component of M&E Stategy: M&E Plan
  • This slide needs to be used to introduce another main component of M&E Stategy: Reporting flow
  • Remember that under CP/DEV (SO4) there are two main corporate outcomes: 1) improve ART adherence or TB treatment success rate 2) ART or TB treatment Nutritional Recovery rate (already explained before under SO3)
  • Remember that under CP/DEV (SO4) there are two main corporate outcomes: 1) improve ART adherence or TB treatment success rate 2) ART or TB treatment Nutritional Recovery rate (already explained before under SO3)
  • In the following slides introduction and explanation, methodology and interpretation of each project specific outcome indicators will be provided. In case where the indicators double as outcome indicators for other contexts no information will be provided. All the other indicators have been already introduced and explained before, in this session only OVC attendance rate and TB treatment adherence rate are explained.
  • APR=Annual Performance Report PIR= Project Implementation reportsBCM= Beneficiaries Contact Monitoring PPIF= Project Planning Information FormsCAP =Consolidated appeal QPR= Quarterly Progress reportsCOR =Country Office Report SITREP= Situation reportsCOMR =Country Office Management Report PCR= Project Completion reportCP MTE =Country Programme Mid term Evaluation SPR=Standard Project Report IP =Implementing Partners Slide to introduce the SPRSlide to give an overview of the reporting flow. This should be used for introducing SPR (slide 7)
  • Module 2 presentations

    1. 1. MODULE TWOHIV/TB M&E FRAMEWORK & ITS IMPLEMENTATION 1
    2. 2. Outline of the Module I • WFP HIV/TB Corporate and Project Specific outcomes and indicators II • M&E in Global and National contexts III • Designing a project LogframeIV • Designing an M&E Plan V • Designing data collection tools and set a data collection systemVI • Data analysis for HIV and TB programmingVII • Reporting on HIV & TB programmingVIII • Module test 2
    3. 3. WFP HIV AND TB CORPORATE ANDPROJECT SPECIFIC OUTCOMES AND INDICATORS 3
    4. 4. General Introduction to M&E Result Based ManagementResults Chain: Casual sequence for an operation to achieve desired objectives INPUTS ACTIVITIES RESULTS OUTPUTS OUTCOMES IMPACT Raw materials Action taken or workedneeded to bring performed throughabout the results which inputs are being sought mobilised to produce specific outputs E.g. Nutritional E.g. EMOP E.g. People fed status maintained/ Government improved Equipment SO Food E.g. Reduced Cash Number of Hungry people Skills and PRRO Experience Technology Services DEV E.g. People E.g. Livelihood fed; assets improved gained 4
    5. 5. Definition of key terms M&E Terminology Routine tracking of data on inputs, outputs, process and outcomes within relief, Monitoring recovery, development operations Process of using data to ascertain the effectiveness, impact, efficiency, relevance Evaluation and sustainability of an on-going or completed operation Long-term developmental gains which an intervention is expected to help achieve. Objectives WFP’s intervention is a necessary but not a sufficient means for reaching the objective, and often forms part of a governments overall development strategy The positive and negative intended or unintended long-term results produced by Impact an operation, either directly or indirectly Medium-term results achieved by an operation. They should be defined in a way Outcome that allow verification of achievement, since they form the basis for evaluating the success or failure of the intervention Quantitative and qualitative factor or variable that provides a simple and reliable Indicator means to measure achievement or to reflect changes connected with an operation 5
    6. 6. Definition of key terms WFP Specific M&E Concepts and TermsM&E strategy in WFP is designed in conjunction with the general project design. Itis composed principally of Logframe, M&E Plan and Reporting flow and formats Corporate Outcomes on which is mandatory to report on within a particular context and thus Outcome according to Programme Category and Programmes operated Additional and Optional outcomes that might be selected on top of the corporateProject Specific outcome. They should be chosen according to the project’s objectives as well as the Outcome capacity to collect and analyse data within a particular context Corporate The most robust Indicators found in the SRF aligned with the corporate outcomes and Outcome outputs to be achieved under specific Strategic Objectives Indicator Project Specific Indicators aligned with the project specific outcomes that can built up a body of Outcome additional data that provide a more accurate and in-depth performance measurement Indicators and develop a better understanding of the range of factors influencing the outcomes 6
    7. 7. Overview in HIV and TB Corporate Outcome and Indicators Programme Strategic Corporate Corporate Category Objectives Outcomes IndicatorsEMERGENCY C&T-Maintained access to services EMOP • Default rate PRRO (relief) SO1 • Nutritional recovery C&T-Improved nutritional recoveryRECOVERY & RELIEF SO3, rate PRRO sometimes M&SN-Adequate food consumption of • HH Food Consumption HIV/TB HHs SO1 Score (FCS) • ART adherence rate C&T-Improved ART adherenceDEVELOPMENT • TB treatment success and/or Improved TB treatment success rate CP/DEV SO4 + Improved nutritional recovery • Nutritional recovery M&SN-Adequate food consumption of rate HIV/TB HHs • HH FCS 7
    8. 8. Overview in HIV and TB Corporate vs. Project Specific Outcome and Indicators Project Project Corporate Specific Specific Outcome Outcomes IndicatorsEMOP/PRRO • Improved nutritional recovery • Nutritional recovery rate C&T-Maintained access to SO1 • Improved adherence • Adherence rate services • Increased TB treat. success • TB treat. success C&T-Improved nutritional • Reduced default rate recovery • Improved adherence • Default rate PRRO • Increased TB treat. success • Adherence rateSO3, SO1 M&SN-Adequate food • TB treat. success rate consumption of HIV/TB HH • Increased access to education, human capital develop. of OVC • OVC attendance rate CP/DEV- C&T-Improved ART adherence SO4 and/or Improved TB treatment • Reduced default rate • Default rate success • Improved adherence to TB treat. • TB treat. adherence rate + Improved nutritional recovery • Increased access to education, • OVC attendance rate human capital develop. of OVC M&SN-Adequate food consumption of HIV/TB HH 8
    9. 9. Emergency Settings Corporate and Project Specific Outcome and Indicators EMERGENCY settings: Essential services for PLHIV or TB clients may be disrupted and/or increased barriers to access SO1: Save lives and protect livelihoods in an emergency Programme category: EMOP and PRRO (relief) Care and Treatment Corporate Corporate Project Specific Project Specific Outcomes Indicators Outcomes Indicators Maintained access to Default rate Improved ART and/or ART and/or TB services for ART, TB Percentage of clients TB treatment nutritional recovery rate treatment, or PMTCT defaulting from ART, TB, nutritional recovery or PMTCT programme during reporting time Improved adherence to ART and/or TB treatment ART and/or TB treatment adherence rate Increased success to TB Default occurs when the clients has missed treatment Term TB treatment success rate the second consecutive scheduled medical visit 9
    10. 10. Relief and Recovery Settings-C&T Corporate and Project Specific Outcome and IndicatorsRelief and Recovery settings: characterized by prolonged conflict or protracted impact of shockwhere PLHIV or people infected with TB may be vulnerable to malnutrition or food security SO3: Restore and rebuild lives and livelihoods in post-conflict, post disaster, or transition situations Programme Category: PRRO Care and Treatment Corporate Corporate Project Project Specific Specific Outcomes Indicators Outcomes IndicatorsImproved ART Nutritional recovery rate and/or TB Reduced ART, PMTCT or ART, PMTCT or TB default rate nutritional % of ART or TB clients found to be TB treatment default rate malnourished at initiation of food recovery support who are considered to have recovered from malnutrition Improved adherence to ART, PMTCT or TB upon completion of food support ART and/or TB treatment treatment adherence rate Malnutrition is determined using Increased success to TB TB treatment success rate anthropometric measures that vary treatment Term depending on age, gender, and other factors 10
    11. 11. Relief and Recovery Settings-M&SN Corporate and Project Specific Outcome and IndicatorsRelief and Recovery settings: characterized by prolonged conflict or protracted impact of shockwhere PLHIV or people infected with TB may be vulnerable to malnutrition or food security SO3: Restore and rebuild lives and livelihoods in post-conflict, post disaster, or transition situations Programme Category: PRRO Mitigation and Safety Nets Corporate Corporate Project Project Specific Specific Outcomes Indicators Outcomes IndicatorsAdequate food HH Food Consumption Increased access to Score education and human OVC Attendance rateconsumption of HIV- capital develop. of OVCor TB- affected HHs Composite score based on dietary diversity, food frequency, and ART, PMTCT or TB Improved adherence to relative nutritional importance of treatment adherence ART and/or TB treatment different food groups rate While improving HHs food security (measured Increased success to TB TB treatment success rate with FCS) is the primary objective of M&SN treatmentTerm activities, there are parallel individual outcome indicators that can be measured 11
    12. 12. Development Settings-C&T Corporate and Project Specific Outcome and Indicators Development settings: characterized by an enabling environment for design and support sustainable longer-term goals solution, as treatment success (TB) and ART adherence. SO4: Reduce chronic hunger and undernutrition Programme Category: CP or DEV Care and Treatment Corporate Corporate Project Specific Project Specific Outcomes Indicators Outcomes IndicatorsImproved adherence ART adherence rate % of ART clients achieving >95%to ART and/or adherence to medication duringImproved success of the course of previous month Reduced ART, PMTCT or ART, PMTCT or TB defaultTB treatment TB treatment default rate rate TB treatment success rate 85% of TB cases receiving WFP + support registered under DOTS in Improve nutritional given year that have successfully Improved adherence to ART, PMTCT or TB recovery completed treatment TB treatment treatment adherence rate Nutritional recovery rate Term Adherence refer to how closely the ART client follows the prescribed treatment regimen TB Success: % of new smear-positive TB cases under DOTS in a given year that successfully completed treatment (with and 12 Term without bacteriological evidence)
    13. 13. Development Settings-M&SN Corporate and Project Specific Outcome and IndicatorsDevelopment settings: characterized by an enabling environment for design and supportsustainable longer-term goals solution, as treatment success (TB) and ART adherence SO4: Reduce chronic hunger and undernutrition Programme Category: CP or DEV Mitigation and Safety Nets Corporate Corporate Project Project Specific Specific Outcomes Indicators Outcomes IndicatorsAdequate food HH Food Consumption Increased access to Score education and human OVC Attendance rateconsumption of HIV- capital develop. of OVCor TB- affected HHs Composite score based on dietary diversity, food frequency, and Improved adherence to ART, PMTCT or TB relative nutritional importance of ART and/or TB treatment treatment adherence different food groups rate Increased success to TB TB treatment success rate FCS measures the frequency with which treatment Term different food groups are consumed by a HH during seven days before the survey 13
    14. 14. M&E IN GLOBAL & NATIONAL CONTEXTSHOW TO BE HARMONIZED WITH BOTH NATIONAL AND GLOBAL EXISTING M&E FRAMEWORKS 14
    15. 15. Global and National M&E Context Challenges and Key Considerations HIV indicators are not globally harmonised because different stakeholders have different information needs and priorities as well as different mandates GLOBAL Due to different indicators, it is not consistently possible to compare progress and CONTEXT results across countries or programmes, or aggregate results at regional or global level Most of key donors (such as GF, PEPFAR, WB) are financing only proposals aligned and supportive to the national HIV strategy Until recently, food security and nutrition programming was a neglected aspect of most national strategic plans related to HIV Country’s priorities differ from WFP or/and other partners, and this may lead to reduced reporting of WFP key indicators NATIONAL CONTEXT National M&E framework and data collection system may differ from WFP’s and other partners’ framework National capacity in collecting and analyzing data not always ensured due to lack of means and human resources 15
    16. 16. Global Context for M&E HIV- and TB- related interventions Recent developments in the Global Context:1 2 In response of the World Health Assembly Success in achieving food and nutrition internationally recognized as critical element (WHA) request o f reporting on nutrition and around treatment, care and support, through HIV activities, WHO and PEPFAR, through main international commitment and stakeholder consultations, have identified a agreements set of globally harmonized M&E indicators UNAIDS, Division for nutrition and HIV activities that has been of Labour Global Fund PEPFAR reviewed by the Monitoring Evaluation Reference Group (MERG) TWG at UNAIDS Following some revisions, these indicators will likely be included in the UNAIDS Indicator Register in 2012. Three set of proposed 27th PCB indicators resulted, respectively on: Political UNAIDS Declaration on HIV/AIDS Nutrition Care PMTCT and Infant feeding Consultative UBRAF Food Security 16 meeting, WHO
    17. 17. National Context for M&E HIV- and TB- related interventions THE THREE ONES A good starting point for thinking about M&E for HIV-related interventions at national level A set of guiding principles for national authorities, established by UNAIDS (and endorsed by Global Fund, the World Bank and all key donor countries) Donors and various international actors need to adapt their system and processes to the national ones that are commonly agreed1 One agreed HIV/AIDS 2 One national AIDS 3 One agreed-upon action framework that coordinating country-level provides the basis for authority, with a monitoring and coordinating the work broad-based multi- evaluation system of all partners sectorial mandateWhere a national M&E system is in place it often builds on UN General Assembly Special Session(UNGASS) indicators, that are not specifically oriented toward food and nutrition, as well as other (non- 17UNGASS) indicators suggested by various national stakeholder
    18. 18. WFP Role at National level Building National M&E framework Despite significant progress in growing evidence in support of integrated HIV, foodSENSITIZATION security and nutrition programming, there is still a need for sensitization and ADVOCACY advocacy at national level • Advocate for the inclusion of food and nutrition programming in the NATIONAL development of, and revisions to, national strategic plans STRATEGIC • Participate to the development of main national strategy, including UNDAF and PLAN Joint United Nations Programme on HIV/AIDS in order to ensure food and nutrition is captured in related M&E framework Review existing national, UNDAF and other development partners M&E systemsNATIONAL M&E and where feasible integrate food and nutrition-related specific indicators in the FRAMEWORK national M&E frameworkNATIONAL M&E Acknowledge and understand the national-level reporting systems within the REPORTING country where is operating and contribute where feasible to national data SYSTEM collection systems WFP • Ensure adequacy with WFP policies and procedures M&E SYSTEM • Ensure that the link between Programme Category and SOs is preserved 18
    19. 19. Role of the Government Building National M&E frameworkM&E ACTIVITIES Manage and implement M&E activities CAPACITY Build and strengthen government capacity in data collection, processing BUILDING and analysis to ensure sustainability of programmes INTEGRATED Advocate for a Integrated National Management Systems or other HEALTHMANAGEMENT sector wide information system SYSTEMCOLLABORATION Encourage dynamic participation of government counterpart during the PARTNERSHIP design phase of both M&E framework and reporting system 19
    20. 20. DESIGNING LOGFRAMEHOW TO REFLECT PROJECT OBJECTIVES IN A LOGICAL FRAMEWORK 20
    21. 21. Key Concepts in M&E M&E Strategy 1 Monitoring and Evaluation should not be seen as an isolated exercise, but should be considered a crucial aspect of the larger process of project design and implementation 2 The development and implementation of the M&E strategy should be led by the government with support from WFP and stakeholders 3 A comprehensive M&E system should outline in detail what data will be collected, how, when and by whom it will be collected, the process for data analysis, the responsible parties including government and Implementing partners, budgetary requirement and other details 4 M&E strategy in WFP is designed in conjunction with the general project design. It is composed principally of i) Logframe, ii) M&E Plan and iii) Reporting flows and formats
    22. 22. What is a logframe?The starting point in the preparation of M&E strategy The logframe or logical framework is A management tool used to design projects and programmes, in which hierarchy of basic project elements are linked together in a logical cause and effect arrangement The link between project design and design of M&E system, specifically at output and outcome levels A matrix document submitted with project document that reflects outcome indicators you will be measuring and reporting onLogical framework analysis is a technique used both for designing an intervention and forevaluating its effects 22
    23. 23. What is a Logframe? Main elements and contentsThe original logframe is a 4 columns matrix that contains specific information on programme/project: COLUMN 1 COLUMN 2 COLUMN 3 COLUMN 4 It outlines the It outlines how the It specifics the external assumptions It incorporate a design will be source(s) of and risks related to hierarchy of a logic monitored and information for each level of the model: Result chain evaluated : assessing indicators: internal logic: Performance Indicators Means of verification Assumption and risks Impact Impact indicators Programme /project Risk regarding evaluation system strategic impact Outcomes Outcomes indicators Programme/project evaluation system, report Outcome to Impact and performance review Outputs indicators Programme/project Outputs supervision, monitoring Output to Outcome system, report and regular performance review Activities Inputs/Resources Monitoring system for Activity to Output validating implementation progress 23
    24. 24. WFP Logframe Main elements and contentsSRF (2008-2012) has been further refined in 2011 to better demonstrate the results of WFP operations,and to align definitions of outcomes as medium term results of WFP operations Priorities • The revised SRF focused on the performance of outcome and output indicators measured and reported at the beneficiary and community levels • Impact level indicators have been removed from logframe- COs are urged to report impact- level indicators through annual Standard Project Reports (SPRs) exercise, when applicable UNDAF & • WFP is committed to demonstrate change or impact by linking its performance to MDG MDGs through national MDG progress report, UNDAF mid term review • For CP and DEV Project, logframe should be aligned with the UN Development Assistance Framework (UNDAF) and its Result Matrix COLUMN 1 COLUMN 2 COLUMN 3 COLUMN 4 Result chain Indicators Means of verification Assumption and risks IMPACT Imp. indicators OUTCOME Outcome Indicators OUTPUT Output Indicators ACTIVITIES Inputs/ Resources 24
    25. 25. WFP Logframe Main Steps for developing LogframeFor each Strategic Objective should be filled a separate logframe 1 Match Programme category and WFP SOs and, for CP/DEV, UNDAF Outcome 2 Select appropriate Mandatory Corporate Outcome and additional Project-specific Outcome for the SO pertaining to your programme 3 Define Outputs Strategy for achieving the outcome 4 Identify appropiate Outcome Indicators per each of the outcomes selected 5 Ensure that Baseline (if existing), and Targets are provided for each indicators 6 Ensure connectivity between every Outcome indicator and its corresponding Output Indicator 7 Add The Monitoring and Evaluation Approach and ensure Data Sources are provided 8 Identify Assumptions and Risks that may influence success or failure 1 STRATEGIC OBJECTIVES Result-Hierarchy Performance indicators Means of verification Assumption and risks1 UNDAF Outcome2 7 8 Outcomes 4 Outcome indicators - Corporate • Target, Baseline - Project Specific 53 Outputs 6 Outputs indicators • Target 25
    26. 26. WFP Logframe MatrixHIV and TB Programme under EMOP and PRRO-relief STRATEGIC OBJECTIVES: SO1-Save lives and protect livelihood in emergency What the operation wants to How the performance of the operation will be measured Factors beyond management achieve? control affecting operations Results-Hierarchy Performance indicators Means of verification (MOV) Assumption and risks OUTCOMES (Corporate and Project Specific)1.1 Maintained access to 1.1.1 Default rate Source: ART, TB or Risk regarding programmeservices for ART, TB Target: Default rate < 15% PMTCT/MCHN registers at level impacttreatment and/or PMTCT (Sphere) health facility level or E.g. Data collection may be treatment centre run by affected by the shockSelect appropriate Project Specific Outcomes/Indicators from partners E.g. Stigma discouragethe list people from attending ART1.2….. or TB centres OUTPUTS1.1 Food, cash and vouchers List of indicators provided, Monitoring system for Risk regarding designdistributed in sufficient such as: validating operation design effectivenessquantity and quality to target 1.1.1 # of women, men, girls Source: E.g. Monthly WFP Foodgroup (ART, TB or PMTCT) and boys received food, C&V Distribution Reports1.2 … 1.1.2. Tonnage of food distributed…, etc. Targets are project and context-specific. They should take into account objectives of the intervention, planned level of Targets inputs, baseline figures, trend observed prior to the start of interventions and the pre-emergency data, counterpart capacity, expert judgments and the accomplishments of comparable interventions 26
    27. 27. WFP Logframe Matrix HIV and TB Programme under EMOP and PRRO-relief List of appropriate Project Specific Outcomes and related indicators that might be selected and included into the Logframe Results-Hierarchy Performance indicators Means of verification (MOV) Assumption and risks Source: ART or TB registers Risk regarding programme1.2 Improved ART or TB 1.2.1 ART or TB nutritional at health facility level or level impactnutritional recovery recovery Target: Nutritional recovery treatment centres run by rate > 75 % (Sphere) partners Source: ART or TB registers E.g. Data collection may be1.3 Improved adherence to 1.3.1 ART or TB treatment at health facility level or affected by the shockART, TB treatment adherence rate treatment centres run by E.g. Stigma discourage Target: Context specific partners people from attending ART or TB centres1.4 Increased success of TB 1.4.1 TB treatment success Source: ART or TB registers …treatment rate at health facility level or Target: >85% (WHO) treatment centres run by partners 27
    28. 28. WFP Logframe Matrix HIV and TB Programme under PRRO STRATEGIC OBJECTIVES: SO3-Restore and rebuild lives and livelihoodWhat the operation wants to How the performance of the operation will be measured Factors beyond management achieve? control affecting operations Results-Hierarchy Performance indicators Means of verification (MOV) Assumption and risks OUTCOMES (Corporate and Project Specific)1.1 Improved ART and or 1.1.1 Nutritional recovery rate Source: Nutritional registers Risk regarding programmeTB nutritional recovery Target: Nutritional recovery and clients card at health level impact rate > 75% facility level or treat. centres E.g. Data collection analysis1.2 Adequate food Source: Annual monitoring conducted by health careconsumption of HIV or TB- 1.2.1 HH Food consumption and/or survey report providersaffected HHS Score E.g. External factors may influence nutritional status Select appropriate Project Specific Outcomes/Indicators from the list 1.3….. OUTPUTS1.1 Food, cash and List of indicators provided, such Monitoring system for Risk regarding designvouchers distributed in as: validating operation design effectivenesssufficient quantity and 1.1.1 # of women, men, girls Source: E.g. Monthly WFP Foodquality to target group and boys received food, C&V Distribution Reports(ART, TB or PMTCT) 1.1.2. Tonnage of food1.2 …. distributed…, etc. 28
    29. 29. WFP Logframe Matrix HIV and TB Programme under PRRO List of appropriate Project Specific Outcomes and related indicators that might be selected and included into the Logframe Results-Hierarchy Performance indicators Means of verification (MOV) Assumption and risks 1.3.1 ART, PMTCT or TB Source: ART or TB registers1.3 Reduced ART, PMTCT or at health facility level or Risk regarding programmeTB treatment default rate treat. default rate level impact Target: < 15% treatment centres run by partners 1.4.1. ART or DOTS Source: ART or TB registers1.4 Improved adherence to E.g. Data collection analysis adherence rate at health facility level orART, TB treatment conducted by health care Target: Context specific treatment centres run by providers partners E.g. External factors may1.5 Increased success of TB 1.5.1 TB treat. success rate Source: ART or TB registers influence nutritional statustreatment Target: >85% at health facility level or ….. treatment centres run by1.6 Increased access to partnerseducation and human capital 1.6.1 OVC Attendance rate Source: School recordsdevelopment of OVC Target: 80% 29
    30. 30. WFP Logframe Matrix HIV and TB Programme under CP/DEV STRATEGIC OBJECTIVES: SO4-Reduce Chronic Hunger and Undernutrition Result-Hierarchy Performance indicators Means of verification Assumption and risksIMPACT→ UNDAF OUTCOME UNDAF indicators reported as per mid-term UNDAF review, etc. OUTCOMES (Corporate and Project Specific)1.1 Improved adherence to 1.1.1 ART adherence rate Source: ART or TB registers Risk regarding programmeART Target: Context specific at health facility level or level impactand/or treatment centres E.g. Data collection analysis 1.2.1 TB treat. success rate Source: ART or TB registers conducted by health care1.2 Improved success of TB Target: >85% at health facility level or providerstreatment treatment centre E.g. External factors may1.3 ART and/or TB Improve 1.3.1 Nutritional recovery rate Source: Nutritional registers influence nutritional statusnutritional recovery Target: >75% and clients card at health E.g. Burden at health facility facility level or treat. centres may impact the quality of reporting1.4 Adequate food 1.4.1 HH Food Consumption Source: Annual monitoringconsumption of HIV- and/or Score and/or survey reportTB affected HHs Select appropriate Project Specific Outcomes/Indicators from the list 1.5…. OUTPUTS1.1 Food, cash and vouchers List of indicators, as per EMOP: Source: E.g. Monthly WFP Food Risk regarding designdistributed in sufficient quantity 1.1.1 # of women, men, girls and Distribution Reports effectivenessand quality to ART, TB or PMTCT boys received food, C&V…, etc.clients, OVC and HHs… 30
    31. 31. WFP Logframe Matrix HIV and TB Programme under CP/DEV List of appropriate Project Specific Outcomes and related indicators that might be selected and included into the Logframe Results-Hierarchy Performance indicators Means of verification (MOV) Assumption and risks1.5 Reduced ART, PMTCT or 1.5.1 ART, PMTCT or TB Source: ART or TB registers Risk regarding programmeTB treatment default rate treat. default rate at health facility level or level impact Target: < 15% treatment centres run by partners1.6 Improve adherence to TB 1.6.1 TB adherence rate Source: ART or TB registers E.g. Data collection analysistreatment Target: Context specific at health facility level or conducted by health care treatment centres run by providers partners E.g. External factors may influence nutritional status1.7 Increased access to 1.7.1 OVC Attendance rate Source: School recordseducation and human capital Target: 80% …..development of OVC 31
    32. 32. DESIGNING AN M&E PLANWHICH ELEMENTS SHOULD INCLUDE 32
    33. 33. Key Concepts in M&E M&E Strategy Monitoring and Evaluation should not be seen as an isolated exercise, but should be 1 considered a crucial aspect of the larger process of project design and implementation The development and implementation of the M&E strategy should be led by the 2 government with support from WFP and stakeholders A comprehensive M&E system should outline in detail what data will be collected, how, when and by whom it will be collected, the process for data analysis, the responsible 3 parties including government and Implementing partners, budgetary requirement and other details 4 M&E strategy in WFP is designed in conjunction with the general project design. It is composed principally of i) Logframe, ii) M&E Plan and, iii) Reporting flows and formats 33
    34. 34. What is a M&E Plan? Plan to collect and analyse data The M&E Plan Matrix It sets out arrangements for routine collection of monitoring data and periodic evaluation data, based on indicators identified in the logical framework It is a matrix or table useful for clearly identifying what data is needed, the source of data, how often it will be collected, by whom it will be collected, what methods will be used in collection and finally in which reports and forum the data will be presented It is critical for establishing clear roles and responsibilities of WFP and partners M&E PLAN is a tool built upon the information on the logical framework to plan the collection, analysis, use and dissemination of performance information 34
    35. 35. M&E Matrix Plan Main elements and contents The M&E Plan should include: • Selected performance indicators LOGICAL FRAMEWORK • Identified data sourcesResult- Indicators MoV AssumptionsHierarchy • Methods for data collectionImpact • Frequency of data collection Each expected result • Roles and responsibilitiesOutcome from the fist columnOutput in the Logical • How the information will be used & reported Framework gets itsActivities own monitoring plan M&E Plan Matrix Expected Results- Key Indicators Mean of Verification Use of information Data Source Collection method Frequency of Collection Responsibilities for collection 1.1 1.2 1.3 35
    36. 36. M&E Matrix Plan Main Steps for Developing a M&E Plan LOGICAL FRAMEWORK Results Indicators MoV Assumptions Hierarchy For each expected result the M&E Impact Plan matrix gives details of how Outcome selected indicators will actually be Outputs E.g. Quantity of fortified food distributed used Activities M&E Plan Matrix Expected Results- Key Indicators Mean of Verification Use of information Data Source Collection Frequency of Responsibilities method Collection for collection 1.1 E.g. Quantity of fortified food distributed 1.2 1.3 36
    37. 37. M&E Matrix Plan Main Steps for Developing a M&E Plan LOGICAL FRAMEWORK Results Indicators MoV Assumptions The Primary and/or Secondary Hierarchy data source for each indicator is Impact located Outcome • Primary data are collected through the use of surveys, meetings, Outputs E.g. Quantity focus group discussions, interviews or other methods that involve of fortified food distributed direct contact with respondents • Secondary data are existing data that have been or will be Activities collected by WFP or others for another purpose M&E Plan Matrix Expected Results- Key Indicators Mean of Verification Use of information Data Source Collection Frequency of Responsibilities method Collection for collection 1.1 E.g. E.g. Monthly WFP Quantity of Food Distribution fortified food Reports distributed 1.2 1.3 37
    38. 38. M&E Matrix Plan Main Steps for Developing a M&E Plan LOGICAL FRAMEWORK 1 Technical process that will be used to Results Indicators MoV Assumptions collect and analyse data for each indicator Hierarchy Impact 2 For each indicator, stakeholders agree on Outcome how often data will be collected and the Outputs E.g. Quantity cost for collection is estimated of fortified food distributed 3 Activities Spell out clearly who will do the collection and analysis of the data for each indicator M&E Plan MatrixExpected Results-Key Indicators Mean of Verification Use of information Data Source 1 Collection 2 Frequency of 3 Responsibilities method Collection for collection1.1 E.g. E.g. Monthly WFP E.g. Daily food E.g. Monthly E.g. FieldQuantity of Food Distribution distribution Monitoringfortified food Reports sheet filled at Assistancedistributed health facility1.2 38
    39. 39. M&E Matrix Plan Main Steps for Developing a M&E Plan M&E Plan MatrixExpected Results-Key Mean of Verification Use ofIndicators information Data Source Collection Frequency of Responsibilities method Collection for collection1.1 E.g. E.g. Monthly E.g. Daily food E.g. Monthly E.g. FieldQuantity of WFP Food distribution Monitoringfortified food Distribution sheet filled at Assistancedistributed Reports health facility1.2 Reporting Presentation In which report(s) the information At which forums or meetings the will be included (E.g. Quarterly information or report will be Progress Report; Project presented and discussed (E.g. Implementation Report, final Quarterly management meetings; evaluation etc) annual progress review workshop) 39
    40. 40. DESIGNING DATA COLLECTION TOOLSAND SET A DATA COLLECTION SYSTEMTO ENSURE FLOW OF INFORMATION 40
    41. 41. Key Concepts in M&E M&E Strategy Monitoring and Evaluation should not be seen as an isolated exercise, but should be 1 considered a crucial aspect of the larger process of project design and implementation The development and implementation of the M&E strategy should be led by the 2 government with support from WFP and stakeholders A comprehensive M&E system should outline in detail what data will be collected, how, when and by whom it will be collected, the process for data analysis, the responsible 3 parties including government and Implementing partners, budgetary requirement and other details 4 M&E strategy in WFP is designed in conjunction with the general project design. It is composed principally of i) Logframe, ii) M&E Plan and, iii) Reporting flows and formats 41
    42. 42. Overview of Reporting Flow Data Collection ToolsM&E Plan Data Collection Data Processing Reporting Tools M&E Plan identifies Mean of Verification, including the data collection tools and the reports Based on the indicators selected in the logframe, each CO is responsible for developing Data Collections tools and Reports Data collection tools should be related to the type of reports expected to be produced in short- and long-term 42
    43. 43. Data Collection Tools Definitions and Key Concepts Data collection tools, the key for adequate monitoring • It provides information that allows WFP managers to assess planned vs. actual achievements, progress and changes of the operation • The indicators selected in the Logframe are the basis on which the data collected tools should be designed • Data collection tools/formats (questionnaire, checklist, etc.) need to be carefully designed to collect only necessary information to ensure efficient use of M&E resource 43
    44. 44. Data Collection Tools HIV and TB Programming There are many different data collection tools in use in WFP for HIV and TB interventions. They can be summarised as: General Food Cooperating Partner General Food Distribution Report Distribution WFP Sudan 1. Cooperating Partner Details Cooperating Partner State, Locality, County Location / Distribution CPs FLA Number Project Number Distribution monitoring checklist Site 1 Distribution Period / Month Distribution Dates Report Date Report Number From……………………..... To………….……………….. 2. Stock Movements Opening Damaged/Sp Closing Loss & Damage Commodity S.I. Number Receipts Distributed Food Returns Losses Stock oield Balance Reasons World Food Programme Ethiopia Urban HIV/AIDS Project Assessment Form for the Graduation of PLHIVs On-site checklist Comments Cooperating Partner Health Facility 2 3. Beneficiary Numbers Girls < 5 Boys <5 Number Girls 5-18 of Boys 5-18 Women Men Total IDPs months the Number of Capacity to Residents patient was on months the Body Mass engage in Refugees the food support patient was on Height (in Weight (in Index (BMI) daily Resettled Name of the patient (2) (3) ART(4) Cm) (5) Kg) (6) (7) activities (8) 3.1. Beneficiaries Girls < 5 Boys <5 Girls 5-18 Boys 5-18 Women Men Total Numbers - Returnees Returning IDPs - Transit Rations Returning IDPs - Re- integration Package Returning Refugees - Transit Rations 3 Post Distribution Monitoring or Beneficiaries Contact Monitoring questionnaire Returning Refugees - Re- integration Package Total Beneficiaries 4 Cooperating Partners Monthly Reports (stock movement and actual beneficiaries) 44
    45. 45. Data Collection Tools Distribution Monitoring Checklist Key concepts and information • Most distribution are carried out by Implementing Partners (IPs) 1 • During a food distribution, WFP Field Monitors check on random basis whether the distribution are been undertaken smoothly and according to the plan • Main output and process indicators are monitored, such as planned vs. actual numbers of targeted beneficiaries, amount of MT distributed, appropriate ration size, quality of Key elements that may be included commodities, etc. General Information Dispatch and Delivery Distribution Timeframe Beneficiaries Selection and Enrolment Distribution mechanism and Centre management Gender, Awareness and Protection Issues Quality of food being distributed Stock Movement Security, and other issues 45
    46. 46. Data Collection Tools Distribution Monitoring Checklist Example of Distribution Monitoring Checklist: Health facility Urban HIV/AIDS Input and Process Monitoring Checklist General Information WFP Ethiopia1. General Information Cooperating Partner………………………..Town:Name of distribution Site: Name distribution site FMA Name……………………………………….. Dispatch and DeliveryCore Cooperating Partner □ PLHIV ________________ □ PMTCT_____________ □ Distribution month and Qty by the Did the distribution site receive □Yes NoNumber of Beneficiary served at thisdistribution site? OVC________________ PLHIV □ PMTCT □ OVC □ Month ________________ □ Cereals_____________ □ correct dispatched food ? commoditiesDistribution Month and Qty by commodity Pulses________________(mt) □ CSB ___________ □ Oil __________________ If no, explain which commodity/s Distribution Timeframe Distribution date…………………………were Cereals………..Pulses……….Distribution DatesMonitoring Person partially or not completely received? CSB……………..Oil……………. Name_________________________________ Signature____________________________Date_________ Was there any agreed upon schedule for the Indicate the QTY missing in MTs Yes No2. Dispatch and Delivery Question/Indicator Control Comments distribution to take place?2.1: Did the distribution site receive thecorrect dispatched food ?(Check the way Yes No …. Yes Nobills and Goods Receiving Notes) Did the distribution start on schedule? Yes No Cereals_____________ Pulses________________2.2: If no, explain which commodity/s werepartially or not completely received? Indicate CSB _____________ Oil __________________ If you know, the mainthe QTY missing in MTs reason---------------------------------------------------------- Did the distribution end on schedule? Yes No Beneficiaries Selection and Enrolment3. Distribution Timeframe Question/Indicator Control Comments3.1: Was there any agreed upon schedule for Do the staff of the CP spent the targeting What is average time know waiting to Hours…… No Yesthe distribution to take place Yes No3.2: If yes, was it properly communicated receive rations criteria of the project?with the beneficiaries? Yes No3.3: Did the distribution start on schedule? Yes No3.4: If no, how late was the start of the Days ----------------- Hours______ Reason: Delay in food delivery □ Store Are all PLHIV beneficiaries referred from ART Yes No management □ Beneficiary/Targeting issues □ Food shortage □ Others □distribution and Why? (specify) ----------- clinics?3.5: Did the distribution end on schedule? Yes No Unknown Days ---------------- Reason: Delay in food delivery □ Store management □3.6: If no, how late was the end of thedistribution? Why? Beneficiary/Targeting issues □ Food shortage □ Others □ (specify) ------------- Are all PLHIV beneficiaries assessed for their Yes No ----3.7: What is the average time spent waiting _______ Hours BMI? Who is doing the assessment?to receive rations?4. Beneficiary Selection andEnrollwmnt: Are all PMTCT beneficiaries referred from Yes No Question/Indicator4.1: Do the staff of the CP know the Control Comments PMTCT clinics?targetting criteria of the project for the Yes Nodifferent beneficiary categories? Does the selection of OVC involve the Yes No4.2: Are all PLHIV beneficiaries referred fromART clinics? Yes No relevant community bodies?4.3: Are all PLHIV beneficiaries assessed for Yes No Assessed by:their BMI? Who is doing the assessment? 46

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