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Creating Enabling Environments for M&E (CEEME) Seminar

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Ummuro Adano presents on a Creating Enabling Environments for M&E seminar.

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Creating Enabling Environments for M&E (CEEME) Seminar

  1. 1. Creating enabling environment for M&E Community of Practice LeaderNet Seminar: Jan 30 – Feb 3 Summary of results and lessons
  2. 2. Overview of Presentation Strategic goals of CoP What is LeaderNet? Conceptual framework for the seminar Seminar content Seminar evaluation Next Steps
  3. 3. Strategic Goals Dissemination of existing Organization Development thinking, materials, approaches, experiences with an optic to their use in strengthening M&E performance Solutions corner for sharing, review and revision of field practices that address OD-related issues Sharing platform for MEval partners and collaborating individuals, groups and organizations of OD-related issues in their work
  4. 4. What is LeaderNet? Developed in 2003 A global virtual learning platform for leaders and managers of health programs LeaderNet provides participants with opportunities to continue to strengthen their leadership and management skills and capacities, and to exchange information and ideas with practitioners all over the world. Over 5,000 members worldwide
  5. 5. LeaderNet Central
  6. 6. Typical Seminar Page…
  7. 7. Conceptual Framework “We created organizations, why can’t we change or improve them?” Participant from the Philippines
  8. 8. Organizational Development is….. A mindset A set of value-based perspectives A philosophy of organizing, managing and changing organizations, that include the human element A field of study and practice
  9. 9. The Human Element
  10. 10. Levels of Intervention ndividual (experience, knowledge, technical skills) rganizational (procedures, the structures of power and influence etc) nabling Environment (prevailing rules, norms and incentives for change and
  11. 11. Anatomy of an Organization Mission: Why do we do what we do? Strategy: How will we get where we want to go? Values: What are our core beliefs and principles Structure: Lines of authority and accountability Roles and responsibilities Decision-making Leadership and Governance Systems Information Management: Data Collection and use Planning Supply Management Monitoring and Evaluation Communications Quality Assurance Human Resource Management Financial Management Revenue Generation
  12. 12. Capacity building Framework
  13. 13. Seminar Content – Day 1 Introduction to the Organizational Capacity Building Framework What will happen to monitoring and evaluation units or departments if we fail to create an enabling organizational environment or do not invest sufficiently in this area? Select one or two organizational functions in the framework that you feel are important and need to be strengthened in your own monitoring and evaluation unit. Why are they important?
  14. 14. Day 2 Fostering enabling environment: Who Owns M&E? Think of a time in the past when you belonged to an M&E team that successfully implemented its roles and functions: What were some of the factors that made this particular M&E team successful? Scavenger Hunt: CBKEN
  15. 15. Day 3: Abunesia Case Study Using a systems-approach to avoid breakdowns in epidemiological surveillance What are some of the human resource, leadership, organizational and administrative changes that need to be introduced and implemented to foster an enabling environment for effective disease surveillance and reporting system in Abunesia? At what level of Abunesia’s health system are changes most needed to maximize efficiency and positive results around data collection, sharing and reporting within the system?
  16. 16. Day 4 Monitoring, Evaluating and Learning What types of technical assistance and change efforts are needed to strengthen and institutionalize “country led and country owned, learning oriented M&E practices? Reading: Strategies for More Effective Monitoring and Evaluation Systems in HIV Programmatic Scale up in Resource-limited Settings: Implications for Health System Strengthening. http://www.globalhivmeinfo.org/DigitalLibrary/Digital%20Library/Strate
  17. 17. Day 5 Realizing a functional M&E system: Reflections on what we have learned and how to apply it in our work As a responsible citizen of your national or organizational M&E system, what steps are you going to take to ensure that your institution creates an enabling organizational environment to realize a fully functional M&E system? How are you going to apply some of the ideas and practices from this week’s seminar in your own work? Please be specific.
  18. 18. Seminar Participants: Breakdown
  19. 19. Summary Stats… 249 people from 44 Countries: 165 men, 83 women Top 10 Countries: Nigeria (56) Kenya (38) USA (16) Afghanistan (12) Ethiopia (12) Philippines (12) South Africa (10) Ghana (8) Uganda (7) Tanzania (6)
  20. 20. General Suggestions Making M&E everyone’s business Technical M&E skills and competencies not the main barrier Environments, systems, structures and socio- technical principles to inform and guide change Leadership that values use of data and diagnosis
  21. 21. Next Steps Coalesce the CEEME CoP – based on existing profiles of participants Create a low cost mechanism to keep the group active and engaged Send bi-weekly alerts on topical issues/questions or share a pertinent article or resource material
  22. 22. MEASURE Evaluation is funded by the U.S. Agency forInternational Development (USAID) through CooperativeAgreement GHA-A-00-08-00003-00 and isimplemented by the Carolina Population Center at theUniversity of North Carolina at Chapel Hill, in partnershipWith Futures Group International, John Snow, Inc., MacroInternational Inc., Management Sciences for Health, andTulane University. The views expressed in this presentationdo not necessarily reflect the views of USAID or the UnitedStates Government.

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