This document provides an overview of monitoring and evaluation systems for health programs. It discusses the purpose and value of M&E, including providing evidence for decision making, organizational learning, and accountability. Key concepts around monitoring, evaluation, and operational research are defined. Principles of integrated design, unbiased measurement, and local capacity building for evaluation are covered. The document also presents examples of research questions and indicators for evaluating health programs from various perspectives.
This presentation has a vivid description of the basics of doing a program evaluation, with detailed explanation of the " Log Frame work " ( LFA) with practical example from the CLICS project. This presentation also includes the CDC framework for evaluation of program.
N.B: Kindly open the ppt in slide share mode to fully use all the animations wheresoever made.
This presentation has a vivid description of the basics of doing a program evaluation, with detailed explanation of the " Log Frame work " ( LFA) with practical example from the CLICS project. This presentation also includes the CDC framework for evaluation of program.
N.B: Kindly open the ppt in slide share mode to fully use all the animations wheresoever made.
This was a paper presented to the 12th European Evaluation Society Biennial conference, Maastricht, Netherlands. This paper looks at "Use of Evaluation results to enhance organizational effectiveness Do evaluation findings improve organisational effectiveness?"
The Basics of Monitoring, Evaluation and Supervision of Health Services in NepalDeepak Karki
This presentation has made to health workers who have more than two decades of experience of managing/implementing public health programs in Nepal, especially at district level and below.
This was a paper presented to the 12th European Evaluation Society Biennial conference, Maastricht, Netherlands. This paper looks at "Use of Evaluation results to enhance organizational effectiveness Do evaluation findings improve organisational effectiveness?"
The Basics of Monitoring, Evaluation and Supervision of Health Services in NepalDeepak Karki
This presentation has made to health workers who have more than two decades of experience of managing/implementing public health programs in Nepal, especially at district level and below.
The field of program evaluation presents a diversity of images a.docxcherry686017
The field of program evaluation presents a diversity of images and claims about the nature and role of evaluation that confounds any attempt to construct a coher- ent account of its methods or confidently identify important new developments. We take the view that the overarching goal of the program evaluation enterprise is to contribute to the improvement of social conditions by providing scientifically credible information and balanced judgment to legitimate social agents about the effectiveness of interventions intended to produce social benefits. Because of its centrality in this perspective, this review focuses on outcome evaluation, that is, the assessment of the effects of interventions upon the populations they are intended to benefit. The coverage of this topic is concentrated on literature published within the last decade with particular attention to the period subsequent to the related reviews by Cook and Shadish (1994) on social experiments and Sechrest & Figueredo (1993) on program evaluation.
The word ‘evaluation’ has become increasingly used in the language of community, health and social services and programs. The growth of talk and practice of evaluation in these fields has often been promoted and encouraged by funders and commissioners of services and programs. Following the interest of funders, has been a growth in the study and practice of evaluation by community, health and social service practitioners and academics. When we consider why this move in evaluative thinking and practice has occurred, we can assume the position of the funder and simply answer, ‘...because we want to know if this program or service works’. Practitioners, specialists and academics in these fields have been called upon by governments and philanthropists to aid the development of effective evaluation. Over time, they have led their own thinking and practice independently. Evaluation in its simplest form is about understanding the effect and impact of a program, service, or indeed a whole organization. Evaluation as a practice is not so simple however, largely because in order to assess impact, we need to be very clear at the beginning what effect or difference we are trying to achieve.
The literature review begins with an overview of qualitative and quantitative research methods, followed by a description of key forms of evaluation. Health promotion evaluation and advocacy and policy evaluation will then be explored as two specific domains. These domains are not evaluation methodologies, but forms of evaluation that present unique requirements for effective community development evaluation. Following this discussion, the review will explore eight key evaluation methodologies: appreciative enquiry, empowerment evaluation, social capital,
social return on investment, outcomes based evaluation, performance dashboards and scorecards and developmental evaluation. Each of these sections will include specific methods, the values base of each methodo ...
This presentation tackles the following information:
*Approaches to Program Evaluation
*Three Dimensions that Shape Point of View on Evaluation
*Doing Program Evaluation
*Program Components as Data Sources
Reference: The Elements of Language Curriculum (A Systematic Approach to Program Development) by James Dean Brown of University of Hawaii at Manoa
Reporters: Joy Anne R. Puazo & Marie Buena S. Bunsoy
Program: Bachelor in Secondary Education Major in English
Year: 4th
Instructor: Mrs. Yolanda D. Reyes
Subject: Language Curriculum for Secondary Schools
A Good Program Can Improve Educational Outcomes.pdfnoblex1
We hope this guide helps practitioners and others strengthen programs designed to increase academic achievement, ultimately broadening access to higher education for youth and adults.
We believe that evaluation is a critical part of program design and is necessary for ongoing program improvement. Evaluation requires collecting reliable, current and compelling information to empower stakeholders to make better decisions about programs and organizational practices that directly affect students. A good evaluation is an effective way of gathering information that strengthens programs, identifies problems, and assesses the extent of change over time. A sound evaluation that prompts program improvement is also a positive sign to funders and other stakeholders, and can help to sustain their commitment to your program.
Theories of change are conceptual maps that show how and why program activities will achieve short-term, interim, and long-term outcomes. The underlying assumptions that promote, support, and sustain a program often seem self-evident to program planners. Consequently, they spend too little time clarifying those assumptions for implementers and participants. Explicit theories of change provoke continuous reflection and shared ownership of the work to be accomplished. Even the most experienced program planners sometimes make the mistake of thinking an innovative design will accomplish goals without checking the linkages among assumptions and plans.
Developing a theory of change is a team effort. The collective knowledge and experience of program staff, stakeholders, and participants contribute to formulating a clear, precise statement about how and why a program will work. Using a theory-based approach, program collaborators state what they are doing and why by working backwards from the outcomes they seek to the interventions they plan, and forward from interventions to desired outcomes. When defining a theory of change, program planners usually begin by deciding expected outcomes, aligning outcomes with goals, deciding on the best indicators to evaluate progress toward desired outcomes, and developing specific measures for evaluating results. The end product is a statement of the expected change that specifies how implementation, resources, and evaluation translate into desired outcomes.
Continuously evaluating a theory of change encourages program planners to keep an eye on their goals. Statements about how and why a program will work must be established using the knowledge of program staff, stakeholders, and participants. This statement represents the theory underlying the program plan and shows planners how resources and activities translate to desired improvements and outcomes. It also becomes a framework for program implementation and evaluation.
Source: https://ebookscheaper.com/2022/04/06/a-good-program-can-improve-educational-outcomes/
Running Head: DATA SOURCE EVALUATION 1
DATA SOURCE EVALUATION 2
Data source in Evaluation
Name:
Anthony Tyler
Institution:
Strayer University
Professor:
Dr. Jacob
Date:
June 7, 2020
Data source in Evaluation
There are various sources of data that are used in the process of evaluation in that data is easily acquired in most convenient forms such that it can be used in proper evaluation that aids the best result (Long, et al 2015).
Current and Previous Data
An individual who is involved in an evaluation should start by considering data that is already available as well as the data that had been used previously. According to the program it has been out of operation for more than five years, therefore, being inactive. Knowing what program had been used by checking records that have been documented (Boulmetis et al, 2016). For example, looking at reports written previously allows the evaluator to have the whole idea.
Plan Recipient
The most convenient way to source data is when an evaluator relies on the plan or the program that the recipients have in existence. This is because this is a way that can provide a route way to achieve evaluation needs (Greene et al, 2017). Discussion together with the recipients is a better way to access information while surveys that are involved verify the whole process.
Records from observation
Images that have been recorded in various forms are essential data capturing sources (Greene et al, 2017). Some of these sources include pictures, stored clips, and videos which is the preferred data acquiring points that have been in use. This rationale provides well-elaborated information to the evaluator since well-represented data in form of images and videos that a good example of well-processed data that can be used in making the final resolution in management. However, other means of collecting data depend on the source and individuals that are being involved in their disposition and capacity to provide information (Boulmetis et al, 2016). Actual situations are preferred as they can give accountancy of the real experiences in the entire program and the reason behind occurrences.
Questions
1. According to your accountancies tell us which is the appropriate period when you get to follow programs directives in an actual way
2. Talk about a schedule that was tight and how you handled the schedule.
3. Describe the occurrence when bad information had been brought to your manager, what the reaction
4. During your duty explain incidences that you had a mistake that shows serious improvement is required in a certain field of work.
5. Do you think there is any relationship that exists between Latinos in the schools as appointees and Americans who make them run away from schools?
6. What kind of association should be in existence between a me.
Planning is making current decisions in the light of their future effects.
Health planning is a process culminating in decisions regarding the future provisions of health facilities and services to meet health needs of the community.
1
4
Milestone 4
Student’s Name
University Affiliation
Southern New Hampshire University
Milestone 4
Description of the Initiative Evaluation Plan
Initiative evaluation involves systematic mechanisms for gathering, reviewing, and utilizing information to answer questions concerning the initiative, policies, and programs, specifically about their effectiveness and efficiency. Initiative evaluation can entail both qualitative as well as qualitative techniques of social research. The initiative evaluation plan also contains the intended use of the evaluation outcomes for the program enhancement and decision making. The evaluation plan serves to clarify the initiative’s purpose and expected results (Dudley, 2020). The evaluation plan provides the direction that the monitoring should take based on the initiative priorities, the available resources, time, and skills required to complete the evaluation.
The initiative will have a well-documented plan to foster transparency as well as ensure that stakeholders are on a similar page with concerns about the purpose, use, and also the beneficiaries of the evaluation outcomes. Utilization of the evaluation outcomes is not a thing that can be wished when implementing an initiative. Instead, it must be planned, directed, and ensured to have intentions (Dudley, 2020). The evaluation plan for this initiative will have many benefits, including facilitating the capacity to establish strong connections with partners and stakeholders. The program is also essential for creating the initiative transparency to the stakeholders and decision-makers. The plan also serves as advocacy means for evaluation resources based on negotiated priorities. The procedure for evaluation initiative is also critical for helping in identifying whether there are enough intervention resources and time to realize the desired evaluation exercises and provide answers to prioritize evaluation questions.
When developing the plan for evaluating the initiative targeting to promote health and wellbeing in the community, the key steps must be to develop an effective strategy. The key steps to be followed when creating the evaluation plan differ depending on the project type to be evaluated. The first step entails engaging the stakeholders. When finding the purpose of the evaluation procedures, it is crucial to determine its purpose and the stakeholders involved in the implementation process of the intervention. Identifying the purpose of the evaluation process and stakeholders involved is critical because the two components serve as the basis for evaluation planning, target, design, and comprehension of the outcomes. Stakeholders' engagement is necessary to enable the support of the evaluation process. Involving stakeholders in the evaluation process can have many advantages. Stakeholders comprise the people who use the evaluation outcomes, support and keep the initiative or those impacted by the intervention activities or evalu ...
1
4
Milestone 4
Student’s Name
University Affiliation
Southern New Hampshire University
Milestone 4
Description of the Initiative Evaluation Plan
Initiative evaluation involves systematic mechanisms for gathering, reviewing, and utilizing information to answer questions concerning the initiative, policies, and programs, specifically about their effectiveness and efficiency. Initiative evaluation can entail both qualitative as well as qualitative techniques of social research. The initiative evaluation plan also contains the intended use of the evaluation outcomes for the program enhancement and decision making. The evaluation plan serves to clarify the initiative’s purpose and expected results (Dudley, 2020). The evaluation plan provides the direction that the monitoring should take based on the initiative priorities, the available resources, time, and skills required to complete the evaluation.
The initiative will have a well-documented plan to foster transparency as well as ensure that stakeholders are on a similar page with concerns about the purpose, use, and also the beneficiaries of the evaluation outcomes. Utilization of the evaluation outcomes is not a thing that can be wished when implementing an initiative. Instead, it must be planned, directed, and ensured to have intentions (Dudley, 2020). The evaluation plan for this initiative will have many benefits, including facilitating the capacity to establish strong connections with partners and stakeholders. The program is also essential for creating the initiative transparency to the stakeholders and decision-makers. The plan also serves as advocacy means for evaluation resources based on negotiated priorities. The procedure for evaluation initiative is also critical for helping in identifying whether there are enough intervention resources and time to realize the desired evaluation exercises and provide answers to prioritize evaluation questions.
When developing the plan for evaluating the initiative targeting to promote health and wellbeing in the community, the key steps must be to develop an effective strategy. The key steps to be followed when creating the evaluation plan differ depending on the project type to be evaluated. The first step entails engaging the stakeholders. When finding the purpose of the evaluation procedures, it is crucial to determine its purpose and the stakeholders involved in the implementation process of the intervention. Identifying the purpose of the evaluation process and stakeholders involved is critical because the two components serve as the basis for evaluation planning, target, design, and comprehension of the outcomes. Stakeholders' engagement is necessary to enable the support of the evaluation process. Involving stakeholders in the evaluation process can have many advantages. Stakeholders comprise the people who use the evaluation outcomes, support and keep the initiative or those impacted by the intervention activities or evalu ...
This tool guides organizations through a capacity assessment, which will help local organizations assess and strengthen their institutional capacity and be able to compete for and secure international funding. Areas of assessment include governance, administration, human resource management, financial management, organizational management, and program management.
This presentation explores USAID's efforts to accelerate progress to end Tuberculosis (TB), the Global Accelerator to End TB, and how the agency is working with local organizations to fight TB.
USAID's New Partnership Initiative focuses on working with new and underutilized partners. This presentations explores what that means and which types of USAID agreements and awards are involved.
Dr. Monique Wubbenhorst, Deputy Assistant Administrator, Bureau for Global Health, USAID covers the agency's mission and how they address treatment and prevention of disease, with a focus on strengthening partnerships with faith-based organizations.
This presentation covers the USAID Office of Maternal, Child Health and Nutrition; the Office of Health Systems; Office of Population and Reproductive Health; and the Center for Innovation and Impact.
USAID's Dianna Lightfoot explores examples of successful faith-based organization partnerships with USAID and shares resources to help organizations partner with USAID.
Brian Klotz of the Center for Faith and Opportunity Initiatives, USAID shares the agency's Journey to Self-Reliance and plans for working with faith-based organizations to reach people with care and services.
E. Anne Peterson, MD, MPH, Senior Vice President of Global Programs, Americares explores the organizations Strive to Thrive Program, a pilot project for local health system strengthening in eight countries.
In this interactive session, known as a Flash Presentation, speakers gave a brief PowerPoint presentation followed by a poster session and Q&A. Speakers included Lebo Mothae, Mpub, Executive Director, Christian Health Association of Lesotho; Generose Mulokozi, PhD, ASTUTE Team Leader, IMA World Health; Wilma Mui, MPH, Program Associate, World Faiths Development Dialogue; Norest Hama, MSc, Health Technical Manager, World Vision International Zimbabwe; and Simon Ssentongo, BS Econ and Stats, Uganda Protestant Medical Bureau.
In recognition of World AIDS Day, 2018, Vice President Pence announced that the United States government, through PEPFAR, will invest $100 million to address key gaps toward achieving HIV epidemic control and ensuring justice for children, including by leveraging the unique capacities and compassion of faith-based organizations and communities. CDC's Susan Hillis covers PEPFAR's Faith and Community Initiative to make this achievable.
Deborah Kaliel of PEPFAR shares the program's achievements in getting people on HIV treatment and explains the program's focus on working with local partners and to reach people affected by HIV/AIDS.
Joan Littlefield, BSN, MPH, MBA, Director of Asia and Eurasia Programs, Americares shares how Americares initiated mental health training for doctors, nurses and health workers in areas at risk for natural disasters in the Philippines.
Best-selling author and poverty alleviation expert Brian Fikkert, PhD of the Chalmers Center for Economic Development explores how even tiny Christian ministries have the capacity to advance high-impact interventions to bring lasting change.
Ruth Dykstra, Public Health Graduate Student shares a study by Grand Canyon University of 10 holistic health models and the impact of faith-based global development to integrate the spiritual determinants of health into programming.
Mwai Makoka, MBBS, Program Executive for Health and Healing at the World Council of Churches dives into case studies of health-promoting churches, including churches in Tonga, Kenya, South Africa and North Carolina.
Vuyelwa Sidile-Chitimbire, MSc, MBA, Executive Director of the Zimbabwe Association of Church-related Hospitals shares what it means to have good governance, leadership and management in faith-based health care.
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1. 7/6/2017
1
Construct and Conduct of Monitoring and
Evaluation Systems for Health Programs
Anbrasi Edward and Jennifer Winestock
Christina Bowles
Christian Connections for International Health
Pre-conference Workshop July 13, 2017
Learning Objectives
Module 1: Describe the purpose, characteristics and value
of monitoring and evaluation measures in healthcare
Module 2: Illustrate conceptual models and performance
evaluation frameworks for healthcare systems
Module 3: Principles and concepts for conducting contextual
evaluations
Module 4: Reviewing Strengths and weaknesses of popular
program evaluation models
Module 5: Case Study - Designing a Monitoring and
Evaluation framework for an MNCH Program
2. 7/6/2017
2
Module 1
Describe the Purpose, Characteristics and Value of Monitoring
and Evaluation Measures in Healthcare
Anbrasi Edward
Christian Connections for International Health
Pre-conference Workshop July 13, 2017
3. 7/6/2017
3
Power of Measuring Results
If you do not measure results, you cannot tell success from failure
If you cannot see success, you cannot reward it
If you cannot reward success, you are probably rewarding failure
If you cannot see success, you cannot learn from it
If you cannot recognize failure, you cannot correct it
If you can demonstrate results, you can win public support
Osborne & Gaebler 1992
Purpose of M&E Systems
Provides government officials, development managers, and civil society
evidence from the investments, improving service delivery, planning and
allocating resources, and demonstrating results as part of accountability to
key stakeholders
System reengineering
Rewarding and recognizing
Organizational learning
Focus on results
4. 7/6/2017
4
USAID CLA
Collaborating, Learning, Adapting
facilitating collaboration internally and with external stakeholders
feeding new learning, innovations and performance information back into the
strategy to inform funding allocations, program design and project
management
translating new learning, as well as information about changing conditions,
into iterative strategic and programmatic adjustments
catalyzing collaborative learning, systemic analysis and problem solving
among communities and institutions to develop and implement programs
that are more effective at achieving results.
Rationale for M&E
Relevant and high-quality evaluation is an important tool to track progress,
results and effectiveness of programs
Can help explain why programs are succeeding or failing, and can provide
recommendations for how best to adapt to improve performance
Along with monitoring, evaluation contributes evidence to improve strategic
planning, project design, make mid course corrections and resource
decisions, and they are part of a greater body of knowledge and learning
Improve the quality of evaluations, planning in advance, select appropriate
designs, answer a focused set of questions and encourage
evaluations conducted by external experts
5. 7/6/2017
5
Defining Project Evaluaiton
“the systematic collection of information about the activities, characteristics,
and outcomes of programs, for use by people to reduce uncertainties,
improve effectiveness, and make decisions”
Patton, 2008
“systematic collection and analysis of information about the characteristics
and outcomes of strategies, projects, and activities as a basis for judgments
to improve effectiveness, and/or to inform decisions about current and future
programming”
USAID
“If you can’t measure it, you can’t manage it” W Edwards Deming
“If you can’t measure it, you can’t improve it” Peter Drucker
Evaluation
systemic collection and analysis of data to assess the conceptualization,
design, implementation, and utility of programs
Requires data collection at multiple points in time (baseline and end of
project) in order to demonstrate change
Longer time frame 3-5 years
By examining longer term results, identifying how and why activities
succeeded, failed, or changed, evaluation informs the design of future
projects
Outcome or impact evaluations, which assess program achievements
and effects
Evaluation data may include some routine monitoring data but require a
higher degree of rigor to collect and are gathered by an external
evaluator to the implementing partnership.
Rossi, PH, and HE Freeman. 1993. Evaluation: A systematic approach (5th ed.). Newbury Park, CA: Sage
Publications, Inc.
6. 7/6/2017
6
Monitoring - USAID
Performance monitoring “ongoing and systematic collection of performance
indicator data and other quantitative or qualitative information to reveal whether
implementation is on track and whether expected results are being achieved”
periodic recurring task that begins at the planning stages of the project
objective of improving project design and functioning
Involves ongoing data collection and analysis, provides indications of progress and
achievement of goals at regular intervals, and measures project outputs
Data is routinely collected by the implementing partner, and used to inform decisions
about the program direction on an ongoing basis and report progress to
stakeholders.
Context monitoring; “systematic collection of information about conditions and
external factors relevant to the implementation and performance of a project
and activities”
includes information about local conditions that may directly affect implementation
and performance (other projects operating within the same sector) or external factors
that may indirectly affect implementation and performance (such as macro-economic,
social, or political conditions). Used to monitor assumptions and risks
Complimentary Monitoring
where results are difficult to predict due to dynamic contexts or
unclear cause-and-effect relationships
where traditional monitoring methods may not suffice
measure unintended results, perspectives, and a wide range of other
factors
7. 7/6/2017
7
World Bank M&E Are Synergistic
Monitoring
“A continuing function that uses systematic collection of data on specified
indicators to provide management and the main stakeholders of an ongoing
development intervention with indications of the extent of progress and
achievement of objectives and progress in the use of allocated funds”
embodies the regular tracking of inputs, activities, outputs, outcomes and
impacts
Evaluation (more detailed, time consuming, resource intensive)
“process of determining the worth or significance of a project to determine
the relevance of objectives, the efficacy of design and implementation, the
efficiency or resource use, and the sustainability of results. An evaluation
should (enable) the incorporation of lessons learned into the decision-
making process of both partner and donor”
Operations Research
“a process, a way of identifying and solving program
problems. The goal of operations research is to increase the
efficiency, effectiveness, and quality of services delivered
by providers, and the availability, accessibility, and
acceptability of services desired by users.”
Fisher, A. and J. Foreit. 2012. Designing HIV/AIDS Intervention Studies: An
Operations Research Handbook, Washington, DC: Population Council
8. 7/6/2017
8
Elements of M&E, Operations Research
Monitoring Evaluation Operations Research
Purpose Tracking progress, program
management/ decision--
‐making, program
improvement
Evaluation of outcomes,
success of program
Answers specific questions
regarding implementation
Who performs the
activity
In-‐country implementing
partners (IPs)
Formative evaluation (IPs),
outcome/impact evaluation
(external organization)
Either in-‐country IPs or
evaluation partners
Rigor Less rigorous than evaluation,
data collected on a routine
basis according to data
collection and reporting
systems and processes
established
Very thorough, including
systematic collection of
baseline and final data using
sample survey methods
Very thorough
Examples of
questions answered
At each point in time, what is
the extent of women’s
engagement as measured by
participation in the program,
and level of knowledge on
care-‐giving and care-‐
seeking?
What is the impact of MAMA
on the increase in the
demand/use of health services
by women?
Financial viability
sustainability analysis/cost-
‐benefit studies/cost
effectiveness of alternate
technologies/ approaches
Who most uses the
results
In-‐country IPs Resource document for IPs for
formative evaluation and
evaluation partner for
outcome/impact evaluation,
global community, including
Ministries, academia etc
To be done by external
organizations. This M&E
plan does not address
operations research issues
Evaluation Principles - USAID
Integrated into the Design of Strategies, Projects, and Activities. Planning for and
identifying key evaluation questions at the outset will both improve the quality of
strategy development and project design and guide data collection during
implementation
Unbiased in Measurement and Reporting. Not subject to the perception or reality of
biased measurement or reporting due to conflicts of interest or other factors.
Relevant. Address the most important and relevant questions about strategies,
projects, or activities.
Based on Best Methods; that generate the highest quality and most credible evidence
that corresponds to the questions being asked, taking into consideration time, budget,
and other practical considerations.
Oriented toward Reinforcing Local Capacity; consistent with institutional aims of local
ownership through respectful engagement of all partners, including local beneficiaries,
while leveraging and building local evaluation capacity
Transparent; shared as widely as possible, with a commitment to full and active
disclosure
10. 7/6/2017
10
Results Framework
Research Questions
Perspective of Female Participants
Has content for dissemination of appropriate evidence based (maternal and
infant) priority health information been developed?
Has there been sufficient coverage of the target population? Are women
continuing in the program? Is information being delivered on a timely basis
through CHWs? Has women’s access to quality health information
increased?
Has there been sufficient engagement of the target population through
mHealth messages? Has their awareness of health needs and available
health services increased? Do they express an intention to adopt healthy
behaviors? Has there been an increase in their knowledge on MCH over
time?
Has there been an increase in the demand for health services among
women? How is this demand translated to greater service utilization, both
use of preventive health as well as care seeking behavior at the household
level?
11. 7/6/2017
11
Questions on Program Partnerships
Have a successful partnership, business model and functioning
system been developed?
Has the policy environment in the country improved?
Is there increased knowledge exchange within the community?
What is the extent of scale‐up of the program within the country and
expansion to other countries?
Are other organizations (outside of the implementer group) actively
endorsing and promoting the service?
Evidence of Program Investments
Scale Is the program reaching a significant number of target women
expected?
Sustainability Is the program sustainable in the long run? Does it have
strong partnerships and operate in a supportive policy and socio--
‐economic environment that encourages expansion?
Impact/effect—Has the program affected the envisioned increase in
women’s care-‐giving and care-‐seeking behavior?
12. 7/6/2017
12
Wikidal and Martin : Project Management Workshop, CSU, 2009
M&E Resources
Resource Link
USAID Monitoring Toolkit https://usaidlearninglab.org/evaluation?tab=1
USAID Performance Indicator Reference Sheet https://usaidlearninglab.org/sites/default/files/resource/files/cleared_‐_mt_‐
_f_and_usaid_ref_sheet_cross_walk.pdf
Global Monitoring and Evaluation Framework http://www.unfoundation.org/what‐we‐do/issues/global‐health/mobile‐health‐
for‐development/mama‐meplan.pdf
World Bank Ten Steps to a Results Based
Monitoring and Evaluation System
https://www.oecd.org/dac/peer‐
reviews/World%20bank%202004%2010_Steps_to_a_Results_Based_ME_System.p
df
World Bank Monitoring and Evaluation: Some tools,
methods and approaches
http://siteresources.worldbank.org/EXTEVACAPDEV/Resources/4585672‐
1251481378590/MandE_tools_methods_approaches.pdf
World Bank The Monitoring and Evaluation
Handbook For Business Environment Reform
http://www.publicprivatedialogue.org/monitoring_and_evaluation/M&E%20Hand
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World Bank Impact Evaluation Toolkit http://siteresources.worldbank.org/INTIMPEVALTK/Resources/IE_Toolkit_2012.08.
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WHO Global Reference List of 100 Core Indicators http://www.who.int/healthinfo/indicators/2015/en/
MAMA Global Monitoring and Evaluation
Framework – USAID
http://www.mhealthknowledge.org/sites/default/files/MAMA_Global_MEPlan
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