This document summarizes a seminar on creating an enabling environment for monitoring and evaluation communities of practice. The seminar's goals were to disseminate organizational development approaches and materials, share field practices, and create a sharing platform. Over five days, the seminar covered topics like organizational capacity frameworks, fostering enabling environments, and case studies. Participants learned strategies for strengthening monitoring and evaluation systems. Next steps include forming a community of practice and providing ongoing learning opportunities to keep participants engaged on topics.

1. Creating enabling environment
for M&E Community of
Practice
LeaderNet Seminar: Jan 30 – Feb 3
Summary of results and lessons

2. Overview of Presentation
 Strategic goals of CoP
 What is LeaderNet?
 Conceptual framework for the seminar
 Seminar content
 Seminar evaluation
 Next Steps

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. 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. LeaderNet Central

6. Typical Seminar Page…

7. Conceptual Framework
 “We created organizations, why
can’t we change or improve them?”
Participant from the Philippines

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. The Human Element

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. 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. Capacity building Framework

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. 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. 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. 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. 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. Seminar Participants: Breakdown

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. 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. 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. MEASURE Evaluation is funded by the U.S. Agency for
International Development (USAID) through Cooperative
Agreement GHA-A-00-08-00003-00 and is
implemented by the Carolina Population Center at the
University of North Carolina at Chapel Hill, in partnership
With Futures Group International, John Snow, Inc., Macro
International Inc., Management Sciences for Health, and
Tulane University. The views expressed in this presentation
do not necessarily reflect the views of USAID or the United
States Government.