This document outlines a Monitoring and Evaluation Policy developed by Komal Zahra for HAADI. The policy aims to establish a results-focused and accountable approach to monitoring, evaluating and learning from HAADI's compact and threshold programs. It requires the development of detailed M&E plans for each program that identify indicators, data collection methods, evaluation questions and responsibilities. The M&E plans will be used to regularly monitor progress, evaluate impacts, and ensure accountability. The policy also establishes procedures for modifying, approving and reporting on M&E plans over time, as well as conducting data quality reviews and evaluations of the policy itself.
6 M&E - Monitoring and Evaluation of Aid ProjectsTony
A series of course modules on project cycle, planning and the logical framework, aimed at team leaders of international NGOs in developing countries.
This is part 6 of 11, beginning with 2 modules on leadership and conflict resolution, then 9 modules on project cycle management.
This module has 3 handouts and presenter notes as separate documents.
Sample Proposal: http://www.slideshare.net/Makewa/6-watsan-training-sample-proposal-09
Slides as a handout: http://www.slideshare.net/Makewa/6-me-handout
Presenter notes: http://www.slideshare.net/Makewa/6-module-6-presenter-notes
6 M&E - Monitoring and Evaluation of Aid ProjectsTony
A series of course modules on project cycle, planning and the logical framework, aimed at team leaders of international NGOs in developing countries.
This is part 6 of 11, beginning with 2 modules on leadership and conflict resolution, then 9 modules on project cycle management.
This module has 3 handouts and presenter notes as separate documents.
Sample Proposal: http://www.slideshare.net/Makewa/6-watsan-training-sample-proposal-09
Slides as a handout: http://www.slideshare.net/Makewa/6-me-handout
Presenter notes: http://www.slideshare.net/Makewa/6-module-6-presenter-notes
Monitoring and evaluation is a vital component that determines the effectiveness of a corporation's assistance by establishing clear links between past, present and future initiatives and results. The process helps in improving the programme performance and achieving desired results. It provides opportunities for fine-tuning, re-orientation and planning of the programme effectively, without which it becomes impossible to measure the success and impact of the programme even if the approach is right.
A series of modules on project cycle, planning and the logical framework, aimed at team leaders of international NGOs in developing countries.
Part 7 of 11.
There are two handouts to go with this module, Population Indicators, and a Logframe with blanks. http://www.slideshare.net/Makewa/population-indicators-handout and http://www.slideshare.net/Makewa/exercise-watsan-logframe-with-blanks
This presentation explains the difference between Monitoring and Evaluation; the types of M&E frameworks; steps in logical framework and its difference from theory of change.
Identifying the basic purposes and scope of M&E. Describing the functions of an M&E plan. Identifying and understanding the main components of an M&E plan
A simple presentation about Monitoring and Evaluation prepared by Jubair Ahmad Musazay for interns from Kabul University who are undergoing their internship program in General Directorate of Policy, Monitoring and Evaluation of Afghanistan National Development Strategy (ANDS), in Ministry of Economy of Islamic Republic of Afghanistan.
Uploaded in Slideshare for the purpose of sharing and spreading knowledge.
Monitoring is the continuous collection of data and information on specified indicators to assess the implementation of a development intervention in relation to activity schedules and expenditure of allocated funds, and progress and achievements in relation to its intended outcome.
Evaluation is the periodic assessment of the design implementation, outcome, and impact of a development intervention. It should assess the relevance and achievement of the intended outcome, and implementation performance in terms of effectiveness and efficiency, and the nature, distribution, and sustainability of impact.
Glad many people liked the Program management Fundamentals presentation. With many requests i thought it's time to go one step further to define scope of the program.
I will publish financial & workforce planning, going forward.
This presentation should be read only after reading completely the Program Management fundamentals presentation.
Monitoring and evaluation is a vital component that determines the effectiveness of a corporation's assistance by establishing clear links between past, present and future initiatives and results. The process helps in improving the programme performance and achieving desired results. It provides opportunities for fine-tuning, re-orientation and planning of the programme effectively, without which it becomes impossible to measure the success and impact of the programme even if the approach is right.
A series of modules on project cycle, planning and the logical framework, aimed at team leaders of international NGOs in developing countries.
Part 7 of 11.
There are two handouts to go with this module, Population Indicators, and a Logframe with blanks. http://www.slideshare.net/Makewa/population-indicators-handout and http://www.slideshare.net/Makewa/exercise-watsan-logframe-with-blanks
This presentation explains the difference between Monitoring and Evaluation; the types of M&E frameworks; steps in logical framework and its difference from theory of change.
Identifying the basic purposes and scope of M&E. Describing the functions of an M&E plan. Identifying and understanding the main components of an M&E plan
A simple presentation about Monitoring and Evaluation prepared by Jubair Ahmad Musazay for interns from Kabul University who are undergoing their internship program in General Directorate of Policy, Monitoring and Evaluation of Afghanistan National Development Strategy (ANDS), in Ministry of Economy of Islamic Republic of Afghanistan.
Uploaded in Slideshare for the purpose of sharing and spreading knowledge.
Monitoring is the continuous collection of data and information on specified indicators to assess the implementation of a development intervention in relation to activity schedules and expenditure of allocated funds, and progress and achievements in relation to its intended outcome.
Evaluation is the periodic assessment of the design implementation, outcome, and impact of a development intervention. It should assess the relevance and achievement of the intended outcome, and implementation performance in terms of effectiveness and efficiency, and the nature, distribution, and sustainability of impact.
Glad many people liked the Program management Fundamentals presentation. With many requests i thought it's time to go one step further to define scope of the program.
I will publish financial & workforce planning, going forward.
This presentation should be read only after reading completely the Program Management fundamentals presentation.
4. Contact Stakeholders: The last stage is to get in touch with your stakeholders to inquire about their interest in a potential cooperation after they have been found, investigated, and prioritized. The first stage in this process is to use the intelligence you've obtained to pinpoint intersections where you can create chances that will show a win-win situation for both firms. Next, decide who in your organization would be the most appropriate to call and who would be the greatest individual to target within the organization. Note that occasionally building relationships with multiple people inside an organization is beneficial. The exchange of messages among all the parties involved in a project or business is known as stakeholder communication. Project managers, team members, clients, department heads, and firm leaders are examples of stakeholders. Regular video or in-person meetings are a few examples of common stakeholder communication channels
3. Prioritize Stakeholders: Stakeholder mapping is one method you can use to rank stakeholders. In order to do this, stakeholders must be categorized according to their level of Influence, influence, and interest. The stakeholder mapping groups you've generated can then be used to construct engagement strategies. The link between the stakeholder group's influence or power and the interest the stakeholder takes in the relationship can be used to represent stakeholder priority.
This task involved classifying the stakeholders who had been identified into six alternative categories, including demand side stakeholders/customers, infrastructure providers, terminal operators, long-distance transport operators, short-distance transport operators, and transport policy decision makers (local, regional, national, and EU level).
Prioritizing the participants comes after gaining a better understanding of the ecosystem of stakeholders. There are many factors that may be used to rank or categorize stakeholders, and some of the classifications we frequently employ at Proof are:
• Relevance – Do
An Introduction to Monitoring and Evaluation of Healthcare Projects. Monitoring and Evaluation is an integral component for the success of any donor-funded project as it provides accountability, and well-informed decisions through the use of data and plan that guides implementation
The project was done on Efficacy of Project Management... Research was conducted back in 2014 and was carried out by one of the Academic writer at www.assignmentstudio.net who is also a full time tutor and work for www.tutoringlounge.com.au.
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This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/overview-of-program-management-1537
DOCUMENT DESCRIPTION
This presentation provides an overview to Program Management. It broadly follows the PMI's standard for Program Management. This document describes the context of the program, how to initiate and control projects as a part of program lifecycle, how to manage transitions, and how to obtain outcomes towards benefits realization. It also describes the key roles involved in program management and how Program Governance Board can facilitate program success.
Programs are taken up to realize benefits towards achieving organizational strategic objectives. Whereas projects produce discrete outputs, program management focuses on their synergization towards obtaining of outcomes and benefits.
Portfolio management is a key linking factor between program management and the organizational strategy. Programs, in turn consist of multiple inter-related projects collectively creating a coherent capability, which are then transitioned to the concerned functional departments to obtain desired outcomes.
1. Developed By : Komal Zahra
Monitoring and Evaluation Policy
1. PURPOSE
A focus on results is one of the core principles on which the (HAADI) evaluation (M&E) of
Compact and threshold programs and their results put that principle into practice. HAADI results
framework reflects a commitment to technically rigorous, systematic and transparent methods of
projecting, tracking and evaluating the impacts of its programs. Coupled with transparency, this
approach is a cornerstone of HAADI’s commitment to accountability and learning. HAADI focus on
resultsismotivatedbysome of the basicquestionsof aideffectiveness: Do the expected results of this
program justify the allocation of scarce AID ? Has program implementation met predetermined
benchmarks for progress? Has the investment achieved its goals? What can we learn from the
experience to inform future programs and international best practice? M&E provides information
necessarytoanswerthese questions. Tothatend,thispolicysetsforththe requirementsfor monitoring
and evaluation of HAADI Compacts and threshold programs.
2.SCOPE
From andafter the effective date of thispolicy,thispolicywill govern the monitoring and evaluation of
(i) all Compacts, initial M&E Plans, and revisions to M&E Plans, provided that any M&E Plans and any
revisions to M&E Plans that were approved by HAADI prior to the effective date of this policy do not
have to comply with this policy until their next revision; and (ii) all Threshold Programs
Agreementssignedafterthe effective date.The policy will govern the monitoring and evaluation of all
Compactsand thresholdprogramsregardlessof the organizationresponsibleforimplementation of the
Compact or threshold program.
3. AUTHORITIES
HAADI’s operations are governed by domestic law and HAADI’s own policies and procedures.
HAADI has adopted the various policies and guidelines listed below to comply with its statutory
mandate and to ensure basic accountability from the governments of countries receiving HAADI
assistance.
Related Policies and Procedures
GuidelinesforEconomicandBeneficiaryAnalysis
Guidance onCommonIndicators(forthcoming)
Policyonthe Approval of ModificationstoHAADI CompactPrograms
Guidance onQuarterly DisbursementRequestandReportingPackage
2. Developed By : Komal Zahra
Program ProcurementGuidelines
InterimActivityReviewGuidance
POLICY FOR COMPACTS
Introduction:
Monitoring is the continuous, systematic collection of data on specified indicators to provide
indicationsof progresstoward objectives and the achievement of intermediate results along the way.
While goodprogrammonitoringis necessaryforprogrammanagement,it is not sufficient for assessing
ultimate results.HAADI therefore advocatesthe use of differenttypesof evaluations as complementary
tool to better understand the effectiveness of its programs. Evaluation is the objective, systematic
assessment of a program’s design, implementation and results. HAADI is committed to making its
evaluations as rigorous as warranted in order to understand the causal impacts of its programs
on the expected outcomes and to assess cost effectiveness. Monitoring and evaluation are
integrated into the entire project cycle of a Compact from concept through implementation and
beyond. During Compact development a clear program logic and objectives and benchmarks to
measure progress over the projects of the Compact are identified. Economic Analysis is
performed on each project proposal submitted to HAADI. That analysis includes assessing the
economic growth rationale for the investment, calculating an economic rate of return (ERR), and
conducting Beneficiary Analysis. The Economic Analysis is the key pillar of the Monitoring and
Evaluation Plan (M&E Plan). Variables capturing the benefit streams in the ERR are included as
key performance indicators and targets in the M&E Plan. Gaps in data availability and data quality
that are identified during Compact development also serve as the basis for planning monitoring and
evaluation activities and their associated costs for the period of Compact implementation.
Developing Compact Monitoring and Evaluation Plans:
Purpose of the Monitoring and Evaluation Plan The M&E Plan is a tool to manage the process of
monitoring, evaluating and reporting progress toward Compact results. It is used in conjunction with
other tools such as work plans, procurement plans, and financial plans.
The M&E Plan serves the following main functions:
Explains in detail how and what the HAADI and helping partners will a) monitor to determine
whether the Projects are on track to achieving their intended results and b) evaluate to assess
implementation strategies, provide lessons learned, determine cost effectiveness and estimate the
impact of Compact interventions; Includes all indicators that must be reported to HAADI on a regular
basis; Includes a description of complementary data to be collected by HAADI team for evaluation of
programs, but not reported to HAADI on a regular basis, including qualitative studies; Includes any
M&E requirements that the field team and the concerned authorities must meet in order to
3. Developed By : Komal Zahra
receive disbursements and Serves as a communication tool, so that staff and other stakeholders
clearly understand the objectives and targets the HAADI is responsible for achieving.
The Compact and the M&E Plan
Responsibility for Developing the M&E Plan
Timing of the Initial M&E Plan
Types of Indicators:
Indicator Levels:
Indicatorsare separatedintothe followinglevels:
Process Indicators:
These indicators measure progress toward the completion of Project Activities They are a
precondition for the achievement of OutputIndicatorsanda meansto ascertainthat the work plan is
proceeding on time.
Output Indicators:
These indicators directly measure Project Activities. They describe and quantify the goods and
services produced directly by the implementation of an Activity.
Outcome Indicators:
These indicators measure the intermediate effects of an Activity or set of Activities and are directly
related through the Program Logic to the output indicators.
Goal Indicators:
These indicators measure the economic growth and poverty reduction that occur during or after
implementation of the program in all sectors. For Compacts, goal in goal indicators will typically be a
direct measure.
ModifyingBaselines
ModifyingTargets
ModifyingBeneficiaryNumbers
Other Modifications
Timingand Frequencyof Reviews and Modifications
DocumentingModifications
Approval andPeer Review ofM&E PlanModifications
4. Developed By : Komal Zahra
Reporting PerformanceAgainstthe M&E Plan
Data Qualityand Data QualityReview
Purpose of a Data QualityReview
Data Quality Standards
Validity:
Reliability:
Timeliness:
Contents of an M&E Plan:
The M&E Planmustcontainthe followingelements(orderbelow isrequired):
Overviewof the CompactanditsObjectives
Program Logic
MonitoringComponent
EvaluationComponent(everyProjectmustbe covered)
Keyevaluationquestions
Evaluationmethodologies
Data collectionplans
Timingof analytical reports
ImplementationandManagementof M&E:
Responsibilities
HAADI’sManagementInformationSystemforM&E
ReviewandRevisionof the M&E Plan
M&E Budget(include all sourcesof funding for M&E, including HAADI funds to be spent during
the Compact)
Annex:
Indicator Documentation Table (includes all indicators at all levels and specifies at least the
following: precise definition, timing and frequency of data collection, data source, and responsible
entity. The table should include disaggregated indicators. Indicators that report on number of
beneficiaries affected by an activity should be disaggregated by sex and by age and other socio-
economic characteristics like ethnicity where relevant to compact activities.)
Annex:
5. Developed By : Komal Zahra
Table of Indicator Baselines and Targets (contains all indicators, unit of measurement,baselines
and targets)
ModifyingMonitoringandEvaluationPlans
ModifyingBaseline
ModifyingTargets
ModifyingBeneficiary Number
Other Modifications
DocumentingModification
Approval andM&E PlanModification
Reporting onthe plannedPolicy
Data QualityReview of the Policy
PolicyEvaluation