The document serves as a guide for the SRC's monitoring, evaluation, and accountability (MEA) system, outlining staff reporting requirements and the importance of their involvement. Key strategic goals include improving SRC's capacity, enhancing role distinctions among stakeholders, increasing revenue through lotteries, and implementing evidence-based decision-making. It details various activities, responsibilities, and indicators to measure progress toward these goals and the overall vision of promoting physical activity in the community.

1. Monitoring, Evaluation and
Accountability
A crash course in SRC’s MEA Guide,
and staff reporting requirements

2. What’s the point of this?
• Monitoring, evaluation and accountability is a
key aspect of how SRC does business
• It’s my job, but need your help to do it
through your reporting
• You can help make it easier on yourselves (and
me)

3. What we are doing today
• Providing a brief overview of the monitoring,
evaluation and accountability system
• Showing where SRC staff fit in and,
• Confirming your activities….

4. MEA Guide: Appendix 2 Monitoring Plan
M:MEAGuide
Inputs Strategic Priorities
Outputs
(direct influence)
Output Indicators/Data Sources (DS) +
Responsibility (R)
Short-term outcomes
(direct influence)
Short-term Indicators/
Data Sources (DS) + Responsibility (R)
Goal 1: SRC’s capacity is improved
GM, RDM, CMC, and AC time
Council time
Ministerial/MACA time
External consultants as
required
Communications and
Marketing budget
1. Role distinction and
devleopment
1. (a) Develop and implement a
Branding Strategy by x date
(b) Develop and implement a
Communications Plan by x date
(c) Develop and implement a
Policy Governance Framework by
x date
(d) Develop and Implement a
Council Development Strategy by
x date
Level of development and
implementation of the
(a) Branding Strategy
DS: interim and final reporting +
ongoing reflection
R: CMC
(a) Communications Plan
DS: interim and final reporting
R: CMC
(a) Policy Governance
Framework
DS: interim and final reporting
R: GM
(a) Council Development
Strategy
DS: interim and final reporting
R: GM/Consultant;AC assist
1. SRC, Council, MACA, Minister,
and Partner organizations
have Increased clarity and
awareness regarding the
roles between SRC, Council,
MACA, and Minister
2. Council members are skilled
and accountable for their
roles
3. MACA and Minister are
accountable to their roles
1. % of SRC staff, Council
members, MACA staff and
Minister who report
increased clarity and
awareness
DS: interim and final reporting + annual
stakeholder survey
R: SRC staff, Council, MACA staff and
Minister
1. % of Council members report
being skilled and accountable
DS: performancereporting+ GM
reporting
R: SRC Council + GM
1. % of MACA/Ministerial staff
report being accountable to
their roles
DS: GM reporting
R: GM
1. SRC organizational
development
1. (a) Develop and implement
an Organizational
Development Model by x
date
(b) Develop and implement an
internal policies and procedures
map by x date
(c) Provide ongoing high level
staff management
Level of development/approval and
implementation of the:
(a) Organizational Development
Model
DS: interim and final reporting
R: RDM
(a) Internal policies and
procedures map developed
and implemented and % of
mapped policies and
procedures implemented
DS: interim and final reporting
R: GM and AC
(a) Level of management of staff
DS: interim and final reporting
R: GM?
1. SRC has improved its internal
operations through the
achievement of
organizational development
activities
2. SRC staff are skilled and
accountable for their roles
1. % of SRC staff and Council
members that report SRC’s
internal operations have
improved
DS: interim and final reporting + annual
stakeholder survey
R: SRC staff and Council
1. % of SRC staff report being
skilled and accountable
DS: interim and final reporting,
performanceevaluations
R: GM + SRC staff

5. The Monitoring Plan:
Helping you get to from A to B
Inputs
Strategic
Priorities
Outputs
Output
indicators
Short
term
outcomes
Short
term
indicators
100 hours,
$20,000,
elbow
grease from
ME
Prepare
location
for coffee
shop
Secure location by
Jan 1 + coffee
supplies by Jan 30
Lease
agreement
signed,
realtor paid,
supplies
delivered,
supplies set
up
Location and
supplies available
to begin making
coffee on site!!
# of cups
of coffee
made by
Feb 1

6. Inputs
• Time of the staff member responsible
• Budget of the staff member responsible
• Other supports required by the staff member
responsible

7. Strategic Priorities
• These have come DIRECTLY from our Strategic
Plan:
– Role distinction and development
– SRC organizational development
– Lotteries business development
– Government investment opportunities
– Knowledge products and mobilization
– Planning
– Monitoring, evaluation and accountability
– Investment

8. Outputs
• Outputs tell us HOW we will work to
accomplish the priorities
– What activities will you do to help us accomplish
our priorities?
• These were taken from the “Activity” level of
our Strategic Plan (since removed)
• Think of these activities as MAJOR PROJECT
AREAS, or MAJOR ONGOING TASKS that are
composed of many smaller pieces.

9. SRC Monitoring Plan and Outputs
Inputs Strategic Priorities
Outputs
(direct influence)
Output Indicators/Data Sources (DS) + Responsibility
(R)
Short-term outcomes
(direct influence)
Short-term Indicators/
Data Sources (DS) + Responsibility (R)
Goal 1: SRC’s capacity is improved
-GM, RDM, CMC,
and AC time
-Council time
-Ministerial/MACA
time
-External
consultants as
required
-Communications
and Marketing
budget
1. Role distinction and
development
1. (a) Develop and implement a Branding Strategy by
x date
(b) Develop and implement a Communications Plan by
x date
(c) Develop and implement a Policy Governance
Framework by x date
(d) Develop and Implement a Council Development
Strategy by x date
Level of development and implementation of the
(a) Branding Strategy
DS: interim and final reporting + ongoing reflection
R: CMC
(a) Communications Plan
DS: interim and final reporting
R: CMC
(a) Policy Governance Framework
DS: interim and final reporting
R: GM
(a) Council Development Strategy
DS: interim and final reporting
R: GM/Consultant;AC assist
1. SRC, Council, MACA, Minister, and
Partner organizations have
Increased clarity and awareness
regarding the roles between SRC,
Council, MACA, and Minister
2. Council members are skilled and
accountable for their roles
3. MACA and Minister are
accountable to their roles
1. % of SRC staff, Council members,
MACA staff and Minister who
report increased clarity and
awareness
DS: interim and final reporting + annual
stakeholder survey
R: SRC staff, Council, MACA staff and Minister
1. % of Council members report
being skilled and accountable
DS: performancereporting+ GM reporting
R: SRC Council + GM
1. % of MACA/Ministerial staff report
being accountable to their roles
DS: GM reporting
R: GM
2. SRC organizational
development
2. (a) Develop and implement an Organizational
Development Model by x date
(b) Develop and implement an internal policies and
procedures map by x date
(c) Provide ongoing high level staff management
Level of development/approval and implementation of
the:
(a) Organizational Development Model
DS: interim and final reporting
R: RDM
(a) Internal policies and procedures map
developed and implemented and % of
mapped policies and procedures
implemented
DS: interim and final reporting
R: GM and AC
(a) Level of management of staff
DS: interim and final reporting
R: GM?
1. SRC has improved its internal
operations through the
achievement of organizational
development activities
2. SRC staff are skilled and
accountable for their roles
1. % of SRC staff and Council
members that report SRC’s
internal operations have improved
DS: interim and final reporting + annual
stakeholder survey
R: SRC staff and Council
1. % of SRC staff report being skilled
and accountable
DS: interim and final reporting, performance
evaluations
R: GM + SRC staff

10. Output Exercise
Take a look at your work plan and compare:
 Are your activities on BOTH DOCUMENTS?
 Are they correctly identified and labelled on
BOTH DOCUMENTS?
 Can you fill in the dates on the MEA GUIDE for
your activities?

11. Output indicators
• Output indicators are what I will use to
identify whether your outputs have been
met/achieved.
– What does a ‘completed’ activity look like on your
workplan? Where will you keep track of this – and
how will you let me know it’s done?
• Stay GENERAL, keep it high level
• Think of these indicators as the way you know
your project is DONE, or ON TARGET

12. SRC Monitoring Plan and Output Indicators
/ Data Sources / Responsibilities
Inputs Strategic Priorities
Outputs
(direct influence)
Output Indicators/Data Sources (DS) + Responsibility
(R)
Short-term outcomes
(direct influence)
Short-term Indicators/
Data Sources (DS) + Responsibility (R)
Goal 2: Sustained and increased revenue for the sport and recreation system
Lotteries
Business
Manager *needs
to be hired
CMC, GM, and
EIM time
Existing Games
Agreement
NWT/NU
Lottery revenue
1. Lotteries Business
Development
1. (a) Develop and Implement a
Lottery Marketing Plan by x
date
(b) Develop and implement a
Lottery Policy Framework by x
date
1. (a) Level of development and implementation
of Lottery Marketing Plan
DS: interim and final reporting
R: CMC
(b) Level of development and implementation of
Lottery Policy Framework
DS: interim and final reporting
R: GM
1. Increased awareness of link
between lotteries and sport
and recreation activities
among all stakeholders
(including Lottery Authority
Committee)
1. % of stakeholders that report
increased awareness of link
DS: annual stakeholder survey
R: EIM
1. Government investment
opportunities
1. Identified other investment
opportunities and develop and
implement agreements where applicable
would there be a date for this?
1. # and type of research opportunities identified and %
of those opportunities that develop into an agreement
DS: interim and final reporting
R: ??
1. Sustained and increased
revenue
1. (a) % of revenue sources that
are consistent from year to
year
(b) $ value trends of each
revenue source from year to year
DS: annual financialreport
R: EIM

13. Output indicator exercise
Take a look at both documents:
 Are you attributed (R) to the right activities?
 Are your output indicators reflective of your
work?
 Do the data sources/ reporting requirements (DS)
make sense?

14. Outcomes
• WHAT IS THE POINT?
• Or, what DIFFERENCE are we trying to create,
what change are we trying to affect – in plain
language, in terms that anyone could
understand
• Think of these as the bigger picture PURPOSE
OF YOUR WORK

15. SRC Monitoring Plan and Short Term
OutcomesInputs Strategic Priorities
Outputs
(direct influence)
Output Indicators/Data Sources (DS) +
Responsibility (R)
Short-term outcomes
(direct influence)
Short-term Indicators/
Data Sources (DS) + Responsibility (R)
Goal 3: SRC implements evidence-based decision making
-RDM and
EIM staff
time
-
Evaluation
budget
1. Knowledge products
and mobilization
2. Planning
3. Monitoring, Evaluation
and Accountability
4. Investment
1. (a) Research, collect, apply and
communicate relevant trends and
potential opportunities
(coordinated, ongoing approach)
(b) Develop and implement a
Knowledge Mobilization Plan by x
date
(c) Create an online knowledge
products and research library by x
date
1. (a) Revise and implement
Strategic Plan by x date
(b) Develop and implement sector
planning strategy
(c) Develop and implement a Games
Plan by x date
1. Revise and implement MEA Guide
as per reporting schedule
1. Revise Investment Model by June
30 2013 and implement
Investment Model according to its
schedule
1. (a) # and type of trends and potential
opportunities researched, collected,
applied, and communicated
DS: interim and final reporting
R: RDM
(b) Level of development and
implementation of the Knowledge
Mobilization Plan
DS: interim and final reporting
R: RDM
(c) Level of development of online library
DS: interim and final reporting
R: RDM
1. Level of revision/development and
implementation of:
(a) the most recent Strategic Plan
DS: interim and final reporting + documentationof
monthlystrategy sessions
R: RDM
(a) sector planning
DS: interim and final reporting
R: SPM GM
(a) Games Plan
DS: interim and final reporting
R: EIM SPM GM
1. Level of revision/development and
implementation of the most recent MEA
Guide
DS: interim and final reporting
R: EIM
1. Level of revision/development and
implementation of the most recent
Investment Model
DS: interim and final reporting
R: EIM
Evidence is used to address SRC’s mandate:
1. Streamlining and coordinating decision-
making
2. Collaboration and planning with SRC,
communities, and sport and recreation
leaders
3. Effectively use resources to support
opportunities for all NWT residents to access
physical activities
4. Accountability for outcomes
5. Effectively managing the WCLC program
1. % of SRC stakeholders that report
SRC’s decision making is
streamlined and coordinated
DS: Stakeholder Survey
R: SRC
1. (a) # of sport and recreation
sector planning activities
undertaken by SRC
(b) % of activities that were
undertaken in collaboration, and by
which stakeholders
1. % of residents accessing
opportunities provided thorough
funding recipient initiatives
2. % reporting schedule
requirements fulfilled
3. (a) Lotteries Operation Agreement
renewed in 2013/2014
(b) Operational Audit
DS: Interim and final reporting
1. R: SRC

16. Outcome Indicators + Data Sources +
Responsibility
• How will we know we are achieving those
outcomes?
• Where will I find the information, and who will
be responsible for collecting it?

17. Short Term Outcome Indicators
Inputs Strategic Priorities
Outputs
(direct influence)
Output Indicators/Data Sources (DS) +
Responsibility (R)
Short-term outcomes
(direct influence)
Short-term Indicators/
Data Sources (DS) + Responsibility (R)
Goal 3: SRC implements evidence-based decision making
RDM
and
EIM
staff
time
Evalu
ation
budge
t
1. Knowledge products and
mobilization
2. Planning
3. Monitoring, Evaluation and
Accountability
4. Investment
1. (a) Research, collect, apply and
communicate relevant trends and
potential opportunities
(coordinated, ongoing approach)
(b) Develop and implement a
Knowledge Mobilization Plan by x
date
(c) Create an online knowledge
products and research library by x
date
1. (a) Revise and implement
Strategic Plan by x date
(b) Develop and implement sector
planning strategy
(c) Develop and implement a Games
Plan by x date
1. Revise and implement MEA Guide
as per reporting schedule
1. Revise Investment Model by June
30 2013 and implement
Investment Model according to its
schedule
1. (a) # and type of trends and
potential opportunities
researched, collected, applied,
and communicated
DS: interim and final reporting
R: RDM
(b) Level of development and
implementation of the Knowledge
Mobilization Plan
DS: interim and final reporting
R: RDM
(c) Level of development of online
library
DS: interim and final reporting
R: RDM
1. Level of revision/development and
implementation of:
(a) the most recent Strategic Plan
DS: interim and final reporting +
documentationof monthly strategy sessions
R: RDM
(a) sector planning
DS: interim and final reporting
R: SPM GM
(a) Games Plan
DS: interim and final reporting
R: EIM SPM GM
1. Level of revision/development and
implementation of the most
recent MEA Guide
DS: interim and final reporting
R: EIM
1. Level of revision/development and
implementation of the most
recent Investment Model
DS: interim and final reporting
R: EIM
Evidence is used to address SRC’s mandate:
1. Streamlining and coordinating
decision-making
2. Collaboration and planning with
SRC, communities, and sport and
recreation leaders
3. Effectively use resources to
support opportunities for all NWT
residents to access physical
activities
4. Accountability for outcomes
5. Effectively managing the WCLC
program
1. % of SRC stakeholders that report
SRC’s decision making is
streamlined and coordinated
DS: Stakeholder Survey
R: SRC
1. (a) # of sport and recreation
sector planning activities
undertaken by SRC
(b) % of activities that were
undertaken in collaboration, and by
which stakeholders
1. % of residents accessing
opportunities provided thorough
funding recipient initiatives
2. % reporting schedule
requirements fulfilled
3. (a) Lotteries Operation Agreement
renewed in 2013/2014
(b) Operational Audit
DS: Interim and final reporting
1. R: SRC

18. Questions?

19. Impact
• “Impact” in evaluation terms shows how
much we contributed to a certain goal,
priority, etc.
• Our impact measurement table is to be used
once every three years to tell us how we are
impacting our vision: “Build a culture of
physical activity, for all in the NWT”

20. SRC Impact Measurement Table
Goal
Strategic Priorities
(direct influence)
Short-term outcomes
(direct influence)
Intermediate Outcomes
(considerable influence)
Intermediate Outcomes
indicators
(considerable influence)
Impact
(no direct
influence)
SRC’s capacity is
improved
1. Role distinction, development and
accountability with Council, MACA,
and Minister
1. SRC, Council, MACA, Minister, and Partner
organizations have Increased clarity and
awareness regarding the roles between SRC,
Council, MACA, and Minister
2. Council members are skilled and accountable
for their roles
3. MACA and Minister are accountable to their
roles
Influence continuous
sector improvement
through leadership
and support
How we will
know we have
used
leadership and
support to
continually
improve the
sector?
What
measures
would we use?
Feedback from
stakeholders/
staff/ Council?
Build a
culture
of
physical
activity,
for all in
the NWT
1. SRC organizational development 1. SRC has improved its internal operations
through the achievement of organizational
development activities
2. SRC staff are skilled and accountable for their
roles
Secure new and
sustainable funding
sources for the sport
and recreation
system
1. Lotteries Business Development 1. Increased awareness of link between lotteries
and sport and recreation activities among all
stakeholders (including Lottery Authority
Committee)
1. Government investment
opportunities
1. Sustained and increased revenue
SRC implements
evidence-based
decision making
1. Knowledge products and
mobilization
2. Planning
3. Monitoring, Evaluation and
Accountability
4. Investment
Evidence is used to address SRC’s mandate:
1. Streamlining and coordinating decision-making
2. Collaboration and planning with SRC,
communities, and sport and recreation leaders
3. Effectively use resources to support
opportunities for all NWT residents to access
physical activities
4. Accountability for outcomes
5. Effectively managing the WCLC program

21. Questions?
What now?
 I will create an activity list that we attach to our
strategic plan (or elsewhere)
 I will finalize these tables and the MEA Guide will
go into effect
 These tables will show up for you again when you
do your interim and annual reporting
 Anything else you want to see?
Over to Courtney !