This document provides targets and key performance indicators (KPIs) for monitoring the KC-NCDDP program. It lists 11 intermediate outcomes with targets to be achieved quarterly or annually. It also outlines 5 program outcomes to measure the overall impact of the program. Finally, it describes the data collection instruments, forms, and responsible units for monitoring each KPI.
Data collection, data use and (sub-) systems building: the SMARTerWASH experi...IRC
Recently the SMARTerWASH project (2014-2016) was closed. This project was a huge joint effort of IRC, Community Water and Sanitation Agency (CWSA), Akvo, and SkyFox Limited to improve the rural water sector’s monitoring system in Ghana.
While working on the end-report it was good to look back and reflect on the successes of the project and the challenges faced and ahead.
“So What for Lunch?” presentation for IRC staff
LSDG- UTTAR PRADESH Capacity building of nodal departments.pptVelmuruganV15
Regular review at all levels (State, Division and District) – task force meetings
Capacity building of nodal departments as well as district level officials – using online platforms
The document discusses participatory performance monitoring systems (PPMS) for evaluating Andhra Pradesh State Irrigation Development Corporation's (APSIDC) lift irrigation schemes. It outlines the methodology, indicators, and tools that would be used for comprehensive PPMS covering all schemes. Key aspects of monitoring include goal and program assessment, secondary data analysis, learning from past studies, and sample studies of existing schemes. The outcomes of implementing social engineering programs for scheme management are also summarized.
Results of support to district planning, M&E and district-level partner coord...Rebekah McKay-Smith
This document summarizes the results of support provided to district planning, monitoring and evaluation, and district-level partner coordination in Malawi's health sector. Key achievements included supporting national and district-level planning workshops, reviewing district implementation plans, and improving data quality and use for decision making. As a result, new planning guidelines were developed, data quality indicators doubled or increased, and partner coordination improved in several districts. Moving forward, successful district practices could be shared, and greater focus on gender is still needed in planning.
The document introduces UNDP's new pipeline management module, which aims to help manage projects from initial ideas through implementation. It discusses how pipeline management supports strategic and financial objectives by ensuring programs align with priorities and maximize funding opportunities. The module allows users to systematically capture pipeline data, assess project maturity levels, link projects to strategic goals, and derive resource projections to aid planning. The document provides guidance on using the module, including how to access it in Atlas, evaluate maturity criteria, and view available reports.
Promoting harmonized monitoring for the WASH sector : the rural water and san...IRC
This document discusses harmonized monitoring for the water, sanitation, and hygiene (WASH) sector. It provides an overview of the Rural Water and Sanitation Information System (SIASAR) which collects data on service providers, communities, technical assistance providers, and indicators/indices. SIASAR data has been used in several countries to inform planning and improve sustainability. Key challenges discussed include adapting SIASAR to different contexts, maintaining the system over time, and expanding it to new countries and regions in a coordinated way while ensuring harmonization.
This document outlines the objectives, outcomes and outputs of the ASDSP (Agricultural Sector Development Support Programme) in Kenya. The overall goal is to transform Kenya's agricultural sector. The programme purpose is to increase incomes, employment and food security through improved production and productivity. Component 1 focuses on sector coordination, institutions and linkages. Component 2 strengthens environmental resilience and social inclusion in value chains. Component 3 promotes equitable commercialization of the agricultural sector. The document includes indicators and means of verification for objectives. It also lists potential risks and assumptions.
Data collection, data use and (sub-) systems building: the SMARTerWASH experi...IRC
Recently the SMARTerWASH project (2014-2016) was closed. This project was a huge joint effort of IRC, Community Water and Sanitation Agency (CWSA), Akvo, and SkyFox Limited to improve the rural water sector’s monitoring system in Ghana.
While working on the end-report it was good to look back and reflect on the successes of the project and the challenges faced and ahead.
“So What for Lunch?” presentation for IRC staff
LSDG- UTTAR PRADESH Capacity building of nodal departments.pptVelmuruganV15
Regular review at all levels (State, Division and District) – task force meetings
Capacity building of nodal departments as well as district level officials – using online platforms
The document discusses participatory performance monitoring systems (PPMS) for evaluating Andhra Pradesh State Irrigation Development Corporation's (APSIDC) lift irrigation schemes. It outlines the methodology, indicators, and tools that would be used for comprehensive PPMS covering all schemes. Key aspects of monitoring include goal and program assessment, secondary data analysis, learning from past studies, and sample studies of existing schemes. The outcomes of implementing social engineering programs for scheme management are also summarized.
Results of support to district planning, M&E and district-level partner coord...Rebekah McKay-Smith
This document summarizes the results of support provided to district planning, monitoring and evaluation, and district-level partner coordination in Malawi's health sector. Key achievements included supporting national and district-level planning workshops, reviewing district implementation plans, and improving data quality and use for decision making. As a result, new planning guidelines were developed, data quality indicators doubled or increased, and partner coordination improved in several districts. Moving forward, successful district practices could be shared, and greater focus on gender is still needed in planning.
The document introduces UNDP's new pipeline management module, which aims to help manage projects from initial ideas through implementation. It discusses how pipeline management supports strategic and financial objectives by ensuring programs align with priorities and maximize funding opportunities. The module allows users to systematically capture pipeline data, assess project maturity levels, link projects to strategic goals, and derive resource projections to aid planning. The document provides guidance on using the module, including how to access it in Atlas, evaluate maturity criteria, and view available reports.
Promoting harmonized monitoring for the WASH sector : the rural water and san...IRC
This document discusses harmonized monitoring for the water, sanitation, and hygiene (WASH) sector. It provides an overview of the Rural Water and Sanitation Information System (SIASAR) which collects data on service providers, communities, technical assistance providers, and indicators/indices. SIASAR data has been used in several countries to inform planning and improve sustainability. Key challenges discussed include adapting SIASAR to different contexts, maintaining the system over time, and expanding it to new countries and regions in a coordinated way while ensuring harmonization.
This document outlines the objectives, outcomes and outputs of the ASDSP (Agricultural Sector Development Support Programme) in Kenya. The overall goal is to transform Kenya's agricultural sector. The programme purpose is to increase incomes, employment and food security through improved production and productivity. Component 1 focuses on sector coordination, institutions and linkages. Component 2 strengthens environmental resilience and social inclusion in value chains. Component 3 promotes equitable commercialization of the agricultural sector. The document includes indicators and means of verification for objectives. It also lists potential risks and assumptions.
CTK provides data analysis and outcomes reporting services and tools to help organizations understand program success, increase funding, and make informed programming decisions. Their services include implementation support, training, consulting, and outcomes reporting and analysis software. The software allows clients to track outcomes data in real-time and generate customized reports to analyze progress towards goals. CTK also offers project management, system setup consultation, and an outcomes council to help clients design effective outcomes models and leverage data to improve services.
This presentation will give a good overview of the ROPMS concepts and logical framework, however the POP & AWP used do not reflect the final format based on the comments received during the training sessions.
The document outlines the roles and responsibilities of various entities involved in the implementation of a groundwater management scheme. The National Program Management Unit provides central management and coordination while the State Program Management Units oversee implementation at the state level. District Program Management Units facilitate implementation at the district level and work with Gram Panchayats, community organizations, and NGOs to carry out activities and mobilize local communities at the village level. Technical support is provided by agencies like the Central Groundwater Board.
The document outlines the objectives, indicators, and assumptions of the ASDSP program which aims to support Kenya's agricultural transformation. The program goal is to contribute to increased agricultural GDP, reduced rural poverty, improved food security. The purpose is to increase incomes, employment, and food security through improved production and productivity. Component 1 seeks to improve sector coordination and develop an enabling environment. Component 2 aims to strengthen environmental resilience and social inclusion in value chains. Component 3 promotes viable and equitable commercialization of agriculture. Key outcomes include improved coordination, strengthened institutions and linkages, developed gender-sensitive M&E systems, appropriate policies, increased resilience, and basic conditions to enable vulnerable group engagement in value chains.
This document provides an overview of Community-Based Participatory Action Research (CPAR). It defines CPAR and explains its key principles of being community-based, participatory, and action-oriented. The document outlines the process flow for CPAR, including site selection criteria, conducting participatory rural appraisals, action planning, implementation arrangements, monitoring and evaluation, data gathering and analysis, institutionalization, and management at the national, regional, and municipal levels.
Towards The Result Based Utility Sector In ArmeniaCRRC-Armenia
This document summarizes a study on performance-based management in Armenia's water supply sector. It outlines reforms to the sector including privatization deals. It analyzes key performance indicators used by water supply companies before and after private sector involvement. Results included improved access, duration and quality of water services as well as higher bill collection rates. However, some challenges remained regarding public access to information and accountability. The study recommends expanding performance metrics and increasing transparency and responsiveness to improve customer satisfaction.
This presentation focuses on functionality of rural water supply and the role of accountability. It highlights experiences and lessons learned from SNV projects in Nepal and Tanzania. In Nepal SNV developed a Social Accountability (SA) toolkit, which included the Community Score Card, social audit and public hearing tools. Presented by Jessie Bokhoven (SNV) on 6 July 2016 at the IRC event: "Accountability tools to improve WASH service delivery" in The Hague.
Chad Aimes is a young, dynamic professional with over 10 years of experience in strategic support, development, performance management and reporting within the public sector. He currently serves as a Senior Professional Officer at the City of Cape Town, where he provides specialized technical and strategic support to the Directorate Executive Director. Previously, he held roles as an Assistant Professional Officer and Clerk where he gained experience in areas such as monitoring and reporting, corporate performance management, and information management. Chad holds a National Diploma in Management and a BTech Degree in Management from Cape Peninsula University of Technology.
Renewable Energy in Federal, Provincial and Local LevelAashish Pradhan
Presentation shows potential roles and responsibility of AEPC at all level of government based on the Constitution 2015 and Local Governance Operational Act 2017
The document provides information on the bottom-up budgeting (BUB) process for fiscal year 2016 in Region XI of the Philippines. It outlines the legal basis for BUB, concepts, objectives, coverage, budget caps, counterpart requirements, and project identification guidelines. The BUB process aims to make the national budget more responsive to local needs through participatory planning and budgeting at the community level to empower the poor and promote good local governance. Key aspects include civil society participation in identifying priority projects through local project review and approval teams.
Session 4.5 Updating the National Climate Change Action Plan: Towards an e...NAP Events
The document summarizes key inputs and activities for updating the Philippines' National Climate Change Action Plan (NCCAP). It discusses the NCCAP and National Framework Strategy on Climate Change as the guiding policies. It outlines workshops to assess vulnerabilities, identify adaptation and mitigation options, and develop an implementation plan. The ultimate goals are to enhance resilience to climate change and transition toward sustainable development. A timeline of ongoing and planned activities is also provided to inform the NCCAP updating process.
The document outlines a strategic plan and performance measures to track progress on goals. Key aspects include:
- Six strategic focus areas are identified: financially sustainable city, core services, neighborhood integrity, economy, mobility, sustainability
- Each focus area lists strategies and selected key performance measures that will be tracked quarterly to determine success in implementing strategies. Measures include metrics such as crime rates, infrastructure projects completed, and conservation program participation.
- Performance measures will continue to be refined and key indicators identified to best monitor progress on the strategic plan.
Measuring Enterprise GIS Performance For the King County GIS CenterGreg Babinski
City councils, county auditors, and the public are more frequently expecting performance monitoring to ensure that public revenue is being spent well and that municipal services are cost-effective. GIS based analysis of various performance measures is a common application for many municipal, county, and regional government services.
But what if your agency expects performance measures of your GIS too? What if they expect performance measures and reporting within the context of your agencies budget process? Gasp! How can you turn performance monitoring into a tool that can help you manage your GIS better, build stakeholder support, and improve the budget process?
This presentation will outline the King County GIS (KCGIS) Center’s strategy and methods to embrace performance measurement and reporting.
Key aspects of the KCGIS Center’s portfolio of performance measures will be described. The process to identify valid measures and to establish linkages with key stakeholder agencies will be explained.
The importance of linking specific services that your GIS provides to key measures and ensuring that the factors that can affect the actual performance are clearly understood will be outlined. Finally, strategies to use performance measures as a tool to support your budget will be described.
The KCGIS Center approach may benefit other city, county, or regional enterprise GIS operations utilize performance measurement to manage and develop their programs.
This document discusses performance measures for highway capacity decision making. It outlines national goals in the Moving Ahead for Progress in the 21st Century Act related to safety, infrastructure condition, congestion, and more. It then discusses the KYOVA Interstate Planning Commission's use of performance measures from its metropolitan transportation plan, congestion management process, and spatial decision support system. Finally, it presents a case study on North Carolina's prioritization process, which uses benefit-cost criteria and travel time savings analysis to evaluate highway projects. There is an opportunity to integrate microsimulation modeling into KYOVA's project prioritization similarly.
Regular program of the Ministry of Federal Affairs & Local Development (MoFALD) & Local Governance and Community Development (LGCDP), Government of Nepal. This annual Western regional review and progress report meeting was held in Pokhara August 31 - Sept 1, 2015 at UDTC, Pokhara.
This presentation is the summary of the same, and progress report from LGCDP Pokhara office. ICT for Development and e-Governance in Nepal has been depicted in the work.
The document summarizes the Renewable Energy and Energy Efficiency Partnership (REEEP), an international organization that works to accelerate the uptake of renewable energy and energy efficiency. REEEP operates through regional offices and partners with governments and private sector organizations. It runs over 130 projects focused on reducing barriers to renewable energy through policy development, innovative financing models, and other market facilitation activities. REEEP also amplifies the impact of its projects through knowledge sharing and replication activities.
The 2016-2019 Public Works Strategic Plan for the City of Columbia outlines the department's vision, mission, values, and strategic priorities over the next three years. The strategic priorities are connectivity, career development, and coordination. The plan details actions and measures for each division including street, traffic, parking, transit, engineering, fleet, and building maintenance to improve infrastructure, sustainability, safety, and service. The overarching goals are to enhance mobility, career opportunities, and internal/external communication through projects focused on sidewalks, traffic calming, green technology, staff development, and community engagement.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
CTK provides data analysis and outcomes reporting services and tools to help organizations understand program success, increase funding, and make informed programming decisions. Their services include implementation support, training, consulting, and outcomes reporting and analysis software. The software allows clients to track outcomes data in real-time and generate customized reports to analyze progress towards goals. CTK also offers project management, system setup consultation, and an outcomes council to help clients design effective outcomes models and leverage data to improve services.
This presentation will give a good overview of the ROPMS concepts and logical framework, however the POP & AWP used do not reflect the final format based on the comments received during the training sessions.
The document outlines the roles and responsibilities of various entities involved in the implementation of a groundwater management scheme. The National Program Management Unit provides central management and coordination while the State Program Management Units oversee implementation at the state level. District Program Management Units facilitate implementation at the district level and work with Gram Panchayats, community organizations, and NGOs to carry out activities and mobilize local communities at the village level. Technical support is provided by agencies like the Central Groundwater Board.
The document outlines the objectives, indicators, and assumptions of the ASDSP program which aims to support Kenya's agricultural transformation. The program goal is to contribute to increased agricultural GDP, reduced rural poverty, improved food security. The purpose is to increase incomes, employment, and food security through improved production and productivity. Component 1 seeks to improve sector coordination and develop an enabling environment. Component 2 aims to strengthen environmental resilience and social inclusion in value chains. Component 3 promotes viable and equitable commercialization of agriculture. Key outcomes include improved coordination, strengthened institutions and linkages, developed gender-sensitive M&E systems, appropriate policies, increased resilience, and basic conditions to enable vulnerable group engagement in value chains.
This document provides an overview of Community-Based Participatory Action Research (CPAR). It defines CPAR and explains its key principles of being community-based, participatory, and action-oriented. The document outlines the process flow for CPAR, including site selection criteria, conducting participatory rural appraisals, action planning, implementation arrangements, monitoring and evaluation, data gathering and analysis, institutionalization, and management at the national, regional, and municipal levels.
Towards The Result Based Utility Sector In ArmeniaCRRC-Armenia
This document summarizes a study on performance-based management in Armenia's water supply sector. It outlines reforms to the sector including privatization deals. It analyzes key performance indicators used by water supply companies before and after private sector involvement. Results included improved access, duration and quality of water services as well as higher bill collection rates. However, some challenges remained regarding public access to information and accountability. The study recommends expanding performance metrics and increasing transparency and responsiveness to improve customer satisfaction.
This presentation focuses on functionality of rural water supply and the role of accountability. It highlights experiences and lessons learned from SNV projects in Nepal and Tanzania. In Nepal SNV developed a Social Accountability (SA) toolkit, which included the Community Score Card, social audit and public hearing tools. Presented by Jessie Bokhoven (SNV) on 6 July 2016 at the IRC event: "Accountability tools to improve WASH service delivery" in The Hague.
Chad Aimes is a young, dynamic professional with over 10 years of experience in strategic support, development, performance management and reporting within the public sector. He currently serves as a Senior Professional Officer at the City of Cape Town, where he provides specialized technical and strategic support to the Directorate Executive Director. Previously, he held roles as an Assistant Professional Officer and Clerk where he gained experience in areas such as monitoring and reporting, corporate performance management, and information management. Chad holds a National Diploma in Management and a BTech Degree in Management from Cape Peninsula University of Technology.
Renewable Energy in Federal, Provincial and Local LevelAashish Pradhan
Presentation shows potential roles and responsibility of AEPC at all level of government based on the Constitution 2015 and Local Governance Operational Act 2017
The document provides information on the bottom-up budgeting (BUB) process for fiscal year 2016 in Region XI of the Philippines. It outlines the legal basis for BUB, concepts, objectives, coverage, budget caps, counterpart requirements, and project identification guidelines. The BUB process aims to make the national budget more responsive to local needs through participatory planning and budgeting at the community level to empower the poor and promote good local governance. Key aspects include civil society participation in identifying priority projects through local project review and approval teams.
Session 4.5 Updating the National Climate Change Action Plan: Towards an e...NAP Events
The document summarizes key inputs and activities for updating the Philippines' National Climate Change Action Plan (NCCAP). It discusses the NCCAP and National Framework Strategy on Climate Change as the guiding policies. It outlines workshops to assess vulnerabilities, identify adaptation and mitigation options, and develop an implementation plan. The ultimate goals are to enhance resilience to climate change and transition toward sustainable development. A timeline of ongoing and planned activities is also provided to inform the NCCAP updating process.
The document outlines a strategic plan and performance measures to track progress on goals. Key aspects include:
- Six strategic focus areas are identified: financially sustainable city, core services, neighborhood integrity, economy, mobility, sustainability
- Each focus area lists strategies and selected key performance measures that will be tracked quarterly to determine success in implementing strategies. Measures include metrics such as crime rates, infrastructure projects completed, and conservation program participation.
- Performance measures will continue to be refined and key indicators identified to best monitor progress on the strategic plan.
Measuring Enterprise GIS Performance For the King County GIS CenterGreg Babinski
City councils, county auditors, and the public are more frequently expecting performance monitoring to ensure that public revenue is being spent well and that municipal services are cost-effective. GIS based analysis of various performance measures is a common application for many municipal, county, and regional government services.
But what if your agency expects performance measures of your GIS too? What if they expect performance measures and reporting within the context of your agencies budget process? Gasp! How can you turn performance monitoring into a tool that can help you manage your GIS better, build stakeholder support, and improve the budget process?
This presentation will outline the King County GIS (KCGIS) Center’s strategy and methods to embrace performance measurement and reporting.
Key aspects of the KCGIS Center’s portfolio of performance measures will be described. The process to identify valid measures and to establish linkages with key stakeholder agencies will be explained.
The importance of linking specific services that your GIS provides to key measures and ensuring that the factors that can affect the actual performance are clearly understood will be outlined. Finally, strategies to use performance measures as a tool to support your budget will be described.
The KCGIS Center approach may benefit other city, county, or regional enterprise GIS operations utilize performance measurement to manage and develop their programs.
This document discusses performance measures for highway capacity decision making. It outlines national goals in the Moving Ahead for Progress in the 21st Century Act related to safety, infrastructure condition, congestion, and more. It then discusses the KYOVA Interstate Planning Commission's use of performance measures from its metropolitan transportation plan, congestion management process, and spatial decision support system. Finally, it presents a case study on North Carolina's prioritization process, which uses benefit-cost criteria and travel time savings analysis to evaluate highway projects. There is an opportunity to integrate microsimulation modeling into KYOVA's project prioritization similarly.
Regular program of the Ministry of Federal Affairs & Local Development (MoFALD) & Local Governance and Community Development (LGCDP), Government of Nepal. This annual Western regional review and progress report meeting was held in Pokhara August 31 - Sept 1, 2015 at UDTC, Pokhara.
This presentation is the summary of the same, and progress report from LGCDP Pokhara office. ICT for Development and e-Governance in Nepal has been depicted in the work.
The document summarizes the Renewable Energy and Energy Efficiency Partnership (REEEP), an international organization that works to accelerate the uptake of renewable energy and energy efficiency. REEEP operates through regional offices and partners with governments and private sector organizations. It runs over 130 projects focused on reducing barriers to renewable energy through policy development, innovative financing models, and other market facilitation activities. REEEP also amplifies the impact of its projects through knowledge sharing and replication activities.
The 2016-2019 Public Works Strategic Plan for the City of Columbia outlines the department's vision, mission, values, and strategic priorities over the next three years. The strategic priorities are connectivity, career development, and coordination. The plan details actions and measures for each division including street, traffic, parking, transit, engineering, fleet, and building maintenance to improve infrastructure, sustainability, safety, and service. The overarching goals are to enhance mobility, career opportunities, and internal/external communication through projects focused on sidewalks, traffic calming, green technology, staff development, and community engagement.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Presentation by Julie Topoleski, CBO’s Director of Labor, Income Security, and Long-Term Analysis, at the 16th Annual Meeting of the OECD Working Party of Parliamentary Budget Officials and Independent Fiscal Institutions.
The Antyodaya Saral Haryana Portal is a pioneering initiative by the Government of Haryana aimed at providing citizens with seamless access to a wide range of government services
karnataka housing board schemes . all schemesnarinav14
The Karnataka government, along with the central government’s Pradhan Mantri Awas Yojana (PMAY), offers various housing schemes to cater to the diverse needs of citizens across the state. This article provides a comprehensive overview of the major housing schemes available in the Karnataka housing board for both urban and rural areas in 2024.
Contributi dei parlamentari del PD - Contributi L. 3/2019Partito democratico
DI SEGUITO SONO PUBBLICATI, AI SENSI DELL'ART. 11 DELLA LEGGE N. 3/2019, GLI IMPORTI RICEVUTI DALL'ENTRATA IN VIGORE DELLA SUDDETTA NORMA (31/01/2019) E FINO AL MESE SOLARE ANTECEDENTE QUELLO DELLA PUBBLICAZIONE SUL PRESENTE SITO
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
This report explores the significance of border towns and spaces for strengthening responses to young people on the move. In particular it explores the linkages of young people to local service centres with the aim of further developing service, protection, and support strategies for migrant children in border areas across the region. The report is based on a small-scale fieldwork study in the border towns of Chipata and Katete in Zambia conducted in July 2023. Border towns and spaces provide a rich source of information about issues related to the informal or irregular movement of young people across borders, including smuggling and trafficking. They can help build a picture of the nature and scope of the type of movement young migrants undertake and also the forms of protection available to them. Border towns and spaces also provide a lens through which we can better understand the vulnerabilities of young people on the move and, critically, the strategies they use to navigate challenges and access support.
The findings in this report highlight some of the key factors shaping the experiences and vulnerabilities of young people on the move – particularly their proximity to border spaces and how this affects the risks that they face. The report describes strategies that young people on the move employ to remain below the radar of visibility to state and non-state actors due to fear of arrest, detention, and deportation while also trying to keep themselves safe and access support in border towns. These strategies of (in)visibility provide a way to protect themselves yet at the same time also heighten some of the risks young people face as their vulnerabilities are not always recognised by those who could offer support.
In this report we show that the realities and challenges of life and migration in this region and in Zambia need to be better understood for support to be strengthened and tuned to meet the specific needs of young people on the move. This includes understanding the role of state and non-state stakeholders, the impact of laws and policies and, critically, the experiences of the young people themselves. We provide recommendations for immediate action, recommendations for programming to support young people on the move in the two towns that would reduce risk for young people in this area, and recommendations for longer term policy advocacy.
1. Reporting Period:
KC-NCDDP Components Program Targets and KPIs
Frequency of
reporting the KPI
Accomplishment to
date
Balance Remarks
85% of KC-NCDDP barangays with poverty reduction action plans
prepared, involving community members in accordance with the KC-
NCDDP participatory process
Quarterly
85% of KC-NCDDP community projects completed in accordance
with technical plans, schedule and budget
Quarterly
85% of completed KC-NCDDP projects that meet basic financial
standards based on KC-NCDDP Finance and Administration Sub-
Manual
Quarterly
85% of completed KC-NCDDP projects that have satisfactory or
better sustainability evaluation rating
Annual
25% of the paid labor jobs created by the project are accessed by
women
Quarterly
No. of reconstructed or repaired shelters for disaster-affected
households
Quarterly
KC-NCCDP Plan for strategic capacity building of community
volunteers, NGAs, CSOs and other partners implemented
Annual
477 KC-NCDDP municipalities with LGUs staff trained by DILG using
the local governance modules
Quarterly
85% of KC-NCDDP municipalities with municipal poverty reduction
plans prepared in accordance with KC-NCDDP participatory process
Quarterly
90% of KC-NCDDP municipalities with citizens, other than public
officials, who participate in municipal-level prioritization forum
Quarterly
90% of KC-NCDDP municipalities provide LCC based on their LCC
delivery plan
Annual
Component 1: Barangay Grants
KC-NCDDP INTERMEDIATE OUTCOMES MONITORING TABLE
By Key Performance Indicators (KPIs) of KC-NCDDP Components
Intermediate Outcome Indicators
Component 2: Capacity-building
and Implementation Support (CBIS)
2. By Key Performance Indicators (KPIs) of KC-NCDDP Components
85% of KC-NCDDP municipalities with increased membership of POs
and CSOs in local development councils and special bodies (BDC,
local school board, PTCA, local health board, peace and order
councils)
Quarterly
80% of registered grievances satisfactorily resolved in line with the
GRS
Quarterly
KC-NCDDP provinces with provincial poverty reduction plans
prepared in accordance with pilot-test of KC-NCDDP PLGU process
Quarterly
Number of community volunteers per barangay trained in CDD (10
per brgy; 50% women)
Quarterly
50% of leadership positions in community volunteer committees
are held by women by 2017
Quarterly
KC-NCDDP PIMS providing necessary information in a timely fashion
to measure project effectiveness and results
Annual
100% KC-NCDDP multi-stakeholder oversight and coordinating
committees in place and functional in accordance with TORs
Annual
Number of KC-NCDDP studies on effectiveness and outcomes
completed, with a review of gender equality dimensions by 2017
Annual
System for community fund request fully operational at national
and regional levels
First 6 mos. of
implementation
100% of targeted new KC-NCDDP municipalities generate sex-
disaggregated data
Quarterly
Gender action plan implemented Quarterly
Component 3: Program
Management and M&E
3. Data Capture/Entry Forms Data Storage Unit/s directly Responsible
Program Outcome Indicators
2.4 Million hhs benefitting from sub-projects External KC-NCDDP IE Report External evaluation studies Question in external KC-
NCDDP impact surveys
External consultant team
40% of hhs report better access to services External KC-NCDDP IE Report External evaluation studies Question in external KC-
NCDDP impact surveys
External consultant team
10% increase in access to and utilization of roads,
education, health centers and water (major KC
investments) in KC-NCDDP municipalities
External KC-NCDDP IE Report External evaluation studies Question in external KC-
NCDDP impact surveys
External consultant team
35% of hhs in KC- NCDDP municipalities report
increase in confidence to participate in community
development activities
External KC-NCDDP IE Report External evaluation studies Question in external KC-
NCDDP impact surveys
External consultant team
45% of members from marginalized (IPs, women)
groups in KC-NCDDP municipalities attend regular
Barangay Assemblies
External KC-NCDDP IE Report External evaluation studies
Local records of BA minutes and
attendance
Question in external KC-
NCDDP impact surveys
External consultant team
70% of households in KC-NCDDP municipalities with
at least one member attending regular Barangay
Assembly
External KC-NCDDP IE Report External evaluation studies
Local records of BA minutes and
attendance
Question in external KC-
NCDDP impact surveys
External consultant team
Program Components Intermediate Outcome Indicators
85% of KC-NCDDP barangays with poverty reduction
action plans prepared, involving community
members in accordance with the KC-NCDDP
participatory process
Quarterly KC-NCDDP Progress
Report
Brgy/Community Activity Minutes
Form
Attachments: Brgy/Community
Training/Meeting Attendance Sheet
and copy of BAP/BLPRAP and BLGU
resolution
PSA data entry form PSA database National/Regional/Sub-
Regional M&E Units
85% of KC-NCDDP community projects completed in
accordance with technical plans, schedule and
budget
Quarterly KC-NCDDP Progress
Report
Sub-Project Completion Report
Final Inspection Report
Certificate of Completion and
Acceptance
Community sub-project data
entry form
Community sub-project
database
National/Regional/Sub-
Regional M&E Units
85% of completed KC-NCDDP projects that meet
basic financial standards based on KC-NCDDP
Finance and Administration Sub- Manual
Quarterly KC-NCDDP Progress
Report
Sub-Project Completion Report
Sub-Project Fund Utilization (FM
Annex 11)
Community sub-project data
entry form
Community sub-project
database
National/Regional/Sub-
Regional M&E Units
85% of completed KC-NCDDP projects that have
satisfactory or better sustainability evaluation
rating
Annual KC-NCDDP Progress
Report
Sustainability Evaluation Tool (SET) SET data entry form SET database National/Regional/Sub-
Regional M&E Units
KC PDO: "Communities in target
municipalities are empowered to
achieve improved access to services
and to participate in more inclusive
local planning, budgeting,
implementation and disaster risk
reduction and management"
Component 1: Barangay Grants
Communities plan and use barangay
grants effectively
KC-NCDDP KPIs BY PROGRAM COMPONENT AND M&E ARRANGEMENTS
List of Key Performance Indicators (KPIs), Reporting and KC-NCDDP Paper-Based Forms
KC-NCDDP PDO and Program
Components
Program Targets and KPIs
Frequency of reporting the
KPI
Computerized KC M&E Unit Data Collection Instrument
Data Collection Instrument
4. Data Capture/Entry Forms Data Storage Unit/s directly Responsible
KC-NCDDP KPIs BY PROGRAM COMPONENT AND M&E ARRANGEMENTS
List of Key Performance Indicators (KPIs), Reporting and KC-NCDDP Paper-Based Forms
KC-NCDDP PDO and Program
Components
Program Targets and KPIs
Frequency of reporting the
KPI
Computerized KC M&E Unit Data Collection Instrument
Data Collection Instrument
25% of the paid labor jobs created by the project
are accessed by women
Quarterly KC-NCDDP Progress
Report
Employment Record Sheet (ERS) ERS data entry form ERS database National/Regional/Sub-
Regional M&E Units
No. of reconstructed or repaired shelters for
disaster-affected households
Quarterly KC-NCDDP Progress
Report
Sub-Project Completion Report
Final Inspection Report
Certificate of Completion and
Acceptance
Community sub-project data
entry form
Community sub-project
database
National/Regional/Sub-
Regional M&E Units
5. Data Capture/Entry Forms Data Storage Unit/s directly Responsible
KC-NCDDP KPIs BY PROGRAM COMPONENT AND M&E ARRANGEMENTS
List of Key Performance Indicators (KPIs), Reporting and KC-NCDDP Paper-Based Forms
KC-NCDDP PDO and Program
Components
Program Targets and KPIs
Frequency of reporting the
KPI
Computerized KC M&E Unit Data Collection Instrument
Data Collection Instrument
KC-NCCDP Plan for strategic capacity building of
community volunteers, NGAs, CSOs and other
partners implemented
Annual KC-NCDDP Progress
Report
KC-NCDDP Technical Support
Services Division (TSSD)
477 KC-NCDDP municipalities with LGUs staff
trained by DILG using the local governance modules
Quarterly KC-NCDDP Progress
Report
Municipal Activity Minutes Form
Attachment: Municipal Activity
Attendance Sheet
Municipal training data entry
form
Municipal training database National/Regional/Sub-
Regional M&E Units
85% of KC-NCDDP municipalities with municipal
poverty reduction plans prepared in accordance
with KC-NCDDP participatory process
Quarterly KC-NCDDP Progress
Report
Municipal Activity Minutes Form
Attachment: Municipal Activity
Attendance Sheet and copy of
MDP/LPRAP and MLGU Resolution
MIBF data entry form MIBF database National/Regional/Sub-
Regional M&E Units
90% of KC-NCDDP municipalities with citizens,
other than public officials, who participate in
municipal-level prioritization forum
Quarterly KC-NCDDP Progress
Report
Municipal Activity Minutes Form
Attachment: Municipal Activity
Attendance Sheet and copy of MIBF
resolution
MIBF data entry form MIBF database National/Regional/Sub-
Regional M&E Units
90% of KC-NCDDP municipalities provide LCC based
on their LCC delivery plan
Annual KC-NCDDP Progress
Report
Municipal Consolidated Status of
Local Counterpart Contribution
(FM Annex 7)
MLCC data entry form MLCC database National/Regional/Sub-
Regional M&E Units
85% of KC-NCDDP municipalities with increased
membership of POs and CSOs in local development
councils and special bodies (BDC, local school
board, PTCA, local health board, peace and order
councils)
Quarterly KC-NCDDP Progress
Report
Municipal Development Council
(MDC) Expansion Checklist
LGU engagement data entry
form
LGU engagement database National/Regional/Sub-
Regional M&E Units
80% of registered grievances satisfactorily resolved
in line with the GRS
Quarterly KC-NCDDP Progress
Report
Grievance Redress System (GRS)
Intake Form
GRS data entry form GRS database National/Regional/Sub-
Regional M&E Units
KC-NCDDP provinces with provincial poverty
reduction plans prepared in accordance with pilot-
test of KC-NCDDP PLGU process
Quarterly KC-NCDDP Progress
Report
Provincial Acitivity Minutes Form
(TBD)
Attachments: Attendance sheet and
copy of Provincial LPRAPs and PLGU
Resolution
TBD TBD National/Regional/Sub-
Regional M&E Units
Component 2: Capacity-building
and Implementation Support
(CBIS)
More inclusive and transparent
planning and budgeting at municipal
and provincial levels
6. Data Capture/Entry Forms Data Storage Unit/s directly Responsible
KC-NCDDP KPIs BY PROGRAM COMPONENT AND M&E ARRANGEMENTS
List of Key Performance Indicators (KPIs), Reporting and KC-NCDDP Paper-Based Forms
KC-NCDDP PDO and Program
Components
Program Targets and KPIs
Frequency of reporting the
KPI
Computerized KC M&E Unit Data Collection Instrument
Data Collection Instrument
Number of community volunteers per barangay
trained in CDD (10 per brgy; 50% women)
Quarterly KC-NCDDP Progress
Report
Community Volunteers Profile Form
Brgy/Community Activity Minutes
Form
Attachments: Brgy/Community
Training/Meeting Attendance Sheet
Community volunteer
profile/training data entry
form
Community volunteer
profile/training database
National/Regional/Sub-
Regional M&E Units
50% of leadership positions in community volunteer
committees are held by women by 2017
Quarterly KC-NCDDP Progress
Report
Community Volunteers Profile Form Community volunteer profile
data entry form
Community volunteer profile
database
National/Regional/Sub-
Regional M&E Units
KC-NCDDP PIMS providing necessary information in
a timely fashion to measure project effectiveness
and results
Annual KC-NCDDP Progress
Report
Data Quality Assessment (DQA) Tools DQA data entry form DQA database National/Regional/Sub-
Regional M&E Units
100% KC-NCDDP multi-stakeholder oversight and
coordinating committees in place and functional in
accordance with TORs
Annual KC-NCDDP Progress
Report
Oversight and Coordinating
Committees Checklist
LGU engagement data entry
form
LGU engagement database National/Regional/Sub-
Regional M&E Units
Number of KC-NCDDP studies on effectiveness and
outcomes completed, with a review of gender
equality dimensions by 2017
Annual KC-NCDDP Progress
Report
Special studies National M&E Unit
System for community fund request fully
operational at national and regional levels
First 6 mos. of
implementation
National/Regional/Sub-
Regional Finance Unit
100% of targeted new KC-NCDDP municipalities
generate sex-disaggregated data
Quarterly KC-NCDDP Progress
Report
Regional Accomplishment Report National/Regional/Sub-
Regional M&E Units
Gender action plan implemented Quarterly KC-NCDDP Progress
Report
Regional Accomplishment Report KC-NCDDP Technical Support
Services Division (TSSD)
Component 3: Program
Management and M&E
7. PHYSICAL AND FINANCIAL PROGRESS REPORT OUTLINE
(NATIONAL/REGIONAL)
I. EXECUTIVE SUMMARY
Briefly describe the overall status of project implementation. It should include the regional
status of CEAC activities, BA participation rates, trainings conducted, volunteers trained and
implementation of community projects.
II. PROGRAM REACH TO DATE
Present in table the total number of municipalities and barangay covered per province,
indicating the modality and fund source.
III. SUMMARY OF MAJOR ACCOMPLISHMENTS
Actual accomplishments by component, performance indicators and milestones as indicated
in the Work and Financial Plan. Include also the accomplishments of other
projects/modalities (KC-MCC, Pamana, GPB, AusAID, LeadGov and JSDF-LVUC)
A. PHYSICAL
i. Social Preparation, Capacity Building and Implementation Support
ii. Seed Fund for Community Development Projects (Community Grants)
iii. Monitoring and Evaluation
B. FINANCIAL
i. Overall Financial Status (Actual vs Plan)
ii. Community Grant Disbursement
IV. IMPLEMENTATION ISSUES, CONCERNS, AND CHALLENGES
V. PLANS FOR THE NEXT PERIOD/QUARTER
VI. ANNEXES
A. Matrices for the physical, financial and other relevant data/information
B. KC-NCDDP Intermediate Outcomes Monitoring Table