This document provides an overview of the BNTF 7 Programme's results monitoring framework. It explains that the framework includes a log frame and results monitoring framework to track outputs, outcomes and impacts. It describes the different types of results and monitoring and evaluation processes. Key points are that the framework will be refined using project-level log frames and regional technical assistance. It also discusses roles and responsibilities, sample reports, implications for operations, the interim management information system, and funding for monitoring and evaluation activities.
Institutionalizing the Use of Evidence for Public Policy: A long path in MexicoUnicefMaroc
Présentation de Gonzalo Hernandez, Secrétaire Général du CONEVAL, Mexico, à la Conférence Internationale d'Experts sur la mesure et les approches politiques pour améliorer l'équité pour les nouvelles générations dans la région MENA à Rabat, Maroc du 22 au 23 mai 2012.
Framework for Analyzing Public Investment Managementicgfmconference
This document presents a framework for analyzing public investment management. It outlines eight core features that a well-functioning public investment system should have: 1) investment guidance and screening, 2) formal project appraisal, 3) independent review of appraisals, 4) project selection and budgeting, 5) project implementation, 6) project adjustment, 7) facility operation, and 8) ex-post evaluation. It then provides diagnostic indicators to assess where a country's actual public investment system performs well or poorly compared to the desirable features. The framework aims to inform reforms by identifying performance gaps between desired features and reality.
The PEFA Program is a framework for assessing public financial management systems. It was established in 2001 by seven agencies to promote results-oriented development of PFM systems and harmonization of PFM analytical work. The PEFA Framework provides a standard set of 31 performance indicators to measure six dimensions of PFM systems, including budget credibility, comprehensiveness and transparency. Over 220 assessments have been completed in over 120 countries. Results are used to prioritize PFM reforms and measure progress over time. The PEFA Secretariat supports the framework as a neutral body through quality reviews, training, and promoting harmonization of PFM assessments.
This document discusses strengthening public investment management. It notes there are varying definitions of public investment across countries. There is renewed global attention on ensuring efficiency of public spending in light of fiscal stimulus plans and uncertain growth. However, increased government investment does not always translate to productive assets due to issues like project delays. Proper public investment management is complex due to factors such as localized benefits, multi-year timelines, and involvement of both public and private sectors. Reform requires a tailored strategy that strengthens key steps in the project cycle in a carefully sequenced manner, while balancing improved appraisal and implementation. The World Bank's agenda aims to provide analytics, tools, policy dialogue and operational assistance to support better public investment management.
Public investment management (PIM) is needed to ensure projects are selected based on public benefit and implemented efficiently and effectively. PIM provides oversight of projects to make sure they align with national strategies and goals. It also requires thorough economic and financial studies of projects before selection to reduce risks and biases. The project implementation stage must be flexible to changes in plans while controlling costs and delays. A full project cycle includes idea development, pre-evaluation, evaluation, pre-execution, execution, and post-implementation evaluation to assess outcomes versus expectations and learn lessons to apply to future projects.
Log Frames and Indicators for Result Based Management (IWC5 Presentation)Iwl Pcu
Isabelle van der Beck, UNEP
Presentation given during the 5th GEF Biennial International Waters Conference in Cairns, Australia during the results-based management session.
Provides insights into the result based planning process including result based matrix preparation that help to manage scarce resources to realize a better result.
PFM is concerned with how governments secure and use resources effectively through laws, organizations, systems and procedures. While PFM focuses on expenditure management and public budgeting, it also encompasses taxation, borrowing, debt management, and other areas of public sector governance. Good PFM systems contribute to macroeconomic stability, aligning resources with priorities, efficiency, and transparency and accountability. Key challenges to PFM reform include informal rules dominating over formal processes and a focus on technical solutions rather than strengthening institutions.
Institutionalizing the Use of Evidence for Public Policy: A long path in MexicoUnicefMaroc
Présentation de Gonzalo Hernandez, Secrétaire Général du CONEVAL, Mexico, à la Conférence Internationale d'Experts sur la mesure et les approches politiques pour améliorer l'équité pour les nouvelles générations dans la région MENA à Rabat, Maroc du 22 au 23 mai 2012.
Framework for Analyzing Public Investment Managementicgfmconference
This document presents a framework for analyzing public investment management. It outlines eight core features that a well-functioning public investment system should have: 1) investment guidance and screening, 2) formal project appraisal, 3) independent review of appraisals, 4) project selection and budgeting, 5) project implementation, 6) project adjustment, 7) facility operation, and 8) ex-post evaluation. It then provides diagnostic indicators to assess where a country's actual public investment system performs well or poorly compared to the desirable features. The framework aims to inform reforms by identifying performance gaps between desired features and reality.
The PEFA Program is a framework for assessing public financial management systems. It was established in 2001 by seven agencies to promote results-oriented development of PFM systems and harmonization of PFM analytical work. The PEFA Framework provides a standard set of 31 performance indicators to measure six dimensions of PFM systems, including budget credibility, comprehensiveness and transparency. Over 220 assessments have been completed in over 120 countries. Results are used to prioritize PFM reforms and measure progress over time. The PEFA Secretariat supports the framework as a neutral body through quality reviews, training, and promoting harmonization of PFM assessments.
This document discusses strengthening public investment management. It notes there are varying definitions of public investment across countries. There is renewed global attention on ensuring efficiency of public spending in light of fiscal stimulus plans and uncertain growth. However, increased government investment does not always translate to productive assets due to issues like project delays. Proper public investment management is complex due to factors such as localized benefits, multi-year timelines, and involvement of both public and private sectors. Reform requires a tailored strategy that strengthens key steps in the project cycle in a carefully sequenced manner, while balancing improved appraisal and implementation. The World Bank's agenda aims to provide analytics, tools, policy dialogue and operational assistance to support better public investment management.
Public investment management (PIM) is needed to ensure projects are selected based on public benefit and implemented efficiently and effectively. PIM provides oversight of projects to make sure they align with national strategies and goals. It also requires thorough economic and financial studies of projects before selection to reduce risks and biases. The project implementation stage must be flexible to changes in plans while controlling costs and delays. A full project cycle includes idea development, pre-evaluation, evaluation, pre-execution, execution, and post-implementation evaluation to assess outcomes versus expectations and learn lessons to apply to future projects.
Log Frames and Indicators for Result Based Management (IWC5 Presentation)Iwl Pcu
Isabelle van der Beck, UNEP
Presentation given during the 5th GEF Biennial International Waters Conference in Cairns, Australia during the results-based management session.
Provides insights into the result based planning process including result based matrix preparation that help to manage scarce resources to realize a better result.
PFM is concerned with how governments secure and use resources effectively through laws, organizations, systems and procedures. While PFM focuses on expenditure management and public budgeting, it also encompasses taxation, borrowing, debt management, and other areas of public sector governance. Good PFM systems contribute to macroeconomic stability, aligning resources with priorities, efficiency, and transparency and accountability. Key challenges to PFM reform include informal rules dominating over formal processes and a focus on technical solutions rather than strengthening institutions.
This document provides an overview of programming concepts and tools used for sustainable economic development planning. It discusses principles of programming such as defining objectives, strategies, and indicators. Two key tools are analyzed in depth: SWOT analysis to identify strengths, weaknesses, opportunities, and threats, and logical framework analysis to structure the hierarchy of objectives, assumptions, indicators, and activities. The document uses examples to demonstrate how these tools can be applied at both the program and project levels of development planning.
"Monitoring and Evaluation System for CAADP Implementation", presentation by Babatunde Omilola at the CAADP Monitoring and Evaluation Framework Validation Workshop held at the Indaba Hotel, Johannesburg, South Africa March 1-3, 2010.
Presentation titled, 'Improving Public Investment Management in the Caribbean,' delivered by Dr. Wendell Samuel, CARTAC Center Coordinator at the Conference, 'Project Cycle Management Conference - A Cornerstone of Implementation and Delivery,' September 2019 in St. George's Grenada.
1. Project Cycle Management (PCM) is an approach adopted by the European Commission in 1992 to design and manage projects based on the Logical Framework Approach.
2. The project cycle includes identification, formulation, preparation and appraisal, commitment, implementation, and evaluation and audit phases.
3. During the identification and formulation phase, project ideas are developed and feasibility is assessed to determine if a formal proposal should be prepared.
This document outlines the monitoring and evaluation strategy for a partnership between IFAD and IFPRI to develop policies on climate change mitigation and market access. It describes the overall objective to develop a comprehensive M&E strategy and defines M&E as a tool to regularly assess project implementation, operation, and progress toward targets. The stages of M&E are identified as consultation, development, and feedback. Specific outcomes and indicators will be established and benchmarked, with a mid-term review to assess progress relative to targets. Detailed feedback will ensure corrective actions and lessons learned are identified.
The document summarizes the objectives and agenda of the Fourth SIAP Management Seminar for the Heads of National Statistical Offices in Asia and the Pacific, which aimed to introduce results-based project planning and management using the logical framework approach. The three-day seminar would cover an overview of results-based management, the logical framework approach, key issues in program and project management, and experiences of national statistical organizations in managing programs and projects. National statistical office heads would learn the basic principles of results-based management and logical framework analysis to apply in their own program and project planning, monitoring, and evaluation.
Global strategy execution and it accountability an accelerator approachReddappa Gowd Bandi
This artifact is a research artifact based on multi year experience across the 10's of customers across number of countries.
Main focus of this research paper is,
1.How an corporate/organization's strategy will be translated into a Implementation level Blueprint
2.Process and actions involved in such an effort
3.How the Blue print helps to arrive to a execution plan through organizational structure, processes and systems/platforms.
4.And how IT is accountable in such plan preparation at detailed level
5.What would be those Strategy acceleratores
6.How those accelerators can become an IP based Corporate based accelerators' framework.
Also paper provides the details at 10ft level with all necessary stakeholders in the strategy execution process and standard workflow process involved in these kinds of successful strategy programs.
This will be extensible/tailorable to any organization or IT group based on organizational interest and structure. The accountability matrix is going to be standard one. These accelerators/approches are readily implementable and timeline depends on the organization/business complexity.
This document provides an overview of development planning in Malaysia. It discusses the transition to a more outcome-based approach for the 10th Malaysia Plan from the previous input-output based approach. Specifically, it summarizes the planning horizon and machinery in Malaysia including long, medium, and short term plans. It also summarizes the key findings and policy shifts resulting from the mid-term review of the 9th Malaysia Plan, including a greater focus on measuring project outcomes and stakeholder participation.
Pmi Project Management Core Problems Uet Dec 22 09Khalid0211
This document discusses core problems with project management in the public sector in Pakistan. It provides examples of cost overruns, delays, and unsatisfactory outcomes on public projects. Reasons for failures include wrong project selection and scope, poor planning and execution, and biases in project roles. It advocates for applying established project management standards and processes like the Project Management Body of Knowledge to improve outcomes. These include integrated programming, accurate cost estimating, using tools like earned value analysis for monitoring, and incentivizing roles to prioritize schedule and cost control. Adopting project management practices could significantly reduce inflationary costs on projects and provide returns on investments in project management capabilities.
Investment planning and public investment plans: Inssues and Best PracticesJean-Marc Lepain
This presentation goes through the issues in investment appraisal that result in poor outcomes. It introduces Public Investment Plans as a systematic methodology to address these issues.
This document provides an overview of principles and tools for sustainable economic programming. It discusses:
1. The key principles of programming including defining objectives, strategies to meet objectives, and indicators to measure progress.
2. The programming logic including analyzing the current situation, developing strategies and priorities, and outlining implementation arrangements.
3. Programming tools for analysis like SWOT and problem trees, and for structuring programs like the logical framework approach. The logical framework includes objectives, assumptions, indicators, and helps ensure objectives are consistent and progress can be measured.
Iese mba team a1 braval proposal for a sustainability reportgetinvolvedraval
The document provides an executive summary and assessment of a company's Communication on Progress (COP) report regarding its support of the UN Global Compact (GC) and its 10 principles. The summary identifies 4 key areas for improvement: 1) strengthening the introduction; 2) making the connection between company activities and the GC principles more explicit; 3) stating metrics for past and future performance more clearly; and 4) outlining main recommendations in slide 3. The assessment notes specific sections that require more details and clarity in measuring outcomes and relating activities to GC principles. Recommendations are provided to address each area for a stronger future COP report.
The document discusses balancing NASA's portfolio within tight budgets between successful programs and maintaining institutional capabilities. It addresses whether programs and institutions are competing priorities or if a competitive environment is healthy. It also questions if NASA can succeed with only one or the other. The document also notes challenges around effectively managing NASA's aging infrastructure portfolio, given it controls over 5,400 buildings and structures. Finally, it outlines NASA's budget formulation process and timeline, which allows only a small window for integrating program and institutional budgets.
The document outlines an M&E training to be held at the Travellers Beach Hotel. The training will cover methods of data collection, organization, analysis, reporting and presentation of M&E results. Key topics will include project control tools like Gantt charts, milestone charts, and earned value analysis which compares planned to actual performance to monitor project progress. The overall goal is to help participants explore best practices for monitoring and evaluating projects.
The PforR Instrument was introduced in January 2012 as World Bank’s third Instrument in addition to Investment Project Financing (IPF) and Development Policy Financing (DPF).
This presentation was given at the OECD Technical Workshop on Results-Based Funding, 19-20 May 2014, run by the OECD Development Assistance Committee (DAC) Network on Development Evaluation together with the German Development Institute (DIE).
The DAC Network on Development Evaluation (EVALNET) contributes to better development results using evaluation to build a strong evidence base for policy making and for learning.
More on DIE: http://www.die-gdi.de/en/
More on EVALNET: http://www.oecd.org/development/evaluation/
Global Trends in the Design and Implementation of Financial Management Inform...icgfmconference
The document summarizes a study on trends in financial management information system (FMIS) projects from 1984 to 2010. Some key findings are that political commitment, adequate preparation, careful prioritization and sequencing, and developing institutional capacity early are crucial for success. It also suggests that FMIS implementation typically takes 6-7 years and follows a methodology of assessing needs, customized solution design, capacity strengthening, and long-term implementation and support.
Presentation on Incorporating DRR issues into the WASH program of the Governm...Shakeb Nabi
This is a study conducted by NARRI (National Alliance for Risk Reduction and Response Initiatives to assess the current WASH program of the Government of Bangladesh and how Disaster Risk Reduction can be incorporated into the same.
The project is being funded by European Commission Humanitarian Aid and Civil Protection. For further information please contact Shakeb Nabi (nabi.shakeb@gmail.com). Please also visit our website www.narri-bd.org
we also post lots of interesting stuffs on DRR on our facebook (NARRI Bangladesh). We encourage you to become member of the same
Monitoring involves systematically collecting and analyzing data during project implementation to inform decision making, ensure activities are on track, and identify any needed corrections. Evaluation assesses projects after completion to determine relevance, effectiveness, efficiency, sustainability, and impact. Both processes provide information for accountability and learning, with monitoring focusing on operational performance and evaluation making judgments about overall achievement of objectives.
The document provides an overview of the PEFA (Public Expenditure and Financial Accountability) program and framework, including the purpose of revising the framework. It discusses progress made in revising the framework to date, including proposed changes based on task team work and testing. Key proposed changes include removing some indicators, adding new indicators for fiscal strategy, public investment management, and asset management, and making revisions to several existing indicators. Next steps include further testing and refinement of proposals, and a target approval and release of a revised framework by the end of 2014.
This document provides an overview of results-based management (RBM) concepts used by UNDP Myanmar. It discusses the key principles of the Paris Declaration on aid effectiveness including ownership, alignment, harmonization, results, and mutual accountability. It then defines what constitutes a result and explains how to define results by analyzing the country situation, stakeholder needs, and desired outcomes. The document outlines different types of analysis used in RBM including causal, role/pattern, capacity, and rights-based analysis. It also discusses defining indicators, baselines and targets, and analyzing assumptions and risks. The goal of RBM is to focus on achieving development results and measure performance objectively.
The document describes the project cycle and performance management system used by the Asian Development Bank (ADB). It includes key stages in the project cycle from identification to closure. Several important documents are produced along the cycle, including the project concept paper, PPTA paper, project design report, review report and recommendation of the president, project administration memorandum, and project completion report. The document provides checklists to ensure quality in the preparation of key documents. It aims to be a quick reference guide for staff on ADB's project cycle and performance management.
This document discusses the role of IMED and project directors in monitoring and evaluation of development projects in Bangladesh. It provides background on IMED, outlining its functions in monitoring ongoing projects through collection of data and field inspections. IMED also conducts evaluations of completed projects through terminal evaluations and impact assessments of selected projects. The document contrasts monitoring as a continuous process to ensure progress against plans, with evaluation as a periodic assessment of outcomes and impacts. It describes various IMED tools and formats used for data collection and monitoring of projects over their life cycles.
This document provides an overview of programming concepts and tools used for sustainable economic development planning. It discusses principles of programming such as defining objectives, strategies, and indicators. Two key tools are analyzed in depth: SWOT analysis to identify strengths, weaknesses, opportunities, and threats, and logical framework analysis to structure the hierarchy of objectives, assumptions, indicators, and activities. The document uses examples to demonstrate how these tools can be applied at both the program and project levels of development planning.
"Monitoring and Evaluation System for CAADP Implementation", presentation by Babatunde Omilola at the CAADP Monitoring and Evaluation Framework Validation Workshop held at the Indaba Hotel, Johannesburg, South Africa March 1-3, 2010.
Presentation titled, 'Improving Public Investment Management in the Caribbean,' delivered by Dr. Wendell Samuel, CARTAC Center Coordinator at the Conference, 'Project Cycle Management Conference - A Cornerstone of Implementation and Delivery,' September 2019 in St. George's Grenada.
1. Project Cycle Management (PCM) is an approach adopted by the European Commission in 1992 to design and manage projects based on the Logical Framework Approach.
2. The project cycle includes identification, formulation, preparation and appraisal, commitment, implementation, and evaluation and audit phases.
3. During the identification and formulation phase, project ideas are developed and feasibility is assessed to determine if a formal proposal should be prepared.
This document outlines the monitoring and evaluation strategy for a partnership between IFAD and IFPRI to develop policies on climate change mitigation and market access. It describes the overall objective to develop a comprehensive M&E strategy and defines M&E as a tool to regularly assess project implementation, operation, and progress toward targets. The stages of M&E are identified as consultation, development, and feedback. Specific outcomes and indicators will be established and benchmarked, with a mid-term review to assess progress relative to targets. Detailed feedback will ensure corrective actions and lessons learned are identified.
The document summarizes the objectives and agenda of the Fourth SIAP Management Seminar for the Heads of National Statistical Offices in Asia and the Pacific, which aimed to introduce results-based project planning and management using the logical framework approach. The three-day seminar would cover an overview of results-based management, the logical framework approach, key issues in program and project management, and experiences of national statistical organizations in managing programs and projects. National statistical office heads would learn the basic principles of results-based management and logical framework analysis to apply in their own program and project planning, monitoring, and evaluation.
Global strategy execution and it accountability an accelerator approachReddappa Gowd Bandi
This artifact is a research artifact based on multi year experience across the 10's of customers across number of countries.
Main focus of this research paper is,
1.How an corporate/organization's strategy will be translated into a Implementation level Blueprint
2.Process and actions involved in such an effort
3.How the Blue print helps to arrive to a execution plan through organizational structure, processes and systems/platforms.
4.And how IT is accountable in such plan preparation at detailed level
5.What would be those Strategy acceleratores
6.How those accelerators can become an IP based Corporate based accelerators' framework.
Also paper provides the details at 10ft level with all necessary stakeholders in the strategy execution process and standard workflow process involved in these kinds of successful strategy programs.
This will be extensible/tailorable to any organization or IT group based on organizational interest and structure. The accountability matrix is going to be standard one. These accelerators/approches are readily implementable and timeline depends on the organization/business complexity.
This document provides an overview of development planning in Malaysia. It discusses the transition to a more outcome-based approach for the 10th Malaysia Plan from the previous input-output based approach. Specifically, it summarizes the planning horizon and machinery in Malaysia including long, medium, and short term plans. It also summarizes the key findings and policy shifts resulting from the mid-term review of the 9th Malaysia Plan, including a greater focus on measuring project outcomes and stakeholder participation.
Pmi Project Management Core Problems Uet Dec 22 09Khalid0211
This document discusses core problems with project management in the public sector in Pakistan. It provides examples of cost overruns, delays, and unsatisfactory outcomes on public projects. Reasons for failures include wrong project selection and scope, poor planning and execution, and biases in project roles. It advocates for applying established project management standards and processes like the Project Management Body of Knowledge to improve outcomes. These include integrated programming, accurate cost estimating, using tools like earned value analysis for monitoring, and incentivizing roles to prioritize schedule and cost control. Adopting project management practices could significantly reduce inflationary costs on projects and provide returns on investments in project management capabilities.
Investment planning and public investment plans: Inssues and Best PracticesJean-Marc Lepain
This presentation goes through the issues in investment appraisal that result in poor outcomes. It introduces Public Investment Plans as a systematic methodology to address these issues.
This document provides an overview of principles and tools for sustainable economic programming. It discusses:
1. The key principles of programming including defining objectives, strategies to meet objectives, and indicators to measure progress.
2. The programming logic including analyzing the current situation, developing strategies and priorities, and outlining implementation arrangements.
3. Programming tools for analysis like SWOT and problem trees, and for structuring programs like the logical framework approach. The logical framework includes objectives, assumptions, indicators, and helps ensure objectives are consistent and progress can be measured.
Iese mba team a1 braval proposal for a sustainability reportgetinvolvedraval
The document provides an executive summary and assessment of a company's Communication on Progress (COP) report regarding its support of the UN Global Compact (GC) and its 10 principles. The summary identifies 4 key areas for improvement: 1) strengthening the introduction; 2) making the connection between company activities and the GC principles more explicit; 3) stating metrics for past and future performance more clearly; and 4) outlining main recommendations in slide 3. The assessment notes specific sections that require more details and clarity in measuring outcomes and relating activities to GC principles. Recommendations are provided to address each area for a stronger future COP report.
The document discusses balancing NASA's portfolio within tight budgets between successful programs and maintaining institutional capabilities. It addresses whether programs and institutions are competing priorities or if a competitive environment is healthy. It also questions if NASA can succeed with only one or the other. The document also notes challenges around effectively managing NASA's aging infrastructure portfolio, given it controls over 5,400 buildings and structures. Finally, it outlines NASA's budget formulation process and timeline, which allows only a small window for integrating program and institutional budgets.
The document outlines an M&E training to be held at the Travellers Beach Hotel. The training will cover methods of data collection, organization, analysis, reporting and presentation of M&E results. Key topics will include project control tools like Gantt charts, milestone charts, and earned value analysis which compares planned to actual performance to monitor project progress. The overall goal is to help participants explore best practices for monitoring and evaluating projects.
The PforR Instrument was introduced in January 2012 as World Bank’s third Instrument in addition to Investment Project Financing (IPF) and Development Policy Financing (DPF).
This presentation was given at the OECD Technical Workshop on Results-Based Funding, 19-20 May 2014, run by the OECD Development Assistance Committee (DAC) Network on Development Evaluation together with the German Development Institute (DIE).
The DAC Network on Development Evaluation (EVALNET) contributes to better development results using evaluation to build a strong evidence base for policy making and for learning.
More on DIE: http://www.die-gdi.de/en/
More on EVALNET: http://www.oecd.org/development/evaluation/
Global Trends in the Design and Implementation of Financial Management Inform...icgfmconference
The document summarizes a study on trends in financial management information system (FMIS) projects from 1984 to 2010. Some key findings are that political commitment, adequate preparation, careful prioritization and sequencing, and developing institutional capacity early are crucial for success. It also suggests that FMIS implementation typically takes 6-7 years and follows a methodology of assessing needs, customized solution design, capacity strengthening, and long-term implementation and support.
Presentation on Incorporating DRR issues into the WASH program of the Governm...Shakeb Nabi
This is a study conducted by NARRI (National Alliance for Risk Reduction and Response Initiatives to assess the current WASH program of the Government of Bangladesh and how Disaster Risk Reduction can be incorporated into the same.
The project is being funded by European Commission Humanitarian Aid and Civil Protection. For further information please contact Shakeb Nabi (nabi.shakeb@gmail.com). Please also visit our website www.narri-bd.org
we also post lots of interesting stuffs on DRR on our facebook (NARRI Bangladesh). We encourage you to become member of the same
Monitoring involves systematically collecting and analyzing data during project implementation to inform decision making, ensure activities are on track, and identify any needed corrections. Evaluation assesses projects after completion to determine relevance, effectiveness, efficiency, sustainability, and impact. Both processes provide information for accountability and learning, with monitoring focusing on operational performance and evaluation making judgments about overall achievement of objectives.
The document provides an overview of the PEFA (Public Expenditure and Financial Accountability) program and framework, including the purpose of revising the framework. It discusses progress made in revising the framework to date, including proposed changes based on task team work and testing. Key proposed changes include removing some indicators, adding new indicators for fiscal strategy, public investment management, and asset management, and making revisions to several existing indicators. Next steps include further testing and refinement of proposals, and a target approval and release of a revised framework by the end of 2014.
This document provides an overview of results-based management (RBM) concepts used by UNDP Myanmar. It discusses the key principles of the Paris Declaration on aid effectiveness including ownership, alignment, harmonization, results, and mutual accountability. It then defines what constitutes a result and explains how to define results by analyzing the country situation, stakeholder needs, and desired outcomes. The document outlines different types of analysis used in RBM including causal, role/pattern, capacity, and rights-based analysis. It also discusses defining indicators, baselines and targets, and analyzing assumptions and risks. The goal of RBM is to focus on achieving development results and measure performance objectively.
The document describes the project cycle and performance management system used by the Asian Development Bank (ADB). It includes key stages in the project cycle from identification to closure. Several important documents are produced along the cycle, including the project concept paper, PPTA paper, project design report, review report and recommendation of the president, project administration memorandum, and project completion report. The document provides checklists to ensure quality in the preparation of key documents. It aims to be a quick reference guide for staff on ADB's project cycle and performance management.
This document discusses the role of IMED and project directors in monitoring and evaluation of development projects in Bangladesh. It provides background on IMED, outlining its functions in monitoring ongoing projects through collection of data and field inspections. IMED also conducts evaluations of completed projects through terminal evaluations and impact assessments of selected projects. The document contrasts monitoring as a continuous process to ensure progress against plans, with evaluation as a periodic assessment of outcomes and impacts. It describes various IMED tools and formats used for data collection and monitoring of projects over their life cycles.
The document provides a quick reference guide to the Asian Development Bank's Project Performance Management System. It outlines the key stages and documents in the ADB project cycle, including project identification, appraisal, implementation, and closure. It also summarizes the criteria used to evaluate project success and key aspects of quality assurance for project design.
The document discusses the Logical Framework Approach (LFA), a systematic planning procedure used for project cycle management. It was developed in the 1960s to improve development project planning and monitoring. The LFA uses a Logframe Matrix to map out the key components of a project, including goals, objectives, outputs, inputs, and assumptions. It helps stakeholders agree on project success criteria and ensures a logical relationship between project activities and intended outcomes. The Logframe Matrix is a participatory tool that incorporates stakeholder views and defines measurable indicators and means of verification for objectives. It also identifies external factors and assumptions that could impact the project.
The document discusses the logical framework approach (LFA), a systematic planning procedure used for project cycle management. It was developed in the 1960s by organizations like USAID and GTZ to improve development project planning and monitoring. The key aspects of the LFA include: (1) developing a hierarchy of goals, purposes, outputs and activities with clear cause-effect relationships; (2) specifying objectively verifiable indicators and means of verification for measuring progress and success; and (3) identifying important assumptions and risks outside the project's control that could affect success. The logical framework matrix visually captures these elements to facilitate participatory planning, implementation, monitoring and evaluation of a project.
M&E, photography and success stories documentationJosiah Mukoya
The document provides an overview of a training for local partners of Mercy Corps on monitoring and evaluation systems development, photography documentation, and documenting success stories. The training aims to strengthen partners' ability to monitor and evaluate their youth programs, which seek to address unemployment and its role in violence. It covers key M&E concepts like monitoring, evaluation, and indicators. It also outlines the M&E plan and tools for Mercy Corps' LEAP II youth program, and roles for collecting and reporting data.
To push the preparation of national project proposals within the regional context: Governments and donors advocacy for more investment in controlling FMD - To present an overview of the Logical Framework approach and discuss it as a possible model for the preparation of national project proposals.
Including Key messages for advocacy as well as an explanation of
The OIE PVS Pathway.
J. Domenech
On behalf of the GF TADs Working Group
E-PASS Inception Project Management and Oversightepass2015
The document discusses the Global Environmental Facility (GEF) and outlines its role in financing projects that benefit global environmental issues. It then summarizes UNDP's responsibilities in implementing GEF-funded projects, including delegation of authority, monitoring and evaluation, and reporting. The document also provides an overview of the typical project cycle from approval through closure. It emphasizes the importance of adaptive management and being responsive to changes during implementation. Key aspects of reporting progress like inception reports and annual project implementation reviews are also summarized. Finally, the document outlines UNDP's risk management system for GEF projects.
The document summarizes a plan to assist with restructuring the National Development Foundation of Jamaica (NDFJ). The plan involves 5 building blocks: identifying change drivers, developing change strategists and strategic decisions, installing individual implementers and change champions, creating action vehicles for change recipients, and disseminating the strategic plan locally. It also outlines 8 key elements for formalizing change, including developing standards and metrics to monitor progress. The basis for change will be using stakeholder input to improve information and encourage incremental experimentation. Control will be exercised through motivating staff and setting limits while encouraging learning.
The document discusses the Logical Framework Approach (LFA), a systematic planning procedure used for project management. It describes the history and key features of the Logical Framework Matrix, including its hierarchy of objectives from activities to goal. The matrix maps the logical relationships between project components and defines objectives, indicators, assumptions and risks. It is a tool used for planning, monitoring and evaluating projects.
This document discusses participatory monitoring and evaluation (PM&E) and its implementation in projects in China. It defines PM&E as a process that involves stakeholders at different levels in monitoring, evaluating, and acting on the results of particular projects or policies. It discusses why PM&E is needed, how it was implemented in two projects in China, and what the benefits and challenges of PM&E were. Key recommendations include making PM&E part of the regular monitoring and evaluation systems of development projects and allocating sufficient funds for PM&E activities.
This document discusses participatory monitoring and evaluation (PM&E) and its implementation in projects in China. It defines PM&E as a process that involves stakeholders at different levels undertaking monitoring and evaluation of a project or program. It discusses why PM&E is needed, how it was implemented in two projects in China, and lessons learned. Key benefits of PM&E included enhanced capacity and sustainability of local development initiatives.
The document discusses the logframe, a tool used to design projects to achieve measurable results. It describes the logframe as a table with four columns and rows that presents the intervention logic, indicators, means of verification, and assumptions. It explains each element of the logframe including overall objective, purpose, results, activities, indicators, means of verification, and assumptions. The logframe is used to organize project information in a clear, concise manner to help with formulation, implementation, and evaluation.
Our presentation on M&E for the Strengthening the Dairy Value Chain project in Bangladesh, delivered at the Market Engagement and Learning Event, September 2012.
Monitoring and Evaluation for e-Governance Projects powerpoint presentation created by Lalengzuala, System Administrator, Department of Information & Communication Technology, Govt. of Mizoram.
This presentation is created based on the 'Monitoring and Evaluation Framework'.
Regional Development and RBM: Proposals for improvementGIZ Moldova
The document discusses improving results-based management (RBM) in regional development areas in Moldova. It identifies weaknesses in how results are currently defined and measured in the National Strategy for Regional Development, regional development strategies, and projects. It provides recommendations to strengthen the results focus, including better defining indicators and targets, improving monitoring and evaluation, clarifying the relationship between national and regional strategies, and providing training and support to regional development agencies.
Monitoring and Evaluation Plan (Theory of change, results framework, Logframe...Scoffy Wangang
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1. BNTF 7 Programme
“Adding Value and Strength to Our
Communities”
Results Monitoring Framework
Outcome Results
Management information System
BNTF Project Launch Workshops
Presenter: George L. W. Yearwood Jnr.
Designation: Operations Officer, BNTF, SSD
Department: Projects, CDB
Period: April - June 2013
2. Rationale for a Results Based
Approach
“In today’s world, it is essential to provide
evidence-based information about public sector
performance to meet the public’s need to know,
create political transparency, and enable
governments and politicians to guide their
performance and learn ways to improve it.”
(Source: SourceBook on Emerging Good Practice in Managing for
Development Results – 3rd Edition)
3. What are Results?
Results are changes in a state or condition
that derive from a cause-and-effect
relationship.
There are three types of such changes
(intended or unintended, positive and/or
negative) that can be set in motion by a
development intervention –
outputs, outcomes and impacts.
- UNDG agreed RBM terminology
4. IMPACT
RESULTS
are changes in a
state or condition
that derive from a OUTCOME
CONTROL & RESPOSIBILITY
cause-and-effect
MAKING A DIFFERENCE
relationship.
OUTPUTS
ACTIVITIES
INPUTS
* Based on OECD/DAC Glossary of Key Terms in Evaluation and Results-based Management
5. What is Results Based
Management?
• RBM is a management strategy by which all actors
ensure that their processes, products and
services contribute to the achievement of desired
results (outputs, outcomes and higher level goals
or impact)
• A key component of RBM is performance monitoring
which is to objectively measure how well results are
being achieved, and report on measures taken to
improve them.
7. Planning and Monitoring instruments
National plans/strategies; PRSP; …
CDB SDF 7 Priorities
CDB Country Strategy Paper (CSP)
PLANNING
Poverty Reduction Action Plan (PRAP)
MONITORING
Country Project Portfolio (CPP)
BNTF 7 Annual Work
BNTF 7 Grant
Project Plan & Budget
Agreement
document (AWPB)
7
8. BNTF 7 Results Monitoring
Framework
The BNTF 7 Programme rationalizes activities with
regional development programmes and non-
governmental/private sector interventions. Summarized
in two tools (see handouts):
• A notional Log Frame (LF)
• An Indicative Results Monitoring Framework (RMF)
Why notional LF? Why indicative RMF?
9. BNTF 7 Results Monitoring
Framework
Overall BNTF 7 Programme LF and RMF
will be refined using contribution of:
– LF for each Project (BZE, DOM etc.) developed
as part of PRAP review & CPP development
– Output of CDB-funded regional TAs at start up
of BNTF 7.
11. RMF Components in Focus
Development Impact
Outcome
Outputs
Intermediate Outputs
Baseline year is 2013
12. Performance Monitoring
• Expectations from Participating
Country (PC), eg.
– Government commitment
– Demand for targeted interventions
– Contributions (in-kind and financial)
– Monitoring & Reporting
• Expectations from CDB, eg.
– Financial support
– Technical Assistance
– Catalytic role for channeling demand
13. Monitoring and Evaluation (M&E)
What’s the difference?
Q
Monitoring Impact Evaluation
Focus Focus
Outcomes
•Occurs •Occurs at
continuously
Outputs specific points
during during execution,
execution and close-out and
close-out post-
Inputs implementation
•Focuses
mainly on •Focuses mainly
achievement of on achievement of
deliverables results
14. Roles & Responsibilities
• Government
– Overall Strategy - PRAP
• OE
– Implementation of strategy
– Decisions regarding selection of sub-projects
– Alignment of sub-projects with expected results
– Outcomes focused
• IA
– Day-to-day functioning
– Monitoring and reporting
16. Implications for Operations
• Closer collaboration with ministries’ and
agencies’ with BNTF Project.
• Clearer understanding of contribution to
– National sector priorities
– CDB Strategic Objectives
• Shared decision-making – at CDB and
at country level.
17. Workshop Discussion
• Who leads?
• Project outcomes vs. Ministries’ outcomes:
Is there DIVERGENCE or COMPLIANCE?
• Institutional capacity to report on outcomes
post-implementation. Where are the gaps
and/or challenges?
18. Funding for M&E
Country Projects component:
• Project M&E:
– the development and establishment of an
M&E system for the Project
– participatory monitoring activities by the PMC
and stakeholders
– completion reports
– beneficiary impact assessments.
19. Funding for M&E
CDB Regional Coordination support:
• Programme M&E:
– consultancy services and other activities to
strengthen systems for internal monitoring
through improved MIS technology, additional
training and improved oversight
– performance audits
– case studies
– MTE
– PCR
– Impact Assessments.
20. The BNTF MIS
BNTF Interim Electronic
Management Information System
(MIS) Solution
21. BNTF Interim Solution
The current target for the introduction of the
new BNTF MIS is projected to be May/June
2014
In the interim a requirements specification has
been drafted which when implemented will
support the collection of sub-project basic data
and the relevant information from on-going
monitoring and completions.
22. BNTF Interim Solution
The proposed interim solution will be built
on the principle of the SPMR and SPCR
forms which were used for National MfDR
training in Q1/Q2, 2010.
The solution will cater for capturing the
outputs and initial outcomes for respective
sectors using data from the RMF.
23. BNTF Interim Solution
Technology to be deployed:
• Web based
• Remote country office access across the
internet
• Centralized database
• Secured access with access to country
specific sub-projects
• Knowledge base
Projected delivery: July 2013 (estimated)
24. Thank You!
George L. W. Yearwood Jnr.
Operations Officer, SSD, Projects
Direct: (246) 431-1739
Skype: yearwog
yearwog@caribank.org
Editor's Notes
The Third Edition of the Sourcebook on Emerging Good Practice in Managing for Development Results – World Bank publication Managing for Development Results (MfDR) is about achieving the results of development initiatives and can have dramatic impacts on people’s lives. MfDR, as a concept, centers on holding international agencies, governments and individuals accountable for delivering results to the citizens they seek to assist. Ultimately, managing for results should lead to a sustainable improvement in country development outcomes through country systems. In today’s world, it is essential to provide evidence-based information about public sector performance to meet the public’s need to know, create political transparency, and enable governments and politicians to guide their performance and learn ways to improve it.
Want to avoid the linear view of RBM. Starting point is two-fold: Where we are now (lessons learnt, evaluation findings, SWOT analysis, feedback from other units/RBx, etc)Where we want to be in the future (i.e., the type of organisation we want to be, the way in which we want to meet the needs of our main stakeholders, and the quality and effectiveness of our services)Emphasize – setting aside enough time to plan to monitor, evaluate etc
Simplified results matrix: conflate the two outcome levels into one, with emphasis on strategic but specific enough to country context. Number of priorities & outcomes are optional.
The BNTF Programme will strive to rationalize activities with regional development programmes and non-governmental/private sector interventions. A notional Logical Framework Analysis (LFA) for the Programme is presented at Table 4.1. This will be refined on completion of the M&E framework as part of the start-up activities during the preparatory phase of the Programme. A LFA for each Project will be developed in each PC as part of the PRAP.
The establishment of specific accountability for tracking and reporting within IAs & by CDB. Intended to emphasize the importance of the collection of baseline data, and ongoing reporting on performance indicators related to outputs and outcomes throughout the project cycle.Results Management and Results Frameworks:The requirements and anticipated arrangement for results monitoring and reporting of BNTF 7 are aligned with the LFA at Table 4.1, and the establishment of an improved MIS and specific accountability for tracking and reporting within IAs. These are intended to emphasize the importance of the collection of baseline data, and ongoing reporting on performance indicators related to outputs and outcomes throughout the project cycle. Appendix 4.4 contains details of the indicative Results Monitoring Framework (RMF), including monitoring and notional performance indicators for specific sector and cross-cutting interventions. These will be developed in greater detail in the preparatory phase of the Programme. The Annual Work Plan and Budget will be drafted by November of each year and will specify the activities to be undertaken in the following year, the expected output and budgeted costs on which expenditure will be based. Annual Project Performance Reports will enable CDB staff to assess the performance of the Projects in relation to monitoring indicators. As the RMF indicates, provisions will be made for an MTE and a PCR at Project closing. Independent consultants will be contracted by CDB to conduct the MTE which will be scheduled to allow the recommendations made for enhancing the achievements of BNTF 7 to be implemented within the remaining period of the Programme. A M&E System and Impact Assessment Model will be developed to provide quantitative and qualitative information on performance of the Programme as a whole and the Country Projects. The Draft TOR for the development of a M&E System and Impact Assessment Model is at Appendix 4.5.A Participatory Community M&E is expected to identify the effects on the target beneficiaries with regard to primary welfare, social dynamics, governance, targeting and comparative effectiveness and the sustainability of programme results. The Draft TOR is at Appendix 4.6.
RBM Hand-OutPC must agree on: Development ImpactProject Outcome; and
Develop a new BNTF MIS to provide a closer fit through the use of current technology providing web-based services and the use of workflow to bring symmetry to BNTFOs and increase the collaboration and information-sharing opportunities. The coherent focus on M&E from the early stage of the PRAP development to the stages of sub-project completion will lend support to results reporting.
A M&E System and Impact Assessment Model will be developed to provide quantitative and qualitative information on performance of the Programme as a whole and each Country Project. A Participatory Community M&E to identify the effects on the target beneficiaries with regard to primary welfare, social dynamics, governance, targeting and comparative effectiveness and the sustainability of Programme results.
BNTF 7 M&E activities will enable assessments of outcomes and impacts at the overall Programme and Country Project level, with emphasis on the shared responsibility for sub-projects’ performance and development results. Monitoring activities include: community participatory monitoring; implementation monitoring; financial supervision and audits; and CDB supervision. The role of the IAs and line ministries in the contribution of ongoing data for performance management is critical. The IAs will support the new MIS which is an essential tool for the capture of all project information required for management decision-making. It is the repository of information required for reporting on key performance and development outcomes. The specifics of the M&E requirements of the Programme, including baseline collection, review of notional LFA and indicative RMF to establish performance indicators and targets, as well as costs, roles and responsibilities will be developed in the start-up period. An Impact Assessment will be designed at the start of the Programme and implemented over the Programme cycle. It is expected to identify the effects on the target beneficiaries with regard to primary welfare, social dynamics, governance, targeting and comparative effectiveness and the sustainability of Programme results. Beneficiary Assessments will also form part of project completion activities. The Programme and Project Reporting Schedule is at Appendix 4.16.
Programme Funding:Country Projects component:Project M&E: the development and establishment of an M&E system for the Project; participatory monitoring activities by the PMC and stakeholders; completion reports; and beneficiary impact assessments. Regional Coordination component:Programme M&E: consultancy services and other activities to strengthen systems for internal monitoring through improved MIS technology, additional training and improved oversight. Support will be provided for performance audits; case studies; PCR; MTE; and Impact Assessments.
Programme Funding:Country Projects component:Project M&E: the development and establishment of an M&E system for the Project; participatory monitoring activities by the PMC and stakeholders; completion reports; and beneficiary impact assessments. Regional Coordination component:Programme M&E: consultancy services and other activities to strengthen systems for internal monitoring through improved MIS technology, additional training and improved oversight. Support will be provided for performance audits; case studies; PCR; MTE; and Impact Assessments.