presentation on m&e, presented by sushanta kumar sarker

Actions for Combating Trafficking-in-Persons (ACT) Program

A SYSTEMATIC TRACKING, ANALYZING AND MEASURING CHANGE TOWARDS SUSTAINABLE INTENDED RESULT

PRESENTATION ON PERFORMANCEM&E

Prepared and Presented by : Sushanta Kumar Sarker,M&E, Specialist

WHAT IS M&E

Focuses on‐going

The regular systematic collection and analysis of information for tracking progress to assist timely decision‐making, ensure accountability andprovide learning to shape strategy for attaining set target as well as statedobjectives

A periodic assessment of the

efficiency, effectiveness,

impact, sustainability and

relevance of a project in the

context of stated objectives.

It is usually undertaken as an

independent examination

with a view to drawing

lessons that may guide future

decision-making.

feedback•Timing of activities & method for data gathering•Important at all levels for all organizations•Necessary mgmt tool to INFORM DECISION‐ MAKINGand DEMONSTRATE ACCOUNTABILI TY


WHY M &E

An effective M&E providesthe abilityto:•Assess to what extent theobjectives of the project arefulfilled•Evaluate how effectively changeis PromotedFoster cooperation and support (public‐private‐people partnerships) Equip managers with a tool for timely information on the progress of ActivitiesFacilitate develop futurestrategy


DecisionMaking

WHY M&E

HUMAN BODY HAS A MONITORING SYSTEM. WHAT DOES PROJECT/

SOCIAL BODY?

Difference between Monitoring and SupervisionMonitoring

Observes performance of project

Supervision

Observes performance of staff as well as projects

Identifies the gap between expected level to

actual level of performance of the project

Identifies deviation from expected level to actual

level of knowledge, skill and attitude of the staff

for keeping trackTakes action

implementation

for the development ofof the Provides support

competency of staff

in project plan in caseMake adjustment

serious deviation

of Take punitive measures against the staff in case

of serious problems

Indicates the need of supervision

activities can be conductedMonitoring

externally

Verifies information collecting during monitoring

and provide regular data to MIS

Supervisory activities can not be conducted

externally

Difference Between Conventional & Participatory Monitoring

Conventional Monitoring Participatory Monitoring

Who Initiates The Donor The Donor +

Project Stakeholder

Purpose DonorAccountability Capacity-building, increase

ownership over results, multi-

stakeholder accountability

Main Focus Predetermined indicators,

measure inputs and outputs

Who Monitors Staff, support organization

ToR

Methods

Designed by Donor with limited input

from project

Survey, Questionnaire, Focus

Groups

Outcome Final report circulated in-house

to Indicators identified by

stakeholders, to measure

process as well as outputs or

outcomes

Staff and different stakeholder

Designed by Project

Stakeholders

Range of methods such as

PRA, Appreciative Inquiry, PLA,

Case study

Better understanding of local

realities, stakeholders involved

Performance Monitoring & Evaluation

Performance monitoring is a systematic process of changes in performance withperformance indicators, which reveals whether desired results are occurring andwhether implementation is on track. (USAID –ADS)

Performance Evaluation:A systematic way to gain insights and reach conclusions about the development hypothesis (original design), utility of performance monitoring (the value of the Performance Management Plan), factors in the development context that may have an impact on the achievement of results (explanation), and the types of actions that need to be taken to improve performance (future action).1 (ADS 203.3.8)

Performance Monitoring & Evaluation

Result Based M&EAre collective efforts being implemented on a largeenough scale to impact the epidemic? (coverage; impact)

Effectivenessdoing Determining Collective

Are interventions working/making a difference? Outcome

Evaluation Studies

doing Are we implementing the program as planned?

Outputs Monitoring

What are we doing?Are we doing it right?

Process Monitoring & Evaluation, Quality Assessments

Core Area of Monitoring & Evaluating

What interventions and resources are needed?

Needs, Resource, Response Analysis & Input Monitoring

Monitoring & Evaluation

What interventions can work (efficacy & effectiveness)?

Efficacy & Effectiveness Studies, Formative & Summative Evaluation, Research Synthesis

What are the contributing factors?

Determinants Research

What is the problem?

Situation Analysis

Problem Identification

LFA &LFMIntervention

Logic

Objectively

verifiable

indicators of

achievements

Sources and

means of

verification

Assumptio

ns

Overall

Objective

Project

purpose

What is LFALFA is a methodology for planning,managing, and evaluating programmersand projects, involving stakeholder

analysis., problem analysis, analysis of

objectives, analysis of strategies,

preparation of the Log frame matrix and

Activity and Resource Schedules.

Expected

Results

Activities

LFM Assumptions

Goal

Assumptions

ObjectivesAssumptions

Outputs

AssumptionsActivities

USAID Sample Result FrameworkPERFORMANCE MONITORING & EVALUATION

TIPS BUILDING A RESULTS FRAMEWORK-USAID

Performance management

Performance management is the systematic process of monitoring the achievements of program operations; collecting and analyzing performance information to track progress toward planned results; using performance information and evaluations to influence assistance objective decision making and resource allocation; and communicating results achieved, or not attained, to advance organizational learning and tell the Agency‘s story.

Performance Management Plan (PMP)

Data Tables

Mission Managementprocess, and Portfolioprojectmanagement

Assessment , Reportand Analytical work

Data Quality Assessment

Evaluation

The Performance Management Plan (PMP) is a tool designed to assist in setting up and managing the process of monitoring, analyzing, evaluating, and reporting progress toward achieving the AO.

PMP


Performance Indicator

Performance indicators define a measure of change for the results identified in a Results Framework (RF).

To assist managers in focusing onthe achievement of developmentresults.

To provide objective evidence thatresults are being achieved.

To orient and motivate staff andpartners toward achieving results.

To communicate USAID achievementsto host country counterparts, other partners, and customers.

To more effectively report resultsachieved to USAID's stakeholders, including the U.S. Congress, Office of Management and Budget, and citizens.

WHY PERFORMANCE INDICATOR

Types of Performance Indicator

CUSTOM INDICATORS

• STANDARD INDICATORS

CONTEXTUAL INDICATORS

Proxy


CRITERIA FOR SELECTING INDICATORS

ObjectiveDirect

Useful for Management

Disaggregated, as necessary

AttributableAdequate


Practical

Indicator Checklist (Sample of USAID)

Performance Monitoring PlanIndicator Definition of

indicatorand Unit of measures

Disaggre Data Source gated by

Method/Appro ach for data collection

Data Acquisition by project

Target

Year‐1

Target year‐2

Frequency Responsible

IR

Sub‐IR

Way Forward Attaining Goal

Skill

CommitmentAccountability

Prepared and Presented by: Sushanta Kumar Sarker

presentation on m&e, presented by sushanta kumar sarker

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