Sustaining the Impact: MEASURE Evaluation Conversation on Health Informatics
Data utilization presentation conference 2010
1. Using M&E Data to guide Policy formulation, programme planning and improvement Kola Oyediran and Samson Bamidele MEASURE Evaluation John Snow Incorporated
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9. What Determines Data Demand and Information Use? POLITICS CULTURE SOCIETY Decision making occurs within political, cultural, and social contexts * Based on PRISM analytical framework (LaFond, Fields et al. 2005 The PRISM: An Analytical Framework for Understanding Performance of Health Information Systems in Developing Countries. MEASURE Evaluation). SYSTEMS APPROACH TECHNICAL APPROACH INDIVIDUAL BEHAVIOR
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20. THANK YOU! Visit us online at http://www.cpc.unc.edu/measure MEASURE Evaluation is funded by the U.S. Agency for International Development (USAID) through Cooperative Agreement GHA-A-00-08-00003-00 and is implemented by the Carolina Population Center at the University of North Carolina at Chapel Hill, in partnership With Futures Group International, John Snow, Inc., Macro International Inc., Management Sciences for Health, and Tulane University. The views expressed in this presentation do not necessarily reflect the views of USAID or the United States government.
Notes de l'éditeur
Stress that the purpose of M&E is to inform ACTION. So, use of M&E information at the program level is inherent in its purpose. M&E is an essential process in providing effective and efficient services and ensuring that programs are relevant and successful. For example, it helps us make informed decisions about such questions as appropriate staffing and other necessary resources. M&E helps us know whether a program is being true to its stated goals and objectives. For instance, …. M&E helps us evaluate whether our programs are having their desired impact. If we want to know how a program is performing we might assess it against targets that have been set for specific indicators by the program or funding agency or government. For instance, we might assess if a breastfeeding program is reaching its goals in providing counseling to pregnant women during ANC and by the percentage of children under six months who are exclusively breastfed. However, for M&E to have this desired impact, M&E data and information must be used strategically by programs, service delivery organizations, policymakers and other stakeholders.
Evidence based decisions lead to better health outcomes. The use of data helps to design and manage health programs, and results in better health outcomes.
Something that can be seen all over the globe in programs and business is that oftentimes people see M&E as policing or as a process meant to criticize and undermine their work. In other situations, an M&E unit is only established for the purpose of reporting… Policymakers, program managers and M&E specialists can be partners in progress – designing new programs, making improvements to plans and programs, policymaking, and at the facility level – identifying gaps and opportunities.
Data demand and utilization are central to achieving evidence-based decision making. We need to consider three aspects of demand for information – not only the quality of the information (technical approach), but also the individuals who use or should use the information, and the health or organizational systems within which they operate. This is called the PRISM framework. This approach to Data Demand and Use is best illustrated by the strategic triangle linking Technical, Individual Behavior, and System. Sustainable demand for high quality health information is most likely to result from a strategy that simultaneously focuses on three fronts - improving technical quality of data and data tools, building individual capacity for understanding and using data, and strengthening the organizational context in support of data collection and use. This strategy should be pursued with a clear appreciation of the importance of understanding the political, cultural, and social context of decision making. In the slides that follow, we will fold individual behavior into systems and consider two ways of initiating the discussion – through the systems in which decisions are made, or through the information which is used or needed. These approaches are not mutually exclusive, but meet up in the middle. However, they do represent different ways of approaching the result of increased user demand.
Ask participants to brainstorm some types of decisions that fit into these categories
Ask participants to brainstorm some types of decisions that fit into these categories
This slide leads nicely into the Decision Calendar
It is important to note that there are many other legitimate factors that influence decision-making outside of evidence-based data and information.
Understanding how programs work and the reporting systems of the organizations reporting data, can help you to establish effective and useful feedback to reporters and other stakeholders at the community, district and regional levels. It is a two-way process. By understanding the intended audiences and what is important to them and their programs, ensuring that people are seeing the value in their reporting of data, will also help to ensure on-time reporting, as well as better quality data. - Also, considering the triangle that I showed earlier, we need to engage stakeholders to discuss what deicsions they make and what information they may find helpful. Training and supervision to support reporting and documentation is very important – including quality feedback to lower levels. Finally, a common understanding among those who deliver services and report on them, those who analyze the data and those who need the information
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