Monitoring and evaluation Learning and DevelopmentSESH SUKHDEO
The document outlines steps for monitoring and evaluation (M&E) including: understanding existing documentation and systems, gathering M&E information, enhancing stakeholder buy-in, preparing a detailed M&E plan with indicators, baselines and targets, establishing an implementation team, providing training, and closely monitoring implementation against indicators. It also discusses key concepts in M&E like the difference between monitoring and evaluation, levels of evaluation, and participatory M&E.
This document discusses program evaluation models, including the CIPP (Context, Input, Process, Product) model developed by Stufflebeam et al. in the 1960s. The CIPP model guides evaluators in assessing a program's context, inputs, processes, and products. Context evaluation assesses needs and priorities. Input evaluation judges resources and strategies. Process evaluation monitors implementation. Product evaluation determines outcomes and whether goals were achieved. The CIPP model provides a systematic framework for evaluation to make judgments about a program's merit and effectiveness.
This document provides an overview of monitoring and evaluation concepts for designing M&E frameworks and plans. It discusses the key components of an M&E framework including objectives, indicators, data collection, responsibilities and frequency. Examples are provided of frameworks for different public health programs addressing problems like maternal mortality and fertility. Participants are guided through exercises to identify health problems, program objectives, and indicators for sample case studies. The document emphasizes establishing valid, reliable and timely indicators that are consistent with program design and aid management and evaluation of progress toward objectives. It also covers developing a full M&E framework with defined indicators, data sources and collection responsibilities.
The document discusses participatory approaches to education. It describes how participatory approaches aim to solve learners' real-life problems using the target language. Learners bring problems from outside the classroom. It also discusses levels of participation from passive to self-mobilization. The goal is to empower students to understand social forces impacting their lives and take action to gain more control. Participatory processes build ownership and community ties but generally take longer than expert-driven approaches due to the need for agreement.
The document introduces project execution and the need to develop a Project Execution Plan to outline responsibilities and procedures for delivering agreed upon project outputs, as the plan expands on the Project Business Plan by specifying day-to-day management controls. A Project Execution Plan is developed when a project proposal is approved, and requires knowledge of developing detailed project plans, schedules, quality procedures, reporting, purchasing if needed, risk management, and cost control. The main outputs of project planning include the project execution plan and controls, progress reports, action item logs, project cost control, training plans, risk logs, and lessons learned.
The document discusses monitoring and evaluation (M&E) of health programs, defining monitoring as the routine collection of data to track progress towards objectives, while evaluation assesses the impact of a program by measuring outcomes at baseline and endline using a control group. It provides guidance on developing M&E plans, including describing programs and expected outcomes, identifying indicators, data collection sources and schedules, and disseminating findings to inform decision-making.
Identifying the basic purposes and scope of M&E. Describing the functions of an M&E plan. Identifying and understanding the main components of an M&E plan
Monitoring and evaluation Learning and DevelopmentSESH SUKHDEO
The document outlines steps for monitoring and evaluation (M&E) including: understanding existing documentation and systems, gathering M&E information, enhancing stakeholder buy-in, preparing a detailed M&E plan with indicators, baselines and targets, establishing an implementation team, providing training, and closely monitoring implementation against indicators. It also discusses key concepts in M&E like the difference between monitoring and evaluation, levels of evaluation, and participatory M&E.
This document discusses program evaluation models, including the CIPP (Context, Input, Process, Product) model developed by Stufflebeam et al. in the 1960s. The CIPP model guides evaluators in assessing a program's context, inputs, processes, and products. Context evaluation assesses needs and priorities. Input evaluation judges resources and strategies. Process evaluation monitors implementation. Product evaluation determines outcomes and whether goals were achieved. The CIPP model provides a systematic framework for evaluation to make judgments about a program's merit and effectiveness.
This document provides an overview of monitoring and evaluation concepts for designing M&E frameworks and plans. It discusses the key components of an M&E framework including objectives, indicators, data collection, responsibilities and frequency. Examples are provided of frameworks for different public health programs addressing problems like maternal mortality and fertility. Participants are guided through exercises to identify health problems, program objectives, and indicators for sample case studies. The document emphasizes establishing valid, reliable and timely indicators that are consistent with program design and aid management and evaluation of progress toward objectives. It also covers developing a full M&E framework with defined indicators, data sources and collection responsibilities.
The document discusses participatory approaches to education. It describes how participatory approaches aim to solve learners' real-life problems using the target language. Learners bring problems from outside the classroom. It also discusses levels of participation from passive to self-mobilization. The goal is to empower students to understand social forces impacting their lives and take action to gain more control. Participatory processes build ownership and community ties but generally take longer than expert-driven approaches due to the need for agreement.
The document introduces project execution and the need to develop a Project Execution Plan to outline responsibilities and procedures for delivering agreed upon project outputs, as the plan expands on the Project Business Plan by specifying day-to-day management controls. A Project Execution Plan is developed when a project proposal is approved, and requires knowledge of developing detailed project plans, schedules, quality procedures, reporting, purchasing if needed, risk management, and cost control. The main outputs of project planning include the project execution plan and controls, progress reports, action item logs, project cost control, training plans, risk logs, and lessons learned.
The document discusses monitoring and evaluation (M&E) of health programs, defining monitoring as the routine collection of data to track progress towards objectives, while evaluation assesses the impact of a program by measuring outcomes at baseline and endline using a control group. It provides guidance on developing M&E plans, including describing programs and expected outcomes, identifying indicators, data collection sources and schedules, and disseminating findings to inform decision-making.
Identifying the basic purposes and scope of M&E. Describing the functions of an M&E plan. Identifying and understanding the main components of an M&E plan
A presentation for my Ed. D. Degree Program relating to Program Evaluation Models: Developers of the Management-Oriented Evaluation Approach and their Contributions;
How the Management-Oriented Evaluation Approach Has Been Used; Strengths and Limitations of the Management-Oriented Evaluation Approach; Other References, Questions for Discussion
Participatory Monitoring and Evaluation background, concepts and principles, goals of PM&E, the PM&E process, stakeholder analysis, PM&E framework, plan, worksheet, a case study using PM&E
Policy Making and Decision Making in EducationDjadja Sardjana
What is Policy?
Decision makers, who are used to depending on their past experiences, must make decisions and take actions in the rapidly changing world we face today. In this turbulent environment, the ability to successfully view the current situation through the traditional "good judgment" viewpoint is weakened through increasing external noise (a multitude of information sources on multiple topics) and changing paradigms of how we think about social, cultural, organizational and economic issues, creating internal noise within our prevailing mental models. These noises skew our perception of what is really happening in the world. In addition to facing this constant flux, leaders are being asked to choose the path to the future as well as to explain exactly how they plan to get there. Before putting a stake in the sand, leaders begin by developing and testing hypotheses about possible scenarios, and then eliminate numerous courses of action until a small set of viable choices remain. Once the decision to act is made, the communication of the new initiatives begins. The results of these initiatives usually produce some expected behavior, but almost always, much to our surprise, our actions produce unexpected behavior as well, that once again changes our situation. And so it goes…
This document discusses project management structures and organizational culture. It describes three main project management structures: functional organization, dedicated teams, and matrix structure. It also discusses advantages and disadvantages of each. Additionally, it covers considerations for choosing the appropriate structure and defines organizational culture as the shared norms, beliefs, values and assumptions that bind people together in an organization.
A series of modules on project cycle, planning and the logical framework, aimed at team leaders of international NGOs in developing countries.
New improved version of Writing Project Proposals in February 2014.
This document provides an overview of Community-Based Participatory Research (CBPR) including its history, principles, challenges, and benefits. Some key points:
1) CBPR aims to equitably involve community partners in all stages of research to address issues important to the community and promote social change.
2) Its roots trace back to action research and empowerment models that recognize communities as partners rather than subjects.
3) Challenges include balancing academic and community priorities, building trust over time, and ensuring research is culturally appropriate and sustainable.
4) Benefits include enhancing relevance, validity, translation and sustainability of research findings to improve community health.
This document discusses management-oriented evaluation approaches. It begins by stating that these approaches aim to serve decision makers by providing evaluation information to help with good decision making. It describes the CIPP model created by Stuffbeam which evaluates programs based on Context, Input, Process, and Product. The document also discusses other early evaluation models like the UCLA model. It notes strengths of the management approach include focusing evaluations and linking them to decision making. Potential limitations include the evaluator becoming too aligned with management or evaluations becoming too complex.
This document discusses the importance of results-based monitoring and evaluation (M&E) in government. It defines results-based M&E as regularly collecting data on performance indicators to see if projects are achieving their goals. Traditional M&E focuses only on implementation, while results-based M&E demonstrates whether goals are being met. The document provides examples of a results chain from inputs to long-term goals and explains why selecting outcome indicators is important for monitoring progress toward outcomes. Results-based M&E helps improve management, focus interventions, demonstrate successes, and ensure accountability by showing that programs are producing benefits.
6 M&E - Monitoring and Evaluation of Aid ProjectsTony
A series of course modules on project cycle, planning and the logical framework, aimed at team leaders of international NGOs in developing countries.
This is part 6 of 11, beginning with 2 modules on leadership and conflict resolution, then 9 modules on project cycle management.
This module has 3 handouts and presenter notes as separate documents.
Sample Proposal: http://www.slideshare.net/Makewa/6-watsan-training-sample-proposal-09
Slides as a handout: http://www.slideshare.net/Makewa/6-me-handout
Presenter notes: http://www.slideshare.net/Makewa/6-module-6-presenter-notes
Kevin Escorpiso is applying for a part-time cashier position referred to him by Valentina Latorre. He believes he can meet the expectations of the role with his skills in handling sensitive materials, dealing with large amounts of people, working under pressure, and working well on a team. He has enclosed his resume and can be reached by phone if there are any questions.
The document discusses supervision and monitoring. It defines supervision as overseeing employee productivity and progress. Supervisors convey directives and ensure work is completed. Effective supervision requires skills like coaching, feedback, and performance management. A supervisory checklist is recommended to systematically focus on employee knowledge, skills, activities, and performance. Monitoring is defined as routinely measuring project progress. Key aspects of monitoring include defining objectives, developing indicators, collecting data, and analyzing performance. The document contrasts monitoring, which focuses on oversight and improving efficiency, with evaluation, which assesses effectiveness, impact, and lessons for future projects at the end of a project.
The document discusses developing a project plan and network. It covers constructing a project network using activity-on-node (AON) terminology. The key steps are:
1) Developing a work breakdown structure (WBS) and identifying each activity with a unique number.
2) Constructing the network using AON, with activities represented by nodes and dependencies by arrows.
3) Performing forward and backward passes to calculate earliest/latest start and finish times and determine the critical path.
4) Analyzing slack to identify which activities have no flexibility in scheduling.
This document discusses theory of change and its importance for evaluation. It begins by introducing theory of change and explaining that it is a process for exploring how change happens in a particular context. It then discusses building a theory of change by defining a program, its outcomes and intermediate steps, and identifying assumptions. The document explains that theory of change is important for evaluators to consider process and for programmers to be results-oriented. It also notes a common criticism is that theory of change can oversimplify programs.
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.
Project monitoring and evaluation involves collecting data on project processes, outputs, and outcomes to track progress and inform stakeholders. Monitoring is continuous and internal, while evaluation is periodic and can be internal or external. The key aspects of monitoring include tracking inputs, activities, the process, and outputs, while evaluation assesses outcomes, impacts, efficiency, effectiveness and sustainability. Both use qualitative and quantitative data and involve stakeholders. Participatory monitoring and evaluation engages local people and beneficiaries to better understand impacts and ensure the process is learning-focused and adaptive.
The document provides an overview of monitoring and evaluation methods for programs. It discusses key concepts like monitoring, evaluation, attributes of each, and who conducts them. The five phases of evaluation are outlined: planning, method selection, data collection and analysis, reporting, and implementing recommendations. Specific monitoring and evaluation tools are also described. The overall summary is:
Monitoring and evaluation follow a five phase process including planning, method selection, data collection and analysis, reporting, and implementing recommendations to improve programs. Key concepts like monitoring, evaluation, attributes of each, tools used, and who conducts them are outlined.
Monitoring and Evaluation for Project management.Muthuraj K
Monitoring and evaluation (M&E) is a set of techniques used in project management to establish controls and ensure a project stays on track to achieve its objectives. Monitoring involves systematically collecting, analyzing, and using information for management decisions and control. It provides information to identify and solve problems and assess progress. Evaluation determines the effectiveness, efficiency, relevance, impact, and sustainability of a project. Both monitoring and evaluation are important for project management and should be integrated throughout the project cycle.
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.
Trends and insights into current project, programme and portfolio practices. Presented by Michael Cooch, PWC Director (PPM) at APM Governance SIG event on 12th February 2014
This document summarizes the results of a survey of 20 local government performance management programs. It finds that on average, programs have 5 full-time staff and $630,000 in funding. Half are modeled after Baltimore's CitiStat program. Leaders say success requires executive support and a data-driven culture. Programs focus on coaching departments rather than just data analysis. Common benefits include cultural changes around data use and specific process improvements.
A presentation for my Ed. D. Degree Program relating to Program Evaluation Models: Developers of the Management-Oriented Evaluation Approach and their Contributions;
How the Management-Oriented Evaluation Approach Has Been Used; Strengths and Limitations of the Management-Oriented Evaluation Approach; Other References, Questions for Discussion
Participatory Monitoring and Evaluation background, concepts and principles, goals of PM&E, the PM&E process, stakeholder analysis, PM&E framework, plan, worksheet, a case study using PM&E
Policy Making and Decision Making in EducationDjadja Sardjana
What is Policy?
Decision makers, who are used to depending on their past experiences, must make decisions and take actions in the rapidly changing world we face today. In this turbulent environment, the ability to successfully view the current situation through the traditional "good judgment" viewpoint is weakened through increasing external noise (a multitude of information sources on multiple topics) and changing paradigms of how we think about social, cultural, organizational and economic issues, creating internal noise within our prevailing mental models. These noises skew our perception of what is really happening in the world. In addition to facing this constant flux, leaders are being asked to choose the path to the future as well as to explain exactly how they plan to get there. Before putting a stake in the sand, leaders begin by developing and testing hypotheses about possible scenarios, and then eliminate numerous courses of action until a small set of viable choices remain. Once the decision to act is made, the communication of the new initiatives begins. The results of these initiatives usually produce some expected behavior, but almost always, much to our surprise, our actions produce unexpected behavior as well, that once again changes our situation. And so it goes…
This document discusses project management structures and organizational culture. It describes three main project management structures: functional organization, dedicated teams, and matrix structure. It also discusses advantages and disadvantages of each. Additionally, it covers considerations for choosing the appropriate structure and defines organizational culture as the shared norms, beliefs, values and assumptions that bind people together in an organization.
A series of modules on project cycle, planning and the logical framework, aimed at team leaders of international NGOs in developing countries.
New improved version of Writing Project Proposals in February 2014.
This document provides an overview of Community-Based Participatory Research (CBPR) including its history, principles, challenges, and benefits. Some key points:
1) CBPR aims to equitably involve community partners in all stages of research to address issues important to the community and promote social change.
2) Its roots trace back to action research and empowerment models that recognize communities as partners rather than subjects.
3) Challenges include balancing academic and community priorities, building trust over time, and ensuring research is culturally appropriate and sustainable.
4) Benefits include enhancing relevance, validity, translation and sustainability of research findings to improve community health.
This document discusses management-oriented evaluation approaches. It begins by stating that these approaches aim to serve decision makers by providing evaluation information to help with good decision making. It describes the CIPP model created by Stuffbeam which evaluates programs based on Context, Input, Process, and Product. The document also discusses other early evaluation models like the UCLA model. It notes strengths of the management approach include focusing evaluations and linking them to decision making. Potential limitations include the evaluator becoming too aligned with management or evaluations becoming too complex.
This document discusses the importance of results-based monitoring and evaluation (M&E) in government. It defines results-based M&E as regularly collecting data on performance indicators to see if projects are achieving their goals. Traditional M&E focuses only on implementation, while results-based M&E demonstrates whether goals are being met. The document provides examples of a results chain from inputs to long-term goals and explains why selecting outcome indicators is important for monitoring progress toward outcomes. Results-based M&E helps improve management, focus interventions, demonstrate successes, and ensure accountability by showing that programs are producing benefits.
6 M&E - Monitoring and Evaluation of Aid ProjectsTony
A series of course modules on project cycle, planning and the logical framework, aimed at team leaders of international NGOs in developing countries.
This is part 6 of 11, beginning with 2 modules on leadership and conflict resolution, then 9 modules on project cycle management.
This module has 3 handouts and presenter notes as separate documents.
Sample Proposal: http://www.slideshare.net/Makewa/6-watsan-training-sample-proposal-09
Slides as a handout: http://www.slideshare.net/Makewa/6-me-handout
Presenter notes: http://www.slideshare.net/Makewa/6-module-6-presenter-notes
Kevin Escorpiso is applying for a part-time cashier position referred to him by Valentina Latorre. He believes he can meet the expectations of the role with his skills in handling sensitive materials, dealing with large amounts of people, working under pressure, and working well on a team. He has enclosed his resume and can be reached by phone if there are any questions.
The document discusses supervision and monitoring. It defines supervision as overseeing employee productivity and progress. Supervisors convey directives and ensure work is completed. Effective supervision requires skills like coaching, feedback, and performance management. A supervisory checklist is recommended to systematically focus on employee knowledge, skills, activities, and performance. Monitoring is defined as routinely measuring project progress. Key aspects of monitoring include defining objectives, developing indicators, collecting data, and analyzing performance. The document contrasts monitoring, which focuses on oversight and improving efficiency, with evaluation, which assesses effectiveness, impact, and lessons for future projects at the end of a project.
The document discusses developing a project plan and network. It covers constructing a project network using activity-on-node (AON) terminology. The key steps are:
1) Developing a work breakdown structure (WBS) and identifying each activity with a unique number.
2) Constructing the network using AON, with activities represented by nodes and dependencies by arrows.
3) Performing forward and backward passes to calculate earliest/latest start and finish times and determine the critical path.
4) Analyzing slack to identify which activities have no flexibility in scheduling.
This document discusses theory of change and its importance for evaluation. It begins by introducing theory of change and explaining that it is a process for exploring how change happens in a particular context. It then discusses building a theory of change by defining a program, its outcomes and intermediate steps, and identifying assumptions. The document explains that theory of change is important for evaluators to consider process and for programmers to be results-oriented. It also notes a common criticism is that theory of change can oversimplify programs.
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.
Project monitoring and evaluation involves collecting data on project processes, outputs, and outcomes to track progress and inform stakeholders. Monitoring is continuous and internal, while evaluation is periodic and can be internal or external. The key aspects of monitoring include tracking inputs, activities, the process, and outputs, while evaluation assesses outcomes, impacts, efficiency, effectiveness and sustainability. Both use qualitative and quantitative data and involve stakeholders. Participatory monitoring and evaluation engages local people and beneficiaries to better understand impacts and ensure the process is learning-focused and adaptive.
The document provides an overview of monitoring and evaluation methods for programs. It discusses key concepts like monitoring, evaluation, attributes of each, and who conducts them. The five phases of evaluation are outlined: planning, method selection, data collection and analysis, reporting, and implementing recommendations. Specific monitoring and evaluation tools are also described. The overall summary is:
Monitoring and evaluation follow a five phase process including planning, method selection, data collection and analysis, reporting, and implementing recommendations to improve programs. Key concepts like monitoring, evaluation, attributes of each, tools used, and who conducts them are outlined.
Monitoring and Evaluation for Project management.Muthuraj K
Monitoring and evaluation (M&E) is a set of techniques used in project management to establish controls and ensure a project stays on track to achieve its objectives. Monitoring involves systematically collecting, analyzing, and using information for management decisions and control. It provides information to identify and solve problems and assess progress. Evaluation determines the effectiveness, efficiency, relevance, impact, and sustainability of a project. Both monitoring and evaluation are important for project management and should be integrated throughout the project cycle.
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.
Trends and insights into current project, programme and portfolio practices. Presented by Michael Cooch, PWC Director (PPM) at APM Governance SIG event on 12th February 2014
This document summarizes the results of a survey of 20 local government performance management programs. It finds that on average, programs have 5 full-time staff and $630,000 in funding. Half are modeled after Baltimore's CitiStat program. Leaders say success requires executive support and a data-driven culture. Programs focus on coaching departments rather than just data analysis. Common benefits include cultural changes around data use and specific process improvements.
CES 2013 conference - Rethinking the Relationship between Monitoring and Eval...CesToronto
The document discusses rethinking the relationship between evaluation, performance measurement/monitoring, and results-based management (RBM). It notes that while evaluation and performance measurement are meant to complement each other in theory, this complementarity is not always realized in practice. The document observes issues in Canada and internationally where performance measurement has not adequately supported evaluation. It also considers how evaluation and performance measurement can better support RBM and each other through clarifying their uses and users, and building organizational capacity.
Evaluating the performance of OECD Committees -- Kevin Williams, OECD Secreta...OECD Governance
Presentation by Kevin Williams, OECD Secretariat, at the 11th annual meeting of the OECD Senior Budget Officials Performance and Results network, OECD, 26-27 November 2015
SFCG Nepal runs nine peacebuilding programs across 17 districts involving 42 staff. They developed a comprehensive monitoring system to ensure accountability, measure impact, and learn from their work. The system involves developing SMART indicators, conducting baseline studies, collecting and analyzing data, and disseminating findings through monthly monitoring bulletins discussed with managers and partners. While the system provides valuable insights, challenges remain in creating indicators across different impact levels, designing an effective data collection process, and ensuring the data is accessible and useful for all.
This document provides guidance on monitoring and evaluation for partnership-based programs. It discusses the importance of changing the mindset around M&E from merely justifying expenditures to a collaborative learning process. Donors are encouraged to make M&E a learning partnership rather than a performance test. Effective M&E requires a balanced mix of quantitative and qualitative methods. Numbers alone do not capture impact; seeking contributions to meaningful change is more important. Both donors and partner organizations must commit to supporting M&E throughout implementation and using findings to strengthen future work.
This presentation was made by Wojciech ZIELINSKI, OECD, at the 15th Annual Meeting of OECD-CESEE Senior Budget Officials held in Minsk, Belarus, on 4-5 July 2019
Strenghs and weaknesses of CAC 40 materiality assessmentsMarionMartorell
The document discusses materiality assessments conducted by CAC 40 companies. It finds that while transparency around materiality assessments has increased, with most companies publishing materiality matrices, many assessments still lack strategic perspective, representativeness of stakeholders consulted, and follow up. It recommends that companies take a more robust analytical approach to link material issues to risks, opportunities and performance, and engage a wider range of internal and external stakeholders. A strategic, long-term approach integrating materiality more fully into reporting and management would help companies better address sustainability challenges.
This document discusses ranking portfolio initiatives and prioritizing projects. It outlines some of the challenges in defining prioritization criteria and building coherent portfolios. Some key points:
- It is important to define prioritization criteria as part of the strategic planning process to ensure the criteria are impartial.
- Multiple assessment criteria, both qualitative and quantitative, should be used to evaluate initiatives.
- The portfolio needs to be reviewed holistically to ensure balance and synergy across initiatives.
- Initiatives need to be sequenced and integrated properly to minimize competing priorities and maximize benefits.
The County of Gwinnett engaged a consultant to develop an IT Strategic Plan to improve technology and reduce costs. The plan identified 8 strategies including e-Government, content management, governance, and collaboration. It proposed 56 tactical actions over 2 years with estimated costs of $775,000-$2,450,000 initially and $75,000-$240,000 annually. The plan aims to enhance services and internal processes through improved IT.
Taking a Master Planning Approach to YOUR Customer Advocate ProgramKatie Lockett
Reference Managers can be the hub of activity associated to reference requests, marketing, content, and much more. A multitude of roles and projects can leave your program with little vision and lack of executive support that it can stand on its own. Learn how to evaluate your program using a model that will not only help in prioritizing goals but will create a program framework for success. Using this model will ultimately support conversations with leadership, invoke execute support, and help the RM position be seen as a viable asset to the business.
Monitoring involves continuous assessment of project implementation to provide feedback and identify successes and problems. It focuses on schedules, inputs, and services. Evaluation assesses outcomes, impacts, effectiveness, and sustainability. The document discusses the importance of monitoring and evaluation for improving decision-making, achieving outcomes, and organizational learning. It provides definitions and comparisons of monitoring and evaluation. Participatory approaches are emphasized to empower stakeholders. Clear objectives and indicators are needed to measure progress.
What Makes a Good Performance Management Plan? A new tool for managersMEASURE Evaluation
The document provides guidance on what makes a good performance management plan (PMP). It outlines 14 key factors for a quality PMP, including having a clear results framework, indicators that reflect project objectives, and practical plans for collecting high-quality data. A good PMP is easy to follow, with the right level of indicators to assess results while still being manageable. It also identifies costs for implementation and opportunities for evaluation. Developing a strong PMP upfront helps guide effective management and decision making.
This document provides an introduction to monitoring and evaluation and the logical framework approach. It discusses key concepts such as what monitoring and evaluation are, the differences between them, why M&E is important, and the project management life cycle. It also explains the logical framework matrix and how to prepare one. Types of monitoring and evaluation are outlined. The overall purpose is to introduce fundamental M&E concepts.
This document provides an outline for a training on operational dashboards. It begins by comparing scorecards and dashboards, noting that scorecards are used at the strategic level while dashboards are used at the operational and tactical levels. It then covers key concepts for dashboards like objectives, primary and secondary drivers, performance indicators, target setting, and activities. Examples are provided for how these elements come together in an operational dashboard matrix format. The document concludes with a section on target setting that provides a simplified example of how to set targets based on historical performance data using either linear or exponential trending.
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 establishing a project management office (PMO) and outlines several key points:
1. It describes different PMO models and maturity levels, noting that there is no "one size fits all" solution and a PMO must be tailored to an organization's needs.
2. Benefits of a PMO include completing more projects on time and on budget, improved access to project information, and greater organizational satisfaction.
3. Common reasons why PMO implementations fail include lack of buy-in, not demonstrating value, being seen as too authoritative, and not addressing required cultural changes.
4. To be successful, a new PMO must establish recognizable value quickly and avoid being perceived as
In this webinar we will talk about some of outcomes of recent projects along with the implications of those outcomes and how you can adopt some of the ideas into your own projects.
Similaire à Monitoring and Evaluation conceptual frameworks and Management Information Systems at various levels (20)
Small ruminant keepers’ knowledge, attitudes and practices towards peste des ...ILRI
Presentation by Guy Ilboudo, Abel Sènabgè Biguezoton, Cheick Abou Kounta Sidibé, Modou Moustapha Lo, Zoë Campbell and Michel Dione at the 6th Peste des Petits Ruminants Global Research and Expertise Networks (PPR-GREN) annual meeting, Bengaluru, India, 28–30 November 2023.
Small ruminant keepers’ knowledge, attitudes and practices towards peste des ...ILRI
Poster by Guy Ilboudo, Abel Sènabgè Biguezoton, Cheick Abou Kounta Sidibé, Modou Moustapha Lo, Zoë Campbell and Michel Dione presented at the 6th Peste des Petits Ruminants Global Research and Expertise Networks (PPR-GREN) annual meeting, Bengaluru, India, 29 November 2023.
A training, certification and marketing scheme for informal dairy vendors in ...ILRI
Presentation by Silvia Alonso, Jef L. Leroy, Emmanuel Muunda, Moira Donahue Angel, Emily Kilonzi, Giordano Palloni, Gideon Kiarie, Paula Dominguez-Salas and Delia Grace at the Micronutrient Forum 6th Global Conference, The Hague, Netherlands, 16 October 2023.
Milk safety and child nutrition impacts of the MoreMilk training, certificati...ILRI
Poster by Silvia Alonso, Emmanuel Muunda, Moira Donahue Angel, Emily Kilonzi, Giordano Palloni, Gideon Kiarie, Paula Dominguez-Salas, Delia Grace and Jef L. Leroy presented at the Micronutrient Forum 6th Global Conference, The Hague, Netherlands, 16 October 2023.
Preventing the next pandemic: a 12-slide primer on emerging zoonotic diseasesILRI
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help boost feelings of calmness, happiness and focus.
Preventing preventable diseases: a 12-slide primer on foodborne diseaseILRI
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like anxiety and depression.
Preventing a post-antibiotic era: a 12-slide primer on antimicrobial resistanceILRI
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise boosts blood flow, releases endorphins, and promotes changes in the brain which help enhance one's emotional well-being and mental clarity.
Food safety research in low- and middle-income countriesILRI
Presentation by Hung Nguyen-Viet at the first technical meeting to launch the Food Safety Working Group under the One Health Partnership framework, Hanoi, Vietnam, 28 September 2023
The Food Safety Working Group (FSWG) in Vietnam was created in 2015 at the request of the Deputy Prime Minister to address food safety issues in the country. It brings together government agencies, ministries, and development partners to facilitate joint policy dialogue and improve food safety. Over eight years of operations led by different organizations, the FSWG has contributed to various initiatives. However, it faces challenges of diminished government participation over time and dependence on active members. Going forward, it will strengthen its operations by integrating under Vietnam's One Health Partnership framework to better engage stakeholders and achieve policy impacts.
Reservoirs of pathogenic Leptospira species in UgandaILRI
Presentation by Lordrick Alinaitwe, Martin Wainaina, Salome Dürr, Clovice Kankya, Velma Kivali, James Bugeza, Martin Richter, Kristina Roesel, Annie Cook and Anne Mayer-Scholl at the University of Bern Graduate School for Cellular and Biomedical Sciences Symposium, Bern, Switzerland, 29 June 2023.
Assessing meat microbiological safety and associated handling practices in bu...ILRI
Presentation by Patricia Koech, Winnie Ogutu, Linnet Ochieng, Delia Grace, George Gitao, Lily Bebora, Max Korir, Florence Mutua and Arshnee Moodley at the 8th All Africa Conference on Animal Agriculture, Gaborone, Botswana, 26–29 September 2023.
Ecological factors associated with abundance and distribution of mosquito vec...ILRI
Poster by Max Korir, Joel Lutomiah and Bernard Bett presented the 8th All Africa Conference on Animal Agriculture, Gaborone, Botswana, 26–29 September 2023.
Practices and drivers of antibiotic use in Kenyan smallholder dairy farmsILRI
Poster by Lydiah Kisoo, Dishon M. Muloi, Walter Oguta, Daisy Ronoh, Lynn Kirwa, James Akoko, Eric Fèvre, Arshnee Moodley and Lillian Wambua presented at Tropentag 2023, Berlin, Germany, 20–22 September 2023.
Microbial interaction
Microorganisms interacts with each other and can be physically associated with another organisms in a variety of ways.
One organism can be located on the surface of another organism as an ectobiont or located within another organism as endobiont.
Microbial interaction may be positive such as mutualism, proto-cooperation, commensalism or may be negative such as parasitism, predation or competition
Types of microbial interaction
Positive interaction: mutualism, proto-cooperation, commensalism
Negative interaction: Ammensalism (antagonism), parasitism, predation, competition
I. Mutualism:
It is defined as the relationship in which each organism in interaction gets benefits from association. It is an obligatory relationship in which mutualist and host are metabolically dependent on each other.
Mutualistic relationship is very specific where one member of association cannot be replaced by another species.
Mutualism require close physical contact between interacting organisms.
Relationship of mutualism allows organisms to exist in habitat that could not occupied by either species alone.
Mutualistic relationship between organisms allows them to act as a single organism.
Examples of mutualism:
i. Lichens:
Lichens are excellent example of mutualism.
They are the association of specific fungi and certain genus of algae. In lichen, fungal partner is called mycobiont and algal partner is called
II. Syntrophism:
It is an association in which the growth of one organism either depends on or improved by the substrate provided by another organism.
In syntrophism both organism in association gets benefits.
Compound A
Utilized by population 1
Compound B
Utilized by population 2
Compound C
utilized by both Population 1+2
Products
In this theoretical example of syntrophism, population 1 is able to utilize and metabolize compound A, forming compound B but cannot metabolize beyond compound B without co-operation of population 2. Population 2is unable to utilize compound A but it can metabolize compound B forming compound C. Then both population 1 and 2 are able to carry out metabolic reaction which leads to formation of end product that neither population could produce alone.
Examples of syntrophism:
i. Methanogenic ecosystem in sludge digester
Methane produced by methanogenic bacteria depends upon interspecies hydrogen transfer by other fermentative bacteria.
Anaerobic fermentative bacteria generate CO2 and H2 utilizing carbohydrates which is then utilized by methanogenic bacteria (Methanobacter) to produce methane.
ii. Lactobacillus arobinosus and Enterococcus faecalis:
In the minimal media, Lactobacillus arobinosus and Enterococcus faecalis are able to grow together but not alone.
The synergistic relationship between E. faecalis and L. arobinosus occurs in which E. faecalis require folic acid
Evidence of Jet Activity from the Secondary Black Hole in the OJ 287 Binary S...Sérgio Sacani
Wereport the study of a huge optical intraday flare on 2021 November 12 at 2 a.m. UT in the blazar OJ287. In the binary black hole model, it is associated with an impact of the secondary black hole on the accretion disk of the primary. Our multifrequency observing campaign was set up to search for such a signature of the impact based on a prediction made 8 yr earlier. The first I-band results of the flare have already been reported by Kishore et al. (2024). Here we combine these data with our monitoring in the R-band. There is a big change in the R–I spectral index by 1.0 ±0.1 between the normal background and the flare, suggesting a new component of radiation. The polarization variation during the rise of the flare suggests the same. The limits on the source size place it most reasonably in the jet of the secondary BH. We then ask why we have not seen this phenomenon before. We show that OJ287 was never before observed with sufficient sensitivity on the night when the flare should have happened according to the binary model. We also study the probability that this flare is just an oversized example of intraday variability using the Krakow data set of intense monitoring between 2015 and 2023. We find that the occurrence of a flare of this size and rapidity is unlikely. In machine-readable Tables 1 and 2, we give the full orbit-linked historical light curve of OJ287 as well as the dense monitoring sample of Krakow.
Discovery of An Apparent Red, High-Velocity Type Ia Supernova at 𝐳 = 2.9 wi...Sérgio Sacani
We present the JWST discovery of SN 2023adsy, a transient object located in a host galaxy JADES-GS
+
53.13485
−
27.82088
with a host spectroscopic redshift of
2.903
±
0.007
. The transient was identified in deep James Webb Space Telescope (JWST)/NIRCam imaging from the JWST Advanced Deep Extragalactic Survey (JADES) program. Photometric and spectroscopic followup with NIRCam and NIRSpec, respectively, confirm the redshift and yield UV-NIR light-curve, NIR color, and spectroscopic information all consistent with a Type Ia classification. Despite its classification as a likely SN Ia, SN 2023adsy is both fairly red (
�
(
�
−
�
)
∼
0.9
) despite a host galaxy with low-extinction and has a high Ca II velocity (
19
,
000
±
2
,
000
km/s) compared to the general population of SNe Ia. While these characteristics are consistent with some Ca-rich SNe Ia, particularly SN 2016hnk, SN 2023adsy is intrinsically brighter than the low-
�
Ca-rich population. Although such an object is too red for any low-
�
cosmological sample, we apply a fiducial standardization approach to SN 2023adsy and find that the SN 2023adsy luminosity distance measurement is in excellent agreement (
≲
1
�
) with
Λ
CDM. Therefore unlike low-
�
Ca-rich SNe Ia, SN 2023adsy is standardizable and gives no indication that SN Ia standardized luminosities change significantly with redshift. A larger sample of distant SNe Ia is required to determine if SN Ia population characteristics at high-
�
truly diverge from their low-
�
counterparts, and to confirm that standardized luminosities nevertheless remain constant with redshift.
Embracing Deep Variability For Reproducibility and Replicability
Abstract: Reproducibility (aka determinism in some cases) constitutes a fundamental aspect in various fields of computer science, such as floating-point computations in numerical analysis and simulation, concurrency models in parallelism, reproducible builds for third parties integration and packaging, and containerization for execution environments. These concepts, while pervasive across diverse concerns, often exhibit intricate inter-dependencies, making it challenging to achieve a comprehensive understanding. In this short and vision paper we delve into the application of software engineering techniques, specifically variability management, to systematically identify and explicit points of variability that may give rise to reproducibility issues (eg language, libraries, compiler, virtual machine, OS, environment variables, etc). The primary objectives are: i) gaining insights into the variability layers and their possible interactions, ii) capturing and documenting configurations for the sake of reproducibility, and iii) exploring diverse configurations to replicate, and hence validate and ensure the robustness of results. By adopting these methodologies, we aim to address the complexities associated with reproducibility and replicability in modern software systems and environments, facilitating a more comprehensive and nuanced perspective on these critical aspects.
https://hal.science/hal-04582287
SDSS1335+0728: The awakening of a ∼ 106M⊙ black hole⋆Sérgio Sacani
Context. The early-type galaxy SDSS J133519.91+072807.4 (hereafter SDSS1335+0728), which had exhibited no prior optical variations during the preceding two decades, began showing significant nuclear variability in the Zwicky Transient Facility (ZTF) alert stream from December 2019 (as ZTF19acnskyy). This variability behaviour, coupled with the host-galaxy properties, suggests that SDSS1335+0728 hosts a ∼ 106M⊙ black hole (BH) that is currently in the process of ‘turning on’. Aims. We present a multi-wavelength photometric analysis and spectroscopic follow-up performed with the aim of better understanding the origin of the nuclear variations detected in SDSS1335+0728. Methods. We used archival photometry (from WISE, 2MASS, SDSS, GALEX, eROSITA) and spectroscopic data (from SDSS and LAMOST) to study the state of SDSS1335+0728 prior to December 2019, and new observations from Swift, SOAR/Goodman, VLT/X-shooter, and Keck/LRIS taken after its turn-on to characterise its current state. We analysed the variability of SDSS1335+0728 in the X-ray/UV/optical/mid-infrared range, modelled its spectral energy distribution prior to and after December 2019, and studied the evolution of its UV/optical spectra. Results. From our multi-wavelength photometric analysis, we find that: (a) since 2021, the UV flux (from Swift/UVOT observations) is four times brighter than the flux reported by GALEX in 2004; (b) since June 2022, the mid-infrared flux has risen more than two times, and the W1−W2 WISE colour has become redder; and (c) since February 2024, the source has begun showing X-ray emission. From our spectroscopic follow-up, we see that (i) the narrow emission line ratios are now consistent with a more energetic ionising continuum; (ii) broad emission lines are not detected; and (iii) the [OIII] line increased its flux ∼ 3.6 years after the first ZTF alert, which implies a relatively compact narrow-line-emitting region. Conclusions. We conclude that the variations observed in SDSS1335+0728 could be either explained by a ∼ 106M⊙ AGN that is just turning on or by an exotic tidal disruption event (TDE). If the former is true, SDSS1335+0728 is one of the strongest cases of an AGNobserved in the process of activating. If the latter were found to be the case, it would correspond to the longest and faintest TDE ever observed (or another class of still unknown nuclear transient). Future observations of SDSS1335+0728 are crucial to further understand its behaviour. Key words. galaxies: active– accretion, accretion discs– galaxies: individual: SDSS J133519.91+072807.4
Monitoring and Evaluation conceptual frameworks and Management Information Systems at various levels
1. Monitoring and Evaluation conceptual frameworks
and Management Information Systems at various levels
Caroline Kanyuuru
CRP on Livestock (ILRI)
Annual Meeting of the CGIAR MEL CoP, 12 October 2020
1
2. Introduction
◂ The bigger goal is the ability to show a
CGIAR systemic change through
linkages at different levels
◂ Conceptual framework and MIS are
both critical – ppts try to show
complementarity
◂ MARLO experience - MIS linkages at
project, country, centre
2
3. …intro
◂ Project logic linkages – CRP, flagships,
country ToCs
◂ Indicators linkages at various levels
◂ Evaluation
◂ Take note of challenges and reflections
3
8. Challenges, opportunities and
reflections
◂ No linkages between program database
(MARLO) and center database (I.e. One
Corporate System etc)
◂ Are MEL MIS linkage at various levels
more useful/effective? How can we
learn/improve?
8
10. Linkages – Project/program logic
◂ CRP ToC, flagship ToC, Country ToC
developed separately – no clear linkage
10
11. ...project/program logic
◂ No bilateral ToCs/results
frameworks/logframes linked to
flagship ToCs – difficult to concretely
measure & aggregate progress
◂ Planning and reporting through MARLO
borrows some elements
from flagship ToCs but does not follow
flagship ToC logic to measure progress
11
12. Challenges opportunities and
reflections
◂ ToCs (program, flagship, country,
project) separately developed, difficult
to aggregate information/show
systemic change. How to improve?
◂ The difference between AR4D vs
development logic when developing
project logic? Implications?
12
14. Linkages – indicators and
assumptions
◂ CRP and flagship ToCs defined
assumptions - not tested
◂ System level outcomes – not
monitoring & reporting on any
indicators at bilateral project level – to
allow aggregation to system
14
15. …indicators
◂ Program intermediate outcomes –
monitoring attempted by policies and
innovations indicators at mature stages
(OICRs)-project uptake indicator not
implemented
◂ No clear linkages to bilateral project
and country level intermediate
indicators – to allow aggregation
15
16. ...indicators
◂ Program output indicators (CRRI)-
policies, innovations,
partnerships, participants in capacity
development, altmetrics, peer review
papers, project uptake – not followed
served well in standardization
◂ Not clearly linked to bilateral project
output indicators
16
17. Challenges, opportunities and
reflections
◂ Indicators not
available/aligned/monitored to
aggregate data at project, country,
program and system level
◂ The mix of qualitative & quantitative
indicators not clear
◂ Stakeholders & partners
roles/responsibilities when
defining outcome indicators? 17
19. Linkages – Evaluations/evidence
◂ Based on quality assurance at SMO
level
◂ Evidence at System Level Outcomes
was scarce
◂ OICRs designed to capture outcomes –
often lacked evidence
◂ MELIA studies (ex ante-expost) initially
scarce – SMO guidance building
capacity 19
20. Challenges, opportunities and
reflections
◂ No prior evaluations plans
◂ What evaluation criteria is important
(relevance, efficiency, effectiveness,
impact and sustainability) and at what
level to demonstrate systemic change?
20
21. Interactive session
◂ Participants views on challenges,
opportunities and reflections raised
were solicitated using voxvote
◂ Results are in the next slides
21