Monitoring is integrated throughout the Program Cycle. The Toolkit is not meant to be exhaustive or static, it aims to provide a set of essential and contextappropriate tools for monitoring and evaluating GBV interventions´ most fundamental aspects in a way that is consistent with GBV guiding principles and M&E best practice. USAID should ensure alignment of monitoring efforts, including sharing information about performance indicators, not only along the levels of the Program Cycle but also between USAID and its implementing partners as well as between implementing partners and their partners or sub-contractors. The kind of analysis necessary depends on the kinds of data that were collected and how those data are intended to be used. Where implementing partners are reporting monitoring data to USAID, there may be reporting requirements stated in awards, such as the requirement for quarterly or annual reports. Overall, the process of selecting and refining the suite of monitoring approaches used in a monitoring plan is an evolving process. The Program Cycle is USAID’s operational model for planning, implementing, assessing, and adapting development programming in a given region or country. This toolkit is to provides support for USAID’s climate risk management process. For any data that are reported externally by the Mission, Data Quality Assessments (DQAs) must be conducted (see the Monitoring Toolkit page on data quality). DPE-5966-A-00-1045-00. Selecting indicators, determining baselines, and setting targets are fundamental aspects of monitoring in the Program Cycle. Find out about career opportunities at USAID. Typically, observation happens in-person, but Missions are also finding creative ways to monitor, such as through satellite imaging and live video feeds. A Country Development Cooperation Strategy (CDCS), or regional equivalent (RDCS), is a formal strategy document that details what a Mission or Washington Operating Unit (OU) intends to achieve over the five years that the strategy will be implemented. Data disaggregation is the process by which performance indicator data are separated into their component parts to meet analytical interests of a Country Development Cooperation Strategy’s (CDCS) Results Framework or a project’s or activity’s logic model. Whether you are designing an agriculture project, writing an agriculture proposal, implementing agriculture activities on the ground, or monitoring and evaluating results. While such a plan must first meet all Agency requirements in terms of including mandatory performance indicators, it should also incorporate the priorities and existing efforts of host country governments, implementing partners, and other donors, to the extent possible, in order to align efforts and reduce data collection and reporting burdens. This training toolkit aims to increase the Monitoring and Evaluation (M&E) capacity, skills and knowledge of those who plan, implement, and... 2009 English Read More. They assist in understanding what is working and what is not in terms of achieving objectives. This should be documented in the PIRS. Collaborating, Learning, and Adapting (CLA) is a framework and a set of practices for strengthening organizational learning and the conditions that enable it throughout the Program Cycle to improve our development effectiveness, and support countries on their Journey to Self-Reliance. The toolkit is organized to inform users how to monitor development interventions. Monitoring Toolkit. Data storage and security standards are governed by a combination of programmatic needs, USAID policy, U.S. Government (USG) policy, and independent institutions such as the Institutional Review Board (IRB). The Activity MEL Plan should also include information on the activity’s Evaluation Plan and Learning Plan. If data are from third-party sources such as a government ministry or international organization, the source of that data should be accompanied by descriptive information on where and how the data can be accessed in the future, such as a link to a website where the data are available. For example, choosing an appropriate number of indicators that are well-defined and accurately monitor results can increase data quality used for reporting and decision-making. It was prepared through the Transparency, Accountability and Performance Indefinite Quantity Contract (TAP IQC), This activity was supported by the United States Agency for International D evelopment (USAID) under Cooperative Agreement No. Note: Some resources and additional links are available only to USAID staff. Targets should be ambitious but achievable given USAID (and potentially other donor or partner) inputs. This is also an opportunity to ensure a consistent data analysis approach across a project or among multiple partners. Complementary monitoring includes complexity-aware monitoring approaches. Learn how you can get involved and lend a hand. Data from these indicators can also inform the Mission’s learning agenda and can provide evaluation teams with necessary information to understand what project or activity results have been achieved. A toolkit developed and implemented by: Office of Trade and Regulatory Reform Bureau of Economic Growth, Education, and Environment US Agency for International Development (USAID) For more information, please contact Paul Fekete. A Performance Indicator Reference Sheet (PIRS) is required for each performance indicator. Performance monitoring and context monitoring occur throughout the Program Cycle, from Country or Regional Development Cooperation Strategies (CDCS/RDCS), to projects, to activities. The Performance Management Plan (PMP) is a Mission-wide planning and management tool for monitoring, evaluating, and learning related to the implementation of the CDCS. In order for monitoring data and information to be fully utilized, they should be shared with those who may use them. Positive Youth Development Measurement Toolkit TOOLKIT OVERVIEW. USAID Monitoring Toolkit (USAID 2017a) for more detail on different types of indicators. Design and implement an M&E plan for GBV interventions along the RDC. Below are resources that reinforce the need for monitoring and evaluation. The toolkit identifies opportunities for doing monitoring and evaluation (M&E) along the RDC and gives advice on how to address constraints and challenges relating to each phase. Baseline data enable the tracking of changes that occurred during the project or the activity with the resources allocated to that project or activity. Based on the country context and development priorities articulated in the CDCS, monitoring approaches may be customized to be more effective for specific country contexts or programmatic approaches. USAID’s monitoring data have a variety of potential uses and users, some within the Mission and others external to the Mission, or even external USAID altogether. Such information includes not only a definition, but clarifies the source of the data, the frequency with which it will be collected, and any necessary disaggregation of data, among other elements. To effectively gauge changes in aspects of performance that Missions or Washington Operating Units (OUs) are monitoring, USAID requires the use of baselines and targets. Specifically, where will the data come from, what level of quality are the data expected to be, how will data be gathered and stored to protect integrity, and the privacy of those people from which data were collected? Prior to utilizing monitoring data, USAID staff should consider what information will be relevant and ensure that it is ready in time for that use. Complementary monitoring may be used in situations where results are difficult to predict due to dynamic contexts or unclear cause-and-effect relationships, or where traditional monitoring methods may not suffice. When reporting on monitoring data, partners should find a way to effectively communicate whether results are being achieved. The Evaluation Toolkit: Curates the latest USAID guidance, tools, and templates for initiating, planning, managing, and learning from evaluations primarily for USAID staff members who are involved in any phase of the evaluation process. USAID Evaluation Toolkit Guidance, Tools, & Resources for Planning, Managing, & Learning from Evaluations The Evaluation Toolkit curates the latest USAID guidance, tools, and templates for initiating, planning, managing, and learning from evaluations primarily for USAID staff members who are involved in any phase of the evaluation process. USAID Learning Lab hosts three toolkits to provide USAID staff and implementing partners with a curated set of resources to plan, implement and integrate monitoring, … Performance monitoring is a core element of USAID’s performance management system, which supports the Agency’s accountability, as well as its learning goals. “WFP Principles and Methods of Monitoring and Evaluation”, Executive Board Annual Session, Rome, 22-26 May, 2000. Is a resource for USAID staff members and external partners who manage or implement USAID efforts. As Activity MEL Plans are used by USAID’s partners to guide efforts and by USAID to manage the activity, it is important that these plans clearly detail how the partner will monitor performance as well as programmatic and operational context. While performance and context monitoring require a level of predictability, complementary monitoring can measure unintended results, perspectives, and a wide range of other factors that have an influence on the results we intend to achieve. Identifying the appropriate number and combination of monitoring approaches, including indicators, is a critical aspect of developing and maintaining an effective monitoring plan. Make a general inquiry or suggest an improvement. Once a Mission or Washington Operating Unit (OU) has identified an appropriate number of performance and context indicators that meet their information needs, it is time to develop reference information for the indicators, done through indicator reference sheets. Ensure careful monitoring and evaluation of efforts to reach children with disabilities and improve their education outcomes through USAID programming, USAID education staff and partners can contribute to the evidence base for disability inclusive education. For additional guidance about USAID’s Privacy Policy, see ADS 508. USAID Learning Lab hosts three toolkits to provide USAID staff and implementing partners with a curated set of resources to plan, implement and integrate monitoring, evaluating and CLA practices into their programs. These are indicated by a designation of USAID only. The Toolkit is designed to serve as an ongoing resource for USAID staff engaged in performance management roles as they plan for and manage effective performance monitoring and evaluation over the course of the Mission’s strategy. Beyond including a Performance Indicator Reference Sheet (PIRS) for each performance indicator, the plan should identify how data will be collected and stored and how data quality will be ensured, among other important topics. 2.4 Develop a monitoring and evaluation plan 68 2.5 Ensure adequate staffing and budgeting to implement the M&E plan 72 Section 3: Conducting Monitoring and Evaluation 78 3.1 Implement monitoring activities 78 Select the monitoring tools 78 Connect indicators to monitoring activities 78 The contents of this document do not n ecessarily reflect the views or policies of USAID. Monitoring data can also be used to help decide if an evaluation is needed or to inform or support evaluation findings. USAID uses existing monitoring information to inform Country Development Cooperation Strategies (CDCSs). If you want to make sure that your programs are coordinated with others, grounded in a strong Monitoring, Evaluation (M&E) base, and iteratively adapted to remain relevant throughout implementation, you might be interested to learn more about the USAID ’s Collaborating, Learning, and Adapting (CLA) TOOLKIT, - a set of practices that help you plan and implement Program Cycle activities more … Then, the USAID-funded MEASURE Synergy designed and developed FTFMS – FTF’s global web-based monitoring and evaluation system for indicator tracking, performance reporting, results-based monitoring and evaluation (M&E) and strategy execution. Qualitative data will often undergo content or pattern analyses to see trends. To the extent that a Mission or Washington OU’s strategy, project, or activity is aligned with a given initiative or policy, the Mission or Washington OU should be sure to incorporate all relevant indicators and guidance throughout their Program Cycle processes. U.S. Agency for International Development, Gender-Based Violence Prevention and Response, U.S. Strategy to Prevent and Respond to Gender-based Violence Globally. Within each section, topics are listed along the left side of the screen that, when selected, provide detailed information and resources on a variety of subjects. Following approval of a CDCS, a Performance Management Plan (PMP) is written to accompany the strategy and includes information about what will be monitored. Data storage and security systems can range from simple hard copy files locked in file cabinets, to a password protected spreadsheet, to a sophisticated cloud based management system with role based access controls. ADS 201 encourages USAID to look beyond just the performance of its strategies, projects, and activities when monitoring programming. Proper data storage and security are critical to protecting data integrity, optimizing data usability, and safeguarding potentially sensitive or personally identifiable information. These approaches are performance monitoring, context monitoring, and complementary monitoring. Coordinate the GBV M&E actions of humanitarian assistance and development actors. MONITORING, EVALUATION AND LEARNING. This toolkit was prepared by Initiatives Inc. and University Research Co., LLC (URC) for review by the United States Agency for International Development (USAID) and was authored by Lauren Crigler (Initiatives Inc.), Kathleen Hill (URC), Rebecca Furth (Initiatives … It is described in USAID policy ADS 201. For example, is information coming from focus groups with beneficiary farmers, or is it a nationwide survey of small business owners? At a minimum, USAID requires that all person-level indicators be disaggregated by sex. The RDC is divided broadly into three phases: (1) the pre-crisis phase, (2) the crisis phase, and (3) the post-crisis phase. Toolkit for Monitoring and Evaluating Gender-based Violence Interventions Along the Relief to Development Continuum. It is encouraged for Project and Activity MEL Plans to include data analysis plans. For context indicators, the use of baselines and triggers are recommended. “Managing for Results at USAID”, presentation prepared by Annette Binnendijk for the Workshop on Performance Management and Evaluation, New York, 5-7 October, 1998. USAID. It begins with a focus on monitoring within USAID’s Program Cycle but expands to provide more general information and best practices in the field of monitoring. Based on findings from the pilot, the final RSAM Toolkit was developed by Svetlana Negroustoueva and Cristina de la Torre, with support from Ani Hyslop. Host country governments and other donors may have uses for monitoring data, if the data are available to them. Even the most straightforward data may require some processing and analysis to ensure they are accurate and make sense, but many data require substantial analysis to reach a state where they are usable and ready to be incorporated into a learning activity or report. Typically these component parts, or subgroups, reflect demographic characteristics. Toolkit for M&E of GBV Interventions along the RDC Acknowledgments The development of the Monitoring and Evaluation (M&E) Toolkit was made possible through the generosity of the United States Agency for International Development (USAID). One way USAID staff independently collect data directly is through direct observation and site visits. Data sources refer to the origins of the performance and context monitoring data that USAID uses to learn, adapt, and make decisions. Missions and Washington OUs are accountable for assessing progress against their targets. USAID developed this toolkit to support the implementation of the U.S. Strategy to Prevent and Respond to Gender-based Violence Globally. PIRS and CIRS should be accessible to all parties collecting, analyzing, or using indicator data. Within a USAID Mission, monitoring data can be used to inform portfolio reviews and decisions about possible adaptations to development programming. Quantitative data may undergo fairly simple analyses to generate sums or averages, or they may require more complex approaches such as regression analyses. A COMPLETE TOOLKIT FOR IMPROVING ACTION ND ACCOUNTABILITY USAID’s resources for measuring efforts to combat wildlife crime include three related companion pieces. Social Impact, Inc. 2300 Clarendon Boulevard Suite 1000 Arlington, VA 22201 Tel: (703) 465-1884 Fax: (703) 465-1888 info@socialimpact.com This Toolkit is prepared as part of a series on USAID Compliance Toolkits by Najwa Andraos, Partners may also be asked to report to USAID through formal management information systems. The annual Performance Plan and Report (PPR), which has its own processes and guidance, is the most typical means by which USAID Missions report to Washington. A Mission must identify monitoring indicators to monitor the results stated in the Results Framework. Achieving agriculture-led food security through knowledge sharing, USAID's sharing platform for resources on sustainable urban development, USAID's knowledge sharing platform focused on land tenure and property rights, Sharing knowledge and ideas to solve global water and sanitation challenges, A global knowledge portal for climate change & development practitioners, A collaborative learning community of development professionals, USAID's knowledge platform for resilience. Direct Links. A Context Indicator Reference Sheet (CIRS) is recommended for context indicators. Project teams develop Project Monitoring, Evaluation, and Learning (MEL) Plans and CORs/AORs/GATRs in collaboration with implementing partners develop Activity Monitoring, Evaluation, and Learning (MEL) Plans. Through the strategy development process, a Mission creates a Results Framework that depicts the integrated hierarchy or flow of results to be achieved in order to reach stated Development Objectives (DOs). The Program Cycle is how policy gets translated into action and how USAID supports countries on their Journey to Self-Reliance. Disaggregated data improve understanding of the progress toward achievements that an indicator captures, by providing details of the experiences of subsets of beneficiaries or processes monitored by that indicator. It is important to recognize this dynamic aspect of a PMP; it is not a static document that is ever finalized, rather it is a living resource that evolves in parallel to the Mission’s strategy, projects, and activities. Complementary monitoring is a blanket term used to describe any monitoring tool or approach beyond USAID’s standard performance and context monitoring practices. Within 90 days of an activity being awarded, the Activity Monitoring, Evaluation, and Learning (MEL) Plan is drafted. ADS 579 provides a framework for systematically collecting Agency-funded data in a central repository, structuring the data to ensure usability and making the data public, while ensuring rigorous protections for privacy and security. It is the CORs/AORs responsibility to review, collaborate on any necessary changes, and finally approve the plan. Additional Help: Staff Roles and Responsibilities for Monitoring, Evaluation, and Learning, How-To Note: Prepare and Maintain a Performance Management Plan (PMP), Performance Management Plan (PMP) Task Schedule Guidance and Template, Template: Performance Indicator Summary Table, Recommended Performance Indicator Reference Sheet, Drafting a Collaborating, Learning, and Adapting (CLA) Plan and CLA Plan Template, Multi-Year PMP Evaluation Plan Guidance and Templates, Additional Help: Activity Monitoring, Evaluation, and Learning Plan Template, Monitoring & Evaluation for a G2G Agreement, Third-Party Monitoring in Non-Permissive Environments, Webinar: How to Monitor Performance Based on a Theory of Change, Monitoring Organizational Capacity Development Efforts, Complexity-Aware Monitoring Discussion Note (Brief), Context Indicator Reference Sheet (CIRS) Guidance and Template, Additional Help: Disaggregating Monitoring Data, Monitoring Data Disaggregation by Geographic Location, Standard Foreign Assistance Indicators and USAID Performance Indicator Reference Sheet (PIRS) Cross Walk, How-To Note: Gender Integration in Performance Plans and Reports (PPRs), How-To Note: Conduct a Data Quality Assessment (DQA), How-To Note: Planning and Conducting Site Visits, Data Collection Methods and Tools for Performance Monitoring, Data Security Guidance: Protecting Beneficiaries, How-To Note: Strategy-Level Portfolio Review. It is a resource for USAID staff members and external partners who manage or implement USAID efforts. This Toolkit draws on information from interviews with USAID, the DFC, nongovernmental organizations, impact investors, banks, and the broader private sector conducted from June through August 2020, as well as a desk review of online secondary sources, including reports, government agency and project websites, and analyses from investment banks, donors, and companies involved … WFP. The toolkit is designed to help users to: Building on USAID’s standard M&E guidance as well as promising global practices, the toolkit offers a framework defined by guiding principles for the M&E of GBV along the RDC, and core approaches and steps for conducting the M&E of GBV programs. Feed the Future (FTF) is the U.S. Government’s inter-agency, multi-year, multi-billion dollar initiative for fighting global hunger and food insecurity across 19 Focus Countries. A PMP is created within three months of a Country Development Cooperation Strategy (CDCS) being approved and should be reviewed and updated regularly to make sure it accurately reflects what is happening in the Mission. In order to ensure the provision of consistent, timely, and high quality data, each indicator is required to have certain pieces of reference information associated with them. USAID regional and pillar bureaus may use monitoring data to understand trends across a region or sector, even though some of the nuances of individual Mission data points may be lost at this level. ADS defines context monitoring as, “the systematic collection of information about conditions and external factors relevant to the implementation and performance of a Mission or Washington OU’s strategy, projects, and activities. Staff and partners should find a way to effectively communicate whether results are achieved... 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