2013 NEO Program Monitoring & Evaluation Framework.

2013 NEO Program Monitoring & Evaluation Framework

Presentation Outline

Purpose of M&E

Results Framework and Indicators

Overall M & E Plan Data collection and reporting

system

2

Purpose of M&E

Provide a framework for tracking progress of the program towards achieving its intended results;

Provide a mechanism for stakeholders to promptly address implementation issues;

Establish mechanism to ensure quality, reliability and accuracy of reported data;

Define approach and framework for program review and evaluation

Provide reliable and accurate data for evidence-based decision making and policy decisions.

3

Program Results Chain

Immediate Outcome

Intermediate Outcome

Ultimate Outcome

Improved state of local governance in participating LGUs

Client satisfaction on services delivered by the LGU

Improved capacity of local officials to formulate a term-based plan

NEO 1: Transition reportSLGR presentationSocial ContractFirst 100 Days AgendaLeadership Development Agenda (to be discussed with the Leagues)ELA /CapDev Agenda

Outputs

Program Results Chain

NEO 2: Partnership AgreementBudget ordinance

NEO 3:

Training programs for LGUsRe-entry Action Plan

NEO 4: LGU AwardeesService provider awardees

Activities/ Inputs

NEO 1. Reinventing Public Service: A Guide to Action

Turnover1.1 Organization of transition teams1.2 Preparation and turn-over of documents1.3 Presentation of SLGR Jumpstarting1.4 Development of On-line Platform1.5 Development of On-line Modules1.6 Training of Administrators and Facilitators1.7 Conduct of Webinar1.8 Conduct of Executive Coaching Sessions1.9 LGU coaching on ELA/Capdev

Peer to peer learning1.10 Strategic Management training1.11 Dialogue with NGAs

Activities/ Inputs

NEO 2: Looking Forward to Better Governance

2.1 Coaching on Preparation of Budget Ordinance2.2 Conduct of alliance building workshops (CapDev Expo)2.3. Regional Orientation on the SEALS2.4. Population of the CapDev Market

NEO 3. Specialized Courses

3.1 Development of Online Capdev Market System3.2 Conduct of training programs for newly elected and re-elected officials3.3 Development of Capdev standards3.4. Conduct of Benchmarking

NEO 4. Performance Management

4.1 Development of awards system 4.2 Conduct of Audit4.3Provision of Awards

Specifying Indicators

A good performance indicator must be:

Clear (Precise and unambiguous)

Relevant (Appropriate and timely)

Economic (Available at reasonable cost)

Adequate (Must provide a sufficient basis to assess performance)

Monitorable (Can be independently verified)

The “CREAM” of Good Performance

Salvatore-Schiavo-Campo 2000

NEO Program Indicators

• Presence of enabling instruments to implement the ELA

• Level of budget allocation for the implementation of the ELA

IMMEDIATE OUTCOME

• Percentage of total LGUs with improved LGPMS-OPI

• Percentage of total LGUs receiving Seal awards from DILG

• Percentage of total LGUs achieving “Excellent” and “Good” rating in the ARTA survey

INTERMEDIATE

OUTCOME

OUTPUTS

• Number of LGUs with transition report

• Number of LGUs with SLGR• Number of local officials with Social

Contract• Number of local officials with First

100 Days Agenda• Number of LGUs with ELA/CapDev• Number of LGUs with partnership

agreements• Number of LGUs that participated in

the alliance building workshops • Number of LGUs with budget

ordinance• Number of LGUs availed of the

programs• Number of LGUs with Re-entry

Action Plan • Number of LGUs with SEALS• Number of service providers with

awards

•

ACTIVITIES

• Number of administrators, moderators and facilitators trained

• Number of local officials enrolled in the webinar

• Number of local officials availing the modules

• Performance of the participants• Effectiveness of moderators and

facilitators• Effectiveness of the modules• Effectiveness of the online system• Number of training programs designed

and implemented that addressed the capacity development needs

• Effectiveness of training program• Number of local officials trained• Number of knowledge products

developed• Number of LGUs availing technical

assistance from pool of service providers• Number of systems developed• Number of capdev standards developed • Adequacy of funding support• Effectiveness of resource persons• Effectiveness of policies issued• Number of policies formulated and

disseminated

Overall M&E Plan

Monitoring Plan (Immediate Outcome & Outputs)

Performance indicator

Data source

Method of data

collection

Frequency of data

collection

Responsibility Center

Collection Aggregation Review/Validation

Analysis / Reporting

Presence of enabling instruments to implement the ELA

LGU Data capture through NEO M&E forms

Quarterly DILG-FOs DILG-ROs DILG-ROs DILG-LGA

Level of budget allocation for the implementation of the ELA

LGU Data capture through NEO M&E forms




Data source

Method of data

collection

Frequency of data

collection




Number of LGUs with transition report

DILG-FO Data capture through NEO M&E forms

Quarterly DILG-FOs DILG-ROs DILG-ROs DILG-BLGS

Number of local officials with Social Contract



Number of local officials with First 100 Days Agenda



Number of LGUs with Leadership Development plan

TO BE DONE BY

THE LEAGUES



Data source

Method of data

collection

Frequency of data

collection




Number of LGUs with ELA/CapDev



Number of LGUs with partnership agreements



Number of LGUs that participated in the collaboration workshops





Data source

Method of data

collection

Frequency of data

collection




Number of LGUs with budget ordinance



Number of LGUs availed of the programs



Number of LGUs with Re-entry Action Plan



Number of LGUs with SEALS


Annually DILG-FOs DILG-ROs DILG-ROs DILG-LGA

Number of service providers with awards

LGA Data capture through NEO M&E forms

Annually

Data captureat the LGU level

Data aggregation by

DILG regional offices

Data aggregation at national level

by LGA

Data review & validation(annual)

Data analysis and reporting by LGA

Data Collection and Reporting

Regional Quarterly Progress Report

National Quarterly Progress Report

LGU Quarterly Progress Report

Program Status Report (Semi-annual)

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2

3

4

Role of Cluster/Provincial Offices

Ensure completeness and accuracy of data collected at the LGU level;

Consolidate LGU quarterly progress reports into Cluster/Provincial quarterly reports;

Ensure timely submission of Provincial Quarterly Reports to the Regional Office;

Participate in M&E-related activities such as capacity building, periodic program reviews

Share M&E findings with LGUs and other program stakeholders.

18

Role of Regional Offices

Coordinate M&E activities at the regional level;

Consolidate LGU/cluster/provincial quarterly reports into Regional quarterly reports;

Ensure timely submission of Regional Quarterly Reports to the LGA;

Participate in M&E-related activities such as capacity building, periodic program reviews

Share M&E findings with the regional program stakeholders.

19

Reporting & Use of M&E Findings

Type of Report Source Use/Purpose Frequency

LGU Quarterly Progress Report

LGU Progress update on outputs & outcome/impact

Quarterly

Province/Regional Quarterly Progress Report

Province/Region Progress update on activities, outputs, outcome & impact; aggregates LGU progress reports

Quarterly

National Quarterly Progress Report / Program Status Report

DILG-LGA Progress update on program results for use by top management

Quarterly/Semi-annually

Evaluation Approach

Type Purpose Methodology Frequency

Progress review and evaluation

Assess progress towards targets; identify issues; draw early lessons

Data collection thru/analysis of regular progress reports; data validation of sample LGUs

Mid-term; as appropriate

Final evaluation Assess results against objectives; evaluate impact and sustainability; draw lessons

Interviews; focus groups; ‘Before and after’ analysis

End-of-program

The Power of Measuring Results

If you do not measure results, you can not tell success from failure

If you can not see success, you can not reward it

If you can not reward success, you are probably rewarding failure

If you can not see success, you can not learn from it

If you can not recognize failure, you can not correct it

If you can demonstrate results, you can win public support

Adapted from Osborne & Gaebler, 1992

2013 NEO Program Monitoring & Evaluation Framework.

Documents

Transcript of 2013 NEO Program Monitoring & Evaluation Framework.