Quantitative data may undergo fairly simple analyses to generate sums or averages, or they may require more complex approaches such as regression analyses. The Program Cycle is USAID’s operational model for planning, implementing, assessing, and adapting development programming in a given region or country. A Performance Indicator Reference Sheet (PIRS) is required for each performance indicator. They assist in understanding what is working and what is not in terms of achieving objectives. This should be documented in the PIRS. This toolkit builds upon both USAID’s standard M&E guidance and good practices. Data may require multiple analyses, such as if data must be disaggregated and therefore analyzed both as aggregates and disaggregates. It provides guidance to USAID staff, implementing partners and the larger community of international relief and development practitioners on how to monitor and evaluate gender-based violence (GBV) interventions along the Relief to Development Continuum … The USAID Program Cycle The Program Cycle, codified in the Automated Directive Systems (ADS) 201, is USAID’s operational model for planning, delivering, assessing, and adapting development programming in a given region or country to achieve more effective and sustainable results in order to advance U.S. foreign policy.. Use M&E information to realign, adjust, improve and institutionalize GBV programs. This activity was supported by the United States Agency for International D evelopment (USAID) under Cooperative Agreement No. Overall, the process of selecting and refining the suite of monitoring approaches used in a monitoring plan is an evolving process. 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. 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. 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. Then, the USAID-funded MEASURE Qualitative data will often undergo content or pattern analyses to see trends. For monitoring data collected by implementing partners, it should be explicitly clear where partners are obtaining their information. The information provided on this website is not official U.S. government information and does not represent the views or positions of the U.S. Agency for International Development or the U.S. Government. Complementary monitoring includes complexity-aware monitoring approaches. In addition to information on how the Mission will monitor results, PMPs include detailed information on the Mission’s Evaluation Plan and Collaborating, Learning and Adapting (CLA) Plan. The Monitoring and Evaluation Capacity Assessment Toolkit (MECAT) was the result of an effort by MEASURE Evaluation PIMA —funded by the United States Agency for International Development (USAID)—to develop and pilot a resource for local use in Kenya. Data from monitoring are used to: assess whether programming is achieving expected results; adapt existing activities, projects, and strategies as necessary; and, apply Agency learning to the designs of future strategies and programming. 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. Context monitoring should be used to monitor assumptions and risks identified in a CDCS Results Framework or project or activity logic model.”. 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. 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, Host country governments and other donors may have uses for monitoring data, if the data are available to them. Monitoring and evaluation (M&E) are key aspects of any project and together they serve to support informed decisions, the best use of resources, and an objective assessment of the extent to which an organization’s activities have led to a desired result. USAID Learning Lab hosts a number of resources and examples that showcase how CLA has been used in practice. One way USAID staff independently collect data directly is through direct observation and site visits. 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. 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. 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. For more information on these aspects of the PMP, please see the Evaluation Toolkit. Determine the effectiveness of GBV programs by adapting and applying teslited M&E practices and tools to collect GBV data and analyze evidence of GBV results. Toolkit for Monitoring and Evaluating Gender-based Violence Interventions Along the Relief to Development Continuum. 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 … A Mission must identify monitoring indicators to monitor the results stated in the Results Framework. USAID Monitoring Toolkit (USAID 2017a) for more detail on different types of indicators. Often this may be discussed during strategy or project design stages, though some uses may not become clear until later in the Program Cycle. 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 Program Cycle is how policy gets translated into action and how USAID supports countries on their Journey to Self-Reliance. This is also an opportunity to ensure a consistent data analysis approach across a project or among multiple partners. USAID uses existing monitoring information to inform Country Development Cooperation Strategies (CDCSs). Missions and Washington OUs are accountable for assessing progress against their targets. 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. Below are resources that reinforce the need for monitoring and evaluation. 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. 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. Though only performance monitoring is required in the ADS, a well-rounded monitoring plan may employ all three of these approaches, provided they fit the Mission’s programming needs and culture. A COMPLETE TOOLKIT FOR IMPROVING ACTION ND ACCOUNTABILITY USAID’s resources for measuring efforts to combat wildlife crime include three related companion pieces. Information from partners helps inform Missions for learning and adaptive management purposes. For context indicators, the use of baselines and triggers are recommended. Learn how you can get involved and lend a hand. 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. 2014. Welcome to the USAID Monitoring Toolkit! What happens after data are collected is perhaps the most critical aspect of monitoring in the Program Cycle. DPE-5966-A-00-1045-00. Complementary monitoring is a blanket term used to describe any monitoring tool or approach beyond USAID’s standard performance and context monitoring practices. The Program Cycle is USAID’s operational model for planning, delivering, assessing, and adapting development programming in a given region or country to advance U.S. foreign policy. “Managing for Results at USAID”, presentation prepared by Annette Binnendijk for the Workshop on Performance Management and Evaluation, New York, 5-7 October, 1998. 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. Targets: Specific, planned level of result to be achieved within a specific timeframe with a given level of resources. PMPs should take the illustrative information first laid out in the CDCS and revise it or expand on it to create a comprehensive list of performance and context monitoring approaches, including indicators, which will actually be used throughout the life of the strategy. Typically these component parts, or subgroups, reflect demographic characteristics. If data are not of good quality, however, they can be misleading and possibly result in the wrong decisions being made. ADS 201 defines performance monitoring as “the ongoing and systematic collection of performance indicator data and other quantitative or qualitative information to reveal whether implementation is on track and whether expected results are being achieved. 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. The RDC is divided broadly into three phases: (1) the pre-crisis phase, (2) the crisis phase, and (3) the post-crisis phase. 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 … 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. 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. 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). 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. 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). Specific sections include: On each page of the Monitoring Toolkit, the sections are listed across the top of the page. Performance monitoring includes monitoring the quantity, quality, and timeliness of activity outputs within the control of USAID or its implementers, as well as the monitoring of project and strategic outcomes that are expected to result from the combination of these outputs and other factors. Note: Some resources and additional links are available only to USAID staff. Coordinate the GBV M&E actions of humanitarian assistance and development actors. Monitoring is integrated throughout the Program Cycle. 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. It is described in USAID policy ADS 201. USAID developed this toolkit to support the implementation of the U.S. Strategy to Prevent and Respond to Gender-based Violence Globally. USAID developed this toolkit to support the implementation of the U.S. Strategy to Prevent and Respond to Gender-based Violence Globally. The United States Agency for International Development (USAID) has a long history of investing in programs that ... larger monitoring, evaluation, and learning (MEL) system. Purpose of this Toolkit. Baseline data enable the tracking of changes that occurred during the project or the activity with the resources allocated to that project or activity. Performance monitoring is a core element of USAID’s performance management system, which supports the Agency’s accountability, as well as its learning goals. When reporting on monitoring data, partners should find a way to effectively communicate whether results are being achieved. Monitoring plans should be reviewed on a regular basis (at least annually) to ensure that the selected indicators continue to be relevant and useful for management needs. Some monitoring data must be reported to meet policy requirements, Congressionally mandated reports, or to support the tracking of Presidential Initiatives. , Thinking about and planning around all of these data-related issues can help ensure that data are of sufficient quality to be useful for the Mission, Agency, and other stakeholders as they continue to make important strategy and programming decisions. 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 201.3.5.7 defines baselines and targets as follows: Baselines: The value of an indicator before major implementation actions of USAID-supported strategies, projects, or activities. Performance monitoring continues throughout strategies, projects, and activities.”. 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. 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. In order for monitoring efforts to truly serve their purposes, the monitoring data collected by USAID and its partners should be analyzed, used, shared, and reported. Whether you are designing an agriculture project, writing an agriculture proposal, implementing agriculture activities on the ground, or monitoring and evaluating results. Monitoring data are the building blocks for learning and adapting in the Program Cycle. This includes information about local conditions that may directly affect implementation and performance (such as non-USAID projects operating within the same sector as USAID projects) or external factors that may indirectly affect implementation and performance (such as macro-economic, social, or political conditions). Tool Kit for Monitoring and Evaluating Breastfeeding Practices and Programs Mary S. Lung™aho 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. 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. Design and implement an M&E plan for GBV interventions along the RDC. Monitoring is an important element of the Program Cycle at every stage and many of the E3 website’s pages under the Program Cycle menu have this management tool as a focus. 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. Washington Operating Units (OUs) should also monitor the surrounding context. 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). Unlike a Performance Management Plan (PMP) or Project MEL Plan, the Activity MEL Plan is typically written by the implementing partner then reviewed and approved by USAID. 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 … USAID may also organize evidence summits or other learning activities which could be considered sources of monitoring data. The Toolkit is organized to inform users how to monitor development interventions. 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. RESOURCE: USAID GBV RISK ASSESSMENT METHODS IN DIVERSE CONTEXTS USAID and dTS. For guidance on USAID’s open data policy, USAID staff and partners should refer to ADS 579. The toolkit offers tools and Within 90 days of an activity being awarded, the Activity Monitoring, Evaluation, and Learning (MEL) Plan is drafted. Data reported to USAID may be subject to USAID’s Open Data Policy detailed in ADS 579 and discussed further in the Monitoring Data section of this toolkit, under the topic of Data Storage and Security. Positive Youth Development Measurement Toolkit TOOLKIT OVERVIEW. 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. 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, … Ideally, the potential use(s) of monitoring data will have been thought of well in advance of actual use to guarantee that the appropriate data have been collected and analyzed in time for its ultimate use. The contents of this document do not n ecessarily reflect the views or policies of USAID. The term monitoring approaches refers to the three main categories of monitoring in the Program Cycle, as specified in ADS 201.3.5.5. Make a general inquiry or suggest an improvement. 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. Monitoring information from Missions enables USAID as an Agency to understand its achievements at a corporate level and tell its story to Congress and the American people. Enter terms . Toolkit; ... United States Agency for International Development (USAID) This toolkit is a resource for development practitioners to assess the effectiveness of various CCA interventions. Due to the importance of these data, there are some things Missions or Washington Operating Units (OUs) should consider for all data being collected through monitoring efforts. Monitoring plays a critical role throughout the Program Cycle and is used to determine whether USAID is accomplishing what it sets out to achieve, what effects programming is having in a region, and how to adapt to changing environments. The Monitoring Toolkit: Curates the latest USAID Program Cycle guidance, tools, and templates for monitoring USAID strategies, projects, and activities. The diagram below identifies some of the ways in which monitoring is embedded in the Program Cycle. 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 … This Performance Management Plan PMP Toolkit draws upon updated agency monitoring and evaluation guidance and new processes relating to the USAID Program Cycle. It is a resource for USAID staff members and external partners who manage or implement USAID efforts. Monitoring data can also be used to help decide if an evaluation is needed or to inform or support evaluation findings. 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. Varallyay of ICF International developed the original version, called the Rapid-Monitoring of AIDS Referral Systems (R-MARS) Toolkit, which was piloted in Kenya and Thailand. 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. 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. 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. Following approval of a CDCS, a Performance Management Plan (PMP) is written to accompany the strategy and includes information about what will be monitored. Where applicable, links to additional resources are also provided. Ensuring that USAID is using the highest quality data available for making decisions is of the utmost importance to the Agency. 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. This toolkit is to provides support for USAID’s climate risk management process. Find out about career opportunities at USAID. Data analysis plays a very important role in an effective monitoring system. These are indicated by a designation of USAID only. Within a USAID Mission, monitoring data can be used to inform portfolio reviews and decisions about possible adaptations to development programming. It is encouraged for Project and Activity MEL Plans to include data analysis plans. Selecting indicators, determining baselines, and setting targets are fundamental aspects of monitoring in the Program Cycle. It is the CORs/AORs responsibility to review, collaborate on any necessary changes, and finally approve the plan. Beyond just identifying approaches, detailed information should be provided defining each approach, how and when information should be collected for it, what should be collected, and who is responsible for it. This Toolkit was developed by the Office of Learning, Evaluation, and Research in USAID’s Bureau for Policy, Planning, and Learning (PPL/LER). For additional guidance about USAID’s Privacy Policy, see ADS 508. 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). ADS 201 encourages USAID to look beyond just the performance of its strategies, projects, and activities when monitoring programming. 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. ... Search This Toolkit. In order for monitoring data and information to be fully utilized, they should be shared with those who may use them. USAID is just beginning to fill out the outline of its new Monitoring Toolkit, including both guidance and templates. USAID mandates that in an annex to its CDCS, the Mission must include a table of indicators and other monitoring approaches that will be used to monitor progress toward achieving its DOs, and to track contextual factors beyond the Mission’s control that may affect implementation. 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? Identifying the appropriate number and combination of monitoring approaches, including indicators, is a critical aspect of developing and maintaining an effective monitoring plan. 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. 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. Proper data storage and security are critical to protecting data integrity, optimizing data usability, and safeguarding potentially sensitive or personally identifiable information. 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. Partners may also be asked to report to USAID through formal management information systems. After approval, the Activity MEL Plan should evolve and adapt alongside the activity work plan, being updated at regular intervals based on what has been learned to date. It provides guidance to USAID staff, implementing partners and the larger community of international relief and development practitioners on how to monitor and evaluate gender-based violence (GBV) interventions along the Relief to Development Continuum (RDC). There are generally three main sources of data USAID relies on: data USAID collects itself, data collected by USAID’s implementing partners, and data collected by third parties such as other donors or host country governments. USAID Toolkit For Monitoring and Evaluating Gender-Based Violence Interventions Along the Relief to Development Continuum USAID developed this toolkit to support the implementation of the U.S. Strategy to Prevent and Respond to Gender-based Violence Globally. MONITORING, EVALUATION AND LEARNING. 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. With this information, USAID is better equipped to manage adaptively. Direct Links. 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. WFP. 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. 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