These data also help USAID demonstrate to external stakeholders, such as the White House’s Office of Management and Budget, the priority that USAID places on evaluation. The USAID Program Cycle is a common set of processes intended to achieve more effective development interventions and to maximize impacts. Purpose of this Toolkit. What is different about M&E of FP programs compared with M&E of other programs? Section 2 noted the various stages of the Program Cycle where Missions or Washington OUs should formally consider evaluation needs and requirements, including Mission-wide evaluation planning. Monitoring & Evaluation. The audience for this toolkit includes host governments, USAID and other donors, and project implementers. Generally, if at the activity level, the GATR should emphasize the use of partner government M&E systems. Follow these pathways to build skills with indicator selection and the use of monitoring data to spur continuous improvement on the ground in partner countries. USAID Learning Lab hosts three toolkits to provide USAID staff and implementing partners with a curated set of resources to plan, implement and integrate … For more information, please contact Paul Fekete. While early planning is beneficial for all evaluations, it is particularly important for impact evaluations. Evaluation in Country Development Cooperation Strategies. When effective, robust MEL systems serve several purposes: ... USAID Monitoring Toolkit (USAID 2017a) for more detail on different types of indicators. USAID staff can refer the Education page on ProgramNet for examples of evaluation statements of work that were successful in incorporating consideration of disability inclusion. 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 Inc.), and Donna Bjerregaard (Initiatives Inc.). However, M&E of integrated programs can be challenging due to the multiple sectors included in PHE projects. Make a general inquiry or suggest an improvement. Contractors utilize the completed past performance reports when responding to solicitations. Evaluation in Activity Monitoring and Evaluation Plans 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. Whether leading an evaluation, managing an evaluation, participating on an evaluation team, or just reviewing an evaluation report, it is beneficial to be familiar with the typical designs and methodologies of USAID evaluations. The Program Cycle is how policy gets translated into action and how USAID supports countries on their Journey to Self-Reliance. If the evaluation was contracted, the Evaluation COR should, when applicable, access the Contractor Performance Assessment Reporting System (CPARS) to file a Contractor Performance Assessment Report within 60 days of the completed evaluation. The purpose of evaluations is twofold: to ensure accountability to stakeholders and to learn to improve development outcomes. To support the monitoring and evaluation sections a toolkit for the three diseases has been developed by a wide range of institutions. M&E monitoring and evaluation . While sharing the evaluation report is the most typical form of dissemination, Missions and Washington OUs should also consider other methods of dissemination, such as hosting briefings with local stakeholders, partners, and other donors to discuss evaluation findings; featuring evaluation findings on their website, such as through articles or blog posts; and holding press conferences and issuing press releases. 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. To date, this workshop has been held over 30 times in Washington and all of the USAID regions and over 900 Agency staff have been trained. For guidance and support associated with revisions to ADS 201, please see the Program Cycle overview page. BETTER PROJECTS THROUGH IMPROVED The Evaluation COR/Manager must help mediate and manage the relationship between the evaluation team and the implementing partner being evaluated. As many external evaluations will also be implementing mechanisms, much of the needed information will need to be prepared as part of the OP. Clear articulation of the evaluation design assists USAID and other stakeholders in discussing these choices with the evaluation team, but the level of detail in an evaluation design may vary depending on the complexity of the evaluation, overall level of effort, and other factors. CORs completing an assessment report should ensure that the report contains an accurate portrayal of the contractor’s performance. However, the decision to evaluate a strategy, project, or activity may occur at any time in the Program Cycle as new evaluation needs are recognized. In addition, evaluations should be timed so that their findings can inform decision making (for example, exercising option years, designing a follow-on project, making mid-course corrections, creating a country or sector strategic plan, or making a policy decision). Section 1: Evaluation at USAID (overview of evaluation and the policy context for evaluation at USAID), Section 2: Evaluation Throughout the Program Cycle (when it is required or encouraged to plan, use, or report on evaluations), Sections 3 through 5: Phases of an Individual Evaluation. A project is often aligned with an Intermediate Result (IR) in the CDCS Results Framework. Resources. Similarly, early dissemination planning for evaluation is critical. For a typical performance evaluation, this means the process to solicit an evaluation should begin at least 12–18 months in advance of a decision point. For evaluation, separate pathways guide you to resources for Performance Evaluation and Impact Evaluation. Other possible deliverables, such as an evaluability assessment. For an evaluation to successfully contribute to USAID development results, the Evaluation Point of Contact (POC) and other USAID staff involved in the evaluation must productively engage and collaborate with key stakeholders in the evaluation—USAID staff across various offices, implementing partners, host country officials, beneficiaries, etc. Resources will be regularly updated (especially when new guidance is released). At minimum, USAID Program Offices should lead Missions and Washington Operating Units through the process of: While learning and utilization are most often considered at the conclusion of the evaluation process, learning and utilization can happen at various phases in the evaluation process and stages of the Program Cycle. Part of the value-added function of the Program Office is to suggest potential implementing mechanisms for carrying out the evaluation. Independent Government Cost Estimate (IGCE) Guide and Template in Excel. Evaluation use and learning may occur before or during the evaluation, shortly after it is completed, or long after the findings have been presented. Such dissemination plans can help ensure that appropriate evaluation products are planned and developed to meet stakeholder needs and fulfill USAID’s commitment to transparency, accountability, and learning. Organization . See ADS Additional Help, ADS Reference 201sai, Managing the Peer Review of a Draft Evaluation Report. ment, and evaluation of education programs. Adequate consultation is essential when defining the evaluation purpose and evaluation questions to ensure that evaluation findings will be credible, relevant, and actionable for decision-makers. The Evaluation Toolkit curates the available information on Evaluation at USAID. Pathways in this section of the E3 kit help build a broad understanding of topics. Most likely, this exercise is best done during the Operational Plan (OP) preparation time. Evaluations should inform decision-making, contribute to learning, and help improve the quality of development programs. Additional products that may be required during this period typically include: During this design period, the Evaluation COR/Manager should consider the possibility of revising evaluation questions based on evaluation team input. However, SOWs may differ for internal evaluations, for evaluations planned within an existing evaluation contract, or for more complicated impact evaluations. Publish Date: June 2018 Author: MCSP The goal of this toolkit is to provide structured and effective training for community health workers, early intervention therapists, midwives, clinical officers, and other service providers who will be implementing the Therapeutic Early Stimulation (TES) Package as well as coaching parents in their catchment areas. Biodiversity How-To Guide 3: Defining Outcomes & Indicators for Monitoring, Evaluation and Learning in USAID Biodiversity Programming; FAQ; USAID’s Biodiversity Conservation and Forestry Programs, 2016 Report ; Measuring Efforts to Combat Wildlife Crime: A Toolkit for Improving Action and Accountability; Coastal Sustainable Landscapes Project in Ghana's Western Region. 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. Special consideration should be taken with regard to timing of contracts for impact evaluations. Missions must keep the PMP up-to-date to reflect changes in the CDCS or projects. Other Added April 6th, 2016 12:35 Missions must conduct at least one Portfolio Review per year that focuses on progress toward strategy-level results. Improvement Methods Toolkit from the USAID ASSIST Project. 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