Webinars — MEASURE Evaluation
The system is usually composed of a set of results, measured by indicators together called the result framework through monitoring tools and a manual that describes the roles and responsibilities related to its functioning. These processes also promote accountability, where implementers have clearly defined responsibilities, roles and performance expectations, including the prudent use of resources. For public sector managers and policy-makers for example, it includes accountability is to taxpayers and citizens. It should be remembered that often projects are essentially large scale experiments.
This will translate into considerable savings for government budgets and investments if the analysis is done well and based on evidence.
Communication and Implementation: Sustaining the Practice (Measurement and Evaluation Series)
It is essential to establish a clear distinction at project design stage between outputs, outcomes and other higher level development objectives. Examples are semi-structured interviews; focus group discussions; surveys and questionnaires; regular workshops and roundtables with stakeholders; field monitoring visits; testimonials; and scorecards. Monitoring, review and evaluation all deal with collection, analysis and use of information to enable decisions to be made. There is some overlap and all are concerned with systematic learning, but broadly, the three processes can be distinguished as shown in Figure 1.
Each type of data collection has defined reporting templates and essential data is consistently incorporated into a management information system MIS, see below. Regular periodic - often six monthly or annually see Implementation support. To provide accountability.
On special occasions such as mid-term review or preparation and evaluation in relation to new phases, each project has the opportunity to change course if necessary. Ideally some kind of rapid impact assessment is also carried out at such times, bearing in mind that some impacts need a long time before they can be recorded.
A baseline study defines the benchmarks against which project progress is to be measured. It can add value in two ways: ensuring that relevant information and experience is gathered from those who are immediately affected by the project, and increasing accountability to these participants who have a direct interest in implementation success. The process of participation further increases ownership of the activities and the likelihood of replication and sustainability.
Special efforts need to be made to incorporate stakeholders at all levels to ensure that they contribute to and benefit from knowledge-sharing. Here the importance of more qualitative and participatory approaches become particularly important, to analyze relationship between project activities and results.
Evaluation therefore serves the purpose to establish attribution and causality, and forms a basis for accountability and learning by staff, management and clients. January Discussion led by Sam Wambugu and Manish Kumar This webinar discussed approaches, processes, and complexities of health data warehousing and illustrated data-warehousing models suitable for integrating data from different sources. Measuring Impact Qualitatively. Septiembre Jane T. July Discussion led by Dr. Methods for Program Impact Evaluation. September Discussion led by Peter M.
Monitoring Referrals to Strengthen Service Integration. CEEME webinar on implementation challenges of organizational strengthening projects. Monitoring Scale-up of Health Practices and Interventions. Measuring Success in Repositioning Family Planning. June Discussion led by Nicole Judice and Liz Snyder Countries can use the Framework for Monitoring and Evaluating Efforts to Reposition Family Planning to monitor and evaluate progress in the policy and advocacy process to increase political and financial commitment for family planning.
Measuring ethnic and sexual identity constructs as part of health research. A new tool for managers. Tory M. Taylor Tulane University presents a tool to conduct performance management plan reviews for managers. March Discussion led by Tory M. Overview of best practices for monitoring and evaluating social protection systems and child protection systems. Measuring Success Tool kit. Community Trace and Verify in Tanzania.
June Discussion on how to assist program managers and policy makers link upcoming decisions with the data sources that can inform their work. February Discussion led by Tara Nutley The Framework for Linking Data with Action assists program managers and policy makers link upcoming decisions with the data sources that can inform them.
Discussion on a rapid assessment tool designed to identify barriers and constraints that inhibit effective practices in data use. January Discussion led by Tara Nutley and Molly Cannon Assessment of Constraints to Data Use is a rapid assessment tool designed to identify barriers and constraints that inhibit effective practices in data use.
The Information Use Map assesses and identifies opportunities for improved data use and feedback mechanisms. January Discussion led by Erik Geers The Information Use Map assesses and identifies opportunities for improved data use and feedback mechanisms for stakeholders across different levels of the health system.
January Discussion led by Molly Cannon The Stakeholder Engagement tool helps ensure that the appropriate stakeholders in decision processes have been identified and involved. Sian Curtis places these experiences in the context of current global discussions related to country ownership and health systems strengthening.
January Discussion led by Dr. Child Status Index Usage Assessment.
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Navigation Resources. At this stage managerial skills are more important than using analysis. Communication in strategy implementation is essential as new strategies must get support all over organization for effective implementation. It consists of the following 6 steps:.
These smaller objectives are specifically designed to achieve financial, marketing, operations, human resources and other functional goals.hidiqytucawi.tk
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To meet these goals managers revise existing policies and introduce new ones which act as the directions for successful objectives implementation. The other very important part of strategy implementation is changing an organizational chart. For example, a product diversification strategy may require new SBU to be incorporated into the existing organizational chart.
Or market development strategy may require an additional division to be added to the company. Every new strategy changes the organizational structure and requires reallocation of resources. It also redistributes responsibilities and powers between managers.
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Managers may be moved from one functional area to another or asked to manage a new team. This creates resistance to change, which has to be managed in an appropriate way or it could ruin excellent strategy implementation. Implementation must be monitored to be successful.
Due to constantly changing external and internal conditions managers must continuously review both environments as new strengths, weaknesses, opportunities and threats may arise.
If new circumstances affect the company, managers must take corrective actions as soon as possible. Usually, tactics rather than strategies are changed to meet the new conditions, unless firms are faced with such severe external changes as the credit crunch.
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