Missions must conduct at least one Portfolio Review per year that focuses on progress toward strategy-level results. In cases where impact evaluations are undertaken, it is a good practice to establish a parallel award at the inception of the intervention to accompany implementation. The field of program evaluation is quite diverse, and numerous books, journals, and websites are dedicated to describing the various approaches, models, designs, methods, techniques, and practices in conducting program evaluations. However, evaluation questions may be based on input from Washington offices, Mission leadership, or other stakeholders, such as implementing partners and host governments. Year . The toolkit provides guidance on a systematic approach to work with research partners to strengthen their research capacity while collaboratively conducting an evaluation. Welcome to the E3 Trade Facilitation Monitoring, Evaluation and Learning Toolkit Meet the Challenge of Rising Standards. Evaluation in Activity Monitoring and Evaluation Plans For Missions and Washington Operating Units with existing M&E support contracts, or M&E “Platforms,” this will not be the case. USAID | Health Policy Initiative. USAID Learning Lab hosts three toolkits to provide USAID staff and implementing partners with a curated set of resources to plan, implement and integrate … A few resources and additional links are available only to USAID staff. As of FY2013, the data from the Evaluation Registry are also used to calculate the targets and actuals for the USAID Forward Evaluation Indicator. If USAID staff is expected to participate on the evaluation team, that expectation should be acknowledged in the solicitation. Funders, implementers, and members of the evaluation team are to be provided with the opportunity to write a “statement of differences” to address any unresolved differences of opinion to be appended to the final evaluation report. Evaluations typically have much more compressed timelines compared to other activities, requiring quick responses and adaptations when problems arise. Special consideration should be taken with regard to timing of contracts for impact evaluations. USAID United States Agency for International Development . The evaluation methods, limitations, and information sources must be documented, including by providing data collection tools and the original Evaluation SOW as annexes to the main report. The Program Office should calculate on an annual basis a budget estimate for the external evaluations to be undertaken during the following fiscal year. 1 Introduction Monitoring and evaluation (M&E) related activities need to be planned and properly budgeted at the early stages of program implementation planning. 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. Their contributions have been and continue to be essential to the ongoing development of this Toolkit. Missions and Washington Operating Units (OU) should share and openly discuss evaluation findings, conclusions, and recommendations with relevant partners, donors, and stakeholders, unless there are unusual and compelling reasons not to do so. The Program Cycle is how policy gets translated into action and how USAID supports countries on their Journey to Self-Reliance. This section addresses the various, formal stages of the Program Cycle at which Missions or Washington OUs are required or encouraged to consider whether it would be appropriate to plan for, conduct, or learn from an evaluation. In contrast, the Program Cycle menu is designed to help you as you focus task you need to complete within that cycle. Findings, conclusions, and recommendations must be based in evidence derived from the best methods available given the evaluation questions and resources available. Missions should update information in the evaluation plan from Project and Activity MEL plans upon their approval. 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. Most of the guidance in this section assumes that USAID is the author of the SOW for a competitively procured external performance evaluation. Is a resource for USAID staff members and external partners who manage or implement USAID efforts. Evaluations also rely heavily on the cooperation of other USAID partners. Evaluation Throughout the Program Cycle Evaluation in Country Development Cooperation Strategies . Per ADS 201, the strategic Portfolio Review should consider (1) what has been learned during evaluations (along with other sources of evidence) and (2) the status of post-evaluation action plans for evaluation findings and their use in respective decisions. Evaluation questions are typically developed by the Development Objective team or Technical Office managing the strategy, project, or activity being evaluated in coordination with the Program Office, which will manage the evaluation in most cases. Evaluation is distinct from assessment (which is forward-looking) or an informal review of projects (ADS 201). And we strengthen health information systems so countries can make better decisions and sustain good health outcomes over time. This section addresses the management phase of an individual evaluation, from the period following the award of an evaluation contract to the submission of the final report. tenure, property rights, and land governance in rural, peri-urban and urban areas. The Evaluation COR/Manager must help mediate and manage the relationship between the evaluation team and the implementing partner being evaluated. USAID staff members typically manage evaluations on behalf of USAID, while the design and implementation of an evaluation is typically the responsibility of an externally contracted evaluation team. This is particularly true for experimental designs in impact evaluations, which require that the implementing partner adhere to pre-specified treatment and control groups. ); The evaluation team is proceeding with the evaluation as envisioned; A final report is reviewed, approved, and disseminated. 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 designed to be applicable to all bureaus, offices, and posts and the templates can be customized to fit your needs. The RERA Toolkit is consistent with . Before finalizing the Evaluation SOW, the Mission or Washington Operating Unit Program Office will organize an in-house peer technical review of the Evaluation SOW including no less than two individuals in addition to the Program Office Evaluation POC (or designee). At a minimum, following the completion of an evaluation, Missions and Washington OUs should respond to the evaluation through the development of an action plan for addressing the evaluation findings, conclusions, and recommendations. Sharing: Transparency is a key practice of evaluation at USAID. A stakeholder analysis is one simple way to start the process of identifying stakeholders and determining how to best collaborate with them throughout the evaluation. The U.S. Agency for International Development (USAID) has taken steps to significantly strengthen its monitoring and evaluation (M&E) capacity by expanding the science-based evaluation toolkit for agency staff, making M&E more systematic and science-based, and establishing an evaluation … (This evaluation may count as one of the evaluations required under Requirement 1. Two forms of evaluation report sharing are required: The annual Performance Plan and Report (PPR) documents USG foreign assistance results achieved over the past fiscal year and sets targets on designated performance indicators for the next two fiscal years. Before finalizing the Evaluation SOW, the Mission or Washington Operating Unit Program Office will organize an in-house peer technical review of the Evaluation SOW including no less than two individuals in addition to the Program Office Evaluation POC (or designee). A featured resource in this section is the Key Considerations for Monitoring and Evaluating MIYCN-FP Integrated Services. The actual costs of M&E may vary depending on the operating environment and the specific types of evaluations the OU plans to undertake. When effective, robust MEL systems serve several purposes: ... USAID Monitoring Toolkit (USAID 2017a) for more detail on different types of indicators. “The Evaluation Toolkit curates the available information on Evaluations at USAID. Each Mission and Washington OU must conduct an impact evaluation, if feasible, of any new, untested approach that is anticipated to be expanded in scale or scope through U.S. Government foreign assistance or other funding sources. 25 Resources. Missions must keep the PMP up-to-date to reflect changes in the CDCS or projects. Acquire the “know how” needed to build learning time and approaches into USAID programs and projects. However, SOWs may differ for internal evaluations, for evaluations planned within an existing evaluation contract, or for more complicated impact evaluations. 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. 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. ADS 300: Agency Acquisition and Assistance (A&A) Planning, Monitoring and Evaluation Platforms: Considerations for Design and Implementation Based on a Survey of Current Practices, Monitoring, Evaluation and Learning Platforms Assessment Report (2017), Interactive Map of VOPEs (Voluntary Organizations of Professional Evaluators), The Ideal Prospective Impact Evaluation Timeline, Government Accountability Office: Designing Evaluations (2012 Revision), The Road to Results: Designing and Conducting Effective Development Evaluations, Real World Evaluation: Working Under Budget, Time, Data, and Political Constraints: A Condensed Summary Overview, Evidence-based practical guidance and templates on how to successfully design and implement a Developmental Evaluation for Evaluators and firms that manage DEs, ADS Additional Help, ADS Reference 201sai, Managing the Peer Review of a Draft Evaluation Report, Checklist for reviewing a randomized controlled trial, Development Experience Clearinghouse (DEC), Annual Performance Plan and Report Guidance, User Manual for Contractor Performance Assessment Reporting System (CPARS), How-To Note: Evaluation Statement of Work, How-To Note: Preparing Evaluation Reports, How-To Note: Activity Monitoring, Evaluation, and Learning Plan, Additional Help: Staff Roles and Responsibilities for Monitoring, Evaluation, and Learning, Evaluation Stakeholder Participation Planning Matrix, Developing an Evaluation Dissemination Plan, Complexity-Aware Monitoring Discussion Note (Brief), Discussion Note: Making Evidence Accessible through Evaluation Synthesis, How-To Note: Prepare and Maintain a Performance Management Plan (PMP), Multi-Year PMP Evaluation Plan Guidance and Templates, How-To Note: Developing a Project Logic Model (and its Associated Theory of Change), Monitoring & Evaluation for a G2G Agreement, Additional Help: Activity Monitoring, Evaluation, and Learning Plan Template, Deciding to Evaluate During Project Design, Choosing Between Internal and External Evaluations, Conducting an Evaluability Assessment for USAID evaluations, Tips for Developing Good Evaluation Questions, Technical Note: Mixed-Methods Evaluations, Evaluation Statement of Work Checklist and Review Template, Evaluation Statement of Work (SOW) Peer Review Process, How-To Note: Engendering Evaluation at USAID, Developing an Independent Government Cost Estimate for a Performance Evaluation, USAID Staff Participation in External Evaluations, Sample Disclosure of Conflict of Interest Form, Technical Note on Evaluative Case Studies, Lessons Learned Managing External Performance Evaluations, Evaluation Report Checklist and Review Template, Managing the Peer Review of a Draft Evaluation Report, USAID Evaluations: Statements of Difference Guidance, Submitting a USAID Evaluation to the Development Experience Clearinghouse (DEC), Exceptions to Public Disclosure of USAID-Funded Evaluations and Action Memo Template, USAID Evaluation Registry: Data Collection Template, Integrated into the Design of Strategies, Projects, and Activities, Unbiased in Measurement and Reporting, Independent, and Objective, Based on Best Methods of Appropriate Rigor, Oriented toward Reinforcing Local Ownership and National Self-Reliance. Improvement Methods Toolkit from the USAID ASSIST Project. The decision to evaluate a strategy, project, or activity should be based on the decision-making needs of a Mission or Washington OU, the policy requirements for evaluation, learning needs, and practical considerations. An activity also may be an intervention undertaken directly by Mission staff that contributes to a project, such as a policy dialogue. Toolkits USAID Learning Lab hosts three toolkits to provide USAID staff and implementing partners with a curated set of resources to plan, implement and integrate … The requirements for evaluation report structure and content are detailed in the mandatory references for ADS 201: The report must present a well-researched, thoughtful, and organized effort to objectively evaluate a USAID strategy, project, or activity. At a minimum, this requires the posting of evaluation reports to the Development Experience Clearinghouse (DEC) and evaluation data to the Data Development Library (DDL). This Toolkit was developed by the Bureau for Policy, Planning, and Learning Office of Learning, Evaluation, and Research (PPL/LER). This section addresses the planning phase for an individual evaluation, from the decision to evaluate to the procurement of evaluation services. The Evaluation Independent Government Cost Estimate (IGCE), is USAID’s estimate of the costs that an evaluation contractor may incur in performing the evaluation. Recommend that someone with disability expertise be on the evaluation team. Find out about career opportunities at USAID. In this case, decisions need to be made about whether to evaluate, what type of evaluation (performance or impact) to conduct, what type of evaluation team (internal or external) would be appropriate, and when the evaluation should be conducted. 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. UN United Nations . 7 Resources. Draft a strong Statement of Work (SOW) that is peer reviewed prior to finalizing; Develop an Independent Government Cost Estimate (IGCE); Commission the evaluation to allow partners several weeks to prepare and respond; Conduct the evaluation using high-quality methods; and. Effective monitoring and evaluation (M&E) is essential for demonstrating the evidence of impact of PHE integration, and its ability to contribute to multiple development goals, including the Sustainable Development Goals (SDGs). In this case, the evaluation will provide a large-scale evaluation of a complex initiative targeting food security, … They display and guide you to a range of resources on each on these three topics. Evaluation at USAID is defined as the systematic collection and analysis of data and information about the characteristics and outcomes of one or more organizations, policies, programs, strategies, projects, and/or activities as a basis for judgments to understand and improve effectiveness and efficiency, timed to inform decisions about current and future programming. We create tools and approaches for rigorous evaluations, providing evidence to address health challenges. It is also distinct from performance monitoring, which is an 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. 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. This version of the Toolkit was produced in April 2003 to reflect the changes in ADS Chapters 200-203 that went into effect on January 31, 2003. 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. It contains the latest guidance, tools, and templates in an intuitive and easy-to-navigate format.” This toolkit was developed by USAID in 2015. For external evaluations, the completed SOW is typically incorporated into a request for proposals (RFPs) or request for procurement. Ads 205 ) in the order that they first appear as a for. 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