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@PCM2 > 2.2 > Flashcards

2.2 Flashcards

1
Q

Some of the key questions the plan will have to address

A

1-who involved
2-what are
-the expected benefits to stakeholders/ key partners
-risks
-technological solutions
3-How can we ensure good performance? , maintained in the long run

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2
Q

Part 1 Detailed Implementation Plan (DIP)

A
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3
Q

DIP Def: Maps out

A

how to bring your planned activities to life

by breaking it into identifiable steps

where each step is assigned a to team member to complete

on a set timeline

with specific allocated resources

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4
Q

When the DIP must to be developed?

A

At the beginning of the Program or Project

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5
Q

At which level?

A

Project Management level involving all program manager staff and departments, the stakeholders, partners.

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6
Q

The DIP will

A

dictate the direction of the proj/prog strategy

allocating resources

developing real strategies to cover the identified gaps

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7
Q

What are the benefits of an DIP?

A

Determine activities
Assign responsibilities
stay on track
Increase cooperation
Map out assumptions and risks
Research and Acc
ENSURE BUY-IN

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8
Q

Components of DIP

A

Define Goals/Objective
Establish a project team
Allocate Resources
Designate Team Member Responsibilities
Identify all risk areas
Define indicators for success
Define how you will adapt
Evaluate success

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9
Q

Preparing the project WP & B

A
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10
Q

An easy way to prepare a work plan is by

A

1-organizing the information you have collected on what you want to do in a hierarchical sequenced:

2-starting with the objective

3-Then moving on to the outputs that contribute to that objective

4-then to tasks that contribute to achieving the output.

5-look at the timing and sequencing of all of these outputs, tasks and activities
to see how everything fits together.

6-assign costs to all of these sequenced actions
to determine when funds will be needed to cover the expenses.

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11
Q

This information is then arranged in the form of a

A

monthly or quarterly expenditure plan or budget

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12
Q

ESTABLISHING A PARTICIPATORY
MONITORING AND EVALUATION SYSTEM

A

In addition to the DIP , B , you will also have to create
a simple mechanism to monitor project implementation performance

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13
Q

In addition to the DIP , B , you will also have to create a

A

simple mechanism to monitor project implementation performance

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14
Q

How? This is usually done by identifying clear and measurable

A

“milestone events,”
outputs
tasks
activities

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15
Q

that have to be

A

1-accomplished within a specified period of time

2-meet certain quality standards

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16
Q

If you have prepared the project WP correctly, you should be able to

A

extract most of the information you will need to monitor implementation performance from WP

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17
Q

In summary, the more detailed it is, the

A

easier it will be to track project performance.

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18
Q

Some tools

A

BAR/GANTT CHART
PERT CHART

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19
Q

PART 2 MEAL

A
20
Q

Monitoring is defined by OECD ?
as

A

A continuing assessment
that uses
1-systematic collection of data on specified indicators
2-wider information on the implementation of projects

21
Q

Why we monitor?

A

to providemanagement and the main ST of

1-an ongoing development intervention

2- indications of the
extent of progress
achievement of objectives
progress in the use of allocated funds

22
Q

Evaluation is defined by OECD as?

A

The systematic and objective assessment of an

on-going or completed
project, programme or policy,
its design, implementation and results.

23
Q

The aim of EV is to

A

determine the
relevance
fulfilment of objectives,
development efficiency, effectiveness,
impact and sustainability.

24
Q

Why EV?

A

An evaluation should provide information that is
credible and useful,

enabling the incorporation of LL into the DMP of both recipients and donors

25
Q

Evaluation also refers to the

A

process of determining the worth or significance of an activity, policy or program.”

26
Q

Accountability has been defined as .

HAP defines it as

The definition used within the Good Enough Guide

A

“the means through which power is used responsibly”

a process of taking into account the views of, and being held accountable by, people affected by the exercise of this power”.

Making sure that the women, men and children affected by an emergency are involved in planning, implementing, and judging our response to their emergency too.”

27
Q

Learning is about a

A

set of co-ordinated processes

28
Q

Why Learning?

A

enable
individuals
organization
implementing partners

to continually improve its performance
in meeting the needs and expectations of its ST,

particularly (people we seek to assist in emergency response)

29
Q

What is MEAL plan?

A

management tool
project or programme’s roadmap

30
Q

Why?

A

to M&E interventions, projects or programmes

to implementing your MEAL related activities as intended

in a timely and efficient

31
Q

All projects/programmes should be covered by a MEAL plan with

A

appropriate resources in place to implement the plan.
recommended
5-10% of total project/program for MEAL Activities

32
Q

Compnents of MEAL plan

A

Key project/programme information

Objectives and Indicators for M, with baselines
* Qualitative information needed for M
* Planned EV
* Accountability Activities

  • RaR
  • WP
  • MEAL Budget
33
Q

STEPS to Develop a comprehensive MEAL PLAN

A
  1. ID YOUR PROJECT/PROGRAMME GOALS
    * SO specific objectives of the Project/program.
    * coherent proposal.
  2. ID YOUR PROJECT/PROGRAM INDICATORS AND TARGETS

ID SMART indicators (Progress vs Achivement)

  1. SELECT YOUR DC METHODS AND DATA SOURCES FOR PRIORITISED INDICATORS IN YOUR MEAL PLAN

*Depend upon your available Budget
the availability of the human resources.

  1. DECIDE UPON YOUR DA , QUALITY ASSURANCE/VAIDATION AND MANAGEMENT STRATEGY
    * gather, both qualitative and quantitative.
    * Strengthen strategy to enhance MEAL specific skills of staff.
  2. IDENTIFY YOUR ACC STRATEGY FOR REPORTING AND DISSEMINATING DATA
34
Q

In Emergency Situation an M&E plan is developed by the programme management team with support from MEAL lead/team for each sector within 1-2 weeks of the start of the response.

  • It should include all indicators covered by sector logframes (and committed to in programme grants), targets, means of verification, frequency and staff responsible.
  • A central MEAL budget is included in the master budget within 3-4 weeks of the start of the response covering costs that include: MEAL human resources; accountability activity resources; evaluations (RTE and EHA); information management systems; routine monitoring activities; and other associated costs.
A
  • An output tracker/IPTT or other tool is set up preferably in the first week of a response, and no later than four weeks of the start of the response, in order to monitor programme outputs and count accurately the number of people
    reached.
  • Systematic monitoring of outcomes of response intervention (anticipated and unanticipated) commences no later than four weeks from the start of the response.
  • Plans for monitoring and evaluating the contribution of response interventions towards impact begin within four weeks of the start of the response (for instance, establishing retrospective baselines or other means of comparison).
  • In an emergency response, we interpret ‘impact’ to mean the difference we have made in the lives of people we have sought to assist.
  • MEAL budget will need to be included in the original budget during the design phase of the project
35
Q

MEAL Planning tools

A

PMP
IPTT
FRMF
LP
ETOR

36
Q

CRFMs

A
37
Q

What are CRFMs?

A

a set of clear, transparent procedures

that provide children and communities with access to a safe, confidential means of voicing complaints
on issues within the control of the
organisation

38
Q

CRFMs must be

A

effective
accessible
safe
confidential

39
Q

Poorly managed CRFMs can be dangerous for the complainant if it

A

confidentiality is breached.

40
Q

Reasons for establishing a (CRFMs)

A

1-ACCOUNTABILITY AND RIGHTS
2-TRANSPARENCY AND TRUST
3- EMPOWERMENT
4-M&E

41
Q

Implement contextually appropriate
solutions through (CRFMs)

A

1-PROGOR PROJ IMPROVEMENT
unique and invaluable
sources of information
**USED FOR **
better project management and outcomes

2-EARLY WARNING
ID issues and risks early
Address them in a timely manner
before they become
larger
more difficult
expensive to manage

42
Q

WHY CRFMs?

A

informing management of issues
to Improove
quality
efficency
effictivness

43
Q

RECORDING COMPLAINTS AND FEED-BACK

A

Formal complaints should be recorder on a complaints forms,in a logbook, or on a database.

a member of staff should complete the relevant forms (fraud incident, protection, child
safeguarding policy, etc)

  • categorize them in order to make it easy to
    analyze trends afterwards.
  • Consider the categories from
    the table developed by Save the
    Childre
44
Q

table developed by Save the
Children

A

1- Request for INFO
2-Request for Assistance
3-Minor dissatisfaction
4-Major dissatisfaction
5-Breaches of COC, Child safegurding, Protection
6-Allegations of child abuse, Sexual explotation by NGOs

45
Q

Examples of different types of
CRFMs

A

Hotlines
Text messaging
Mobile centres
INFO centers
Suggestion boxes

46
Q

Key principles of a CRFMs

A

TRANSPARENCY –
Ben access to our files if necessary.

CONFIDENTIALITY-
Name of the complainant
alleged person
the issue is not leaked.

IMPARTIALITY –
Decisions are taken on consideration
of objective parameters

NON-RETALIATION –
Ben are assured that as a result of submitting complaints they will not lose
access to our services

@PCM2 (12 decks)

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