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Monitoring and Evaluation Nile 5. Pamela Pali. Presentation Outline. Monitoring and evaluation in N5 (process evaluation) Learning at project, platform and BDC level. I. M&E in Nile 5. Process monitoring tools are used on an annual basis to measure project outcomes

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Monitoring and evaluation nile 5

Monitoring and Evaluation Nile 5

Pamela Pali

Presentation outline
Presentation Outline

  • Monitoring and evaluation in N5 (process evaluation)

  • Learning at project, platform and BDC level

I m e in nile 5
I. M&E in Nile 5

  • Process monitoring tools are used on an annual basis to measure project outcomes

  • Richness in the diversity of outcomes measured including changes in stakeholder composition within each Nile project, KAP, and any unexpected changes.

Kap survey
KAP Survey

  • Capture the knowledge attitude and practices from each Nile project

  • Occur once a year – first Iteration has happened

  • Second Iteration should occur soon for Nile 2,3 and 4. Need to adapt tool and include additional stakeholders

  • Include a baseline KAP survey for the Nile 5 stakeholders – but non formal capacity building will occur

Lessons learnt from kap survey
Lessons learnt from KAP survey

  • Small n size of partner institutions hence difficult to generalize the findings across the populations

  • Hence need to include a more qualitative outlook to the tools

  • At the institutional level, who responds to the KAP, field level personnel who receive training or management?

  • Consistency of the respondents for each KAP survey

Most significant change stories
Most Significant Change stories

  • Rationale: to identify unexpected emergent changes coming from the NBDC work that should be supported and amplified

  • 1st Iteration conducted in Stakeholder meeting in Bahir Dar with respective Nile project members

  • Three stories posted on the wiki as NBDC brief numbers 10, 9, and 8

  • 2nd iteration to be conducted in October 2012 with Nile project partners

  • Same procedure will be followed and managed by project leaders

Lessons from the msc process
Lessons from the MSC process

  • Forcing the three stories per project would result in a desperate attempt to get the story out – opposite for the project partners

  • Include in the template the actual change and what the story is about – at partner level we will have to ensure that a story falls into a single domain otherwise selecting the story is difficult

  • Requires extra facilitation and revision of the stories in several iterations at the partner level with out changing the meaning of the story. Use of local language and validation is essential

  • Collect some stories at the N2 and N5 platform (stakeholders) levels in October???

  • Telling stories is difficult!