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5.8 Monitoring and Evaluation of Capacity Development

5.8 Monitoring and Evaluation of Capacity Development. Linkage between the next SP, OP and RBB. SP. OP (2012-15). KO n11. Del. Act. Budget. GSN. ST n. ER n1. KO n12. Del. Act. Budget. Act. Budget. Del. KO n13. Act. Budget. SECRETARIAT RBB (2012-15).

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5.8 Monitoring and Evaluation of Capacity Development

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  1. 5.8 Monitoring and Evaluation of Capacity Development

  2. Linkage between the next SP, OP and RBB SP OP (2012-15) KOn11 Del Act Budget GSN STn ERn1 KOn12 Del Act Budget Act Budget Del KOn13 Act Budget SECRETARIAT RBB (2012-15)

  3. Framework of theResults-based WMO Operating Plan and Secretariat Budget 2012-2015 (5) (8) KOs of RA I … VI Indicators, Baselines, Targets ST 1 ER 1 Secretariat Departments Activities and Budget KOs of TC1 … TC8 Indicators, Baselines Targets ER 1 ER 2 ER 2 For every ER, eachRA and TC will define specific Key Outcomes together with Indicators, Baselines and Targets; based on these plans and in close coordination the Secretariat develops deliverables, activities and budget proposals. Strategic level Operational level

  4. KO’s , KPI’s and Priority Areas ST2: Advancing scientific research and application as well as development and implementation of technology ER4:Enhanced capabilities of Members to access, develop, implement and use integrated and interoperable surface-based and space-based systems for weather, climate and hydrological observations, as well as related environmental observations, based on world standards set by WMO. KO 4.1: WMO Integrated Global Observing System (WIGOS) is implemented KPI Completion of WIGOS milestones according to WIGOS implementation plan., Increased availability of observations for users Priority:WIGOS and WIS are priority areas Total of 24KOs, most of them have not more than 2KPIs. Additional 7 KOs on GFCS and DRR as major initiatives

  5. Strategic planning documents WMO Strategic Plan : High-level statement of strategic directions and priorities expressed through Strategic Thrusts and organization-wide Expected Results and Performance Indicators addressing the Global Societal Needs; WMO Operating Plan: converts the organization-wide ERs into specific outcomes/ deliverables, indicators and targets Secretariat Implementation Plan and budget: converts the organization-wide ERs into Secretariat specific outcomes/ deliverables, indicators and targets and links them to the planned activities and the Secretariat budget; WMO Strategic Executive summary: In a language appealing to those outside WMO and those making decisions to fund NMHSs. and Tool/System for Monitoring & Performance Evaluation – Tracks implementation and provides for control and corrective actions for achieving the ERs.

  6. WMO Strategy for Capacity Development : Why? • Establish a CD Strategy to ensure, in a holistic approach, all actors in Met/Hydro/Climate work towards the same overall objective : Facilitating sustainable development of NMHS Resolution Cg-XVI/B/WP 11.2 • Congress noted that a coordinated and cohesive approach for capacity development would be needed to enhance capabilities of NMHSs in developing countries to meet growing Societal Needs at different levels. • Congress noted that capacity building is a crosscutting activity and contributes to all Expected Results (ER), especially ER 6 and Strategic Thrust 3 of the 2012-2015 Strategic Plan.

  7. Definitions and Logic of WMO strategic planning approach WMO Strategic Plan WMO OP 2012-2015

  8. StrategicThrust n3 ExpectedResult n6

  9. Tools to Monitor and Evaluate Progress • Types: Empirical, Qualitative, Index, breadbasket, case histories, Indicators (available economic, social or environmental) • Example Collection tools: • Self reporting: Surveys, Visits of PR and national staff • Country assessments • National Records • Reports: OPAGS, Regional WGs, Fellowship Evaluations, project evaluation • Country Profile Data Base

  10. Feedback and learning M&E M&E M&E M&E • Inputs • WMO governance decisions • TCs and RAs human resources • Financial & human resources: • WMO Secretariat • WMO Joint Programmes • Members • Partner Organizations’ contributions Activities Activities asstipulated in theWMO Operating Plan based oncontributionsof theTCs, RAand the Secretariat Activities of WMO Joint Programmes Activities ofMembers Deliverables Deliverables asstipulated in theWMO Operating Plan based oncontributionsof theTCs, RAsand theSecretariat Deliverables of WMO Joint Programmes Deliverables of Members Expected Results Expected Resultsas stipulated in theWMO Strategic Plan Expected Results of WMO Joint Programmes Key Outcomes Key Outcomesas stipulated in theWMO Operating Plan Key Outcomesof WMO JointProgrammes WMO Secretariat enabling processes and coordination Conceptual Framework for Monitoring and Evaluation

  11. Capacity Development – and ER 6 Expected Result 6: Enhanced capabilities of NMHSs, in particular in developing and least developed countries, to fulfil their mandates. • Looking at Key Outcomes (Kos) and Key Performance Indicators (KPIs) • How do we measure?

  12. EC-WG/SOP Questionnaire • The working group reviewed in 2011 a standardized questionnaire to assess the impacts of the achieved results. • Such a survey could help create baselines and targets.

  13. Draft Survey on WMO Impacts of Achieved Results on Members Survey Questions for Capacity Development, ER 6 Key Outcomes 6.1-6.4 KO 6.1: NMHSs and Regional Centers are improved, particularly in developing and least developed countries

  14. KPI 6.1.1: Number of NMHSs and WMO Regional Centers with defined roles in national and regional socioeconomic development activities, in cooperation with international and regional development agencies

  15. KPI 6.1.2:Number of NMHSs with programmes and networks for collaborating on service delivery at regional levels

  16. KO 6.2: Infrastructure and operational facilities of NMHSs and Regional Centres are improved, particularly in developing and least developed countries

  17. KPI 6.2.1:Number of NMHSs with improvement in infrastructure and operational facilities to address identified deficiencies

  18. KPI 6.2.2:Number of NMHSs with modernized capacities to develop and disseminate products to their customers

  19. KO 6.3: Education and Training Development activities at national and regional levels are improved, especially in developing and least developed countries

  20. KPI 6.3.1:The number of RTCs providing education and training support for GFCS related activities • To be completed by WMO Secretariat using other sources.

  21. KPI 6.3.2:The degree to which Members are getting value for money from the WMO Fellowship Programme

  22. KPI 6.3.3:The degree to which the RTCs support the regional training demands in particular for students from developing and least developed countries

  23. KO 6.4: Capacities of NMHSs are enhanced through cooperation and partnerships with other national and regional organizations

  24. KPI 6.4.1:Development projects and activities funded through voluntary and extra-budgetary resources • To be completed by WMO Secretariat using other sources.

  25. Your inputs…ideas? • Questions in Survey…. • Are we measuring what needs to be measured to show the capacities of NMHS are being developed? • Are the questions • Too simple (yes/no) to be of use? • Too difficult to answer with enough specificity to show improvement in 4 years? • About right • What other tools does WMO need to develop/improve (if any) to evaluate and monitor CD?

  26. Additional Sources • Survey on the Role and Operation of Meteorological Services (2011) • Regional Surveys • Programmatic Surveys • Information from assessments done on bilateral basis, other development agencies or at sub-regional levels as part of project development

  27. Annex 1KPI reference sheet to be completed

  28. Annex 2Exampleof a duly completed KPI Reference Sheet

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