usaid evaluation toolkit

This section must specifically identify and describe any evaluations that will be conducted to fulfill evaluation requirements described in ADS 201.3.5.13. As with all IGCEs, it serves as the basis for reserving funds during acquisition planning; it provides the basis for comparing costs or prices proposed by offerors/applicants; and it serves as an objective basis for determining price reasonableness in cases in which one Offeror/Applicant responds to a solicitation. Reporting: Planned, ongoing, and completed evaluations must be reported annually in the Evaluation Registry of the annual Performance Plan and Report. 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. MEASURE Evaluation, which is funded by the United States Agency for International Development (USAID), has provided technical and financial assistance to strengthen RHIS for more than 15 years. USAID Learning Lab hosts three toolkits to provide USAID staff and implementing partners with a curated set of resources to plan, implement and integrate monitoring, evaluating and CLA practices into their programs. See ADS Additional Help, ADS Reference 201sai, Managing the Peer Review of a Draft Evaluation Report. USAID’s wide-ranging effort to modernize foreign assistance, spotlights the importance of high-quality monitoring and evaluation, along with active-learning and … Evaluation in Mission Performance Management Plans . And we strengthen health information systems so countries can make better decisions and sustain good health outcomes over time. 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. For an evaluation to successfully contribute to USAID development results, the Evaluation Point of Contact (POC) and other USAID staff involved in the evaluation must productively engage and collaborate with key stakeholders in the evaluation—USAID staff across various offices, implementing partners, host country officials, beneficiaries, etc. This toolkit is organized according to the USAID Program Cycle and the phases of an evaluation. Per ADS 201, USAID Operating Units (OU) should devote approximately 3 percent of total program funding to external evaluation on average. It notes: “Evaluations will use methods that generate the highest quality and most credible evidence that corresponds to the questions being asked, taking into consideration time, budget, and other practical considerations. A few resources and additional links are available only to USAID staff. In the case of a Government to Government (G2G) activity, an Activity MEL Plan should be created by the Government Agreement Technical Representative (GATR) or G2G POC in collaboration with the partner government. Reviewing findings, conclusions, and recommendations of evaluations that relate to their activities, projects, and DOs; Identifying any management or program actions needed; and. The toolkit provides guidance on a systematic approach to work with research partners to strengthen their research capacity while collaboratively conducting an evaluation. MEASURE Evaluation, which is funded by the United States Agency for International Development (USAID), has provided technical and financial assistance to strengthen RHIS for more than 15 years. Toolkit Sitemap; Feedback; Africa. In this case, the evaluation will provide a large-scale evaluation of a complex initiative targeting food security, agricultural development, nutrition and related services. CORs completing an assessment report should ensure that the report contains an accurate portrayal of the contractor’s performance. Bureau of Economic Growth, Education, and Environment Contractors utilize the completed past performance reports when responding to solicitations. 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. USAID Learning Lab hosts three toolkits to provide USAID staff and implementing partners with a curated set of resources to plan, implement and integrate monitoring, evaluating and CLA practices into their programs. ), Each Mission must conduct at least one "whole-of-project" performance evaluation within their CDCS timeframe. Monitoring and evaluation toolkit HIV/AIDS, tuberculosis and malaria. BETTER PROJECTS THROUGH IMPROVED The Toolkit is one of several gender-based violence (GBV) Toolkits that USAID has developed to address concerns related to GBV in other sectors including, but not limited to, Economic Growth, Energy and Infrastructure, Monitoring and Evaluation, and the Rule of Law. Given the cross-sectoral nature of programming, these DRG examplesmay be relevant for other sectors - and indeed, mu… These stakeholders may contribute to the planning and implementation of the evaluation, serve as primary or secondary audiences for evaluation products, and/or serve as critical actors in ensuring that evaluation evidence is utilized effectively. For a typical performance evaluation, this means the process to solicit an evaluation should begin at least 12–18 months in advance of a decision point. We create tools and approaches for rigorous evaluations, providing evidence to address health challenges. USAID 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. Evaluation in Project Monitoring and Evaluation Plans . The USAID Program Cycle The Program Cycle, codified in the Automated Directive Systems (ADS) 201, is USAID’s operational model for planning, delivering, assessing, and adapting development programming in a given region or country to achieve more effective and sustainable results in order to advance U.S. foreign policy.. Findings, conclusions, and recommendations must be based in evidence derived from the best methods available given the evaluation questions and resources available. (1) provide further guidance on specific requirements and processes; (2) describe best practices; and (3) offer templates and other tools. Building a Safer World: Toolkit for Integrating GBV Prevention and Response into USAID Energy and Infrastructure Projects ii. As early as possible in the evaluation planning phase, the Mission or Washington Operating Unit needs to consider the purpose and audience of the evaluation and the key questions that the evaluation will address. Monitoring and evaluation tools are being developed. Require disability-targeted questions. Evaluation status and budget data from the Evaluation Registry is critical to helping USAID understand the number of evaluations completed across the Agency, the totality of budget resources being devoted to evaluation, and trends over the fiscal years. This does not mean that every project or activity should be evaluated or that 3 percent of the budget of every project, activity or implementing mechanism be set aside for evaluation. randomized assignment of treatment and control groups, modifications to selection criteria, modifications to roll-out timing, etc.). The Program Office is responsible for ensuring that the SOW is compliant with. USAID Learning Lab hosts three toolkits to provide USAID staff and implementing partners with a curated set of resources to plan, implement and integrate … ment, and evaluation of education programs. A few resources and additional links are available only to USAID staff. In addition, evaluations should be timed so that their findings can inform decision making (for example, exercising option years, designing a follow-on project, making mid-course corrections, creating a country or sector strategic plan, or making a policy decision). It clarifies what monitoring and evaluation are, how you plan to do them, how you design a system that helps you monitor and an evaluation process that brings it all together usefully. In addition to this document, two summaries of potentially relevant indicators may assist with the indicator-selection process: • Summary of Indicators for Combating Wildlife Trafficking The Evaluation Registry includes information on evaluations completed in the most recent fiscal year, evaluations that are currently ongoing, and evaluations planned for the current year and two additional out-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). For examples of USAID's innovative approaches to monitoring, evaluation, research and learning that are currently being tested within the Agency, please visit our Monitoring, Evaluation, Research and Learning Innovations Program(MERLIN) page. Each Mission and Washington OU that manages program funds and designs and implements projects as described in ADS 201.3.3 must conduct at least one evaluation per project. 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. The PD/PM Toolkit will help bureaus, offices, and posts design their activities in a way that effectively advances broader strategic goals, utilizes useful monitoring and evaluation, and enables learning to occur Resources will be regularly updated (especially when new guidance is released). USAID Learning Lab hosts three toolkits to provide USAID staff and implementing partners with a curated set of resources to plan, implement and integrate monitoring, evaluating and CLA practices into their programs. For instance, the number and complexity of questions, along with the proposed data collection and analysis methods in the methodology section and the team composition requirements in the Evaluation SOW should all be reflected in the IGCE. 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. USAID Learning Lab hosts three toolkits to provide USAID staff and implementing partners with a curated set of resources to plan, implement and integrate monitoring, evaluating and CLA practices into their programs. In addition to these approaches, USAID’s Evaluation Toolkit includes provides a brief guide for developing appropriate questions, entitled Tips for Developing Good Evaluation Questions (for Performance Evaluations), which includes a mix of principles and tips for developing good evaluation questions. Achieving agriculture-led food security through knowledge sharing, USAID's sharing platform for resources on sustainable urban development, USAID's knowledge sharing platform focused on land tenure and property rights, Sharing knowledge and ideas to solve global water and sanitation challenges, A global knowledge portal for climate change & development practitioners, A collaborative learning community of development professionals, USAID's knowledge platform for resilience. 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. Understanding impact evaluation requirements at an early stage can help inform the drafting of implementing partner agreements in a way that builds implementer/evaluator cooperation and communicates how the evaluation will affect implementation. A Portfolio Review is a periodic review of all aspects of a USAID Mission or Bureau/Independent Office (B/IO)’s Development Objective, projects, and activities, often held prior to preparing the Performance Plan and Report. Most of the guidance in this section assumes that USAID is the author of the SOW for a competitively procured external performance evaluation. This document assembles the up- to -date and most recent PDFs that are includes as resources in the Toolkit. management, evaluation, and reporting. As the evaluation report moves toward completion, the Mission or Washington OU that commissioned the evaluation enters into the key phase of sharing, reporting, using, and learning from the evaluation. If USAID staff is expected to participate on the evaluation team, that expectation should be acknowledged in the solicitation. 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. ADS 201 emphasizes high-quality evaluation methods. Language . U.S. Agency for International Development. For guidance and support associated with revisions to ADS 201, please see the Program Cycle overview page. 1. After the Portfolio Review, the Mission should update the PMP as needed to reflect changes in the evaluation plan. US Agency for International Development (USAID). 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. This toolkit was prepared by Initiatives Inc. and University Research Co., LLC (URC) for review by the United States Agency for International Development (USAID) and was authored by Lauren Crigler (Initiatives Inc.), Kathleen Hill (URC), Rebecca Furth (Initiatives Inc.), and Donna Bjerregaard (Initiatives Inc.). An Evaluation Design Matrix is a standard tool for outlining the components of an evaluation design and is highly recommended for use by evaluation teams. Welcome to the e-version of the USAID Evaluation Toolkit! tenure, property rights, and land governance in rural, peri-urban and urban areas. Special consideration should be taken with regard to timing of contracts for impact evaluations. The responsibilities of an Evaluation COR/Manager for an evaluation contract or task order are technically no different than the responsibilities of a COR for any other implementing mechanism. Ideally, evaluation planning should start during the project or activity design stage. The audience for this toolkit includes host governments, USAID and other donors, and project implementers. The Evaluation COR/Manager will ensure that: In the period following the award of the evaluation contract, but prior to data collection, an evaluation design is the one deliverable required by USAID policy. Improvement Methods Toolkit from the USAID ASSIST Project. Utilization and learning should be planned for and actively facilitated whenever evaluation use occurs. These data also help USAID demonstrate to external stakeholders, such as the White House’s Office of Management and Budget, the priority that USAID places on evaluation. Relevant and non-procurement sensitive parts of the SOW may also be shared with external stakeholders as needed and appropriate. Per ADS 201.3.2.16(A.II), Missions must include an evaluation plan in their Mission PMP to identify, summarize, and track all evaluations as they are planned across the Mission and over the entire CDCS timeframe by Development Objective (DO). 7 Resources. The Toolkit is organized according to the USAID Program Cycle and the phases of an evaluation. An evaluation design describes and documents how the data collection and analysis methods will be used to produce credible evidence for answering all of the evaluation questions within the time and budget constraints. 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. Section 2 noted the various stages of the Program Cycle where Missions or Washington OUs should formally consider evaluation needs and requirements, including Mission-wide evaluation planning. The SOW communicates to the evaluation team why the evaluation is needed, how it will be used, and what evaluation questions managers need answers to. Monitoring and evaluation (M&E) are key aspects of any project and together they serve to support informed decisions, the best use of resources, and an objective assessment of the extent to which an organization’s activities have led to a desired result. Per ADS 201.3.6.8, “Except in unusual circumstances, the key elements of the design [of the evaluation] must be shared with implementing partners of the projects or activities addressed in the evaluation and with related funders before being finalized.”. According to ADS 201.3.6.10: "OUs also should distribute evaluation results widely, to both internal and external stakeholders” and “Missions and OUs should update and follow the Evaluation Dissemination Plan developed during the evaluation planning stage..." Evaluations of all types will include a dissemination plan. ADS 201maa, Criteria to Ensure the Quality of the Evaluation Report, ADS 201mah, USAID Evaluation Report Standards, The Program Office must ensure that the final evaluation report is posted on the, In addition to posting the evaluation report to the DEC, Program Offices must post quantitative data from the evaluation to the. The Evaluation COR/Manager should also consider if the design complies with ethical standards for protection of human subjects. It is a resource for USAID staff members and external contractors who participate in or conduct evaluations for USAID. Evaluations typically have much more compressed timelines compared to other activities, requiring quick responses and adaptations when problems arise. A featured resource in this section is the Key Considerations for Monitoring and Evaluating MIYCN-FP Integrated Services. Follow these pathways to build skills with indicator selection and the use of monitoring data to spur continuous improvement on the ground in partner countries. Ideally, the evaluation purpose and questions will be developed during the design of the project or activity to be evaluated. They are included in the order that they first appear as a resource in the Toolkit. Purpose of this Toolkit. Recommend that someone with disability expertise be on the evaluation team. 1. A toolkit developed and implemented by: Office of Trade and Regulatory Reform Bureau of Economic Growth, Education, and Environment US Agency for International Development (USAID) For more information, please contact Paul Fekete. Clear articulation of the evaluation design assists USAID and other stakeholders in discussing these choices with the evaluation team, but the level of detail in an evaluation design may vary depending on the complexity of the evaluation, overall level of effort, and other factors. Collaboration is a principle that is integral to all stages of the USAID Program Cycle, including evaluation. Missions must keep the PMP up-to-date to reflect changes in the CDCS or projects. Monitoring and Evaluation Capacity Assessment Toolkit Efforts to strengthen health information systems must focus on improved health program monitoring and evaluation. The actual costs of M&E may vary depending on the operating environment and the specific types of evaluations the OU plans to undertake. Prepare for external evaluations. It contains the latest guidance, tools, and templates in an intuitive and easy-to-navigate format. The Toolkit is designed to serve as an ongoing resource for USAID staff engaged in performance management roles as they plan for and manage effective performance monitoring and evaluation over the course of the Mission’s strategy. Although procurement typically occurs at the end of the planning phase of the evaluation process, the Evaluation POC (or designee) should work with their contract officers to consider possible mechanisms early in the planning process, since the choice of mechanism can have implications on the budget and timing of the evaluation. The SOW communicates to the evaluation team why the evaluation is needed, how it will be used, and what evaluation questions managers need answers to. These are indicated by a designation of USAID only. This will help ensure that a project or activity and its monitoring system are designed with the planned evaluation in mind. USAID staff can refer the Education page on ProgramNet for examples of evaluation statements of work that were successful in incorporating consideration of disability inclusion. A workplan that describes the schedule, activities, and milestones of the evaluation team; An inception report or background report that addresses what the evaluation team has learned based on program documents provided to them; An in-brief or series of in-briefs, either in person or virtual; and. Is a resource for USAID staff members and external contractors who participate in or conduct evaluations for USAID. Other deliverables may also be due during this period, depending on what was requested in the Evaluation Statement of Work (SOW). However, evaluation questions may be based on input from Washington offices, Mission leadership, or other stakeholders, such as implementing partners and host governments. Purpose of this Toolkit The Positive Youth Development Measurement Toolkit, developed by YouthPower Learning, provides guidance and resources for implementers of youth programming in LMICs to integrate PYD principles in their monitoring and evaluation (M&E) systems and effectively measure PYD outputs and outcomes within their programs. The Program Cycle is how policy gets translated into action and how USAID supports countries on their Journey to Self-Reliance. To date, this workshop has been held over 30 times in Washington and all of the USAID regions and over 900 Agency staff have been trained. We create tools and approaches for rigorous evaluations, providing evidence to address health challenges. However, SOWs may differ for internal evaluations, for evaluations planned within an existing evaluation contract, or for more complicated impact evaluations. The Activity MEL Plan should include any plans for internal evaluations, to include the type of evaluation (performance or impact), possible evaluation questions, estimated budget, planned start date, and estimated completion date. If the evaluation was contracted, the Evaluation COR should, when applicable, access the Contractor Performance Assessment Reporting System (CPARS) to file a Contractor Performance Assessment Report within 60 days of the completed evaluation. If you want to make sure that your programs are coordinated with others, grounded in a strong Monitoring, Evaluation (M&E) base, and iteratively adapted to remain relevant throughout implementation, you might be interested to learn more about the USAID’s Collaborating, Learning, and Adapting (CLA) TOOLKIT, - a set of practices that help you plan and implement Program Cycle activities more effectively. MONITORING, EVALUATION AND LEARNING. Independent Government Cost Estimate (IGCE) Guide and Template in Excel. “The Evaluation Toolkit curates the available information on Evaluations at USAID. The Toolkit is designed to serve as an ongoing resource for USAID staff engaged in performance management roles as they plan for and manage effective performance monitoring and evaluation over the course of the Mission’s strategy. USAID United States Agency for International Development . 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). In planning an individual evaluation, sufficient time should be allocated to: For Missions and Washington OUs with M&E Support contracts, the steps outlined here may be somewhat different because the contract to conduct the evaluation may have already been awarded. The Global Fund accepts contributions from governments, corporations, foundations and individuals. Missions should update information in the evaluation plan from Project and Activity MEL plans upon their approval. An evaluation plan must include the following information for each planned evaluation, as it becomes available: The ADS defines a project as a set of complementary activities, over an established timeline and budget, intended to achieve a discrete development result (i.e. TABLE OF CONTENTS . The development of the RERA Toolkit was a collaborative effort involving multiple USAID Washington offices, USAID Missions, and Implementing Partners.The Education in Crisis and Conflict team at USAID Washington commissioned the Education in Con- flict and Crisis Network (ECCN) to develop the RERA Toolkit, which was written by James Rogan, Principal of Exterion LLC and Senior Advisor to ECCN, with … MEASURE Evaluation, which is funded by the United States Agency for International Development, created this toolkit is to help evaluators engage in collaborative implementation. 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 … Then, the USAID-funded MEASURE Evaluation project (Phase IV) worked with the MEASURE Evaluation PIMA team to adapt the toolkit for … 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 Evaluation Independent Government Cost Estimate (IGCE), is USAID’s estimate of the costs that an evaluation contractor may incur in performing the evaluation. Review, reflect upon, and act on the evaluation findings, conclusions, and recommendations. Performance monitoring provides feedback to USAID managers as well as ensuring USAID accountability for the resources entrusted to it. 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. summarizes the sections of the Toolkit. In addition, per ADS 201.3.3.13, Project Appraisal Documents (PADs) must include a Project Monitoring, Evaluation and Learning (MEL) Plan. 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. It is a reference of considerations for designing, managing, and evaluating youth and democracy, human rights, and governance (DRG)-related programs. It may occur during the development of a CDCS, the design of a project or activity, or portfolio review. (This evaluation may count as one of the evaluations required under Requirement 1. decision making.” (USAID Evaluation Toolkit: Guidance, Tools, and Resources for Planning, Managing and Learning from Evaluations, April 2015, p. 7). In addition, the Toolkit will go through various upgrades. The Monitoring Toolkit: Curates the latest USAID Program Cycle guidance, tools, and templates for monitoring USAID strategies, projects, and activities. The USAID Program Cycle is a common set of processes intended to achieve more effective development interventions and to maximize impacts. M&E monitoring and evaluation . ); The evaluation team is proceeding with the evaluation as envisioned; A final report is reviewed, approved, and disseminated. Following the completion of the evaluation, the Evaluation COR/Manager and others involved in the evaluation should consider not just the content of the evaluation report, but what they have learned from the entire evaluation process that might help in conducting the next evaluation. In the case of potentially large, expensive, or lengthy evaluations (particularly impact evaluations), an evaluability assessment may be a worthwhile investment prior to planning an evaluation. Making Injectables Available in Malawi. The Program Office will be responsible for ensuring that the final report is compliant with USAID evaluation policies and ADS 201. The Program Office is responsible for ensuring that the SOW is compliant with ADS 201mab, USAID Evaluation Statement of Work Requirements. Require disability-targeted questions. 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