5. M&E PMP Template with Instruction.docx

Attachment 3: PDS performance monitoring plan (PMP)APPLICANT NAME:

PROGRAM/PROJECT NAME:

PERIOD OF PERFORMANCE:

1. M&E NARRATIVE Describe how you plan to monitor and evaluate performance and outcomes (results) of the proposed project

2. THEORY OF CHANGETo demonstrate that your project is measurable by design, please include the intended theory of change. This can be done with (1) a diagram OR (2) in narrative form. Diagrams are preferred, but narratives are also accepted.

Option 1: Diagram:

A Theory of Change diagram is a type of logic model that explicitly illustrates the causal pathways between activities, outputs, outcomes, and objectives. There are many versions. Any version that clearly demonstrates the project’s logical framework is acceptable. Additional guidance is available in the Resources section of the PMP Instructions (Attachment 2). One example is as follows:

Option 2: Narrative If-Then Statements

A narrative representation of Theory of Change is one, or a series of If-Then statements.

“If x (action/intervention) is completed, then y (result of an action aka. short-term outcomes) which will result in (mid-term outcomes).”

Example: If independent journalists complete a series of training sessions on media literacy, then it will result in higher-quality investigative reporting on sensitive topics such as gender violence, violent extremism, the rights of minorities, etc., which will result in increased government transparency because media professionals will have the knowledge and skills to ...

3. PMP DATASHEET:

Please fill in the below PMP. If selected for funding, the recipient will be expected to submit and update this document as part of its required narrative reporting. For most awards, narrative reports are required quarterly. See the “PMP Instructions” for guidance on filling in this datasheet.

Refer to your Theory of Change. For each Outcome and Output, please identify indicators that would demonstrate your progress. Then, establish targets for each indicator across the life of the project. Once approved by PDS, you will update this document and submit with your regular report. For most awards, this will be quarterly. For projects that exceed four quarters, consider using the Excel version of this datasheet, which is available upon request.

GOAL:

AUDIENCE: Comment by User: Copy and paste from the chosen Notice of Funding Opportunity project audience.

PROBLEM STATEMENT:

OBJECTIVE 1: Comment by User: Copy and paste from the chosen Notice of Funding Opportunity project objective.

Month-Month Q2 Month-Month Q3 Month-Month Q4 Month-Month

Outcome 1.1:

Output 1.1.1:

Output 1.1.2:

Outcome 1.2:

Output 1.2.1:

Output 1.2.2:

Outcome 1.3:

Output 1.3.1:

Output 1.3.2:

OBJECTIVE 2: Comment by User: Copy and paste from the chosen Notice of Funding Opportunity project objective

Month-Month Q2 Month-Month Q3 Month-Month Q4 Month-Month

Outcome 2.1:

Output 2.1.1:

Output 2.1.2:

Outcome 2.2:

Output 2.2.1:

Output 2.2.2:

Outcome 2.3:

Output 2.3.1:

Output 2.3.2:

OBJECTIVE 3: Comment by User: Copy and paste from the chosen Notice of Funding Opportunity project objective

Month-Month Q2 Month-Month Q3 Month-Month Q4 Month-Month

Outcome 3.1:

Output 3.1.1:

Output 3.1.2:

Outcome 3.2:

Output 3.2.1:

Output 3.2.2:

Outcome 3.3:

Output 3.3.1:

Output 3.3.2:

Instructions: PDS performance monitoring plan (PMP)

Overview:

The Performance Monitoring Plan (PMP) is a program management tool designed to measure progress towards the goals and objectives identified in the Notice of Funding Opportunity (NOFO). The PMP also clarifies how and when the grantee will collect data on indicators, the resources they intend to use for both program implementation and Monitoring and Evaluation (M&E). Please see page 3 for key terms and concepts.

PDS recognizes that this document is likely to change over the life of the project, and as such, it will be a work-in-progress. Please be as detailed as possible when filling out the PMP.

Recommendation: Keep your PMPs transparent, concise and as simple as possible.

The following instructions are meant as a resource for grantees. This document supports grantees when filling in their PMP template (Attachment 1). However, this document can also be used as a resource to complete similar PMP or M&E Plan templates specific to your organization, and/or, upon receiving an award, as a reference sheet throughout the duration of your program.

This guidance document is not meant to be included in your application, but rather used as a resource. Please maintain this for your internal records.

Filling out the Performance Monitoring Plan (PMP):

1. M&E Narrative: The narrative should provide a big picture overview of how the applicant plans to monitor and evaluate performance and outcomes (results) of the proposed project.

Describe how you plan to monitor and evaluate performance and outcomes (results) of the proposed project: The narrative should demonstrate the organization’s capacity to implement the PMP proposed and answer the following (limit one page):

1. Describe your organization’s capacity to implement the PMP proposed. Which individuals will be responsible for overseeing M&E activities? Briefly note their qualifications and experience. How much of the program’s budget will be allocated towards M&E expenditures?

2. What does progress look like for this project and how will you know progress when you see it? What will you observe and measure to know change is happening (e.g. increase in awareness, change in behavior, attitudes, skills)?

3. What tools and methods will you use to observe and measure the change you note above (e.g. focus groups, online vs in-person surveys, social media engagement)?

2. M&E PMP Datasheet:

a. Problem Statement and Objectives: The Goal, Audience, Problem Statement, and Objectives should be identical to the narrative in your proposal. Continuity across all documents is critical.

b. Activity: Activities should be the same as those activities discussed in your proposal. If using the PMP Datasheet from the PMP Template (Attachment 1), only include one activity per box, aligning the activity with your outcome and output indicators. Note that the data sheet can be scaled up or down to meet the scope and timeline of the grant.

c. Outcome/Output Indicator Description: Once the program’s goals and objectives are defined, develop indicators for tracking progress towards achieving those goals. An indicator “indicates” process or change of a process/output or outcome. An output indicator is typically a simple count: # of hours, trainings, students, social media shares or likes, etc. These indicators are used as a basic accounting of what has happened. An outcome indicator shows change or progress towards objectives over time and can be both qualitative or quantitative. These indicators typically include percentage change (in understanding, perception, capacity, either increase or decrease), milestones, etc. SEE A NOTE ON INDICATORS REFERENCE BELOW

d. Data Collection Method: Data Collection Methods vary. After creating monitoring indicators, decide on methods for gathering data and how often data will be recorded to track indicators. There are several online resources on how to conduct data collection. Please see Useful Resources for Gathering Data at the end of this document. Some common data collection methods include:

· Surveys

· Key Informant Interviews

· Baseline/2nd Survey

· Polling

· Community interviews

· Focus Groups

· Pre/Post Test designs

· Social Media Analysis

· Count of likes, shares, etc.

· Basic counts

· Case studies

· Stakeholder meetings

· Field observation visits

· Organizational Capacity Assessments

· Document/Film/Image review

· Most Significant Change

· Mobile/Technology Solutions

· Sentiment Analysis.

· Social Network Analysis

e. Targets/Actuals:

Target: The desired value for an indicator, expressed as a measurable value. These should be identified in your proposal. Some NOFOs may request specific targets, and these should be included in your plan.

· Example 1: 75% increase from pre-test to post-test.

· Example 2: 65% of respondents agree more work is needed to ease tensions.

· Example 3: 10 workshops will be conducted.

Actual: This column is for reporting what occurred or what was completed. These will be recorded over the life of the project on a quarterly basis.

· Example 1: Post-test surveys indicated a 120% increase.

· Example 2: 60% of respondents agreed more work is needed to ease tensions.

· Example 3: 10 workshops were conducted.

f. Total target achieved refers to the cumulative completed value of each indicator. It must be updated with each quarterly report.

g. Percent of target achieved is calculated by dividing the total achieved by the total target. This must be calculated on a quarterly basis.

h. The PMP must be updated and submitted with the required narrative reporting schedule. For most awards, the requirement is Quarterly reporting. Input the Quarter of first reporting and the month range. If your program spans more than four quarters, consider using the Excel version of the PMP to ensure legibility and preserve formatting.

Key Terms

A Note on Creating a Theory of Change

Theories of change or logic frameworks are useful models that help organizations with strategic planning of a program or project. They are useful in logically thinking through and describing why a particular intervention activity will be effective and achieve the intended impact by addressing one’s beliefs and assumptions about how a change will occur. A Theory of Change can be represented as a diagram (preferred), or as a narrative.

Diagram:

A Theory of Change diagram displays a causal model between what a program intends to do and the results it hopes to accomplish. Examples can be found within the Resources section at the end of this document.

1. Goal: A goal is written as a clearly stated and achievable result. Goals tend to be lofty in nature and are not resource-dependent. Many projects can contribute to the same goal. The goal is listed in the NOFO and should be copied and pasted into the PMP.

2. Objectives: The main objective(s) of the program is the starting point for your theory of change, from which everything else flows. This is the long-term change the program seeks to address. (ex. “Reduce youth unemployment through skills training”)

3. Outcomes: Next, work backward from your objectives to think about the next level of changes that need to happen in order to achieve the set objectives. These can be thought of as the necessary pre-conditions that need to happen before creating change at the long-term level. This is a key and important part of the process, as too often, organizations jump from their goals to the activities without thinking through the changes that need to happen in between. Outcomes can be proposed in the short term, or the medium term. (Ex. “increase job-specific skills and experience”; “increase motivation to work”)

4. Outputs: What outputs (products, services, facilities) will help you bring about the outcomes you have identified? Outputs should include a target number of direct products and deliverables. (Ex. Number of program participants trained in a skill).

5. Activities: What types of activities will help you reach the goal and associated objectives? Consider each short and medium-term outcomes is linked to proposed activities. (Ex. Workshops focused on skill development)

Narrative Form:

As you develop your Theory of Change, it is useful to develop a comprehensive description of your conception of how the program seeks to meet its objectives. Key elements of a Narrative Theory of Change include:

· A clear conceptualization of outcomes and how to get there (specific and realistic):

· “If X, then Y”

· X is the action or intervention

· Y is the result of that action

· Example: If young people increase job-specific abilities, then their employability will increase, resulting in higher youth employment rates.

A Note on Outputs vs Outcomes

Outputs and outcomes are terms that are used to describe change at various levels from the delivery of goods and services to long-term sustainable change in people’s lives. To achieve desired long-term changes, there are several steps between an organization’s activities and the desired change or impact. While outputs are the direct products of program activities, outcomes measure the effectiveness of an intervention. The table below distinguishes the difference between outputs and outcomes.

· How many workshops were held?

· How many pamphlets were distributed?

· How many participants were trained in a particular skill?

· What has changed in the lives of individuals, families, organizations, or the community as a result of this program?

· Has this program made a difference in a participant’s comprehension / behavior / attitude / skill etc.?

· How are the lives of program participants better as a result of the program?

# of participants accepted into a program

# of youth participants that visited cultural heritage site % increase in opportunities for underprivileged youth to maintain viable and successful opportunities

% increase in positive perceptions of US – host-country exchange programs

Increased awareness of own’s traditions and cultural heritage

Following is a PMP with example outcomes and outputs of common PDS programs that can be used as a guiding document.

A Note on Creating Indicators

Once a program’s goals and objectives are defined, it is time to define and develop indicators to track progress towards those goals. Indicators are a signal of change that contains qualitative or quantitative information. Indicators can measure process (i.e., are activities being implemented as planned?), and can also measure outcomes (i.e., have program activities made a difference?) Indicators should be specific, measurable, achievable, relevant, and time-bound (SMART):

· Specific: Clearly defined, non-subjective, and defines exactly what needs to change

· Measurable: Change can be demonstrated, and is quantifiable using available tools and methods.

· Achievable: Fits within capacity, budget and other resources.

· Relevant: Tied to intended outputs and outcomes.

· Time-Bound: Start and end point clearly defined.

Indicators should include the following:

· What is being measured (Ex. awareness or perceptions on x)

· Unit of measurement (Ex. number of program participants)

· Pre-program status, where applicable (Ex. number of program participants with awareness on x)

· Direction and magnitude of intended change (Ex. increase from 53 to 94)

Some examples of output indicators are:

· Number of trainings held on media literacy

· Number of outreach activities conducted at youth-friendly locations

· Number of pamphlets distributed at youth-friendly locations

· Percent of youth trained in media literacy techniques

· Percent of youth reached with social media posts on media literacy

Some examples of outcome indicators are:

· Percent of youth posting about media literacy awareness on their social media pages

· Number and percent of trained leaders offering training services to other youth in the community

· Number and percent of social media users that publicly comment and refute questionable social media posts image1.png image2.png