Presentation on theme: "Regional Monitoring and Evaluation (RME) Report 1 st Quarter 2008 Project STRIVE – Strengthening the Implementation of Basic Education in the Visayas,"— Presentation transcript:
Regional Monitoring and Evaluation (RME) Report 1 st Quarter 2008 Project STRIVE – Strengthening the Implementation of Basic Education in the Visayas, is an AustralianAID funded project designed to support Basic Education Sector Reform Agenda (BESRA) of the Department of Education. It aims to improve access to and the quality of basic education in selected provinces of the Visayas namely Region VI – Division of Negros Occidental, Region VII – Division of Bohol and Tagbilaran City and Region VIII – Division of Northern Samar. STRIVE- Stage 2 has four core components namely: SBM, HR-INSET, LRMDS, PM.
To get the over-all picture of STRIVE-Stage 2 implementation in Region VI in the first quarter of calendar year 2008, a Regional Monitoring, Evaluation and Adjustment was conducted on March 6-7, 2008 at Royal Am Rei Hotel, Bacolod City. Participants to the workshop were Component Chairs, Co-Chairs, and members of the four major components with Project Management Team headed by the Regional Director Victoriano B. Tirol, Ph. D., Ed.D. and OIC Office of the ARD SDS Mildred L. Garay, CESO V. Also present were the Foreign Technical Adviser for INSET, the Regional Team Leader, the Technical Adviser of M & E and EDPITAF officers.
This quarterly report contains quantitative and qualitative information as well as issues, sustainability strategies, lessons learned, and recommendations for adjustments for the first quarter of CY 2008.
II. Target for the Quarter For the First Quarter of 2008 the quantitative target of the Region is This target is to be accomplished by the following components: SBM – 25.8; HR-INSET – 3.2; LRMDS – 2.3 and PM – 18. Table 1 shows the target by component.
A. Overall Result Region VI achieved 11.9 or 24.14% of the total targets which is 49.3 and has a balance of 37.4.
B. Component Progress B. Component Progress B.1 Quantity and Value-Added SBM achieved 1 target with an equivalent rating of 3.88%, leaving a balance of 24.8 targets. HR-INSET has achieved 0.6 target with an equivalent rating of 18.75% and has a balance of 2.6; LRMDS has achieved 0.3 target with an equivalent rating of leaving a balance target of 2.0. PM has 8 targets achieved which is equivalent to 55.55% and have a balance of 8 targets. Value Added: HR-INSET – Developed TNA Orientation Package; Integration of ICT-TNA items in the NCBTS TNA Tool; Component members baseline competence profile. SBM – SBM Readiness Assessment conducted and analyzed; 6 out of 11 Access pilot schools validated
Absence of TOR for every sub- component (except access) Expected input/output not met due to the structure and design of the sub-component Only one member per sub- component (except access) in the Region As the lead region for SBM-HR there is a need for cross component involvement Recruitment of additional members (as the need arises) Each component was required to formulate TOR ISSUES/CONCERNS/PROBLEMSACTION TAKEN B.2 Issues B.2.1 Problems/Issues and Concerns
Only 3 out of 7 Regional Team Members are actually on the team. The integration of SBM-HR and HR-INSET (C2) needs clarification. C2 project team members need training based on competency assessment Recruitment of new members Training ISSUES/CONCERNS/PROBLEMSACTION TAKEN B.2 Issues B.2.1 Problems/Issues and Concerns
Approval to leave stations of the regional team members Identification of 33 sample schools Sea and land travel expenses reimbursements Re-strategize ISSUES/CONCERNS/PROBLEMSACTION TAKEN B.2 Issues B.2.1 Problems/Issues and Concerns
Under accomplishments due to incomplete data submitted Difficulty in preparing ICT based M & E report Dissemination and orientation of guidelines on completion and submission of reports (ASAP) Skill enhancement Provision of ICT skilled M&E member ISSUES/CONCERNS/PROBLEMSACTION TAKEN B.2 Issues B.2.1 Problems/Issues and Concerns
ComponentIssues SBM Access chair should be full time (Region) HR-INSET Delayed release of funds LRMDS (Issues of LRMDS was reflected in the cross- cutting issues) PM Coordination problem with other components Each component works “to each his own” TOR/guidelines on backfilling not released “Always to be Issued” Lead region should focus on assigned components B.2 Issues B.2.2 List of Issues Elevated to Senior Management
REGION & DIVISION LEVEL: Constant change of members Conflicting organic and STRIVE schedules B.2.3 Cross-Cutting Issues Region/Division Level
To be Elevated to Senior Management Delayed outputs because of fragmented activities of each component Absence of guidelines on backfilling Delayed reimbursement of claims Schedule in PIP is too tight Different working style of consultants/advisers and members Limited Equipment B.2.3 Cross-Cutting Issues To be Elevated to Senior Management
B.3 Sustainability Strategies Component Sustainability Strategies Used SBM Fit within partner government agencies; Participation; Management and Organization; Integrate and build on existing government operations and processes; Counterpart Contribution; Training; Information Dissemination and Networking HR-INSET Fit with government policies; Participation; Management and organization; Integrate and build on existing government operations and processes, Counterpart contributions; Training; Information dissemination and networking; Technology; Social, gender and culture; LRMDS Fit with partner government agencies; Participation; Management and Organization; Integrate and build on existing government operations and processes; Training PM Management and organization; Counterpart contribution; Information dissemination and networking; Training; Technology Commonalities Fit within partner government policies; Participation; Management and organization; Integrate and build on existing government operations and processes, Counterpart contributions; Training; Information dissemination and networking;
FacilitatingHindering Lessons Learned Commitment and active involvement of members involvement of members Openness to suggestions/comments/criticisms suggestions/comments/criticisms Shared responsibilities Proper orientation on the content for the project/team/SBM members for the project/team/SBM members Conflicting schedule Conflict of ideas Different working habits/styles habits/styles Lack of proper orientation orientation Absence of TOR Well planned and scheduled activities increased activities increased commitment of members to commitment of members to the project the project Quality outputs are attained Quality outputs are attained if there is harmonious if there is harmonious working relationship working relationship -Sharing of responsibilities make the work lighter -Well planned orientation leads to easy accomplishment of task
FacilitatingHindering Lessons Learned Cooperative team members TA ’ s expert guidance Working as a TEAM Clearly drafted framework to guide the team Linkage with the TEC Budget constraint Chairs are not full time Insufficient time allotment to complete the activities put/ventilate pressures on members Respect of one another creates harmonious and productive working relationship Change entrails flexibility Nothing is etched in stone Positive attitude sustains team members to work Being critical of our own work improves the output
FacilitatingHinderingLessons Learned Collaborative efforts among members Assistance of technical advisory EDPITAF representatives Expertise of consultants support of SDS/ASDS and Div. staff Communication for access Limited time for too many outputs expected in one workshop Occasional health problem No cellphone load Collaborative effort contributes to easy achievement of targets Well planned and prioritized activities lead to timely submission of outputs Health problem limits our desire to serve
FacilitatingHinderingLessons Learned Availability of TA Supportive stakeholders / members Developed system and framework Conduct of training Time constraints Coordination among members Limited human resources in the region that it cannot address to demand of the project for membership Provision and proper guidance of TA’s is helpful to members Conduct of regular meetings improves project implementation Planning and organizing advocacy activities encourage more support from internal/external stakeholders Clear guidelines clarify extent of work and gain commitment of members Developed system and framework provide guidance to the component team
BALANCEISSUESSUSTAINABILITY LESSONS LEARNED Adjust or revise the PIP Adjust or revise the PIP Clarification of roles and functions per sub- component SBM sub-component to be divided in 3 regions for systems dev’t and accountability and to be pilot- tested in the three regions integration of identified sustainability strategies regular meeting of team members (Reg. & Div.) sustain teamwork thru continuous team building activities initiate capability building of SBM team
-Clarify M & E systems and procedures (in calculating the balance make provisions for adjustment made in the PIP) - Use updated PIPs -immediate & proper action be given to issue/s elevated to highest mgt. -joint meeting of SBM- HR & HR-Inset to clarify role and functions as result of the integration -include capability training of team members in the Master Training Plan (MTP) Continue doing what has been started -continue to apply lessons learned in all undertakings -share lessons learned to others BALANCEISSUESSUSTAINABILITY LESSONS LEARNED
- -output should be monitored & evaluated based on the PIP prepared by the component - - standards given for monitoring of outputs do not jive with the PIP of the component - -outputs should be checked against the target dates in the PIP - -speed up the release of backfilling guidelines - -release the final list of 33 sample schools Provide relevant & appropriate training to support the introduction of new technology -tri-media campaign Best practices should be shared BALANCEISSUESSUSTAINABILITY LESSONS LEARNED
- -revisit the PIP - Observe flow of reporting - - finalize structure base on guidelines on backfilling - -lead region to focus on assigned component - Implementation of sustainability and risk management plan - -revisit the implementation of sustainability plan -strengthened positive lessons learned BALANCEISSUESSUSTAINABILITY LESSONS LEARNED
B.6 List of Common Recommendation 1. Revisit the PIP 2. Orientation of the M & E System 3. Backfilling guidelines 4. Lead region to focus on assigned component/s 5. Regular team meetings
A. Physical Output Table 1 – Quantitative Information ComponentTargetAchieved%Balance Reasons for Balance SBM HR- INSET pilot schools not yet identified -not anymore concern of the component/already lodged to UIS LRMDS on progress PM Total
For The Quarter % Region Accomplishment ComponentsTargetAccomplished Qtr Regional Target SBM % INSET % LRMDS % PME % Overall %
Sustainability Measures / ApproachesAction TakenResults 1. ParticipationInvited ASDS/RD/Non-Strive members (Agency Heads on BESRA advocacy) Involvement of non-STRIVE members to provide input for the development of training manual Commitment of Agency Heads to BESRA 2. Management and OrganizationUtilization of existing management structure and personnel (ES/DS/School Heads) Deped Concerns Stakeholders commitment statement Define flow of information 3. Counterpart ContributionCourtesy call and engagement with LGU/other stakeholders Increased financial and material support (for instruction / physical improvement) 4. Information Dissemination and Networking Program Advocacy Orientation on BESRA update thru media Documentation of activities Positive enrichment – support thru allocation of resources Wider awareness and understanding on the program 5. Integrate or build on existing operations and processes Utilize existing structure to integrate operation and processes Minimal resistance to change 6. Fit in government partner/policiesAlign with BESRAEnsure commitment/support from stakeholders 7. TrainingGroup team building activitiesStrengthen flow of communication and operation B. Sustainability Measures/Action Taken/Results
Sustainability Measures / ApproachesAction TakenResults 1. Fit with government policiesAdopting NCBTS framework as basis in the formulation of the TNA Tool Ensure strong support of TEC (DepED, CHED, TEIs, PRC and Academe) to the activities of HR - INSET 2. ParticipationInvolve the different members of TEC and Professional Organizations of Principals in the activities e.g. validation of TNA tool Evolvement of 3 regional and 3 division activities Acceptance of TNA tool Sense of ownership Development or full understanding of the tool and its methodology 3.Management and OrganizationLocal set-up (Region and Division) considered in the development of framework Team developed, integration of local structures, no new positions are created 4. Integrate, build on existing government operation and process Framework are developed in line with the government thrust BESRA Result of existing documents (NCBTS, BEAM, SEDIP) were studied, analyzed in the development of outputs Quality outputs 5. Counterpart contributionsHR-INSET spaces provided – the RO, DO with support facilities 6. TrainingParticipation in workshops added new KSAs to the team Planned conduct of NCBTS TNA tool and methodology orientation for School Heads Planned training for HR-INSET team members KSA developed/acquired 7. Information dissemination and networkingConduct of orientation and advocacy on STRIVE C2 Support of stakeholders ensured 8. TechnologyDevelopment of NCBTS/TNA orientation package with Region / Division team members Quality delivery of orientation to teachers and school heads TNA orientation package developed 9. Social, gender and cultureConsideration of gender-sensitive language and consideration of social context – thru the development of outputs Acceptability of outputs expected
Sustainability Measures / Approaches Action TakenResults 1. Fit within partner government agencies – objectives and activities are tailored fit to the need of the clientele Conduct policy review on textbooks and existing supplementary material Drafted LRMDS standards and specification 2. Participation – role of stakeholders in the project are clearly defined Advocacy and information dissemination Active participation produces quality output 3. Management and Organization – teamwork approaches are employed Team building activitiesQuality output and wholesome relationship 4. Integrate and build on existing Government operation activities integrated with existing DepED processes and organization Involvement of other internal and external stakeholders Strong coordination among internal/external stakeholders 5. Training - provision of appropriate training and workshops to team members Conducting training to target members Conduct training and panel discussions among team members Capacitated members
Sustainability Measures / Approaches Action TakenResults Information disseminationAdvocacy session Regional – 3x Division – 3x Awareness of the project / program Positive commitment and support Management and Organization and Identification of team members Team building workshop in region and division Immediate replacement of outgoing project coordinators and members Team commitment Minimal disruption Counterpart contribution Sharing of resources Counterpart and team members located at the same Office Enhanced facility of communication Involvement in the training of M&E members Provision of equipment and furniture / space Conduct training Facilitated work Capable members of M&E Preparation of reports Quarterly review and plan Developing of M & E System Developed strategies processes, tools and reporting system Development of sustainability and risk management plan Identify strategies and interventions Reduced stress, problems in the implementation of the project/program