2Regional Monitoring and Evaluation (RME) Report 1st Quarter 2008 I. Executive SummaryProject 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.
3To 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.
4This 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.
5II. 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 – Table 1 shows the target by component.
7III. FindingsA. Overall ResultRegion VI achieved 11.9 or 24.14% of the total targets which is 49.3 and has a balance of 37.4.
8B. 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
9ISSUES/CONCERNS/PROBLEMS B.2 IssuesB.2.1 Problems/Issues and ConcernsSBMISSUES/CONCERNS/PROBLEMSACTION TAKENAbsence of TOR for every sub- component (except access)Expected input/output not met due to the structure and design of the sub-componentOnly one member per sub-component (except access) in the RegionAs the lead region for SBM-HR there is a need for cross component involvementRecruitment of additional members (as the need arises)Each component was required to formulate TOR
10ISSUES/CONCERNS/PROBLEMS B.2 IssuesB.2.1 Problems/Issues and ConcernsHR - INSETISSUES/CONCERNS/PROBLEMSACTION TAKENOnly 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 assessmentRecruitment of new membersTraining
11ISSUES/CONCERNS/PROBLEMS B.2 IssuesB.2.1 Problems/Issues and ConcernsLRMDSISSUES/CONCERNS/PROBLEMSACTION TAKENApproval to leave stations of the regional team membersIdentification of 33 sample schoolsSea and land travel expenses reimbursementsRe-strategize
12ISSUES/CONCERNS/PROBLEMS B.2 IssuesB.2.1 Problems/Issues and ConcernsPMISSUES/CONCERNS/PROBLEMSACTION TAKENUnder accomplishments due to incomplete data submittedDifficulty in preparing ICT based M & E reportDissemination and orientation of guidelines on completion and submission of reports (ASAP)Skill enhancementProvision of ICT skilled M&E member
13B.2 Issues Component Issues SBM HR-INSET LRMDS PM B List of Issues Elevated to Senior ManagementComponentIssuesSBMAccess chair should be full time (Region)HR-INSETDelayed release of fundsLRMDS(Issues of LRMDS was reflected in the cross-cutting issues)PMCoordination problem with other componentsEach component works “to each his own”TOR/guidelines on backfilling not released “Always to be Issued”Lead region should focus on assigned components
14B.2.3 Cross-Cutting Issues Region/Division Level Constant change of membersConflicting organic and STRIVE schedules
15B.2.3 Cross-Cutting Issues To be Elevated to Senior Management Delayed outputs because offragmented activities of eachcomponentAbsence of guidelines on backfillingDelayed reimbursement of claimsSchedule in PIP is too tightDifferent working style ofconsultants/advisers and membersLimited Equipment
16B.3 Sustainability Strategies ComponentSustainability Strategies UsedSBMFit within partner government agencies; Participation; Management and Organization; Integrate and build on existing government operations and processes; Counterpart Contribution; Training; Information Dissemination and NetworkingHR-INSETFit 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;LRMDSFit with partner government agencies; Participation; Management and Organization; Integrate and build on existing government operations and processes; TrainingPMManagement and organization; Counterpart contribution; Information dissemination and networking; Training; TechnologyCommonalitiesFit within partner government policies; Participation; Management and organization; Integrate and build on existing government operations and processes, Counterpart contributions; Training; Information dissemination and networking;
17B.4 Facilitating/Hindering Factors and Lessons Learned: SBMFacilitatingHinderingLessons LearnedCommitment and activeinvolvement of membersOpenness tosuggestions/comments/criticismsShared responsibilitiesProper orientation on the contentfor the project/team/SBM membersConflicting scheduleConflict of ideasDifferent workinghabits/stylesLack of properorientationAbsence of TORWell planned and scheduledactivities increasedcommitment of members tothe projectQuality outputs are attainedif there is harmoniousworking relationship-Sharing of responsibilities make the work lighter-Well planned orientation leads to easy accomplishment of task
18B.4 Facilitating/Hindering Factors and Lessons Learned: HR-INSETFacilitatingHinderingLessons LearnedCooperative team membersTA’s expert guidanceWorking as a TEAMClearly drafted framework to guide the teamLinkage with the TECBudget constraintChairs are not full timeInsufficient time allotment to complete the activities put/ventilate pressures on membersRespect of one another creates harmonious and productive working relationshipChange entrails flexibilityNothing is etched in stonePositive attitude sustains team members to workBeing critical of our own work improves the output
19B.4 Facilitating/Hindering Factors and Lessons Learned: LRMDSFacilitatingHinderingLessons LearnedCollaborative efforts among membersAssistance of technical advisory EDPITAF representativesExpertise of consultantssupport of SDS/ASDS and Div. staffCommunication for accessLimited time for too many outputs expected in one workshopOccasional health problemNo cellphone loadCollaborative effort contributes to easy achievement of targetsWell planned and prioritized activities lead to timely submission of outputsHealth problem limits our desire to serve
20B.4 Facilitating/Hindering Factors and Lessons Learned: PMFacilitatingHinderingLessons LearnedAvailability of TASupportive stakeholders / membersDeveloped system and frameworkConduct of trainingTime constraintsCoordination among membersLimited human resources in the region that it cannot address to demand of the project for membershipProvision and proper guidance of TA’s is helpful to membersConduct of regular meetings improves project implementationPlanning and organizing advocacy activities encourage more support from internal/external stakeholdersClear guidelines clarify extent of work and gain commitment of membersDeveloped system and framework provide guidance to the component team
21B.5 Recommendations for Adjustment SBMBALANCEISSUESSUSTAINABILITYLESSONS LEARNEDAdjust or revise the PIPClarification of roles and functions per sub-componentSBM sub-component to be divided in 3 regions for systems dev’t and accountability and to be pilot- tested in the three regionsintegration of identified sustainability strategiesregular meeting of team members (Reg. & Div.)sustain teamwork thru continuous team building activitiesinitiate capability building of SBM team
22B.5 Recommendations for Adjustment HR - INSETBALANCEISSUESSUSTAINABILITYLESSONS LEARNED-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
23B.5 Recommendations for Adjustment LRMDSBALANCEISSUESSUSTAINABILITYLESSONS 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 schoolsProvide relevant & appropriate training to support the introduction of new technology-tri-media campaignBest practices should be shared
24B.5 Recommendations for Adjustment PMBALANCEISSUESSUSTAINABILITYLESSONS LEARNED-revisit the PIPObserve flow of reporting- finalize structure base on guidelines on backfilling-lead region to focus on assigned componentImplementation of sustainability and risk management plan-revisit the implementation of sustainability plan-strengthened positive lessons learned
25B.6 List of Common Recommendation 1. Revisit the PIP2. Orientation of the M & E System3. Backfilling guidelines4. Lead region to focus on assigned component/s5. Regular team meetings
27A. Physical Output Table 1 – Quantitative Information ComponentTargetAchieved%BalanceReasons for BalanceSBM25.813.8824.8HR-INSET3.20.618.752.6-pilot schools not yet identified-not anymore concern of the component/already lodged to UISLRMDS2.30.313.042.0-on progressPM181055.558Total49.311.924.1437.4
28% Region Accomplishment For The Quarter% Region AccomplishmentComponentsTargetAccomplishedQtr Regional TargetSBM25.813.88%INSET3.20.618.75%LRMDS2.30.313.04%PME181055.55%Overall47.311.924.14%
31B. Sustainability Measures/Action Taken/Results SBMSustainability Measures / ApproachesAction TakenResults1. ParticipationInvited ASDS/RD/Non-Strive members (Agency Heads on BESRA advocacy)Involvement of non-STRIVE members to provide input for the development of training manualCommitment of Agency Heads to BESRA2. Management and OrganizationUtilization of existing management structure and personnel (ES/DS/School Heads)Deped ConcernsStakeholders commitment statementDefine flow of information3. Counterpart ContributionCourtesy call and engagement with LGU/other stakeholdersIncreased financial and material support (for instruction / physical improvement)4. Information Dissemination and NetworkingProgram Advocacy Orientation on BESRA update thru mediaDocumentation of activitiesPositive enrichment – support thru allocation of resourcesWider awareness and understanding on the program5. Integrate or build on existing operations and processesUtilize existing structure to integrate operation and processesMinimal resistance to change6. Fit in government partner/policiesAlign with BESRAEnsure commitment/support from stakeholders7. TrainingGroup team building activitiesStrengthen flow of communication and operation
32Sustainability Measures / Approaches HR-INSETSustainability Measures / ApproachesAction TakenResults1. Fit with government policiesAdopting NCBTS framework as basis in the formulation of the TNA ToolEnsure strong support of TEC (DepED, CHED, TEIs, PRC and Academe) to the activities of HR - INSET2. ParticipationInvolve the different members of TEC and Professional Organizations of Principals in the activities e.g. validation of TNA toolEvolvement of 3 regional and 3 division activitiesAcceptance of TNA toolSense of ownershipDevelopment or full understanding of the tool and its methodology3.Management and OrganizationLocal set-up (Region and Division) considered in the development of frameworkTeam developed, integration of local structures, no new positions are created4. Integrate, build on existing government operation and processFramework are developed in line with the government thrust BESRAResult of existing documents (NCBTS, BEAM, SEDIP) were studied, analyzed in the development of outputsQuality outputs5. Counterpart contributionsHR-INSET spaces provided – the RO, DO with support facilities6. TrainingParticipation in workshops added new KSAs to the teamPlanned conduct of NCBTS TNA tool and methodology orientation for School HeadsPlanned training for HR-INSET team membersKSA developed/acquired7. Information dissemination and networkingConduct of orientation and advocacy on STRIVE C2Support of stakeholders ensured8. TechnologyDevelopment of NCBTS/TNA orientation package with Region / Division team membersQuality delivery of orientation to teachers and school headsTNA orientation package developed9. Social, gender and cultureConsideration of gender-sensitive language and consideration of social context – thru the development of outputsAcceptability of outputs expected
33Sustainability Measures / Approaches LRMDSSustainability Measures / ApproachesAction TakenResults1. Fit within partner government agencies – objectives and activities are tailored fit to the need of the clienteleConduct policy review on textbooks and existing supplementary materialDrafted LRMDS standards and specification2. Participation – role of stakeholders in the project are clearly definedAdvocacy and information disseminationActive participation produces quality output3. Management and Organization – teamwork approaches are employedTeam building activitiesQuality output and wholesome relationship4. Integrate and build on existing Government operation activities integrated with existing DepED processes and organizationInvolvement of other internal and external stakeholdersStrong coordination among internal/external stakeholders5. Training - provision of appropriate training and workshops to team membersConducting training to target membersConduct training and panel discussions among team membersCapacitated members
34Sustainability Measures / Approaches PMSustainability Measures / ApproachesAction TakenResultsInformation disseminationAdvocacy sessionRegional – 3xDivision – 3xAwareness of the project / programPositive commitment and supportManagement and Organization and Identification of team membersTeam building workshop in region and divisionImmediate replacement of outgoing project coordinators and membersTeam commitmentMinimal disruptionCounterpart contributionSharing of resourcesCounterpart and team members located at the same OfficeEnhanced facility of communicationInvolvement in the training of M&E membersProvision of equipment and furniture / spaceConduct trainingFacilitated workCapable members of M&EPreparation of reportsQuarterly review and planDeveloping of M & E SystemDeveloped strategies processes, tools and reporting systemDevelopment of sustainability and risk management planIdentify strategies and interventionsReduced stress, problems in the implementation of the project/program