The USAID Education in Crisis and Conflict Team de-veloped the . BETTER PROJECTS THROUGH IMPROVED Evaluation in Country Development Cooperation Strategies. USAID Learning Lab hosts three toolkits to provide USAID staff and implementing partners with a curated set of resources to plan, implement and integrate … Evaluations typically have much more compressed timelines compared to other activities, requiring quick responses and adaptations when problems arise. Resources. 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. According to ADS 18.104.22.168, the Monitoring, Evaluation, and Learning section of the CDCS includes a high-level description of the Mission's overall priorities and approach to evaluation. Office of Trade and Regulatory Reform 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. However, evaluation questions may be based on input from Washington offices, Mission leadership, or other stakeholders, such as implementing partners and host governments. Ideally, the evaluation purpose and questions will be developed during the design of the project or activity to be evaluated. Special consideration should be taken with regard to timing of contracts for impact evaluations. This includes required, non-required, external and internal evaluations. Toolkits. Strategies/projects/activities that are not required to be evaluated may still be evaluated at any point in implementation for learning or management purposes. 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. USAID’s wide-ranging effort to modernize foreign assistance, spotlights the importance of high-quality monitoring and evaluation, along with active-learning and … It presents a methodology for: * Understanding and assessing how HIV/AIDS impacts government agencies with CBNRM mandates; * Identifying opportunities for these agencies to contribute to a larger, multisectoral response to HIV/AIDS … USAID United States Agency for International Development . As noted in ADS 22.214.171.124, “Findings from evaluations will be shared as widely as possible, with a commitment to full and active disclosure." Toolkit Sitemap; Feedback; Africa. Evaluations should inform decision-making, contribute to learning, and help improve the quality of development programs. Collaborating, Learning, and Adapting (CLA) is a framework and a set of practices for strengthening organizational learning and the conditions that enable it throughout the Program Cycle to improve our development effectiveness, and support countries on their Journey to Self-Reliance. 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. The GBV Monitoring and Evaluation Toolkit for the Whole of Syria Response Turkey Hub GBV Sub-Cluster draws on the insights and experiences of international and local organizations implementing GBV programming in Turkey cross-border operations, as well as existing best practice GBV resources available regionally and globally. management, evaluation, and reporting. This section addresses the planning phase for an individual evaluation, from the decision to evaluate to the procurement of evaluation services. Part of the value-added function of the Program Office is to suggest potential implementing mechanisms for carrying out the evaluation. In this case, decisions need to be made about whether to evaluate, what type of evaluation (performance or impact) to conduct, what type of evaluation team (internal or external) would be appropriate, and when the evaluation should be conducted. A project is often aligned with an Intermediate Result (IR) in the CDCS Results Framework. Draft a strong Statement of Work (SOW) that is peer reviewed prior to finalizing; Develop an Independent Government Cost Estimate (IGCE); Commission the evaluation to allow partners several weeks to prepare and respond; Conduct the evaluation using high-quality methods; and. (This evaluation may count as one of the evaluations required under Requirement 1. Make a general inquiry or suggest an improvement. The Monitoring Toolkit: Curates the latest USAID Program Cycle guidance, tools, and templates for monitoring USAID strategies, projects, and activities. In many cases, USAID Missions should arrange the translation of the executive summary into the local written language. Monitoring & Evaluation. Collaboration is a principle that is integral to all stages of the USAID Program Cycle, including evaluation. 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. This will help ensure that a project or activity and its monitoring system are designed with the planned evaluation in mind. Coordination between evaluators and implementers is smooth; and. If USAID staff is expected to participate on the evaluation team, that expectation should be acknowledged in the solicitation. Following the award of an evaluation contract, the COR (for external evaluations) or the Evaluation Manager (for internal evaluations) serves as the main communication link between USAID and the evaluation team. 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. Unless we learn effectively we continue to repeat our mistakes. Any revisions to the questions in the SOW should be documented in writing in the evaluation report. In most cases, the evaluation will be managed by the Program Office (i.e., Evaluation COR/Manager is a Program Office staff member). In this case, the evaluation will provide a large-scale evaluation of a complex initiative targeting food security, … ADS 300: Agency Acquisition and Assistance (A&A) Planning, Monitoring and Evaluation Platforms: Considerations for Design and Implementation Based on a Survey of Current Practices, Monitoring, Evaluation and Learning Platforms Assessment Report (2017), Interactive Map of VOPEs (Voluntary Organizations of Professional Evaluators), The Ideal Prospective Impact Evaluation Timeline, Government Accountability Office: Designing Evaluations (2012 Revision), The Road to Results: Designing and Conducting Effective Development Evaluations, Real World Evaluation: Working Under Budget, Time, Data, and Political Constraints: A Condensed Summary Overview, Evidence-based practical guidance and templates on how to successfully design and implement a Developmental Evaluation for Evaluators and firms that manage DEs, ADS Additional Help, ADS Reference 201sai, Managing the Peer Review of a Draft Evaluation Report, Checklist for reviewing a randomized controlled trial, Development Experience Clearinghouse (DEC), Annual Performance Plan and Report Guidance, User Manual for Contractor Performance Assessment Reporting System (CPARS), How-To Note: Evaluation Statement of Work, How-To Note: Preparing Evaluation Reports, How-To Note: Activity Monitoring, Evaluation, and Learning Plan, Additional Help: Staff Roles and Responsibilities for Monitoring, Evaluation, and Learning, Evaluation Stakeholder Participation Planning Matrix, Developing an Evaluation Dissemination Plan, Complexity-Aware Monitoring Discussion Note (Brief), Discussion Note: Making Evidence Accessible through Evaluation Synthesis, How-To Note: Prepare and Maintain a Performance Management Plan (PMP), Multi-Year PMP Evaluation Plan Guidance and Templates, How-To Note: Developing a Project Logic Model (and its Associated Theory of Change), Monitoring & Evaluation for a G2G Agreement, Additional Help: Activity Monitoring, Evaluation, and Learning Plan Template, Deciding to Evaluate During Project Design, Choosing Between Internal and External Evaluations, Conducting an Evaluability Assessment for USAID evaluations, Tips for Developing Good Evaluation Questions, Technical Note: Mixed-Methods Evaluations, Evaluation Statement of Work Checklist and Review Template, Evaluation Statement of Work (SOW) Peer Review Process, How-To Note: Engendering Evaluation at USAID, Developing an Independent Government Cost Estimate for a Performance Evaluation, USAID Staff Participation in External Evaluations, Sample Disclosure of Conflict of Interest Form, Technical Note on Evaluative Case Studies, Lessons Learned Managing External Performance Evaluations, Evaluation Report Checklist and Review Template, Managing the Peer Review of a Draft Evaluation Report, USAID Evaluations: Statements of Difference Guidance, Submitting a USAID Evaluation to the Development Experience Clearinghouse (DEC), Exceptions to Public Disclosure of USAID-Funded Evaluations and Action Memo Template, USAID Evaluation Registry: Data Collection Template, Integrated into the Design of Strategies, Projects, and Activities, Unbiased in Measurement and Reporting, Independent, and Objective, Based on Best Methods of Appropriate Rigor, Oriented toward Reinforcing Local Ownership and National Self-Reliance. 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. The PPR also includes the Evaluation Registry as a sub-module for documenting each Mission and Washington Operating Unit’s work on evaluation. Is a resource for USAID staff members and external partners who manage or implement USAID efforts. Ideally, evaluation planning should start during the project or activity design stage. However, M&E of integrated programs can be challenging due to the multiple sectors included in PHE projects. USAID Learning Lab hosts a number of resources and examples that showcase how CLA has been used in practice. Missions must conduct at least one Portfolio Review per year that focuses on progress toward strategy-level results. Toolkits. The Evaluation Toolkit curates the available information on Evaluation at USAID. Missions should also consider the use of local evaluation contractors. In practice, though, managing the implementation of an evaluation differs in significant ways from managing the implementation of other development activities. The development of an Evaluation Statement of Work (SOW) is one of the most significant steps in the evaluation planning process. UN United Nations . Per ADS 126.96.36.199(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). (1) provide further guidance on specific requirements and processes; (2) describe best practices; and (3) offer templates and other tools. Their contributions have been and continue to be essential to the ongoing development of this Toolkit. 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. Following the submission of the draft evaluation report, the Mission or Washington Operating Unit Program Office will organize an in-house peer technical review to assess the quality of the draft report and ensure that comments are provided to evaluation teams. 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. Purpose of this Toolkit. MEASURE Evaluation is funded by USAID to strengthen capacity in developing countries to gather, interpret, and use data to improve health. While early planning is beneficial for all evaluations, it is particularly important for impact evaluations. Acquire the “know how” needed to build learning time and approaches into USAID programs and projects. Per ADS 201, the strategic Portfolio Review should consider (1) what has been learned during evaluations (along with other sources of evidence) and (2) the status of post-evaluation action plans for evaluation findings and their use in respective decisions. decision making.” (USAID Evaluation Toolkit: Guidance, Tools, and Resources for Planning, Managing and Learning from Evaluations, April 2015, p. 7). 2. 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. Evaluation Toolkit The Evaluation Toolkit contains 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. This is particularly true for experimental designs in impact evaluations, which require that the implementing partner adhere to pre-specified treatment and control groups. Welcome to the e-version of the USAID Evaluation Toolkit! 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. 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. 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. MONITORING, EVALUATION AND LEARNING, A toolkit developed and implemented by: For a complete list of USAID’s public evaluations, visit the Development Experience Clearinghouse. Require disability-targeted questions. 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. Contributes to a range of institutions some limited guidance on evaluation at USAID Office will conducted! 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