Short-term Technical Support for Developing a Strategic Information System (SIS) or “Portfolio M&E System” for targeted organizations
From March 2015 to August 2015
Location: Hanoi and HCM City
A.Background
USAID has recently launched the Partner Capacity Development (PCD) Program to build institutional capacity of Vietnamese agencies, organizations and individuals in a wide range of issues that USAID is working on, including economic growth and inclusion, private sector partnerships and innovation, HIV/AIDS, climate change and disaster risk reduction, disability and vulnerable populations, avian and pandemic influenza, education, and environmental remediation. The implementer of this effort is the Institute of International Education (IIE), a US NGO with giant experience in education and capacity building sector.
PCD conducted a performance capacity assessment at LIFE, CCRD, MCD1 in November 2014. In line with the findings and performance gaps identified during this analysis -- that included a review of previous OCAs and USAID pre-assessments -- the team has defined a series of recommendations in each of three performance areas to support targeted organizations as it works to improve its performance.
The performance assessment at these target organizations identified general issues of M&E as follow:
- Organizations lack M&E system at the organization level. However, M&E systems at project level were established according to requirements of donors. Therefore indicators of project-based M&E systems are primarily based on donor-specific requirements, and all are not necessarily linked to the current organization strategy. Thus most M&E are closed after project complete.
- M&E plan was developed but without following up implementation,
- No or little budget, lack of M&E HR, and low priority given for M&E works.
- M&E forms/ templates vary among different donors. Some forms are difficult to use (not friendly use) or require much time to complete. Thus M&E is seen as a hard and time-consuming task.
- Most organizations don’t have a database for M&E. This seems to be a low priority for M&E and data collection.
- Organization M&E staff lack skill in identifying issues for M&E, indicator, impact of activity to monitor and measure, target for intervention, etc.
- M&E staff seems unprofessional in data collection. Most data are fragmented, incomprehensive, etc.
Based on the findings and recommendations of the on-going performance analysis of the target organizations, PCD is planning to provide three targeted organizations with technical support, strengthening the design and implementation of an organization-wide M&E system. The M&E system should be designed to align organizational strategic objectives to core activities. At the same time, internal M&E procedures are needed, supported by the right software tools and data collection methods, protocols and schedules. The work should be carried out as identified in the objectives and tasks below.
To do so, PCD is looking for two M&E specialists to carry out this intervention with staff of three targeted organization to assist them to improve the ability of the organization to monitor and evaluate effectiveness in achieving strategic objectives and results.
B.Objective
Provide technical assistance to MCD, LIFE and CCRD for improving organizational M&E system and capacity building to the targeted organization staff for implementing M&E system effectively and achieving strategic objectives and results of organization.
C.Statement of Work
Responsibilities and tasks of consultant:
The selected consultants will work closely with LIFE, CCRD, MCD and PCD Performance Advisors and other relevant stakeholders to provide technical assistance to targeted organizations. The following tasks are a full list of potential tasks, but will need to be customized for each organization according to the action plan and initial analysis.
1.Complete a review of organization’s mission, business model, strategic plan, required donor M&E standards, and historical monitoring and evaluation reports to provide a foundation for the analysis of current requirements.
2.Meet with targeted organizations, PCD team and Performance Advisor to clarify this TOR and further understanding the requirements from each targeted organization.
3.Develop action plan to implement this TOR with each targeted organization.
4.Carry out consultation meetings/interviews with each targeted organization Senior Staff, Program Directors and employees as required to gain further understanding of their current M&E situation in line with this intervention.
5.Conduct validation meeting with each target organization to present findings and recommendations from the analyses; orient organization team to the portfolio M&E process; create an action plan to implement organization-wide M&E recommendations; align and incorporate required indicators to the new organizational strategy and business model.
6.Develop organizational M&E framework that interact indicators from project level to program level and organizational level.
7.Develop/Revise/ Finalize M&E templates and procedures based on pilot data and procedural "lessons learned".
8.Develop/ Update/Finalize an organization-wide performance indicator reference sheet (PIRS).
9.Develop an M&E annual plan for each target organization.
10.Develop job-aids for M&E professional and other system users, and other performance support tools, based on the performance analysis.
11.Clarify an M&E job description, roles & responsibilities, and measurable expectations.
12.Determine M&E staff knowledge/skill gaps and prepare a capacity development plan.
13.Coach the organizational staff in the development of harmonized data collection tools and procedures, report formats and begin to identify software needs to be used for data storage and analysis.
14.Identify specify software requirements for M&E data system and installation of M&E software (if required).
15.Train staff in use of database system for entry, analysis, and reporting.
16.Provide coaching for roll-out and support use of updated data collection tools/forms.
17.Complete pilot data analysis from baseline data and use to refine indicator targets.
18.Implement final M&E data collection and analysis procedures.
19.M&E periodic coaching/mentoring as required, especially to M&E staff.
20.Monitor performance and evaluate effectiveness of the M&E system.
D.Deliverables
(these will be defined for each organization based on the assistance required)
- Desk study summary analysis report including findings and recommendations and approved action plan.
- Mid-term report summarizing progress made to date, challenges and recommendations to address challenges.
- Final coaching/ on the job training report including completed PIRS and organizational M&E framework; Revised M&E templates and procedures; Approved M&E plan; Completed M&E job description; Completed software specification and installation (if required);
E.Time and rate
Length of time for this assignment will be from March 2015 to August 2015; rate will be based on consultant working experience and negotiation.
F.Evaluation criteria
Evaluating the Effectiveness of Coaching
- In advance of the coaching assignment, the Coach will prepare and present a Coaching Plan that includes major components, # of individuals (coachees) to receive the coaching, timelines and/or deadlines for each component, and illustrative indicators of success for evaluation.
- The Coach will provide periodic evaluations of the effectiveness of each of the coachee applying their new skills on the job. These assessments may be made by observation in role playing sessions, by observation in real on-the-job situations, and/or by observation in a combination of both. This feedback should be provided both to the coachee and PCD following each evaluation.
- PCD will collect written evaluations of the Coach from the coachees. These evaluations should be done anonymously by each coachee, and any other significant individuals involved in the coaching effort (i.e. supervisors). The evaluations may be requested several times throughout the coach’s assignment, using the timeline and components of the Coaching Plan to determine specifically when they should be conducted.
- Conduct a final evaluation of the coaching success at the end of the assignment.
G.Required Qualifications
The Local Consultants will be an experienced M&E specialist with a successful track record of implementing organization-wide or portfolio M&E systems. The consultant should have demonstrated experience in M&E design and coaching. He/she will possess:
- Bachelor’s degree in Public Administration, Organizational Development, Human Resources, Business Administration, Information Technology, or related field.
- At least five (5) years of professional experience in M&E system implementation, preferably with VNGO experience.
- Expertise in developing M&E policies, procedures and strategies.
- Experience of implementing data collection, analysis and reporting systems.
- Proficiency with relevant computer software programs, especially with a firm understanding of Word, Excel, Access, and related systems and applications.
- Excellent command of both written and spoken English/Vietnamese.
- Certification in M&E is a plus.
H.Application procedure
Interested candidates should send application to the following address: [email protected] [1]. The application attached with CV should explain the understanding of the assignment; short methodology; work-plan; evidence of technical capacity and relevant experience; three references, including contact details.
Please place “Consultant on M&E Development” in the subject box.
The closing date for proposals is 5p.m. on Monday Mar 2, 2015
Only shortlisted candidates will be contacted for interview.
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MCD: Centre for Marinelife Conservation & Community Development
CCRD: Center for Community Health Research and Development
LIFE: Centre of Promotion of Quality of Life