regional monitoring and evaluation (rme) report 1 st quarter 2008 project strive – strengthening...

Regional Monitoring and Regional Monitoring and Evaluation (RME) Report Evaluation (RME) Report

11stst Quarter 2008 Quarter 2008

Project STRIVE – Strengthening the Project STRIVE – Strengthening the Implementation of Basic Education in the Implementation of Basic Education in the Visayas, is an AustralianAID funded project Visayas, is an AustralianAID funded project designed to support Basic Education Sector designed to support Basic Education Sector Reform Agenda (BESRA) of the Department of Reform Agenda (BESRA) of the Department of Education. It aims to improve access to and the Education. It aims to improve access to and the quality of basic education in selected provinces quality of basic education in selected provinces of the Visayas namely Region VI – Division of of the Visayas namely Region VI – Division of Negros Occidental, Region VII – Division of Bohol Negros Occidental, Region VII – Division of Bohol and Tagbilaran City and Region VIII – Division of and Tagbilaran City and Region VIII – Division of Northern Samar. STRIVE- Stage 2 has four core Northern Samar. STRIVE- Stage 2 has four core components namely: SBM, HR-INSET, LRMDS, components namely: SBM, HR-INSET, LRMDS, PM.PM.

To get the over-all picture of To get the over-all picture of STRIVE-Stage 2 implementation in Region STRIVE-Stage 2 implementation in Region VI in the first quarter of calendar year VI in the first quarter of calendar year 2008, a Regional Monitoring, Evaluation 2008, a Regional Monitoring, Evaluation and Adjustment was conducted on March 6-and Adjustment was conducted on March 6-7, 2008 at Royal Am Rei Hotel, Bacolod City.7, 2008 at Royal Am Rei Hotel, Bacolod City.

Participants to the workshop Participants to the workshop were Component Chairs, Co-Chairs, and were Component Chairs, Co-Chairs, and members of the four major components members of the four major components with Project Management Team headed by with Project Management Team headed by the Regional Director Victoriano B. Tirol, Ph. the Regional Director Victoriano B. Tirol, Ph. D., Ed.D. and OIC Office of the ARD SDS D., Ed.D. and OIC Office of the ARD SDS Mildred L. Garay, CESO V. Also present Mildred L. Garay, CESO V. Also present were the Foreign Technical Adviser for were the Foreign Technical Adviser for INSET, the Regional Team Leader, the INSET, the Regional Team Leader, the Technical Adviser of M & E and EDPITAF Technical Adviser of M & E and EDPITAF officers.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 QuarterII. Target for the Quarter

For the First Quarter of 2008 For the First Quarter of 2008 the quantitative target of the Region the quantitative target of the Region is 49.3. This target is to be is 49.3. This target is to be accomplished by the following accomplished by the following components: SBM – 25.8; components: SBM – 25.8; HR-INSET – 3.2; LRMDS – HR-INSET – 3.2; LRMDS – 2.3 and PM – 18. 2.3 and PM – 18. Table 1 shows the target by Table 1 shows the target by component. component.

Component Target

SBM 25.8

HR - INSET 3.2

LRMDS 2.3

PM 18

TotalTotal 49.349.3

A. Overall Result

Region VI achieved 11.9 or Region VI achieved 11.9 or 24.14% of the total targets which 24.14% of the total targets which is 49.3 and has a balance of 37.4.is 49.3 and has a balance of 37.4.

B. Component ProgressB. Component Progress

B.1 Quantity and Value-Added B.1 Quantity and Value-Added SBMSBM achieved 1 target with an equivalent rating achieved 1 target with an equivalent rating

of 3.88%, leaving a balance of 24.8 targets. of 3.88%, leaving a balance of 24.8 targets. HR-INSETHR-INSET has achieved 0.6 target with an has achieved 0.6 target with an

equivalent rating of 18.75% and has a balance of 2.6; equivalent rating of 18.75% and has a balance of 2.6; LRMDSLRMDS has achieved 0.3 target with an has achieved 0.3 target with an

equivalent rating of 13.04 leaving a balance target of equivalent rating of 13.04 leaving a balance target of 2.0. 2.0.

PMPM has 8 targets achieved which is equivalent to has 8 targets achieved which is equivalent to 55.55% and have a balance of 8 targets. 55.55% and have a balance of 8 targets.

Value Added:Value Added:HR-INSETHR-INSET – Developed TNA Orientation Package; – Developed TNA Orientation Package;

Integration of ICT-TNA items in the NCBTS TNA Tool; Integration of ICT-TNA items in the NCBTS TNA Tool; Component members baseline competence profile. Component members baseline competence profile.

SBMSBM – SBM Readiness Assessment conducted – SBM Readiness Assessment conducted and analyzed; 6 out of 11 Access pilot schools validatedand 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 RegionAs 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/PROBLEMS ACTION 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 membersTraining



Approval to leave stations of the regional team membersIdentification of 33 sample schoolsSea and land travel expenses reimbursements

Re-strategize



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 enhancementProvision of ICT skilled M&E member



Component Issues

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 componentsEach 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 membersConflicting organic and STRIVE schedules

B.2.3 Cross-Cutting Issues

Region/Division Level

To be To be Elevated to Elevated to Senior Senior ManagemeManagementnt

Delayed outputs because of fragmented activities of each component Absence of guidelines on

backfillingDelayed reimbursement of claimsSchedule in PIP is too tightDifferent working style of

consultants/advisers and membersLimited Equipment

B.2.3 Cross-Cutting Issues

To be Elevated to Senior Management

B.3 Sustainability StrategiesB.3 Sustainability Strategies

ComponentComponent Sustainability Strategies UsedSustainability Strategies Used

SBMSBM Fit within partner government agencies; Participation; Fit within partner government agencies; Participation; Management and Organization; Integrate and build on existing Management and Organization; Integrate and build on existing government operations and processes; Counterpart government operations and processes; Counterpart Contribution; Training; Information Dissemination and Contribution; Training; Information Dissemination and NetworkingNetworking

HR-INSETHR-INSET Fit with government policies; Participation; Management and Fit with government policies; Participation; Management and organization; Integrate and build on existing government organization; Integrate and build on existing government operations and processes, Counterpart contributions; Training; operations and processes, Counterpart contributions; Training; Information dissemination and networking; Technology; Social, Information dissemination and networking; Technology; Social, gender and culture; gender and culture;

LRMDSLRMDS Fit with partner government agencies; Participation; Fit with partner government agencies; Participation; Management and Organization; Integrate and build on existing Management and Organization; Integrate and build on existing government operations and processes; Traininggovernment operations and processes; Training

PMPM Management and organization; Counterpart contribution; Management and organization; Counterpart contribution; Information dissemination and networking; Training; Information dissemination and networking; Training; TechnologyTechnology

CommonalitiesCommonalities Fit within partner government policies; Participation; Fit within partner government policies; Participation; Management and organization; Integrate and build on existing Management and organization; Integrate and build on existing government operations and processes, Counterpart government operations and processes, Counterpart contributions; Training; Information dissemination and contributions; Training; Information dissemination and networking; networking;

FacilitatingFacilitating HinderingHindering Lessons LearnedLessons Learned

Commitment and active Commitment and active involvement of membersinvolvement of members

Openness toOpenness to suggestions/comments/criticismssuggestions/comments/criticisms

Shared responsibilitiesShared responsibilitiesProper orientation on the contentProper orientation on the content

for the project/team/SBM for the project/team/SBM membersmembers

Conflicting scheduleConflicting scheduleConflict of ideasConflict of ideasDifferent working Different working

habits/styleshabits/stylesLack of proper Lack of proper

orientationorientationAbsence of TORAbsence of TOR

Well planned and scheduled Well planned and scheduled activities increasedactivities increased commitment of members tocommitment of members to the projectthe project

Quality outputs are attainedQuality outputs are attained if there is harmoniousif there is harmonious working relationshipworking relationship

-Sharing of responsibilities -Sharing of responsibilities make the work lightermake the work lighter

-Well planned orientation -Well planned orientation leads to easy accomplishment leads to easy accomplishment of taskof task

FacilitatingFacilitating HinderingHindering Lessons LearnedLessons Learned

Cooperative team membersTA’s expert guidanceWorking as a TEAMClearly drafted framework to guide the teamLinkage with the TEC

Budget constraintChairs are not full timeInsufficient time allotment to complete the activities put/ventilate pressures on members

Respect 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

Facilitating Hindering Lessons Learned

Collaborative efforts among membersAssistance of technical advisory EDPITAF representativesExpertise of consultantssupport of SDS/ASDS and Div. staffCommunication for access

Limited time for too many outputs expected in one workshopOccasional health problemNo cellphone load

Collaborative effort contributes to easy achievement of targetsWell planned and prioritized activities lead to timely submission of outputsHealth problem limits our desire to serve

Facilitating Hindering Lessons Learned

Availability of TASupportive stakeholders / membersDeveloped system and frameworkConduct of training

Time constraintsCoordination among membersLimited 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 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

BALANCEBALANCE ISSUESISSUES SUSTAINABILITYSUSTAINABILITY LESSONS LESSONS LEARNEDLEARNED

Adjust or Adjust or revise the revise the PIPPIP

Clarification of Clarification of roles and functions roles and functions per sub-componentper sub-component

SBM sub-SBM sub-component to be component to be divided in 3 regions divided in 3 regions for systems dev’t for systems dev’t and accountability and accountability and to be pilot- and to be pilot- tested in the three tested in the three regionsregions

integration of integration of identified identified sustainability sustainability strategiesstrategies

regular meeting of regular meeting of team members team members (Reg. & Div.)(Reg. & Div.)

sustain sustain teamwork thru teamwork thru continuous continuous team building team building activitiesactivities

initiate initiate capability capability building of SBM building of SBM teamteam

-Clarify M & -Clarify M & E systems E systems and and proceduresprocedures

(in (in calculating calculating the balance the balance make make provisions provisions for for adjustment adjustment made in the made in the PIP)PIP)

- Use - Use updated updated PIPsPIPs

-immediate & -immediate & proper action be proper action be given to issue/s given to issue/s elevated to highest elevated to highest mgt.mgt.

-joint meeting of -joint meeting of SBM-HR & HR-Inset SBM-HR & HR-Inset to clarify role and to clarify role and functions as result functions as result of the integrationof the integration

-include capability -include capability training of team training of team members in the members in the Master Training Plan Master Training Plan (MTP)(MTP)

Continue doing what Continue doing what has been startedhas been started

-continue to -continue to apply lessons apply lessons learned in all learned in all undertakingsundertakings

-share lessons -share lessons learned to learned to othersothers


--output -output should be should be monitored & monitored & evaluated evaluated based on the based on the PIP prepared PIP prepared by the by the componentcomponent-- standards - standards given for given for monitoring of monitoring of outputs do not outputs do not jive with the jive with the PIP of the PIP of the componentcomponent--outputs -outputs should be should be checked checked against the against the target dates in target dates in the PIPthe PIP

--speed up the -speed up the release of release of backfilling backfilling guidelinesguidelines--release the final -release the final list of 33 sample list of 33 sample schoolsschools

Provide relevant & Provide relevant & appropriate training appropriate training to support the to support the introduction of new introduction of new technologytechnology

-tri-media campaign-tri-media campaign

Best practices Best practices should be should be sharedshared


--revisit the -revisit the PIPPIP

-Observe flow of Observe flow of reportingreporting-- finalize - finalize structure base on structure base on guidelines on guidelines on backfillingbackfilling--lead region to -lead region to focus on assigned focus on assigned componentcomponent

-Implementation of Implementation of sustainability and sustainability and risk management risk management planplan--revisit the -revisit the implementation of implementation of sustainability plansustainability plan

-strengthened -strengthened positive lessons positive lessons learnedlearned


B.6 List of Common B.6 List of Common Recommendation Recommendation

1. Revisit the PIP1. Revisit the PIP2. Orientation of the M & E System2. Orientation of the M & E System3. Backfilling guidelines3. Backfilling guidelines4. Lead region to focus on assigned 4. Lead region to focus on assigned

component/scomponent/s5. Regular team meetings5. Regular team meetings

AnnexesAnnexes

A. Physical OutputA. Physical Output

Table 1 – Quantitative Table 1 – Quantitative InformationInformation

ComponentComponent TargTargetet

AchievedAchieved %% BalanceBalance Reasons for BalanceReasons for Balance

SBMSBM 25.8 1 3.88 24.8

HR-HR-INSETINSET

3.2 0.6 18.75 2.6 -pilot schools not yet identified-not anymore concern of the component/already lodged to UIS

LRMDSLRMDS 2.3 0.3 13.04 2.0 -on progress

PMPM 18 10 55.55 8

TotalTotal 49.3

11.9 24.14 37.4

For The Quarter% Region

Accomplishment

Components Target AccomplishedQtr Regional

Target

SBM 25.8 1 3.88%

INSET 3.2 0.6 18.75%

LRMDS 2.3 0.3 13.04%

PME 18 10 55.55%

Overall 47.3 11.9 24.14%

Sustainability Measures / Approaches Action Taken Results1. Participation Invited 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 Organization Utilization of existing management structure and personnel (ES/DS/School Heads)

Deped ConcernsStakeholders commitment statementDefine flow of information

3. Counterpart Contribution Courtesy 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 resourcesWider 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/policies Align with BESRA Ensure commitment/support from stakeholders

7. Training Group team building activities Strengthen flow of communication and operation

B. Sustainability Measures/Action B. Sustainability Measures/Action Taken/ResultsTaken/Results

Sustainability Measures / Approaches Action Taken Results1. Fit with government policies Adopting 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 - INSET

2. Participation Involve 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 Organization Local 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 BESRAResult of existing documents (NCBTS, BEAM, SEDIP) were studied, analyzed in the development of outputs

Quality outputs

5. Counterpart contributions HR-INSET spaces provided – the RO, DO with support facilities

6. Training Participation in workshops added new KSAs to the teamPlanned conduct of NCBTS TNA tool and methodology orientation for School HeadsPlanned training for HR-INSET team members

KSA developed/acquired

7. Information dissemination and networking Conduct of orientation and advocacy on STRIVE C2

Support of stakeholders ensured

8. Technology Development of NCBTS/TNA orientation package with Region / Division team members

Quality delivery of orientation to teachers and school headsTNA orientation package developed

9. Social, gender and culture Consideration of gender-sensitive language and consideration of social context – thru the development of outputs

Acceptability of outputs expected

Sustainability Measures / Approaches

Action Taken Results

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 activities Quality 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 membersConduct training and panel discussions among team members

Capacitated members

Sustainability Measures / Approaches

Action Taken Results

Information dissemination Advocacy sessionRegional – 3xDivision – 3x

Awareness of the project / programPositive commitment and support

Management and Organization and Identification of team members

Team building workshop in region and divisionImmediate replacement of outgoing project coordinators and members

Team commitmentMinimal disruption

Counterpart contributionSharing 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 / spaceConduct training

Facilitated workCapable members of M&E

Preparation of reports Quarterly review and planDeveloping 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

C. Pictorials C. Pictorials

PM LRMDS

HR-INSETSBM

ARD Mildred Garay

DPC ASDS Mocon

RPC Polohan with RMEG/DMEG

DMEG Chair Bianzon SBM

LRMDSHR-INSET

RO 6 STRIVE Members with TA’s and AusAID Representative

RO 6 RMEG-DMEG STRIVE

Prepared by:Prepared by:

RMEG and DMEGRMEG and DMEG

Region VIRegion VI

regional monitoring and evaluation (rme) report 1 st quarter 2008 project strive – strengthening...

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