Introduction, In light of the current COVID-19 pandemic and the impact it has had on staff mobility and programmatic work worldwide, OIG/Evaluation has put together short guidance and materials to help ensure fluidity for evaluation and monitoring activities for on-going and new programmes. OIG/Evaluation together with other evaluation offices from the UN Evaluation Group (UNEG) have been compiling resources..., Key questions to assess M&E continuation, The following key questions can help assessing the required level of adaptation of M&E activities and the ability to continue on-going M&E activities within an office or project: Questions Considerations Is the project/activity/initiative on-going despite the current restrictions and if so, how does this affect M&E activities of the project? The project/activity/intervention may be on..., Data collection alternatives, Monitoring and/or evaluation methodology adjustments may require data collection alternatives: Alternative Further details Issues to consider Replacing field visits with virtual information collection • Identify focal point in community/institute that could relay potential information to the consultants/IOM, Example: In the case of distribution of materials to a clinic, contacting the health worker and requesting a photograph of the materials., • Use of GIS imagery; sharing of photographs from field locations; receiving photographs of documents and mobile phone evidence/testimony from the field. • Ensure not to be putting people in harm’s way and respecting country guidelines on COVID-19 management • Consider ethical considerations of using people from the community/institution/location as the key focal points for providing information..., Evaluation, Evaluation planning may be affected by the ongoing COVID-19 pandemic and the diagram below provides elements to consider for on-going and planned evaluations., Country Offices should contact their respective ROMEO early on in the process to ensure that they can support in modifications, alternatives and resources., EVALUATION PLANNING DURING COVID-19 PANDEMIC, phase, options , Adjustments to evaluation planning and preparation:, When planning or adjusting evaluations due to the COVID-19 situation,, key areas, to consider are Alternatives Further details Issues/risks to consider Adjusting the Terms of Reference (ToR) to allow flexibility in the methodology and scope due to the COVID-19 pandemic Consider adjusting timeframes and methodology, scope and budget renegotiation (depending on the scope) and adding a clause on potential disruptions due to COVID-19 • Evaluability assessment revisited • Determine..., Other evaluation options, Depending on the ability to proceed and agreement to adjust the approach, here are some approaches that could be considered to still proceed with evaluation: Alternatives Further Details Issues Consider merging evaluations together Identify evaluations on the same thematic area and organise one evaluation • Limits interactions • Ensure that donors are in agreement and allow for that option..., Alternative evaluative approaches, If a full-scale evaluation is not possible, whether a project evaluation or a merged/joint evaluation, other “evaluative approaches” can also be considered. These can help to meet M&E needs related to learning and accountability: Alternatives Further details Issues Lessons learnt e-workshop Conduct a virtual workshop with relevant stakeholders to identify lessons learnt and identify key..., Monitoring, Rigorous monitoring is also often neglected when a project is facing competing priorities and deadlines or budgetary constraints. In challenging operating environments, such as in the context of COVID-19, there is therefore a need to ensure also that strong monitoring systems are in place to ensure high-quality and timely data. Once established, the monitoring system should be strengthened..., Annex 1: Draft Remote Management and Monitoring, In light of the recent situation with COVID-19, OIG Monitoring and Evaluation is making this section of the upcoming M&E guidelines available to staff as a DRAFT in order to respond to needs of continuity of programming in accordance with the procedures put in place at the country-level., We welcome further comments, best practices or feedback to strengthen these efforts. This section focuses on operating in fragile and complex environments, where reaching vulnerable populations in conflict-affected areas remains a challenge, in contexts with medium- to high-insecurity while maintaining the security of the organization’s personnel, as well as in the case of large and complex..., Remote Management, Remote management approaches have substantial implications for monitoring and accountability practices, as well as for the ability of the implementing organization to provide assurance of reaching project/programme results. Where situations may restrict staff members from meeting with beneficiaries or monitoring activities directly, they must rely on other staffing approaches or external partners..., Physical Security/Operating Environment, – Elaborate a risk and security assessment, with a: Solid context and security environment analysis, including dynamics of conflict (UN Risk Management Unit); distance to project sites; transport types, availability and constraints; infrastructure. Security Risk levels analysis (low/medium/high) Access to project sites analysis: None/irregular/regular but limited., Cost Analysis of Options, – Elaborate with the following considerations: Programme should identify how much can be invested for delegating responsibility for the implementation by causing the least impact to programme quality, including an analysis of other cost-effective options. Possibilities of monitoring/conducting field visits; availability of information systems; identification of efficient implementing partners;..., Exit Strategy, – As remote management systems are often more expensive and less reliable than direct management, an exit strategy needs to be considered and regularly reviewed., Information:, IOM should also consider who makes the decision to engage in remote programming and what processes form the basis for that decision, including the legal framework. , Remote Monitoring, Remote management approaches have significant implications for organisational set-up, accountability, monitoring and the assurance of project quality. When a situation calls for remote management, the set-up and use of monitoring require more attention. Due to logistical difficulties in conducting the monitoring in complex environments, the need for additional training and contractual..., Humanitarian Innovation Fund & Tearfund, Monitoring and accountability practices for remotely managed projects implemented in volatile operating environments, (2012), at p. 27, see: http://www.betterevaluation.org/sites/g/files/tmzbdl151/files/remote_monitoring_and_accountability_practice__web_2.pdf., Source: Humanitarian Innovation Fund & Tear Fund, Monitoring and Accountability Practices for Remotely Managed Projects Implemented in Volatile Operating Environments (2012), at p. 27. Resources primarily linked to COVID19, however, this can be applied to other contexts as well: https://www.povertyactionlab.org/blog/3-20-20/best-practices-conducting-phone-surveys Remote monitoring guide :..., 4 These resources have not been vetted by IOM but are shared in the larger M&E community in relation to COVID-19., OIG/Evaluation: eva@iom.int, Regional M&E Officers, DE MULLER Maite mdemuller@iom.int – RO Dakar HARRIS Sarah sharris@iom.int – RO Vienna HOLLINGS Jennifer jhollings@iom.int – focal point in Brussels KIM Sokleang sokkim@iom.int – RO Bangkok MUTIE Rogers rmutie@iom.int – RO Pretoria NSHIMIYIMANA Theogene TNshimiyimana@iom.int – RO Cairo REY Jhonn jrey@iom.int – RO Buenos Aires VACA Vanesa vvaca@iom.int – RO San Jose WAMBANDA Angeline awambanda@iom....
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