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Oxfam Yemen
Meal Practices
June 2016
Page 2
MEAL BASICS
Page 3
Why do we do
M&E?
MEAL in Programme Cycle
Project/Program Identification &
Design
Situation Analysis
Implementation
Evaluation/End Line
Program Planning and Activities
Monitoring
Logframe
M&E Plan/Framework
Baseline
Lessons Learnt
Effects/
Outcome
/
Specific
Objectiv
e
Impact Output
s/
Results
Activitie
s
Input
s
Project
Effectiveness
Are we doing well?
Project
Efficiency
Did we achieve what we wanted to?
Oxfam Project Implementation Process
Basic elements of good M&E:
1. Clear Logic – what are you trying to achieve? and how?
What does success look like?
2. Indicators – How will you know if you: have implemented well? are making progress? Have succeeded?
3. Data Collection – how will you collect information against your indicators?
4. Moments for Review/ reflection – how/ when will we use this information? Learning from implementation?
Page 7
Data Journey
Page 8
MEAL Functions for CASH programming
Page 9
Baseline
• Baseline data enables us to compare the situation before and after
the intervention to note changes and to consider what effects the
programme has had on the situation.
• Where we are today
• Reference point
• Oxfam consideration to conduct a baseline survey- criteria
• Project budget exceeds USD 500,000 and the duration is more
than 6 months
• This has been agreed with the donor and is included in the
project document
• Relevant quantitative data are not available
• When we open new intervention area
Page 10
Post Distribution Monitoring (PDM)
• When- 2 weeks after any distribution
• How- Questionnaire survey
- Decide a sample size based on the overall target
• Who- MEAL team with support from technical team members
• Major indicators considered during PDMs includes appropriateness,
effectiveness and coverage of the program.
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Particular the PDMs Covers
• Beneficiary selection process,
• Time taken by beneficiaries to reach distribution sites,
• Time taken at distribution sites,
• Amount received by beneficiaries,
• Costs incurred to get the cash,
• Utilization of Cash
• Protection issues around accessing the distribution sites
• Accountability – community satisfaction and awareness of
Oxfam feed back and complaint system
• Some out come level indicator
• Food consumption score
• Reduced Copping strategy index
Page 12
Accountability – Feedback and Complaint Mechanisms
Complaint
A complaint is a formal expression of dissatisfaction or discontent, and/or misconduct, about someone or something. For Oxfam complaints may be about our or our partners’ activities, and staff/volunteers.
Feedback
Feedback may be a positive or negative informal statement of opinion about someone or something – an opinion shared for information but not with the intention of lodging a formal complaint.
Page 13
OXFAM Feedback and complaint system communication channels
• Compliant Desk
• Mobile team
• Hotline
• Suggestion box
Page 14
Complaint Office Desk
• The MEAL team representative with the support of
other staff (preferably a female staff is responsible to
manage the Complaint office Desk
• The complaint office desk is operational during all NFI
distribution and campaign activities .
Page 15
Hotline (phone number)
The phone number (hotline) is an alternative for people who
not are able to move till the office.
The phone number will be managing as a hotline. That mean
someone who needs to call Oxfam will simply send a flashing
call (missed call) and Oxfam will call back the person before
24 hours.
The phone number is on 24h. But the team will call back only
on office times. (from 8am to 4 pm)
Page 16
Complaint mobile team organization
The Mobile team cover all Oxfam intervention areas (and throughout water points, latrines, near showers, Livelihood farms, FDS)
The Mobile Team is operating in the intervention sites and villages and all the distribution area if possible
The mobile team can use different method to collect feedback and complaint (FGD with leaders men and women, individual interview...)
The Complaint Mobile Team organize at least two visit per week in IDP village
At least 1 visit should be held on distribution sites during distribution.
Duration of each visit is around 30-60 minutes
Page 17
Other Oxfam MEAL system
• During distribution monitoring ( DDM) or
• Exist interview with beneficiaries
• Verification of beneficiaries
• Use of digital data collections ( smart phones ) for
assessments- Oxfam use Mobaniz software
• Rapid initial assessments before CASH programming to
set up baseline
Page 18
Learning - Program quality meeting
• The program quality meeting general purpose is
• to promote continuous learning, project
progress reflections, nurturing cross learning
among departments
• to reframe best way of action steps for the
upcoming period project implementation,
approach and strategies that enhance
program quality and services delivery to the
community.
Page 19
The specific process and purpose of the meeting
includes;
(A) Efficient use of assessment results:
• presentation of major assessment findings
• developing joint action plans helps to improve ways
of working,
• to make early corrective measures for deviates
based on the finding results,
• to capitalize good practices
• to draw major lesson for future programming.
Page 20
(B)Feedback and complaint system
• The MEAL supervisor will present the major non
sensitive complaints and then discussions will
follow up to review the complaints and to make
suggestions to improve our service delivery
process and program quality delivery.
Page 21
C) Half day program quality joint field visit: -
It is good if some of team members make joint half
day field visit (1 supervisor/officer from each
departments- WaSH, EFSVL, MEAL, Gender and
Protection) before the program quality meeting for
reviewing the project interventions from the expected
quality standard angle.
The MEAL supervisor will make quick presentation on
the field visit results and the program quality meeting
team can make further discussions to review the
interventions from the program quality perspectives
and set up actions for next period interventions
Page 22
Thanks
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