cg'udg tyf d"NofÍg 8f= nf]sgfy e';fn j}zfv !#, @)&^

Active Learning What is monitoring and evaluation? Why are monitoring and evaluation carried out? Briefly state the system of monitoring and evaluation in Nepal? What are the problems in monitoring and evaluation in Nepal? How can these problems be overcome? Discuss in groups and prepare a short presentation… (you have 45 Minutes for this task)

cg'udg tyf d"NofÍgsf ljljw kIfx? glthfd"ns of]hgf glthfd"ns cg'udg k|:t'ltdf /xg] ljifox? cg'udg tyf d"NofÍgsf ljljw kIfx? glthfd"ns of]hgf glthfd"ns cg'udg glthf vfsf :ynut cg'udg cfof]hgfsf] d"NofÍg

cg'udg tyf d"NofÍgsf ljljw kIfx cg'udg tyf d"NofÍgsf ljljw kIfx? -zAbfjnL, cfof]hgf rqm, cy{, p4]Zo, km/s_ ,

ljsf; of]hgf cfof]hgf;DaGwL zAbfjnL -txut ?kdf_ Policy -gLlt_ Plan -of]hgf_ Sector -ljifout If]q_ Programme -sfo{qmd_ Project -cfof]hgf÷kl/of]hgf_ Component (Programme) -sDkf]g]G6x?÷sfo{qmd_ Activities -lqmofsnfkx?_ Inputs

of]hgf rqmdf cg'udg tyf d"NofÍg Plan Evaluate Budget Goals Public sector management can be looked at in different dimensions. National/Subnational/sector level/ Implement Monitor 6

cfof]hgf rqmdf cg'udg tyf d"NofÍg cfof]hgfsf] klxrfg PLAN k|efj d"NofÍg k[i7kf]if0f lbuf]kgf cg'udg DO sfof{Gjog r/0f ;DkGg k|ltj]bg cfof]hgfsf] ;DkGg k[i7kf]if0f nufgL k|ltkmn cg'udg / rfn" d"NofÍg SEE d"NofÍg cg'udg

cg'udg of]hgf, gLlt, sfo{qmd tyf cfof]hgfx¿df nufgL tyf ;fwgsf] k|jfx ;d'lrt 9+un] ePsf] 5 5}g / sfo{tflnsfcg';f/ lqmofsnfkx¿sf] sfof{Gjog eO{ nlIft k|ltkmn k|fKt ePsf] 5 5}g egL ljleGg txsf Joj:yfkg jf Joj:yfkgn] tf]s]sf] JolQm tyf lgsfoaf6 lg/Gt/ / cfjlws ¿kdf lgu/fgL /fVg] sfo{ cg'udg xf] .

Monitoring A continuing function that uses systematic collection of data on specified indicators to provide management and the main stakeholders of an ongoing development intervention with indications of the extent of progress and achievement of objectives and progress in the use of allocated funds (OECD DAC)

d"NofÍg sfof{Gjog ul/Psf gLlt, of]hgf, sfo{qmd tyf cfof]hgfx¿ xfnsf] ;dodf s]–slt ;fGble{s, nfebfoL / k|efjsf/L 5g\ tyf s]–s:tf pknlJw Pjd\ k|efjx¿ xfl;n ePsf 5g\ / ltg\sf] lbuf]kgfsf ;DjGwdf cfGtl/s / afXo d"NofÍgstf{af6 p2]Zok"0f{ / Jojl:yt tl/sfn] n]vfhf]vf ug]{ sfo{ d"NofÍg xf] .

Evaluation The systematic and objective assessment of an on-going or completed project, programme or policy, its design, implementation and results. The aim is to determine the relevance, efficiency, effectiveness, impact and sustainability (OECD DAC)

cg'udg tyf d"NofÍg lsg < sfo{qmd tyf cfof]hgfnfO{ tf]lsPsf] ;do, nfut, u'0f:t/ kl/df0fdf ;DkGg ug{ cfjZos tYofÍ tyf ;"rgf ;Dk|]if0f ug{ . nufgL, lqmofsnfk, k|ltkmn (Output), dfkm{t c;/ (Outcome) / k|efj (Impact) xfl;n ug{ . k[i7 kf]if0f pknJw u/fO{ gLlt lgdf{0f / lg0f{o k|lqmofnfO{ k|df0fdf cfwfl/t agfpg . cg'udg tyf d"NofÍgsf dfWodaf6 kf/blz{tf / ;fdflhs hjfkmb]lxtf clej[l4 u/L ;'zf;g k|j4{g ug{ d2t k'¥ofpg .

cg'udg / d"NofÍg aLrsf] km/s sfof{Gjog cjlwe/ lg/Gt/ ljleGg r/0fdf ul/G5 sfof{Gjog / ;~rfngsf] cj:yfdf dfq ul/G5 . sfof{Gjogsf] cj:yfdf / sfof{Gjog ;dflKt kl5sf cj:yfdf klg ul/G5 . sdLsdhf]/Lx¿nfO{ ;'wf/ ug]{ ;+:yfut k|lqmof xf] . sdL sdhf]/Laf6 kf7 l;sL ;'wf/ ug]{ ;fwg xf] . nufgL, k|lqmof / k|ltkmn;Fu ;/f]sf/jfnfdf k/]sf] c;/ / k|efjsf] Joj:yfkg k|0ffnLsf] Pp6f cª\u xf] . kf7 l;Sg] sfo{d'vL Joj:yfksLo cf}hf/ xf] . sfof{Gjog ug]{ lgsfoaf6 ul/G5 . aflx/sf :jtGq JolSt tyf ;+:yfx¿af6 u/fOG5 .

cfof]hgfsf] ljleGg ;dofjlwdf cg'udg tyf d"NofÍg k|efj d"NofÍg kmfObfx?sf] k|jfx clGtd d"NofÍg k"j{ d"NofÍg dWofjlw d"NofÍg cfwf/ ;j]{If0f lg/Gt/ k[i7kf]if0f lg/Gt/ cg'udg lbuf]kgfsf] cg'udg 5gf}6 r/0f lgdf{0f r/0f ;~rfng r/0f

cg'udg tyf d"NofÍgdf s] ul/G5 < cg'udgdf s] ul/G5 < k|ult ;dLIff, sfo{of]hgf / k|ultjLrsf] t'ngf cjnf]sg jf :ynut lg/LIf0f tYof+s ;+sng, ljZn]if0f, ;d:of klxrfg, ;dfwfg jf k|ltj]bg cfof]hgfnfO{ lglb{i6 kl/df0f, u'0f:t/, nfut / ;dod} ;DkGg u/fpg] k|of; d"NofÍgdf s] x]l/G5 < cfof]hgfn] p2]Zo tyf nIo xfl;n u/], gu/]sf] jf ug{] l:ylt /x], g/x]sf] cfof]hgfsf] ;fGble{stf, s'zntf, k|efjsfl/tf, k|efj / bLuf]kgfsf] n]vfhf]vf cg'udg tyf d"NofÍg b'a}nfO{ cfaZos s'/fx? cfof]hgf b:tfj]h, aflif{s sfo{qmd, ;"rsx?, cfwf/ tYof+s, cfalws nIo

g]kfndf cg'udg tyf d"NofÍgsf] ljsf;qmd klxnf] r/0f M ef/ k|0ffnL kfFrf} of]hgf -@)#@–)#&_ b]lv (Weightage system) vr{ /sddf cfwfl/t If]qut sfo{;Dkfbg ;"rsx?, ;ftf} of]hgf -@)$@–)$&_ b]lv bf];|f] r/0f M gofF cg'udg tyf d"NofÍg k|0ffnL cf7f+} of]hgf -@)$(–)%$_ b]lv gjf} of]hgf -@)%$–)%(_ ;+:yfut Joj:yf (NDAC & MDAC, 2049/04/08) t];|f] r/0f M glthfd"ns cg'udg tyf d"NofÍg bzf}+ of]hgf -@)%(–)^$_ b]lv xfn;Dd (Result Framework in 13th and 14th Plan) ul/aL cg'udg / ljZn]if0f Joj:yf (PMAS, T.A., PETS) k|efj d"NofÍg ( I.E.42+ 3), cfGtl/s d"NofÍg ( 13)

Tfxut lgsfox?sf] cg'udg tyf d"NofÍgdf e"ldsf ,

ljleGg txdf cg'udg tyf d"NofÍg Aoj:yf ! /fli6«o txM s_ dxfn]vf k/LIfssf] sfof{no, (Final Audit) v_ k|wfgdGqL tyf dlGqkl/ifb\sf] sfof{no, (Service Del.) u_ /fli6«o of]hgf cfof]u, (NDAC) 3_ cy{ dGqfno÷ljifout dGqfnox?, (MDAC) ª_ /fli6«o ;ts{tf s]Gb|, (Technical Audit) r_ dxfn]vf lgoGqssf] sfof{no, (PETS) @ ljefu÷If]qLo txM If]qLo÷k|zf;g sfof{nox¿ # lhNnf txM lhNnf:t/Lo cfof]hgfx¿sf] cg'udgsf nflu ;'kl/j]If0f tyf cg'udg ;ldltsf] Joj:yf

In the Context of the Restructuring of the State Provincial and Local Government s will also carry out Monitoring and Evaluation work Guideline to be formulated for the provincial and local levels NPC will coordinate in the formulation

cg'udg tyf dNof+sg dxfzfvf cg'udg tyf d"Nof+sg ;+oGq tyf ;"rgfsf] k|jfx /fli6«o ljsf; kl/ifb\ /flj;; ;ldlt k|wfgd+qL tyf d+=k=sf] sfof{no /fli6«o of]hgf cfof]u cg'udg tyf dNof+sg dxfzfvf dlj;;; -cd" zfvf_ ljefux? ;d:of If]qLo sfof{no lhlj;x? ‘k|ult lhNnf:t/Lo cfof]hgfx? s]Gb|Lo :t/sf cfof]hgfx? lhNnfl:yt sfof{nox?

cg'udg tyf d"NofÍgsf] sfo{ k|jfx Line Min & NPCS Desk M&E Verification Data collection Field Visit

glthfd"ns of]hgf ,

glthf s] xf] ? ;fdfGotof glthf s'g} sfo{af6 k|fKt x'g] kmn jf kl/0ffd xf] . s'g} sfdsf] cflv/df x'g] /fd|f] jf g/fd|f] kl/0ffd, >d jf k|of;sf] kmn -g]kfnL a[xt zAbsf]if_ Result-based Planning df Result eGgfn] Output (k|ltkmn) , Outcome (c;/) / Impact (k|efj) eGg] a'lemG5 . Results Long- term results: Impact/outcome Short term Results: Outputs that contribute to achieve long-term results glthf sfo{ / kl/0ffdsf] ts{k"0f{ >[vnf;+u cfa4 x'G5 Follow as a logical consequence

ljsf; glthf k|ltkmn (Output) c;/ (Outcome) k|efj (Impact) sfo{qmd÷cfof]hgfsf] p2]Zo k|flKtsf] lglDt ul/Psf] nufgLaf6 pTkfbg ug]{ nIo /flvPsf] vf; pTkfbg jf ;]jfnfO{ k|ltkmn elgG5 . (Quantitative, Tangible) c;/ (Outcome) sfo{qmd÷cfof]hgfaf6 k|fKt ePsf] k|ltkmnsf] k|of]u jf pkof]usf] kl/0ffdaf6 b]lvg] kl/jt{gnfO{ c;/ elgG5 . (Qualitative, Knowledge and behavioral change / Service) k|efj (Impact) sfo{qmd÷cfof]hgfsf] kl/0ffdaf6 k"0f{ ?kdf jf cf+lzs ?kdf eP klg kl/nlIft pkef]Qmf ju{ -nfeflGjt x'g] ju{_ sf] hLjg:t/df cfPsf] kl/jt{gnfO{ k|efj elgG5 .

Output- Road construction

Outcome- Transportation service

Drinking water project--output

Outcome- drinking water facility

Output--School Building Outcome- Student enrolment

lqmofsnfk / glthf >[v+nfsf] lgwf{/0f

glthfd"ns Joj:yfkgsf] cjwf/0ff Scientific Mgt (F.W.Taylor 1856-1915):- sfdsf] cfwf/df tnj, sfo{ljj/0f, sfd ug{ nfUg] ;do System Theory (Talcot parson, US Rand corporation, for defence,1950):- Input – Process - output MBO (Peter Drucker 1954):-Human action, behavior and motivation Development Admin (1960):- change, client, result oriented, Time bound Paris Declaration (2005):- Managing for Development Result

glthfd"ns Joj:yfkgsf] l;4fGt ljsf; k|lqmofsf ;a} r/0fx¿df glthf ;'lglZrt ug]{ . glthf;Fu sfo{qmd th{'df / cg'udg tyf d"NofÍg cfa4 ug]{ . glthf dfkgsf nflu ;/n lsl;dsf ;"rs / kmf/fdx¿sf] k|of]u ug]{ . glthf k|fKt ug]{ u/L cfjZos nufgL / lqmofsnfksf] th'{df ug]{ . k|fKt glthfaf6 lzIff lnO{ k|df0fdf cfwfl/t lg0f{o lng]] .

Results-based planning process Plan for results Results defined Indicators, targets Plan Evaluate results How & who Dissemination, feedback Budget for results Budget aligned with activities Evaluate Budget Goals Public sector management can be looked at in different dimensions. National/Subnational/sector level/ Monitor results Linked to planning How & who Data, reporting Implement for results Implement Monitor 34

Results Chain in The Plannig Process Implementation Results Inputs Activities Outputs Outcomes Impact Financial human and Materials Tasks and action taken to Transform Input to outputs Products: goods and services produced Intermediate effects on clients Long-term Improvement in society Planning Implementation

Results chain and risk analysis Assumptions Assumptions High risk Moderate risk Assumptions Low risk Process/ Activities Inputs Output Outcome Impact Structures (Irrigation canal) Resources Consultants Contract award Construction Increased agricultural production and farmers’ income Improved livelihood; Poverty reduction Decreasing management control Outputs What we achieve? Activities What we do? Inputs What we invest? Impact What they achieve? Outcome What they do? Operational results Devt. results

Result Based Management Sector Development Plan Sector Budget Implementation Performance Monitoring Performance Evaluation Results Sub- National Budget Sub-National Development Plan Sub-National Program Implementation Performance Monitoring Performance Evaluation Sub National Results Institutional Development Plan Institutional Budget Implementation Performance Monitoring Performance Evaluation Results National Development Plan National Budget National Evaluation National Results MANAGEMENT Results Plan Implement Evaluate Monitor Allocate Resources National Monitoring Implementation

glthfd"ns cg'udg (Results-based Monitoring) -g]kfndf k|of]u, glthfd"ns cg'udg_

glthfd"ns cg'udg cfof]hgf tyf sfo{qmdsf] sfof{Gjogaf6 ck]lIft glthfcg'?k s]–slt k|ult k|fKt ePsf] 5 egL t'ngf ug{ lg/Gt/ ¿kdf ;"rgfsf] ;sng / ljZn]if0f ug]{ k|lqmof glthfd"ns cg'udg xf] .

glthfd"ns cg'udgsf] cfjZoQmf kf/bzL{tf, ;fdflhs pQ/bfloTj / hjfkmb]lxtfsf] clej[l4 ug{ k"j{ lgwf{/Lt T.C.Q.Q. df ;DkGg ug{, Kff/blz{tf dfkm{t hjfkmb]lxtfdf ;'wf/ Nofpg, Mutual Accountability nfO{ ;Daf]wg ug{, cGt/fli6«o k|lta4tf k'/f u/L /fli6«o ;Ddfgdf clej[l4 ug{ To Realise SDGs, LDC Graduation and MIC Goals Foreign Aid sf] k|efjsf/L pkof]u ug{, Doing Business Report / Transparency International sf] Report df ;'wf/ Nofpg,

k/Dk/fut cg'udg tyf d"NofÍg / glthfd"ns cg'udg tyf d"NofÍg aLrsf] km/s lgod, k|lqmofsf] kfngf eP gePsf] ljifodf s]Gb|Lt x'G5 . Did they do it k|Zgsf] pQ/ vf]hL ub{5 . Outcome / Impact focus x'G5 . So what k|Zgsf] pQ/ vf]hL ub{5 . ;|f]t ;fwg k'Uof] k'u]g, lgwf{l/t lqmofsnfk eof] ePg eGg]df hf]8 lbG5 . p2]Zo xfl;n eof] ePg, hgtfsf] hLjg:t/df s] kl/jt{g cfof] eg]/ x]l/G5 . lgwf{l/t k|ltkmn k|fKt eof] ePg eg]/ x]l/G5 . cyf{t k|ltkmn ;Dddf ;Lldt /xG5 . c;/ / k|efj ;s/fTds /xof] /x]g, k|ltkmnn] ;s/fTds c;/ / k|efj Nofpg of]ubfg k'¥ofof] k'¥ofPg eg]/ x]l/G5 . ;d:ofsf] ljj/0f / kl/l:yltsf] lrq0f u5{ . glthfsf] l:ylt tyf ;/f]sf/jfnfdf k/]sf] c;/ / k|efj;F+u ;DalGwt x'G5 . sfo{;Dkfbgd"vL / k|lqmofd"vL x'G5 . glthfd"vL x'G5 To;df klg c;/ / k|efj txsf] . :s'n aGof], wf/f aGof], ;8s aGof] eGg] k|ltkmn txsf glthfdf a9L hf]8 lbG5 . z}lIfs u'0f:t/df s] ;'wf/ eof], vfg]kfgLsf] ;d:of 5 5}g, ;8s dfkm{t hgtfn] s] ;'ljwf kfP eGg]df hf]8 lbG5 . ef}lts / ljQLo k|ultdf hf]8 lbG5 . ;s/fTds c;/ / k|efjdf hf]8 lbG5 .

In the 14th Plan….. ;f]r (Vision) glthfd"ns cg'udg tyf d"NofÍg Joj:yfdfkm{t ;dfj]zL, ;dGoflos tyf lbuf] ljsf; . nIo (Mission) ljsf; sfo{qmd tyf cfof]hgfnfO{ nlIft kl/df0f, u'0f:t/, nfut / ;dodf ;DkGg u/fO{ of]hgfsf nIox¿ xfl;n ug{ ;xof]u ug'{ . p2]Zo (Objectives) of]hgf, gLlt, sfo{qmd tyf cfof]hgfsf nIox¿ xfl;n ug{ cfjZos ;"rgf ;dod} pknAw u/fpg ;Sg]u/L ;a} txdf glthfd"ns cg'udg tyf d"NofÍgnfO{ ;+:yfut ug'{ .

In the 14th Plan….. /0fgLltx? (Strategies) sfg'gL / gLltut Joj:yfdf ;'wf/ u/L ljsf; of]hgf, gLlt, sfo{qmd tyf cfof]hgfsf] cg'udg tyf d"NofÍgnfO{ ;+:yfut ug]{ . d"Nofª\sgnfO{ :jtGq / :t/Lo u/fpg'sf ;fy} lg0f{o k|lqmofdf d"Nofª\sgsf glthfsf] k|of]unfO{ Jojl:yt ug]{ . cg'udg tyf d"NofÍg;DaGwL lgsfo / hgzlQmsf] Ifdtf ljsf;nfO{ ljz]if hf]8 lbg] .

१५औं योजनाको अवधारणा पत्र: अनुगमन तथा मूल्याङ्कन ४.१ सोच नतिजामूलक अनुगमन तथा मूल्याङ्कन व्यवस्था मार्फत शासकीय सुधार । ४.२ लक्ष्य मापनयोग्य सूचकको आधारमा नतिजामूलक अनुगमन तथा मूल्याङ्कन प्रणाली सुदृढ गरी विकास कार्यक्रम/आयोजनाको निर्धारित लक्ष्यहरू हासिल गर्नु । ४.३ उद्देश्य संघ, प्रदेश र स्थानीय तहमा नतिजामूलक अनुगमन तथा मूल्याङ्कन प्रणालीलाई संस्थागत गर्ने ।

१५औं योजनाको अवधारणा पत्र: अनुगमन तथा मूल्याङ्कन ४.४ रणनीति अनुगमन तथा मूल्याङ्कन सम्बन्धी कानुनी र नीतिगत व्यवस्थालाई संस्थागत गर्ने । २. नतिजामूलक अनुगमन तथा मूल्याङ्कनलाई स्थापित गर्न अन्तर सरकारी समन्वय र सहकार्यको विकास गने । ३. अनुगमन तथा मूल्याङ्कन कार्यमा आबद्द सबै तहका जनशक्तिको क्षमता विकास गर्ने । ४. विकास कार्यक्रम तथा आयोजनाहरूको समस्याहरू तत्काल/समयमै समाधान गराउने संरचनाको विकास गर्ने । ।

glthfd"ns cg'udgsf k|sf/ lg/Gt/ cg'udg cfof]hgfx¿df lglZrt ul/Psf ljleGg nufgL, lqmofsnfk, k|lqmof / k|ltkmn ;"rsx¿sf] cfwf/df sfo{;Dkfbg eP gePsf] lgwf{/0f ug{ lbuf]kgfsf] cg'udg cfof]hgfsf] lgdf{0f r/0f ;DkGg ePkZrft\ pQm cfof]hgfsf] lgwf{l/t cfo';Dd lg/Gt/ ;~rfngsf nflu cfjZos kg]{ ;|f]t;fwg tyf dd{t;Def/sf] lglZrt ug{

glthfd"ns cg'udgsf ljlw nIo / k|ultsf] t'ngf :ynut cg'udg :ynut cg'udgdf k|of]u ug'{kg]{ sfuhftx¿ ;f]r tflnsf -nlhsn k|m]djs{_ jflif{s ljsf; sfo{qmd rf}dfl;s k|ult k|ltj]bg ;"rsx¿ jflif{s ljsf; sfo{qmd -efu !_ lhNnf:tl/o jflif{s ljsf; sfo{qmd -efu @_ k|ltj]bg -cg'udg tyf kmf/fd_

nIo / k|ultsf] t'ngf * ;"rs nIo k|ult nIo–k|ult aLrsf] cGt/ sf/0f ;d:of ;dfwfgsf k|of;x¿ sfnf] kq] ug]{ !$ ls=dL= !) $ 7]s]bf/sf] sfo{;Dkfbgdf ;d:of ;/f]sf/jfnfx? ;+u 5nkmn sfo{ e}/x]sf] k/fdz{bftfsf] lgo'lQm @ hgf ) tfnLd ;+rfng ug]{ !% % ;do tyf ah]6sf] cefj cfufld rf}dfl;sdf ;DkGg ul/g], cy{df kqfrf/ ul/Psf] * :ynut cg'udgdf hfFbfsf] cjZyfsf] rf}dfl;s nIo cg';f/sf] k|ultsf] cjZyf pNn]v ug]{ * :ynut cg'udgdf hfFbfsf] cj:yfsf] rf}dfl;s nIo cg';f/sf] k|ultsf] cj:yf pNn]v ug]{ .

g]kfndf glthfd"ns cg'udgsf cfwf/x? Logical Framework, M&E Plan, Procurement Plan MTEF, Public Expenditure Tracking Survey k|=d=sfof{non] dGqfno:t/sf ;"rsx?sf] lgdf{0f Performance Based Budget Release System, PBIS Performance Contract, Technical Audit, /fli6«o cg'udg tyf d"NofÍg lbUbz{g, @)&% t]x|f}+ of]hgfsf] glthfvfsf, rf}wf}+ of]hgfdf lg/Gt/tf, lg=;]=P]g tyf lgoddjnLdf glthfd"ns jflif{s sf=tf= ;'zf;g P]g tyf lgodfjnL nIo ;lxtsf] sf= / sf=;=

glthf vfsf (Results Framework) -glthfvsf s] xf]<, lsg <, lgdf{0fsf r/0f, glthf >[v+nf _

glthf vfsf s] xf] < glthf s] xf] < k|ltkmn tTsflng c;/ / bL3{sfndf kg]{ k|efj glthf vfsf jf tflnsf s] xf] < glthfsf] >[v+nf, dfkg ug]{ ;"rs, lgwf{l/t nIo, lhDd]jf/ lgsfo, k'i6F\ofO{sf ;|f]tx? / ;Defljt hf]lvd tyf cg'dfgx? x'G5g .

glthf vfsf lsg < o;n] Joj:yfkg / cg'udg tyf d"NofÍgnfO{ glthfd"vL agfpF5 glthfnfO{ kl/eflift u5{, glthfnfO{ ;"rsdf cfwfl/t agfpF5, nIo lgwf{/0fdf ;xof]u k'/\ofpF5, lhDd]jf/ lgsfonfO{ hjfkmb]xL agfpF5, k'i6F\ofO{sf ;|f]tx? ;'lglZrt u/L k|df0fdf cfwfl/t agfpF5 / ;Defljt hf]lvd tyf cg'dfgx?sf] k"j{ klxrfg u5{

glthf vfsf lgdf{0fsf r/0f ;d:ofsf] klxrfg / ljsNksf] ljZn]if0f ug]{{, p2]Zosf] ljZn]if0f / nIo lgwf{/0f ug]{, glthfx? kl/eflift ug]{, SMART ;"rsx?sf] Joj:yf ug]{, k'i6F\ofO{sf ;|f]tx? ;'lglZrt ug]{, ;Defljt hf]lvd tyf cg'dfgx?sf] klxrfg ug]{, lhDd]jf/ lgsfo lgSof]{n ug]{ / cg'udg tyf d"NofÍg of]hgf lgdf{0f u/L sfof{Gjog ug]{{ .

Policy/results framework used in the Tenth Plan/TYIP Outcome/ Objectives Strategies Indicators Programs MoV Assumption/Risks p2]Zo /0fgLltx? ;"rsx? k|d'v sfo{qmdx? hfgsf/Lsf] ;|f]t hf]lvd tyf cj/f]w

Results Framework in 13th & 14th Plan Indicators and MOV Responsible Assumption/Risk Indicators Baseline Target MOV Yr 1 Yr 2 Yr 3 Impact Outcome 1 Output 1.1 Output 1.2 Outcome 2 Output 2.1 Output 2.2 Outcome 3 Output 3.1 Output 3.2 Outcome 4 Output 4.1 Output 4.2 Programs/ sub-programs

Results Framework- Education Indicators and MOV Responsible Assumption/Risk Indicators Baseline Target MOV Yr 1 Yr 2 Yr 3 Impact Outcome 1 - Access Output 1.1 Output 1.2 Outcome 2- Quality Output 2.1 Output 2.2 Outcome 3- Equity Output 3.1 Output 3.2 Outcome 4 Governance Output 4.1 Output 4.2 Programs/ sub-programs

Results Framework- Forest Indicators and MOV Responsible Assumption/Risk Indicators Baseline Target M o Va Yr 1 Yr 2 Yr 3 k|efjM kof{j/0fLo ;Gt'ngdf ;'wf/ / /fi6«sf] cfly{s ljsf;df of]ubfg k'Ug] . jgIf]qn] cf]u6]sf] e"– efu -Ü_ #(=^ $) e"–p= gS;f Jff=k= jg ljefu j=c=;=lj= cgk]lIft k|sf]k gx'g] c;/ !M jg If]qsf] h}ljs ljljwtfsf] ;+/If0f ePsf] x'g] b'n{e tyf nf]kf] aGo h ;+/If0f;Vof #( k|ult k|ltj]bg j= e"=;=d+= /f=lg=j=;=lj= j=k}=lj=;= ::yfgLo;xeflutf x'g] cj}B Jofkf/ lgoGq0f x'g] c;/ @M ag ;|f]tsf] bLuf] Joa:yfkg tyf pkof]u ePsf] x'g] . pTkflbt jg k}bfjf/ sf7, bfp/f, hl8al6 /f]huf/L @)@ ^@=% &# &#=% lghL If]qsf] ;xeflutf x'g] . c;/ #M jg If]qsf] Joj;foL s/0f k|j4{g ePsf] x'g] /f]huf/L -x=>dlbg_ !!^ !!& j= tyf e"=;=d+= c;/ #M jg If]qdf ;'zf;g k|j4{g ePsf] x'g] . ;xeflutfd"n lg0f{o k|sfzg ;+Vof   % ;a} ljefu ;DalGwt l;xeflutf x'g]

Results Framework- Labour Indicators and MOV Responsible Assumption/Risk Indicators Baseline Target MOV Yr 1 Yr 2 Yr 3 k|efjM :jb]zdf dof{lbt /f]huf/Lsf cj;/ l;h{gf, a]/f]huf/L Go"gLs/0f tyf a}b]lzs /f]huf/ ;'/lIft Pjd\ Jojl:yt ePsf] x'g] . a]= k|ltzt ;Lkljsf; tflnd k|fKt ;+Vof ljk|]if0f /sd -? cj{df_ @=(   !^^%@ ##* @=*% !&!)) $$) @=* !*@)) %$) @=& @),))) ^%) jflif{s k|ltj]bg >d ;j]{If0f k|ltj]bg >=/f]=d+= nufgL–d}qL jftfj/0f / /f]huf/L–d}qL gLltaGg] . c=>d dfu a9\g] .  c;/ !M /fli6«o Pjd\ cGt/f{li6«o >d ahf/sf] dfu cg'?k bIf Pjd\ k|ltikwL{ >dzlQm tof/ ePsf] x'g] ;Lkljsf; tflnd s]Gb|jf6 tflnd k|fKt ug]{x?sf] ;+Vof bIf >dzlQm pTkfbg ;+:yfx?sf] ;lqmotf c;/ @M ;a} k|sf/sf afn>d pGd"ng -Go"gLs/0f_ ePsf] x'g] . Affn>dx?sf] ;+Vof –-nfvdf_ !^ !% !@ !) sfg'gsf] th'{df tyf sfof{Gjog c;/ #M b]zleq /f]huf/L Pjd\ :j/f]huf/Lsf] cj;/ l;h{gf ePsf] x'g] . cfGtl/s /f]huf/L l;h{gf ePsf] ;+Vof &!^%%& cfly{s ;j]{If0f k|ltj]bg cf}=tyf af= If]q lgjf{w ;+rfngl:ylt

Results Framework- Labour….. Indicators and MOV Responsible Assumption/Risk Indicators Baseline Target MOV Yr 1 Yr 2 Yr 3 c;/ $M a}b]lzs /f]huf/sf] k|a4{g Pjd\ >d ;'/Iffsf] l:yltdf ;'wf/ ePsf] x'g] . a}b]lzs /f]huf/df hfg]x?sf] ;+Vof $!%*!*   %@&*!$ jflif{s k|ltj]bg >=/f]=d+= sfdbf/x?df r]tgf c;/ %M >d tyf /f]huf/L If]q;+u ;DalGwt gLltut tyf sfg"gL ;'wf/ Pj+ ;+:yfut ;'b[9Ls/0f ePsf] x'g] . gLltut tyf ;+:yfut ;'wf/ ePsf] x'g] gLlt sf'gg ;+;f]wg gL= sf= d:of}bf sfof{Gjog Joj:yfkg ;'rgf k|0ffnL c;n >d ;DjGwsf] cy{tGqdf ;xof]u k'Ug] d'Vo d'Vo sfo{qmdx? ck]lIft k|ltkmn Affn>d lgjf/0f tyf ;'wf/ cfof]hgf @=!, @=@, @=#, %=!, %=@, %=# /f]huf/ k|a4{g sfo{qd %=$, %=%, $=!, $=@, $=#, $=$, $=% Jof= tyf ;Lk ljsf; tflnd s]Gb| !=!, !=@, !=#, !=$, !=%, !=^, !=& Joj;fo hGo ;'/Iff tyf :jf:Yo ;DaGwL cfof]hgf $=^, $=&, $=*, $=(, %=^, %=&, %=*

tflndsf] glthf >[Înf -M&E tflnd cfof]hgf_ k|efj (Impact) ;'zf;g Pj+ hLjg:t/df j[l4 jflx/L jftfj/0f cGo c;/ jflx/L jftfj/0f cGo c;/ c;/ (Outcome) M&E sf] u'0f:t/df ;'wf/ k|ltkmn (Output) #) hgf M&E tflnd k|fKt lqmofsnfk (Activities) kf7\oqmd 5gf}6, tflnd ;~rfng nufgL (Input) k|lzIfs, ah]6, ;fdu|L

Results Culture – Count Results What is not counted? What is counted? How many ministries/federal units have been created Whether citizens get adequate public services How many school textbooks have been distributed How many girls and boys get quality education How much foreign aid has been provided to a country Whether the country has low level of poverty and high-level of prosperity, and reduced dependency on foreign aid Being the Minister/Secretary of Commerce Reducing trade deficit by 50 percent!

कहिले र कस्ले अनुगमन गर्ने कुन तहको सूचक राख्ने मापन गर्ने आधार कन तहमा अनुगमन गर्ने के अनुगमन गर्ने कहिले र कस्ले अनुगमन गर्ने कुन तहको सूचक राख्ने मापन गर्ने आधार लक्ष   कार्यपालिका द्वारा नियुक्त स्वतन्त्र संस्था वा विज्ञ । आवधिक योजनाको अन्त्यमा प्रभाव तहको सङ्घ, प्रदेश र स्थानीयतहको वार्षिक अनुगमन तथा मूल्याङ्कन प्रतिवेदनहरु उद्देश्य परेको प्रभाव कार्यपालिका द्वारा आवधिक योजनाको मध्यमकालमा असर तहको जनभावनामा परिवर्तन स्थलगत अनुगमन बार्षिक कार्ययोजनाहरुको प्रगति कार्यक्रम तह देखिने असर उत्पादकत्वमा परिवर्तन सडक पहुँच आदि कार्यपालिका र गाँउ/ नगरकार्यपालिका द्वारा गठित अनुगमन तथा सुपरिवेक्षण समिति। वार्षिक परिणाम तहको प्रतिशत वृद्धि सहभागितामूलक नतिजामूलक अनुगमन खाका अनुसार नमूना सर्वेक्षण गर्ने आयोजना तह निर्मित परिणामहरु कक्षा सञ्चालन उत्पादन परिमाण सडक विस्तार स्वास्थ्यकेन्द्र भवन निर्माण गाँउ/ नगरकार्यपालिका द्वारा गठित अनुगमन तथा सुपरिवेक्षण समिति, शाखा कार्यालयहरु र प्रमुख प्रशासकीय अधिकृत । चौमासिक वार्षिक सङ्ख्यात्मक वृद्धि सार्वजनिक परीक्षण, सामाजिक परीक्षण तथा सार्वजनिक सुनवाइ

स्थलगत अनुगमन व्यवहारिक बिषयमा छलफल

प्रस्तुतीकरणको ढाँचा अनुगमन स्थलगत अनुगमन स्थलगत अनुगमनका उद्देश्यहरु स्थलगत अनुगमन तयारी समूह गठन र समूह कार्यविभाजन अनुगमन प्रतिवेदन तयारी अनुगमन प्रतिवेदनको उपयोग अनुगमनकर्ताको आचरण

अनुगमन अनुगमनमा के गरिन्छ ? किन ? प्रगति समीक्षा, कार्ययोजना र प्रगतिवीचको तुलना अवलोकन वा स्थलगत जाच तथ्यांक संकलन, विश्लेषण, समस्या पहिचान, समाधान वा प्रतिवेदन आयोजनालाई निर्दिष्ट परिमाण, गुणस्तर, लागत र समयमै सम्पन्न गराउने प्रयास किन ? विकास आयोजना तथा कार्यक्रमहरुको वास्तविक प्रगति स्थिति थाहा पाउन, कार्यान्वयनमा आउनसक्ने समस्या समयमै पहिचान गरी समाधान गर्न र पूर्वनिर्धारित समय, लागत, परिमाण र गुणस्तरमा संम्पन्न गर्न निरन्तर अनुगमन गरिरहनुपर्दछ ।

स्थलगत अनुगमन उपलब्ध प्रगती विवरण वा सूचनाका आधारमा गरिने समिक्षा अपर्याप्त भएमा वा अनुगमन गर्ने निकायले कार्यथलोमा नै गई आफ्नै आँखाले तथ्य यकिन गर्न वा आयोजनाको ब्यवस्थापन लगायत सम्बद्ध सरोकारवालाहरुको धारणा संकलन गर्न आवश्यक देखेमा स्थलगत अनुगमन गर्नु जरुरी हुन्छ । (विकास आयोजना तथा कार्यक्रमहरुको स्थलगत अनुगमन/ निरीक्षण तथा सहजीकरणका लागि हाते पुस्तिका २०७१ : राष्ट्रिय योजना आयोग २०७१)

स्थलगत अनुगमन कार्यक्रम वा आयोजनामा भएका विभिन्न क्रियाकलापहरूको अनुगमन तथा निरीक्षण आयोजनास्थलमै गएर गर्न सकिन्छ । विशेषगरी समस्याग्रस्त आयोजनाहरूको स्थलगत अनुगमन गर्नु पर्दछ । स्थलगत अनुगमन गर्दा विकास कार्यक्रम वा आयोजना निरीक्षण फाराम (रा.यो.आ.अमू फा.नं. ११) को प्रयोग गर्नुपर्छ । स्थलगत अनुगमन गर्दा पर्याप्त गृहकार्य गर्नुपर्ने र यसका निम्ति आवश्यकता अनुसार तालिका ८ को फारामका साथै निम्नानुसार दस्तावेजको प्रयोग गर्नुपर्दछ : ।

स्थलगत अनुगमनका लागि दस्तावेजहरू सोंच तालिका वार्षिक विकास कार्यक्रम इ. चौमासिक प्रगति प्रतिवेदन ई. विभिन्न तहका सूचकहरू उ. वार्षिक विकास कार्यक्रम (भाग १) ऊ. जिल्लास्तरीय वार्षिक विकास कार्यक्रम (भाग २) स्थलगत अनुगमनमा जाने निकाय र पदाधिकारीको निक्र्योल गरी अनुगमन गर्ने स्थान, छलफलमा सहभागी हुने व्यक्ति तथा निकायहरूको समेत पहिचान गरी सम्बद्ध सरोकारवालाहरूलाई पूर्वजानकारी दिने र आबश्यक परेको अबस्थामा जानकारी नदिइकनै छड्के निरीक्षण गर्नुपर्दछ

स्थलगत अनुगमनका उद्देश्यहरु प्रगति प्रतिबेदनको सत्यता एकिन गर्न वास्तविकता अवलोकन गर्नु । कार्यान्वयनको क्रममा आईपरेका समस्याहरुबारे जानकारी लिनु । समस्या समाधानमा सहयोग गर्नु : (१) स्थलगत रुपमा नै निर्देशन दिन, (२) समस्या समाधानका लागि गरेका प्रयासबारे जानकारी लिन, (३) समस्या समाधानका निमित्त समन्वय तथा विकल्पहरु पहिचान गर्न र (४) उक्त विकल्पका बारेमा निर्णयकर्तालाई जानकारी गराउन । लाभग्राही बर्ग लगायत अन्य पक्षको धारणाबारे जानकारी लिनु । आयोजना र अन्य पक्षबीच कुनै विवाद परेमा समाधानका लागि सहयोग गर्नु ।

स्थलगत अनुगमन तयारी पूर्व तयारी चरण: दस्तावेजहरुको अध्ययन स्थलगत अनुगमन चेक लिष्ट समूह गठन समूह कार्यविभाजन स्थलगत अबलोकन चरण प्रतिबेदन निर्माण

पूर्व तयारी चरण: दस्तावेजहरुको अध्ययन आयोजनाको उद्देश्य के हो, त्यसको विध्यमान स्थिति के छ, (क) दस्ताबेज र विस्तृत सोच तालिका, (ख) कार्यान्वयन योजना र बार्षिक कार्यक्रम । (ग) प्रगति प्रतिवेदनहरु र यसपूर्व भएका निरीक्षण तथा अनुगमन प्रतिवेदनहरु । (घ) अन्य कुनै मुल्यांकन भएको भए सो को प्रतिबेदन । (ङ) बिदेशी सहयोगको आयोजनाको हकमा बिभिन्न प्रतिबेदनहरु ।

समूह गठन : (---- वटा समुह) १. संयोजक २. टिपोटकर्ता ३. प्रश्नकर्ता ४. अवलोकनकर्ता र फोटोग्राफर ५. सह प्रश्नकर्ता ६. समय व्यवस्थापक ७. प्रस्तुतकर्ता

समूह कार्यविभाजन १. संयोजक २. प्रश्नकर्ता ३. सह प्रश्नकर्ता भ्रमणको उद्देश्य वारेमा संक्षिप्त जानकारी समूह सदस्यहरुको परिचय समूहका सदस्यहरुलाई परिचालन गर्ने २. प्रश्नकर्ता निर्धारित प्रश्नहरु सोध्ने धेरै सहभागीहरुलाई समेट्ने ३. सह प्रश्नकर्ता निर्धारित प्रश्न छुटेमा वा आयोजनासँग सम्वन्धित अन्य प्रश्न गर्न सक्ने सहभागीहरुलाई वोल्न उत्प्रेरित गर्ने

समूह कार्यविभाजन... ४. टिपोटकर्ता ५. समय व्यवस्थापक ६. अवलोकनकर्ता प्रश्नको जवाफ टिपोट गर्ने अन्य सम्वन्धित विषय वस्तुको टिपोट गर्ने ५. समय व्यवस्थापक निर्धारित गरिएको समय तालिका अनुसार कार्यक्रम संचालन गर्न ध्यान आकृष्ट गर्ने ६. अवलोकनकर्ता समुह सदस्यहरुले निभाएका भूमिकाको अवलोकन गरी टिपोट गर्ने फोटोग्राफी ७. प्रस्तुतकर्ता समूहले वनाएको प्रतिवेदनलाई सवै समूहका अगाडी प्रस्तुत गर्ने

स्थलगत अनुगमन चेकलिष्ट १. अनुगमन चेकलिष्ट बनाउदा ध्यान दिनुपर्ने बिषयहरु : यस चरणमा आयोजनाको कार्यान्वयन अनुगमन गर्नुअघि देहायबमोजिमको चेकलिष्ट बनाउनुपर्नेछ :- क) संकलन गर्नुपर्ने विवरणको सूची तयार गर्ने । ख) के बिषयमा अवलोकन गर्न थलोमा जानुपर्ने हो प्रष्ट हुने । ग) थलोमा के सोध्ने, कसलाई सोध्ने र कसरी सोध्ने भन्ने प्रारम्भिक बिषय तयार गर्ने । घ) प्राप्त सूचना तथा तथ्यांक कसरी विश्लेषण गर्ने हो प्रष्ट हुने । (ङ) अन्य ।

स्थलगत अबलोकन चरण आयोजनाको व्रिफिंग र प्रगति विवरण उपर छलफल तथ्यांक संकलन तथा समस्याको पहिचान कार्यस्थलको प्रत्यक्ष अवलोकन (फोटो, नक्शा) सार्वजनिक सुनुवाई÷परीक्षण वा समूह केन्द्रित छलफल अन्तर्वार्ता उपभोक्ता समितिसँगको छलफल लाभग्राहीसँगको छलफल २ चरण मा अन्तरक्रिया

आयोजनासँग दुइ चरणमा अन्तरक्रिया आयोजनासँग प्रथम अन्तरक्रिया आयोजनाको संक्षिप्त परिचयः सुरु भएको मिति तथा अनुमानित समाप्त हुने मिति, अपेक्षित लाभान्वित जनसंख्या, सुरु लागत र संशोधन भएको भए सोको विवरण । आयोजनाको ठेक्का लागे, नलागेको अबस्था । समय अनुसार लक्षित प्रगति भए, नभएको जानकारी ।

आयोजनासँग दुइ चरणमा अन्तरक्रिया आयोजनासँग दोस्रो अन्तरक्रिया संकलित तथ्यांक तथा विवरणको तथ्यता एकिन गर्ने, सूचनाहरुको प्रारम्भिक विश्लेषण गरी अनुगमकको प्रारम्भिक निष्कर्षबारे जानकारी दिने । आयोजनालाई पुष्ट्याई गर्नुपर्ने भए सो गर्ने अबसर दिने । यो छलफलको अनिवार्य रुपमा टिपोट गरी प्रतिवेदनमा समावेस गर्ने ।

अनुगमन प्रतिवेदन तयारी ..........................आयोजनाको स्थलगत भ्रमण प्रतिबेदन  १. पृष्ठभूमीः कार्यक्रम तथा आयोजनाको परिचय तथा उद्देश्य २. स्थलगत भ्रमणका सदस्यहरु ३. मितीः ४. समय कार्य तालिकाः...... ५. स्थलगत अनुगमनको विधि -Tools and methods_ प्रत्यक्ष अवलोकन (Direct observation) जानिफकारसँको अन्तर्वार्ता (Key Informant Interview) लक्षित समूहसँगको अन्तर्वार्ता (Focus Group Interview)

अनुगमन प्रतिवेदन तयारी.. ६. आयोजनाको परिचयः आयोजनाको सामान्य परिचय उल्लेख गर्ने (लक्ष्य, लाभान्वित समूह, समुदाय, आयोजना स्थल, आयोजना अबधि, लागत) ७. हालको अवस्था÷निचोडः ७.१ आयोजनाको कार्यान्वयन चरण (समय, बजेटखर्च, प्राविधिक पक्षहरु) लक्ष्य र प्रगतिको अन्तर विश्लेषण तालिका..........(उदाहरणको लागि)

लक्ष्य र प्रगतिको अन्तर विश्लेषण तालिका...

अनुगमन प्रतिवेदन तयारी.. ७.२ आयोजनाको प्रतिफल (Output) ७.३ आयोजनाको उपलव्धि (Outcome) ७.४ आयोजना कार्यान्वयन तथा संचालनमा देखिएका समस्याहरु ७.५ समग्र निचोड ७.६ सूझाबहरु ७.७ सुझावको कार्यान्वयन योजना अनुसूचीहरु ८. प्रतिबेदन प्रस्तुति

आयोजना कार्यान्वयन तथा संचालनमा देखिएका समस्याहरु ( ७.४ संग सम्बन्धित) आयोजनालाई समयमै सम्पन्न गर्न वजेट र जनशक्तिको कमी रहेको । जनसहभागिता नजुटेको र उपभोक्ता समिति समयमा गठन हुन नसकेको । अन्तर निकाय समन्वय (मुआब्जा, वनक्षेत्रमा निर्माण कार्य आदि) नभएको । परामर्शदाता वा ठेकेदारले समयमा काम सम्पन्न नगरेको । सम्पन्न कामको समयमा भुक्तानी नभएकाले पूँजीगत खर्च कम भएको । आयोजनाबाट चालू वा सम्पन्न कार्यहरुको गुणस्तरमा प्रश्न उठेको । काममा दोहोरोपना आउँदा साधनको सदुपयोग सम्बन्धमा प्रश्न उठेको । निर्मित संरचनाहरुको मर्मत संभार र उपयोग हुन नसकेको आदि………..

सुझावको कार्यान्वयन योजना (७.७ संग सम्बन्धित) सुझावको कार्यान्वयन योजना (७.७ संग सम्बन्धित)

अनुसूची प्रश्नावली समूह छलफलका टिपोटहरु अबलोकनको टिपोटहरु कार्यक्रमको फोटोहरु प्रमूख जानकारहरुसँगको छलफलको रेकर्ड अन्य 

अनुगमन तथा मूल्याङ्कन प्रतिवेदन विश्लेषण र प्रयोग सम्बन्धित कार्यक्रम वा आयोजना प्रमुख वा प्रतिवेदन प्राप्त गर्ने उपल्लो निकायहरूले अनुगमन प्रतिवेदनबाट प्राप्त तथ्याङ्क, सूचना, समस्याहरू र समाधानका उपायहरूको बारेमा आफ्नै तहबाट निराकरण गर्न सकिने वा अन्य निकायहरूको संलग्नता आवश्यक पर्ने हो सो एकिन गरी समस्याको समाधान गर्नुपर्दछ । त्यसैगरी, मूल्याङ्कन प्रतिवेदनमा समेटिएका निचोडहरू, एवम् प्राप्त सुझावहरू कार्यान्वयन गर्ने व्यवस्था मिलाउनु पर्छ । यसरी कार्यान्वयन गर्दा आवश्यक पर्ने लागत, प्रविधि अन्य पूर्वाधारको व्यवस्थाबारे समेत विश्लेषण सहित निक्र्यौल गर्नुपर्दछ । अनुगमन तथा मूल्याङ्कन प्रतिवेदनहरूमार्फत् प्राप्त सुझावहरूको सारांश विभिन्न तहका व्यवस्थापनले नीति निर्माण तथा निर्णय प्रक्रियामा प्रयोग गर्ने गर्नुपर्दछ ।

सुझाव तथा प्रतिवेदनहरूको उपयोग क) चौमासिक वा वार्षिक प्रगति प्रतिवेदन कार्यक्रम वा आयोजनाको निर्धारित लक्ष्यअनुरुप प्रगति भए वा नभएको यथार्थ स्थितिको जानकारी प्राप्त गर्ने । कर्मचारीको कार्य सम्पादन मूल्याङ्कन, वृत्ति विकासका अवसर, दण्ड र पुरस्कारसम्बन्धी निर्णय लिंदासम्बन्धित आयोजनाको चौमासिक तथा वार्षिक प्रगति प्रतिवेदनको उपयोग गर्ने । ख) आधारभूत तथ्याङ्क विवरण तथा अध्यावधिक फाराम आवधिक योजना र वार्षिक विकास कार्यक्रम तथा वजेट तर्जुमाका अवस्थामा आयोजनाका अध्यावधिक स्थितिको जानकारी लिन यस फारामको उपयोग गर्ने । ग) स्थलगत अनुगमन प्रतिवेदनहरू आयोजनाको कार्यान्वयनलाई प्रभावकारी बनाउने सम्बन्धमा आवश्यक सुधारका लागि व्यवस्थापनले निर्णय लिनुपर्ने अवस्थामा यसको उपयोग गर्ने ।

सुझाव तथा प्रतिवेदनहरूको उपयोग - २ घ) मूल्याङ्कन प्रतिवेदन आयोजनाको चालू अवस्थामा सुधार गर्न र अर्को चरणको तर्जुमा वा म्याद थप गर्नुपर्ने अवस्थामा यसको उपयोग गर्ने । ङ) मासिक प्रतिवेदन आयोजनाको महत्वको आधारमा केही आयोजनाको मासिक रूपमा प्रगति प्रतिवेदन प्राप्त गरी प्रगति तथा समस्याको बारेमा यथासमयमा तालुक निकायमा जानकारी गराउन यसको उपयोग गर्ने । च) दाताहरूवाट प्राप्त प्रतिवेदनहरू दाताहरू र अन्य सरोकारवालाहरूसंगको छलफल तथा निर्णयका अवसरमा यसको उपयोग गर्ने । छ) अन्य सूचना तथा प्रतिवेदनहरू सञ्चार माध्यमहरूवाट प्राप्त सूचना तथा जानकारीहरू सम्बन्धित निकायहरूले आवश्यक सुधार कार्यका लागि उपयोग गर्ने ।

व्यवस्थापनको कार्यान्वयन कार्ययोजना मूल्याङ्कनकर्ताहरूबाट सुझाइएका उपायहरूलाई कार्यान्वयन गर्न मूल्याङ्कन गराउने निकायले व्यवस्थापकीय प्रतिवद्धता र कार्य योजना (Management Response and Action Plan) तयार गरी तदनुसार कार्यान्वयन गर्नुपर्छ । व्यवस्थापकीय प्रतिवद्धता तथा कार्ययोजनामा निम्न बुँदाहरू समेट्नुपर्दछ : मुख्य सुझावहरू वा मुद्दाहरूः के यी मुद्दाहरू वा सुझावहरू सान्दर्भिक वा ग्रहणयोग्य छन् ? मुख्य कदमहरूः सुझावहरूलाई अवलम्बन गरिने ठोस प्रस्तावित कार्यहरू के छन्? यी कार्यहरू कार्यान्वयन गर्ने साझेदार निकायहरू कुन कुन हुन् ? सुझाइएका कार्यहरूको कार्यान्वयनः जिम्मेवार निकायहरू कुन कुन हुन् ? सो कार्य कुन समयावधिसम्ममा कार्यान्वयन गरिसक्ने हो ?

अनुगमनकर्ताको आचरण अनुगमन हो कि भ्रमण हो ? कसको सेवा सुविधामा अनुगमन गर्ने हो ? लिखित प्रतिवेदन र यसको उपयोग ? (बिकाश आयोजना तथा कार्यक्रमहरुको स्थलगत अनुगमन/ निरीक्षण तथा सहजीकरणका लागि हाते पुस्तिका २०७१ : राष्ट्रिय योजना आयोग २०७१)

Concept of Project Evaluation

This session tries to answer the following questions? Why monitoring is not enough? What value additions does evaluation make? When do we do evaluations? What are the methods and types of evaluation? Who uses the reports of evaluation?

of]hgf rqmdf cg'udg tyf d"NofÍg Plan Evaluate Budget Goals Public sector management can be looked at in different dimensions. National/Subnational/sector level/ Implement Monitor 95

Evaluation concept: Brainstorming Match the following A The study of changes in outcomes that are attributable to an intervention B A process of measuring, recording, collecting, processing and communicating information to assist project mgmt decision making C Procedures used to verify accounting reports and statements D Judgment of whether, and how much a person, organization or program succeeded or failed E Evaluates the quality of the implementation processes of a project 1 Evaluation 2 Process evaluation 3 Monitoring 4 Impact evaluation 5 Auditing

M&E in Project Cycle Management Mid-term evaluation Impact evaluation Ex-ante evaluation Terminal evaluation Flow of benefits Continuous feedback Baseline survey Continuous monitoring Sustainability monitoring Selection stage Construction stage Operation stage

Why evaluate? Lessons learning Ensuring accountability Using the findings of an evaluation to feedback into the programs/policy design or implementation Learning also involves not just ‘programmatic problem solving but also reflection on the process by which this happens Ensuring accountability It is using the evaluations to answer key questions about what was done, why it was done, and how effectively This helps to identify the relevant actors who need to be held to account

Lessons-learning and Accountability Evaluation for ensuring Accountability Evaluation for lessons lesson-learning Objective Finding out about the past Improving future performance Emphasis Degree of success or failure Reasons of success or failure Favored by Parliament, oversight agencies, media, pressure groups Government, Implementing agencies, donors Selection of topic Based on random samples Projects selected for their potential lessons Status of evaluation As an end product As a part of project cycle Status of evaluators Impartial/independent Involve staff of the funding agency Importance of data from evaluation Data itself relatively unimportant Data valid for planning/ appraising new projects Importance of feedback Relatively less important Vitally important

Features of Quality Evaluation : Impartiality Usefulness Stakeholder involvement Technical Adequacy Value for money Feedback and Dissemination

Types of Evaluation Based on timing Ex-ante, baseline, mid-term, on-going, terminal, ex-post Formative and summative evaluation Prospective and retrospective Based on the nature of interventions Policy, sector, program and project Meta (Evaluation of the evaluations) Based on the methods and focus on evaluation Internal (self) and external Process, outcome, impact evaluation Participatory evaluation

Merits/demerits of Internal/External Evaluations Internal evaluation External evaluation Merits Less costly; wide increase Practical recommendations to correct the situation Managers can immediately use the recommendations Independent evaluation, analysis/recommendation Useful for higher-level policy decisions and ensuring accountability Demerits Possibility of conflict of interest Difficulty in conducting systematic data collection esp. household surveys Expensive; low coverage An evaluator may recommend without understanding the situation in-depth

Five evaluation criteria Focus Relevance Assesses the validity and necessity of a project whether the purpose and goal of project meet the needs of the target group; whether project strategies/approach consistent with the policy/priority of govt Effectiveness Considers the prospects of achievement of project purpose with viewpoints of achievement of outputs Efficiency Assesses how inputs are converted into outputs, calculates cost-benefit analysis and other economic and financial analysis methods Impact Considers the prospect of achievement of overall goal and effects of the project including direct or indirect, positive or negative, intended or unintended Sustainability This considers whether produced effects continue after the termination of the intervention being evaluated

Components of Program Evaluation Focus Needs Assessment What is the problem? Theory of change A road map of where we are going (results) and how we are getting there (process) How, in theory, does the program fix the problem? Process Evaluation Does the program work as planned? Impact Evaluation Were its goals achieved? The magnitude? Cost Effectiveness Given magnitude and cost, how does it compare to alternatives?

Impact evaluation IMPACT of the program = what happened with the program – (minus) what would have happened without the program (counterfactual) IE tells us the causal effect of a program or activity on an outcome of interest Interpretation: If output has not achieved (Implementation failure); If outcome not realized or not contributed to achieve impact (theory failure)

How to measure impact?

Method 1: Pre vs Post (Before vs. After) Compare outcomes “Before” and “After” a program is implemented PROGRAM Situation of the beneficiary group before the program Situation of the beneficiary group after the program Score Average post-test score for children with an extra tuition program 51 Average pre-test score for children with an extra tuition program 25 Difference 26 Exercise- Draw a graph that represents the results based on the above data

Method 2- Simple difference method Measure difference between program participants and non-participants after the program is completed. Divide into two groups Group A Group B This group enrolled in the program (Treatment) This group not enrolled in the program (Comparison) Compare test score of these two groups at the end of the program

Method 3- Difference in difference method Measure improvement (change) over time of participants relative to the improvement (change) over time of non-participants Divide the population into two groups: One group enrolled in the program (Beneficiaries/ Treatment) One group not enrolled in the program (Non-beneficiaries/ Control) Compare the change in test scores between Treatment and Control i.e., difference in differences in test scores Same thing: compare difference in test scores at post-test with difference in test scores at pretest

How does DID work? How much do rural roads increase the chance of villagers to work outside the village? Before After Difference Treated villages 10% 30% 20% Untreated villages 6% 8% 2% 4% 22% 18%

Method 3- Randomized control Trial (RCT) RCTs are nearly always prospective evaluation; this means that RCTs designed before the start of program implementation In this, two groups are created e.g. by tossing a coin They are totally statistically identical/comparable, and expected to be affected by external events to exactly the same degree It can be judged that any difference resulted on any indicators were caused by the only difference between them through the process

Developing an Evaluation Strategy Start with evaluation question(s) and verify it has not been answered State a hypothesis Design the evaluation Determine whether the value of the answer is worth the cost of the evaluation With key questions answered from impact evaluations, process evaluation can give overall impact If you ask the right question, more likely to get right answers A few high quality impact studies are worth more than many poor quality ones

Terms of Reference (ToR) d"NofÍg sfo{zt{ Terms of Reference (ToR)

d"NofÍg sfo{zt{ eGgfn] xfdL s] a'emb5f}+< d"NofÍg sfo{;t{n] s'g}klg AolQm jf ;+:yfnfO{ s'g} klg lsl;dsf] cGa]if0f, cg';Gwfg / d"NofÍg ug{ l:js[tL k|bfg ub{5 . of]] s'g}klg gLlt, If]q, sfo{qmdd jf cfof]hgf d"NofÍgsf] vfsf xf] . o;df ;du| d"NofÍg sfo{sf] k4tL, lgod / laleGg k|;f;sLo kIf ;dfa]; ul/Psf] x'G5 . d"NofÍgdf of] dxTjk'0f{ b:tfa]h xf] h;n] ug'kg]{ sfo{sf ;t{ / Aofa:yf af/] a0f{g ub{5 .

d"NofÍg sfo{sf] nflu sfo{;t{ lsg dxTjk'0f{ x'G5 < d"NofÍg sfo{sf] nflu sfo;t{n] xfdLnfO{ lgDgs'/f k|i6«ofpg] x+'bf o;sf] cfa:ostf x'G5 M lbg'kg{] ;]jfsf] p2]:o / sfo{If]q, ;]jfk|bfossf] bIftf dfkg ug{] dfkb08, k|:tfaLt sfdnfO{ ljgLof]hg u/]sf] ;do / >f]t, ;Dk]|if0fsf] cfj:ostf / Jofj:yf .

sfo{;t{n] s] lbG5< sfo{;T{fn] lgDgs'/fx? lbG5: ;]jf k|bfos 5gf]6 ug]{ cfwf/, ;]jf k|bfos / ;]jf s/f/ ug]{ ;+:yflar ;'rgf cfbfg k|bfgsf] dfWod, d"NofÍgsf] nflu ePsf] zDemf}tfsf] cg'udg / cg';/0f ug]{ dfWod, ;]jf k|bfossf] sfo{Ifdtf d"NofÍg ug]{ cfwf/ .

sfo{;t{n] s] s'/fsf] k|Tofe'tL ub{5 ? sfo{;T{fn] lgDg s'/fsf] k|Tofe'tL ub{5 M d"NofÍg sfo{ ug'{sf cfwf/ / cf}lrTj, ck]lIft d"NofÍgsf cg';Gwfg k4tL, k|lqmof, sfo{of]hgf, d"NofÍgsf] ;do / cawL, k'af{cg'dfg ul/Psf >]ftsf] cfa:ostf, vf;u/L dfgljo >f]t, ;+k|]if0fsf] cfa:ostf / Aofa:yf, cgfa:os clt/LQm sfo{ef/sf] cf+sng, d"NofÍgsf] k|:tfjgf tof/ ubf{ cfpg ;Sg] c:ki6tf / hf]lvd, ;Demf}tfdf s'/fsfgL / d"NofÍgs sfof{Gjog cfbL .

sfo;t{sf laifoa:t' s] s] x'g< != d"NofÍg ug]{ gLlt, If]q, sfo{qmd jf cfof]hgfsf] k[i7e'dL @= d"NofÍgsf p2]:o / ck]lIft glthf #= d"NofÍgsf] sfo{If]q $= d"NofÍg k2tL / sfo{of]hgf %= d"NofÍgnfO{ rflxg] >f]t ;fdflUf|sf] Aofa:yf ^= d"NofÍgsf] lgwf{/Lt ;do &= k|:tflat d"NofÍgnfO{ >f]t lagLof]hg / e'QmfgL ug]{ t/Lsf *= dfga >f]tsf] cfa:ostf vf;u/L ;d'x u7g, cg'ea / la;]if1tf cfbL !)=d"NofÍg ug]{ / u/fpg] larsf] ;DaGw !!= cg'udg !@= d"NofÍgsf pkh !#= d"NofÍgsf gtLhfx?sf] ;+k]|if0f .  

d"NofÍg ug]{ gLlt, If]q, sfo{qm|d jf cfof]hgfsf] k[i6«e'dL k[i6«e'dLsf]] ;"rgfn] d"NofÍg ug]{ gLlt, If]q, sfo{qmd jf cfof]hgfsf] d'Vo :j?knfO{ ;/lns[t u/L ;f/+f;df k|:t't ub{5 . o; v08df Go'gtd klg tn pNn]vLt ;"rgf ;f/+f;df k|:t't ug'{ kb{5 . b]z, If]q, k|b];, lhNnf, ufp+kfnLsf jf gu/kfNfLsf hxf+ d"NofÍg ug]{ xf] ;f] sf] ;"rgf ;Demf}tf ug]{ clVtofl/ kfPsf] ;+:yf jf AofQmL zfGbfle{s x'g]vfNsf b]zsf] k[i6\e'dL af/]sf ;"rgf ;DaGwLt If]qsf] at{dfg ca:yf :fDawLt sfo{qm|dsf] laa/0f d"NofÍg lsg cfa:os ePsf] xf] To; ;DaGwL ;fwf/0f aofg÷syg klxn]sf / xfnsf ;d:ofx? k|:tflat d"NofÍg s;/L gLlTf, If]q, sfoqmd tyf cfof]hgf ;+u tfbDotf /fVb5 cfbL .

d"NofÍg ug]{ gLlt, If]q, sfo{qmd jf cfof]hgfsf] k[i6«e'dLsf] ;"rgfsf] >f]t gLlt, If]q, sfo{qmd jf cfof]hgfsf b:tfj]hx? K|ff/DeLs r/0fsf gLlt, If]q, sfo{qmd jf cfof]hgfsf ;"rgfx? at{dfg kl/aTfL{t ;Gbe{ cg';f/ xfn sf]xL ;+;f]wg ePsf eP ;+;f]wLt ;"rgf ;d]t k|:t't ug'{kb{5 .

p2]:o o; v08df d"NofÍgsf ;fwf/0f / laz]if p2]:o pNn]v x'g" kb{5 . o; v08sf ;"rgfx? d"NofÍg ug]{ gLlt, If]q, sfo{qmd jf cfof]hgfsf k|f/lDes ;f]r tflnsf tyf ;f/+f; v08af6 lng'kb{5 . gLlt, If]q, sfo{qmd jf cfof]hgf agfp+bfsf] ;do / xfnsf] ;dosf] cGt/fnnfO{ sfo{;t{ agfp+bf ofb ug'{kb{5 . ;du|df d"NofÍgsf p2]:on] lgDg kIfdf n]vfhf]vf ug'{ x'g]5 M -!_ sfo{;Dkfbg :t/ -@_ zfGb{eLstf -#_ k|efasf/Ltf -$_ sfo{bIftf -%_ k|efa -^_ lbuf]kgf -&_ d"NofÍg ug]{ gLlt, If]q jf sfo{qmd jf cfof]hgfsf] lbuf] ljsf; nIo;+u ;x;DjGw cfbL / -*_ cfaZostf cg';f/ cGt/;DaGwLt laifox? h:t} -s_ n}lËs l:ytL –v_ clwsf/jnfsf] ;Gt'li6 -#_ ;dtf -$_ kx'+r / -%_ ;dfa]l;tf h:tf laifox? klg ;dfa]; ul/g'kb{5 . gf]6M cf]=O{= l;=l8 sf % d"NofÍgsf sfo{If]qM -!_ zfGb{lestf -@_ k|efasfl/tf -#_ sfo{bIftf -$_ k|efa / -%_ lbuf]kgf

sfo{If]q o;v08df d"NofÍgsf k/L0ffdx? pNn]v ug'{kb{5 . sfo{If]q pknAw >f]t / ;do cg';f/ jf:tlas x'g'kb{5 . d"NofÍgn] ;d]6g'kg]{ ef}uf]lns If]q pNn]v x'g"kb{5 . d"NofÍgn] ;d]6g'kg]{ nlIft ;d'x / ;d'bfo pNn]v x'g"kb{5 . d"NofÍgn] s]lGb|t eP/ Wofglbg' kg]{ laifox? pNn]v x'g"kb{5 . lbOPsf] sfo{sf] :jefa / :j?k pNn]v x'g"kb{5 . d"NofÍgn] ;Daf]wg ug'{kg]{ laifox? h:t}M -!_ sfo{;Dkfbg :t/ -@_ zfGb{lestf -#_ k|efasfl/tf -$_ sfo{bIftf -%_ k|efa -^_ lbuf]kgf -&_ lbuf] lasf; nIo k|fKtLdf u/]sf] of]ubfg / -*_ cGt/;DaGwLt laifox? h:t} n}lËs l:ytL, clwsf/jnfsf] ;Gt'li6, ;dtf, kx'+r / ;dfa]l;tf h:tf laifox? klg ;dfa]; ul/g'kb{5 .

sfo{If]qM sfo{;Dkfbg :t/ s'g}kgL gLlt, If]q, sfo{qmd tyf cfof]hgfsf] sfo{ ;Dkfbg :t/ gtLhf vfsfdf ePsf nIo ;+u k|ultsf] t'ngf / la:n]if0f gtLhf vfsf tof/ gePsf gLlt, If]q, sfo{qmd tyf cfof]hgfsf aflif{s sfo{qmdsf nIo ;d'Rr ?kdf hf]8L pQm nIo;+u aflif{s k|utL hf]8L ;d'Rr nIo / k|utL] lar la:n]if0f pNn]v x'g]u/L sfo{;t{ n]Vg'kb{5 .

sfo{If]qM ;fGb{lestf s'gxb;Dd gLlt, I]fq, sfo{qmdd jf cfof]hgfsf p2]:ox? k|dfl0fs 5g< gLlt, If]q, sfo{qmd jf cfof]hgfsf k|ltkmnx? ;du| nIo;+u slQmsf ;dfg 5g < k|tLkmnx? OR5Lt k|efa cg';f/ 5g ls 5}gg< xfdLn] l7s sfd ul//x]sf 5f}+ ls 5}gf+} < /fli6«o / :yflgo cfa:ostf / k|fyldstf cg';f/ gLlt, If]q, sfo{qmd jf cfof]hgfsf] x:tIf]k (Intervention) slQmsf] cy{k'0f{ 5g <

sfo{If]qM k|efasfl/tf s'gxb;Dd nIo cg';f/sf k|utL ePsf 5g < s'gxb;Dd nIox? k|fKt ePsf 5g < nIox? k|fKt ug{ ;xof]lu tTjx? / nIox? k|fKt x'g g:sg'sf sf/s tTjx? s] s] x'g< lgwf{/0f u/LPsf u'0f:t/ ;DaGwL dfkb08 k'/f ePsL ePgg< k};fsf]÷>f]tsf] d'No sfod /fVg ;lsof] sL ;sLPg < hglaZjf; k|fKt ug{ ;sLof] ls ;sLPg <

sfo{If]qM sfo{bIftf s[ofsnfax? nfutsf] lx;fan] k|efasfl/ 5g ls 5}gg < p2]:ox? ;dod} xf+;Ln EfP sL ePgg < a}slNks Aofa:yfsf] t'ngfdf sfo{qmdx? slQmsf] k|efasf/L ?kdf sfof{Gjog ePsf 5g < >f]t lagLof]hg / pke]fusf] ;Ifdtf s:tf] 5 < o;df nfut nfe cg'kft, cfGt/Ls lalQo k|ltkmn b/, cfGt/Ls cflY{fs k|tLkmn b/ cfbL dfkg ug{ ;s] /fd|f] .

sfo{If]qM k|efa gLlt, If]q, sfo{qmd jf cfof]hgfsf x:tIf]kn] ;a{;fwf/0fsf] lhagdf s] k|efa kf/of]? slt hgtf k|efaLt EfP< k|ltsfTds c;/x? s]lx lyP sL <

sfo{If]qM lbuf]kgf glthfsf] lbuf]kgf k|flalws kIfsf] lbuf]kgf lalQo kIfsf] lbuf]kgf jftfj/l0fo kIfsf] lbuf]kgf

sfo{If]qM sfo{qmd jf cfof]hgfdf ;dtf, ;dfj];Ltf, kx'‘r / nfeu|flxsf] ;Gt'i6L sfo{qmd jf cfof]hgfdf u/La, hghftL / ;fdflhs Pj+d ef}uf]lns ?kdf l;dfGts[t ePsf÷kfl/Psfx?sf] ;dfa];Ltf s:tf] 5 < sfo{qmd jf cfof]hgfdf dlxnf / ckfËtf ePsf JolQmsf] plrt k|ltlgwLTj ePsf] 5 ls 5}g < sfo{qmd jf cfof]hgfdf ;dtf kIf s:tf] 5 < sfo{qmd jf cfof]hgfdf ;a} nlIft ;d'xsf] kx'‘r 5 ls 5}g< sfo{qmd jf cfof]hgfk|lt nfeu|flxsf] ;Gt'i6L s:tf] 5 <

sfo{If]qM lbuf] lasf; nIo k|fKt ug{df of]ubfg d"NofÍg ug]{ sfo{qmd jf cfof]hgf / lbuf] ljsf; nIo lar s:tf] ;DaGw /x]sf] 5 < d"NofÍg u/]sf gLlt, If]q, sfo{qmd jf cfof]hgfsf x:tIf]kn] s'g s'g lbuf] lasf; nIosf pw]:o k|fKt ug{ d2t u/]< gLlt, If]q, sfo{qmd jf cfof]hgf d"NofÍg jf6 cfPsf l;sfO{ tyf l;kmfl/;x?n] s'g lbuf] ljsf; nIo, uGtJo / ;"rssf] k|fKtLdf ;xof]u ub{5g .

d"NofÍg lalw lblto >f]taf6 tYof+s ;+sng / laZn]if0f lalw lblto >f]taf6 ;+sng ug]{ tYof+Ísf] k|s[lt lblto tYof+Í ;+sng ug]{ >f]t lblto >f]taf6 tYof+Í ;+sng / laZn]if0f ug]{ lalw

d"NofÍg lawL d"NofÍgsf] cfaZostf cg';f/ k|fylds >f]taf6 tYof+Í ;+sng / laZn]if0f lawL 3/w'/L ;e]{If0f ;+:yf ;e]{If0f d'Vo hfgLkmsf/÷;"rgfbftf ;+u cGt/aftf{ ;d'x s]lGb|t 5nkmn ;fa{hflgs n]vf k/LIf0f If]q -lkmN8_ lg/LIf0f / u'0f:t/ hf+r gd'gfsf] vfsf, gd'gf 5gf]6sf] tl/sf, gd'gfsf] cfsf/ k|:gfjnL / r]sln:6 lasf; ug]{ t/Lsf tYof+Í ;+sng, la:n]if0f / AofVofsf lawLx?

d"NofÍg lawL ;"rgf k|dfl0fs/0f lawL u'0ffTds tyf kl/df0fTds tYof+Ísf] k|dfl0fs/0f ;+slnt ;"rgfsf] lqe'lhs/0f lawL

;xof]u ;fdflu|sf] Aofj:yfkg sfo{;t{sf] o; v08df+ d"NofÍg sfo{sf] nflu cfa:os kg]{ ;xof]u ;fdflu| h:t}M k9g] n]vg] ;fdflu|, cf}hf/, sfo{no 7fp+ cflbsf] JofJf:yf jf/] pNn]vx'g' kb{5 . ;]jf s/f/df lng] ;+:yfn] lbg] / ;]jf k|bfosn] cf+km} Aofa:yf ug'{kg]{ cfk'lt{sf ;fdfg jf/] o; v08df pNn]v x'g'kb{5 .

sfd sfof{Gjogsf] ;docawL sfo{zt{sf] o; v08df k|:tfljt sfd slxn] ;Sg'kg]{ xf] To;sf] ;'? / cGTo ldlt pNNf]v ug'{ kb{5 . olb lgwf{/Lt ;dodf sfo{ ;DkGg geo b08 jf hl/dfgf x'G5 ls x'+b}g< olb b08 jf hl/dfgf eP s] x'G5 < k|i6;+u pNn]v ug'kb{5 .

>f]tsf] lalgof]hg / e'Qmflg ug]{ tl/sf o; v08df k|:tflat d"NofÍg sfo{ ;DkGg ug{ slthgf AoflQm, s'g txsf] z}lIfs of]Uotf ePsf, s'g lsl;dsf] laz]if1tf ePsf, sltaif{sf] cg'ea ePsf, slt aif{, dlxgf jf lbgsf] nflu rflxg] xf] ;f] :fDalGw laa/0f pNn]v x'g'kb{5 . o;n] ubf{ k|lt;kwf{ ug]{ k/fd;{bftf ;+:yf jf AoflQmnfO cf+kmgf] nfut cg'dfg ug{ ;lhn]f x'G5 . sfo{zDkfbgsf] e'Qmflg s;l/ lbg] eGg]af/] klg k|i6;+u n]lvg'kb{5 . ;fdfGotof u}x|;/sf/L If]qdf lgDgcg';f/ e'Qmflg ug]{ u/]sf] b]lvG5 M —%) k|lt;t k|yd ls:tfM ;Demf}tf ul/;s]kl5, —@) Kf|lt;t lblto ls:tfM d:of}bf k|lta]bg a'emfokl5, / —#) k|lt;t clGtd ls:tfM clGtd k|lta]bg a'emfP/ pQm k|lta]bgnfO ;DalGwt ;+:yfn] l:jsf/ u/]kl5 .

d"NofÍg ;d'xsf] agf]6 o;v08df k|:tflat d"NofÍgnfO rflxg] laz]if1 AoflQmx?sf] kb, ;+Vof, z}lIfs of]Uotf, cg'ea / x/]s ;b:osf] e'ldsfaf/] k|i6;+u n]lvg'kb{5 . slDtdf klg ltghgf laz]if1x?sf] kb, z}lIfs of]Uotf, cg'ea / x/]s ;b:osf] e'ldsfaf/] k|i6;+u n]lvg'kb{5 . ;d'xsf ;b:osf] l;k / 1fgsf] cfaZostf klxrfg ubf{ k|flalws 1fg, laifoa:t'sf] 1fg, ;d'x Aofa:yfkgsf] 1fg, ;'rgf ;+~rf/sf] 1fg, efiff ;DaGwL 1fg cflbaf/] k|i6;+u pNn]v ug'kb{5 .

ck]lIft pkhx? k|f/lDes sfo{ ;+rfng k|lta]bg ;a} d"NofÍsf cf}hf/x? ;dfa]; ePsf] If]q -lkmN8_ sfo{ ;DkGg ePsf] k|lta]bg d:of}bf k|lta]bg clGtd a[:t[t k|lta]bg -;f/‘f; ;lxt_ 1fgsf] pkh h:t} k|sfzgsf] nflu tof/ kf/LPsf] n]v cfbL .

;+Dk]if0fsf] cfa:ostf o; v08df k|lta]bg ;+k|]if0fsf] ;do / lhDa]af/L af/] pNn]v ug'{kb{5 . k|lta]bg s;n] ;+k|]if0f ug]{ xf] < k|lta]bg slxn] ;+k|]if0f ug]{ xf] < k|lta]bg s;nfO ;+k]|if0f ug]{ xf] < ;]jf s/f/df lng] / ;]jf lbg] ;+:yf jf AoflQm larsf] ;~rf/ s;/L / sxLn] x'G5<

cg'udg o; v08df d"NofÍsg sfo{sf] cg'udg s:n], s;/L / sxLn] ug]{ xf] < eGg] k|i6;+u n]lvg' kb{5 .

cg'udg d"NofÍg glthf :t/Ls/0f lg0f{ofwf/ :t/Ls/0f ;fGble{stf   ;fGble{stf !_ lgs} ;fGbeL{s @_;fGbeL{s #_ ;fGbeL{s gePsf] k|efjsfl/tf !_ lgs} k|efjsf/L @_k|efjsf/L #_ k|efjsf/L gePsf] sfo{bIftf !_ lgs} sfo{bIftf @_ sfo{bIftf #_ sfo{bIf gePsf] k|efj !_ w]/} k|efj k/]sf] @_ /fd|} k|efj k/]sf] #_k|efj kg{ g;s]sf]] bLuf]kgf !_ lgs} lbuf] b]lvPsf] @_ lbuf] b]lvPsf] #_ lbuf] gb]lvPsf] ;du| lgisif{ !_ lgs} ;Gtf]ifhgs @_ ;Gtf]ifhgs #_ ;Gtf]ifhgs gePsf] cg'udg

d"NofÍsg sfo{ of]hgf d"Nof+Ígsf ;"rsx? d"Nof+Ígsf d'Vo k|Zgx? d"Nof+Ígsf ;xfos k|Zgx? lg0f{osf cfwf/x? cfjZos tYofÍsf >f]tx? tYofÍ ;+sng lawL tYof+s laZn]if0f lawL lhDd]jf/ JolQm / ;do != sfo{ ;Dkfbg   @=;fGbeL{stf #= k|efjsf/Ltf $= sfo{bIftf %= k|efj ^= lbuf]kgf &= lbuf] lasf; nIo k|fKt ug{ of]ubfg *= cGt/ ;DaGwLt laifox?

Facilitating Evaluation Include at least one project to evaluate in your annual programme Select the project Decide whether you want internal or external evaluation Develop ToR Form a Steering/Technical Committee

Work Plan State in the ToR that the entire evaluation process will be monitored A technical/steering committee may be formed for this purpose ToR should specify a work plan

PAF: Work Plan SN Description Timeline 1 First Steering Committee Meeting at the NPC October 10 2 Hiring of Consultants and Evaluation process starts End of October 3 Inception Report November 15 4 Data collection and Interview Process completed December 15 5 Analysis completed and report submitted Third weeks of January 6 Stakeholder Review workshop End of January

PAF: Steering Committee This CIE will be led by a Steering Committee constituted under the leadership of the National Planning Commission (NPC). As per decision made by PAF Board Meeting, NPC has formed a Steering Committee to lead, facilitate and control the quality of the CIE. The Committee is as follows: Coordinator - Hon'ble Member of National Planning Commission (NPC ) Cooperative and Poverty Alleviation portfolio, Dr. Chandrakant Poudel Member - Poverty Alleviation related - Joint secretary, Office of the Prime Minister and Council of Ministers (OPMCM) Member - M&E Division Chief, NPC Member - Representative, PAF Member - Representative, World Bank Member - Independent Evaluation Expert, Dr. Giridhari Sharma Poudel Member Secretary - Result Management and Evaluation Section Chief, NPCS

PAF: ToR for the Steering Committee Lead the entire process of CIE. Review and approve the ToR and the methodology of the evaluation. Provide overall guidance to the team of consultants. Review the questionnaires to be employed in the field data collection (focus group discussions) and approve them Monitor the data collection processes Review the draft consolidated report prepared by the team of consultants and make a final conclusion and policy recommendations to the GoN

Evaluation Quality Clarify the Purpose of Evaluation Formulate focused Evaluation Questions Determine the Scope State the context and Limitations Determine Methodology (Sampling, Data Collection and Analysis Methods) Avoid Garbage In and Garbage Out Ensure Reliability and Validity

Providing Feedback to Inception, Draft and Final Reports Inception Report (Third Party Evaluation): Look against the ToR Clarify Purpose Evaluation Questions and Tools Methodology Sample size and Selection/Representation Field Work Orientation to Research team/Field researchers –SSDP and PAF

Providing Feedback to Inception, Draft and Final Reports Draft Report: Draft Report should be as per the work plan Should be written after field work and data analysis Organize a presentation session/steering committee meeting Invite relevant stakeholders (TECHNICAL) Presentation followed by Q and A and Response Refine the Report, including the comments

Providing Feedback to Inception, Draft and Final Reports Ensure the overall Quality of the report Make final presentation/dissemination to the policy makers and wider audience Upload the report on your website Sent to the concerned agency/department/section for implementation

Management Response and Action Plan

Outline Concept Preparing a MRP Importance Implementing the Plan Monitoring

Concept Evaluation is a costly undertaking in terms of time, efforts and money Besides learning, evaluation Recommendations must be used to make evidence-based decisions Implementable recommendations needs to be translated into an action plan

Monitoring and Evaluation Guideline - 2070 ljsf;;DjGwL of]hgf,gLlt, sfo{qmd tyf cfof]hgfx¿sf] d"NofÍgaf6 k|fKt glthf tyf ;'emfjx¿sf] plrt ¿kdf k|of]u u/L ljsf;sf glthfx¿nfO{ ;'lglZrt ug'{ clt cfjZos x'G5 . o;}u/L t];|f] kIfaf6 u/fOg] cg'udg tyf d"NofÍgaf6 k|fKt ;'emfjx¿nfO{ To;n] kfg]{ k|efj tyf c;/x¿sf] n]vfhf]vf u/L ;fwg cg'dfg ;lxt sfof{Gjog of]hgf tof/ ug{'kb{5 .

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Preparation of MRP After evaluation report is received, the next step is to prepare the MRP Ministry or division within the Ministry have to prepare the MPR Stages of MPR

Stages of MPR Stage 1: Include Management Response within the Terms of Reference during the evaluation planning phase Stage 2: Arriving at well-designed recommendations during the implementation phase Stage 3: Developing the Management Response through a formal process Stage 4: Implementing and monitoring the Management Response

Recommendations should be: Relevant to the object and purposes of the evaluation. Based on the evidence and conclusions, logically related to the key findings and appropriate for what has been learned. Developed in an iterative manner in consultation with management and operational staff, always understanding that the final recommendation represents the views of the evaluation team and cannot be dictated by management. Clearly stated in simple, straightforward language and written in a prescriptive manner to facilitate implementation (neither so broad that they become motherhood or so detailed that they unnecessarily take degrees of freedom away from management). Prioritized in terms of urgency and timing. Clearly identifying the unit that is supposed to take action on the recommendation.

Recommendations should be: --2 Actionable, feasible, and reflecting an understanding of potential constraints to implementation. Capable of being monitored using verifiable indicators, and time bound—when specific, monitorable actions are expected to be taken. Relatively few in number, generally five to six per evaluation, covering resource allocation, financing, planning, implementation, and monitoring and evaluation. Accounting for the least costly alternative to achieve the objectives and for whether the benefits resulting from the recommendations exceed the likely cost of implementation, based on existing evidence or the literature.

Components of MRP Key Recommendations OR Issues Agree, partially agree or disagree Reasons for Disagreement If agree, sketch out an action plan

MR Action Plan: M&E Guideline ;'emfjx¿ k|d'v sfo{x¿ ;do ;Ldf lhDd]jf/ lgsfo ;|f]t÷;fwg cg'udg ug]{ lgsfo -!_ -@_ -#_ -$_ -%_ -^_ != !=! !=@ @= @=! @=@

Rhetoric vs. Reality Must evaluation recommendations are not implemented in Nepal MRP/MRE is a new concept for the government agencies But, oversight agencies may make accountable to the responsible agencies by asking them the use of evaluation recommendations Therefore, we need to use them to ensure accountability and thereby value for money. Multiple agencies may have to construct MRP, depending on the evaluation recommendation

प्रमुख समस्या र समाधानका उपायहरू अनुगमनका चरणहरूको अनुपालना हुन नसक्नु, विकास नीति, योजना तथा कार्यक्रमले पारेको समग्र प्रभाव, असर र दीगोपनाको मूल्याङ्कनलाई सघन बनाउन नसक्नु, योजना तर्जुमाको क्रममा अनुगमन तथा मूल्याङ्कनका लागि आवश्यक कार्ययोजनाले प्राथमिकता नपाउनु, अनुगमन तथा मूल्याङ्कनबाट औंल्याइएका सकारात्मक पृष्टपोषणलाई कार्यान्वयन गने व्यवस्था अनिवार्य नहुनु, कार्यक्रम तथा आयोजनाको नतिजालाई सम्बन्धित निकायका पदाधिकारीहरूको कार्यसम्पादनसँग आबद्द गरी पुरस्कार र दण्डको व्यवस्था गराउन नसक्नु, अनुगमन तथा मूल्याङ्कन प्रणालीसँग आबद्द जनशक्तिको पर्याप्त क्षमता विकास गर्न नसक्नु र यसका लागि साधन-स्रोतको अपर्याप्तता

धन्यवाद Credit: Dr. Teertha Raj Dhakal Dr. Giridhari Sharma