monitoring, evaluation and accountability staff presentation

Monitoring, Evaluation and Accountability

A crash course in SRC’s MEA Guide, and staff reporting requirements

What’s the point of this?

• Monitoring, evaluation and accountability is a key aspect of how SRC does business

• It’s my job, but need your help to do it through your reporting

• You can help make it easier on yourselves (and me)

What we are doing today

• Providing a brief overview of the monitoring, evaluation and accountability system

• Showing where SRC staff fit in and,

• Confirming your activities….

MEA Guide: Appendix 2 Monitoring Plan M:\MEA\Guide

Inputs Strategic Priorities Outputs(direct influence)

Output Indicators/Data Sources (DS) + Responsibility (R)

Short-term outcomes(direct influence)

Short-term Indicators/Data Sources (DS) + Responsibility (R)

Goal 1: SRC’s capacity is improved

GM, RDM, CMC, and AC time

Council time

Ministerial/MACA time

External consultants as required

Communications and Marketing budget

1. Role distinction and devleopment

1. (a) Develop and implement a Branding Strategy by x date

(b) Develop and implement a Communications Plan by x date

(c) Develop and implement a Policy Governance Framework by x date

(d) Develop and Implement a Council Development Strategy by x date

Level of development and implementation of the

(a) Branding Strategy

DS: interim and final reporting + ongoing reflection R: CMC

(b) Communications Plan

DS: interim and final reporting R: CMC

(c) Policy Governance FrameworkDS: interim and final reporting R: GM

(d) Council Development Strategy

DS: interim and final reporting R: GM/Consultant; AC assist

1. SRC, Council, MACA, Minister, and Partner organizations have Increased clarity and awareness regarding the roles between SRC, Council, MACA, and Minister

2. Council members are skilled and accountable for their roles

3. MACA and Minister are accountable to their roles

1. % of SRC staff, Council members, MACA staff and Minister who report increased clarity and awareness

DS: interim and final reporting + annual stakeholder surveyR: SRC staff, Council, MACA staff and Minister

2. % of Council members report being skilled and accountable

DS: performance reporting + GM reportingR: SRC Council + GM

3. % of MACA/Ministerial staff report being accountable to their roles

DS: GM reportingR: GM

1. SRC organizational development

1. (a) Develop and implement an Organizational Development Model by x date

(b) Develop and implement an internal policies and procedures map by x date

(c) Provide ongoing high level staff management

Level of development/approval and implementation of the:

(a) Organizational Development

ModelDS: interim and final reporting R: RDM

(b) Internal policies and procedures map developed and implemented and % of mapped policies and procedures implemented

DS: interim and final reporting R: GM and AC

(c) Level of management of staffDS: interim and final reportingR: GM?

1. SRC has improved its internal operations through the achievement of organizational development activities

2. SRC staff are skilled and accountable for their roles

1. % of SRC staff and Council members that report SRC’s internal operations have improved

DS: interim and final reporting + annual stakeholder surveyR: SRC staff and Council

2. % of SRC staff report being skilled and accountable

DS: interim and final reporting, performance evaluationsR: GM + SRC staff

The Monitoring Plan:Helping you get to from A to B

Inputs Strategic Priorities Outputs Output

indicators

Short term

outcomes

Short term

indicators

100 hours, $20,000, elbow grease from ME

Prepare location for coffee shop

Secure location by Jan 1 + coffee supplies by Jan 30

Lease agreement signed, realtor paid, supplies delivered, supplies set up

Location and supplies available to begin making coffee on site!!

# of cups of coffee made by Feb 1

Inputs

• Time of the staff member responsible• Budget of the staff member responsible• Other supports required by the staff member

responsible

Strategic Priorities

• These have come DIRECTLY from our Strategic Plan:– Role distinction and development– SRC organizational development– Lotteries business development– Government investment opportunities– Knowledge products and mobilization– Planning– Monitoring, evaluation and accountability– Investment

Outputs

• Outputs tell us HOW we will work to accomplish the priorities– What activities will you do to help us accomplish

our priorities?• These were taken from the “Activity” level of

our Strategic Plan (since removed)• Think of these activities as MAJOR PROJECT

AREAS, or MAJOR ONGOING TASKS that are composed of many smaller pieces.

SRC Monitoring Plan and OutputsInputs Strategic Priorities Outputs

(direct influence)Output Indicators/Data Sources (DS) + Responsibility

(R)Short-term outcomes

(direct influence)Short-term Indicators/

Data Sources (DS) + Responsibility (R)

Goal 1: SRC’s capacity is improved

-GM, RDM, CMC, and AC time

-Council time

-Ministerial/MACA time

-External consultants as required

-Communications and Marketing budget

1. Role distinction and development

1. (a) Develop and implement a Branding Strategy by x date

(b) Develop and implement a Communications Plan by x date

(c) Develop and implement a Policy Governance Framework by x date

(d) Develop and Implement a Council Development Strategy by x date

Level of development and implementation of the

(a) Branding Strategy DS: interim and final reporting + ongoing reflection R: CMC

(b) Communications Plan


(c) Policy Governance FrameworkDS: interim and final reporting R: GM

(d) Council Development Strategy

DS: interim and final reporting R: GM/Consultant; AC assist




1. % of SRC staff, Council members, MACA staff and Minister who report increased clarity and awareness

DS: interim and final reporting + annual stakeholder surveyR: SRC staff, Council, MACA staff and Minister

2. % of Council members report being skilled and accountable

DS: performance reporting + GM reportingR: SRC Council + GM

3. % of MACA/Ministerial staff report being accountable to their roles

DS: GM reportingR: GM


2. (a) Develop and implement an Organizational Development Model by x date

(b) Develop and implement an internal policies and procedures map by x date

(c) Provide ongoing high level staff management

Level of development/approval and implementation of the:

(a) Organizational Development Model

DS: interim and final reporting R: RDM

(b) Internal policies and procedures map developed and implemented and % of mapped policies and procedures implemented

DS: interim and final reporting R: GM and AC

(c) Level of management of staffDS: interim and final reportingR: GM?



1. % of SRC staff and Council members that report SRC’s internal operations have improved

DS: interim and final reporting + annual stakeholder surveyR: SRC staff and Council

2. % of SRC staff report being skilled and accountable

DS: interim and final reporting, performance evaluationsR: GM + SRC staff

Output Exercise

Take a look at your work plan and compare:

Are your activities on BOTH DOCUMENTS?

Are they correctly identified and labelled on BOTH DOCUMENTS?

Can you fill in the dates on the MEA GUIDE for your activities?

Output indicators

• Output indicators are what I will use to identify whether your outputs have been met/achieved.– What does a ‘completed’ activity look like on your

workplan? Where will you keep track of this – and how will you let me know it’s done?

• Stay GENERAL, keep it high level• Think of these indicators as the way you know

your project is DONE, or ON TARGET

SRC Monitoring Plan and Output Indicators / Data Sources / Responsibilities

Inputs Strategic Priorities Outputs(direct influence) Output Indicators/Data Sources (DS) + Responsibility (R) Short-term outcomes



Goal 2: Sustained and increased revenue for the sport and recreation system

Lotteries Business Manager *needs to be hired

CMC, GM, and

EIM time

Existing Games Agreement

NWT/NU Lottery revenue

1. Lotteries Business Development

1. (a) Develop and Implement a Lottery Marketing Plan by x date

(b) Develop and implement a Lottery Policy Framework by x date

1. (a) Level of development and implementation of Lottery Marketing Plan


(b) Level of development and implementation of Lottery Policy FrameworkDS: interim and final reporting R: GM

1. Increased awareness of link between lotteries and sport and recreation activities among all stakeholders (including Lottery Authority Committee)

1. % of stakeholders that report increased awareness of link

DS: annual stakeholder surveyR: EIM

1. Government investment opportunities

1. Identified other investment opportunities and develop and implement agreements where applicable would there be a date for this?

1. # and type of research opportunities identified and % of those opportunities that develop into an agreement

DS: interim and final reporting R: ??

1. Sustained and increased revenue

1. (a) % of revenue sources that are consistent from year to year

(b) $ value trends of each revenue source from year to year DS: annual financial reportR: EIM

Output indicator exercise

Take a look at both documents:

Are you attributed (R) to the right activities?

Are your output indicators reflective of your work?

Do the data sources/ reporting requirements (DS) make sense?

Outcomes

• WHAT IS THE POINT?

• Or, what DIFFERENCE are we trying to create, what change are we trying to affect – in plain language, in terms that anyone could understand

• Think of these as the bigger picture PURPOSE OF YOUR WORK

SRC Monitoring Plan and Short Term Outcomes

Inputs Strategic Priorities Outputs(direct influence)

Output Indicators/Data Sources (DS) + Responsibility (R)

Short-term outcomes(direct influence)

Short-term Indicators/Data Sources (DS) + Responsibility (R)

Goal 3: SRC implements evidence-based decision making

-RDM and EIM staff time -Evaluation budget

1. Knowledge products and mobilization

2. Planning

3. Monitoring, Evaluation and Accountability

4. Investment

1. (a) Research, collect, apply and communicate relevant trends and potential opportunities (coordinated, ongoing approach)

(b) Develop and implement a Knowledge Mobilization Plan by x date

(c) Create an online knowledge products and research library by x date

2. (a) Revise and implement Strategic Plan by x date

(b) Develop and implement sector planning strategy

(c) Develop and implement a Games Plan by x date

3. Revise and implement MEA Guide as per reporting schedule

4. Revise Investment Model by June

30 2013 and implement Investment Model according to its schedule

1. (a) # and type of trends and potential opportunities researched, collected, applied, and communicated


(b) Level of development and implementation of the Knowledge Mobilization PlanDS: interim and final reporting R: RDM

(c) Level of development of online libraryDS: interim and final reporting

R: RDM

2. Level of revision/development and implementation of:

(a) the most recent Strategic Plan DS: interim and final reporting + documentation of monthly strategy sessions

R: RDM

(b) sector planning DS: interim and final reporting

R: SPM GM

(c) Games PlanDS: interim and final reporting

R: EIM SPM GM

1. Level of revision/development and implementation of the most recent MEA Guide

DS: interim and final reporting

R: EIM

2. Level of revision/development and implementation of the most recent Investment Model


R: EIM

Evidence is used to address SRC’s mandate:

1. Streamlining and coordinating decision-making

2. Collaboration and planning with SRC, communities, and sport and recreation leaders

3. Effectively use resources to support opportunities for all NWT residents to access physical activities

4. Accountability for outcomes

5. Effectively managing the WCLC program

1. % of SRC stakeholders that report SRC’s decision making is streamlined and coordinated

DS: Stakeholder Survey

R: SRC

2. (a) # of sport and recreation sector planning activities undertaken by SRC

(b) % of activities that were undertaken in collaboration, and by which stakeholders

3. % of residents accessing opportunities provided thorough funding recipient initiatives

4. % reporting schedule requirements fulfilled

5. (a) Lotteries Operation Agreement renewed in 2013/2014

(b) Operational Audit

DS: Interim and final reporting1. R: SRC

Outcome Indicators + Data Sources + Responsibility

• How will we know we are achieving those outcomes?

• Where will I find the information, and who will be responsible for collecting it?

Short Term Outcome IndicatorsInputs Strategic Priorities Outputs

(direct influence)Output Indicators/Data Sources (DS) +

Responsibility (R)Short-term outcomes



Goal 3: SRC implements evidence-based decision making

RDM and EIM staff time

Evalua

tion budget


2. Planning


4. Investment

1. (a) Research, collect, apply and communicate relevant trends and potential opportunities (coordinated, ongoing approach)

(b) Develop and implement a Knowledge Mobilization Plan by x date

(c) Create an online knowledge products and research library by x date

2. (a) Revise and implement Strategic Plan by x date

(b) Develop and implement sector planning strategy

(c) Develop and implement a Games Plan by x date

3. Revise and implement MEA Guide as per reporting schedule

4. Revise Investment Model by June

30 2013 and implement Investment Model according to its schedule

1. (a) # and type of trends and potential opportunities researched, collected, applied, and communicated


(b) Level of development and implementation of the Knowledge Mobilization PlanDS: interim and final reporting R: RDM

(c) Level of development of online libraryDS: interim and final reporting

R: RDM

2. Level of revision/development and implementation of:

(a) the most recent Strategic Plan DS: interim and final reporting + documentation of monthly strategy sessions

R: RDM

(b) sector planning DS: interim and final reporting

R: SPM GM

(c) Games PlanDS: interim and final reporting

R: EIM SPM GM

1. Level of revision/development and implementation of the most recent MEA Guide


R: EIM

2. Level of revision/development and implementation of the most recent Investment Model


R: EIM







1. % of SRC stakeholders that report SRC’s decision making is streamlined and coordinated

DS: Stakeholder Survey

R: SRC

2. (a) # of sport and recreation sector planning activities undertaken by SRC

(b) % of activities that were undertaken in collaboration, and by which stakeholders

3. % of residents accessing opportunities provided thorough funding recipient initiatives

4. % reporting schedule requirements fulfilled

5. (a) Lotteries Operation Agreement renewed in 2013/2014

(b) Operational Audit

DS: Interim and final reporting1. R: SRC

Questions?

Impact

• “Impact” in evaluation terms shows how much we contributed to a certain goal, priority, etc.

• Our impact measurement table is to be used once every three years to tell us how we are impacting our vision: “Build a culture of physical activity, for all in the NWT”

SRC Impact Measurement TableGoal Strategic Priorities

(direct influence)Short-term outcomes

(direct influence)Intermediate Outcomes(considerable influence)

Intermediate Outcomes indicators

(considerable influence)

Impact(no direct influence)

SRC’s capacity is improved

1. Role distinction, development and accountability with Council, MACA, and Minister




Influence continuous sector improvement through leadership and support

How we will know we have used leadership and support to continually improve the sector?

What measures would we use? Feedback from stakeholders/ staff/ Council?

Build a culture of physical activity, for all in the NWT




Secure new and sustainable funding sources for the sport and recreation system

1. Lotteries Business Development

1. Increased awareness of link between lotteries and sport and recreation activities among all stakeholders (including Lottery Authority Committee)

1. Government investment opportunities

1. Sustained and increased revenue

SRC implements evidence-based decision making


2. Planning


4. Investment







Questions?

What now? I will create an activity list that we attach to our

strategic plan (or elsewhere) I will finalize these tables and the MEA Guide will

go into effect These tables will show up for you again when you

do your interim and annual reporting Anything else you want to see?

Over to Courtney !