BEYOND TRADITIONAL M&E: THE AUSAID EDUCATION PARTNERSHIP PERFORMANCE

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1 BEYOND TRADITIONAL M&E: THE AUSAID EDUCATION PARTNERSHIP PERFORMANCE M S MANAGEMENT SYSTEM Laurent de Schoutheete, GRM International Indonesia Sarah Leslie, AusAID Indonesia

2 Why are we here?

3 Today s presentation Present M&E approach of a large-scale aid program: Australia s Education Partnership with Indonesia (EP) Reflect and discuss the effectiveness, use and replicability of the model

4 A bit of background...

5 EP and M&E Education Partnership: A$500m over the period Four components and numerous partners Size, complexity and risk Large volume of information generated - difficult to act on it High accountability demands of a public sector environment Desire to have a real-time performance-based improvement system

6 POM Mandate Create a comprehensive M&E plan that generates timely evidence and actionable recommendations so that AusAID (and its partners) can: Safeguard Australia s investment in the EP Improve EP management and implementation Strengthen education policy dialogue with the GoI Guide future Australian investment in the Indonesian education sector

7 The EP Performance Management System

8 The EP Performance Management System Program Logic and Theory of Change

9 VISION Improved education service delivery in Indonesia GOALS Participation in schooling increases Quality of education improves in public and private schools, including madrasah Sector governance improves through increased use of evidence for decision making EOPO Enrolment in Junior Secondary Education in targeted districts increases Management of schools and Madrasah improves Quality of Madrasah improves in line with NES Policy-makers utilise research findings to inform education sector policy, planning and budgeting COMPONENT OUTPUTS/OUTCOMES School availability increases in targeted districts, providing opportunities for all Up to 2000 schools are constructed in targeted districts, creating up to 300,000 new JSE places MOEC Directorate General of Basic Education effectively utilises its communitybased school construction system Professional competencies of principals, supervisors and education officials improve Principals, school committees, DEO and community members of newly built schools are trained in SBM SBM training process for newly built schools is developed Principals, relevant DEO Principals, and school supervisors, DEO committee & PEO enrol and members are participate in CPD trained in use of BOS BOS training process for all schools is developed National CPD system is established and institutionalised, i.e. MoEC has management, resource and QA responsibilities Capacity of Madrasah to provide education services increases Research findings are appropriately disseminated system Increased financial and High quality demand - technical support is driven research are provided to Madrasah produced The system for Madrasah quality improvement is strengthened A system to respond to demands for policy research is established

10 The EP Performance Management System Program Logic and Theory of Change Mix of methodologies and responsibilities

11 The EP Performance Management System Program Logic and Theory of Change Mix of methodologies and responsibilities Management support mechanisms

12 Improve EP management and safeguard investment THE EP-PMS EP Implementation Information Generation Information Analysis Communication of Findings (POM & others) (POM) (POM & others) Policy Dialogue and Future Investment

13 Reflections

14 What were the challenges in establishing the system?

15 What were the challenges in establishing the system? What is special about the model?

16 What were the challenges in establishing the system? What is special about the model? How does it help us manage the EP?

17 What were the challenges in establishing the system? What is special about the model? How does it help us manage the EP? What are our challenges going forward?

18 What were the challenges in establishing the system? What is special about the model? How does it help us manage the EP? What are our challenges going forward? Is the model replicable?

19 Thank You Australian Aid managed by XXXXX on behalf of AusAID

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