Supporting Effective Evaluations: A Guide to Developing Performance Measurement Strategies

Size: px
Start display at page:

Download "Supporting Effective Evaluations: A Guide to Developing Performance Measurement Strategies"

Transcription

1 Home > Centre of Excellence for Evaluation Supporting Effective Evaluations: A Guide to Developing Performance Measurement Strategies 6.0 Performance Measurement Strategy Framework 6.1 Overview of the Performance Measurement Strategy Framework The PM Strategy Framework identifies the indicators required to monitor and gauge the performance of a program. Its purpose is to support program managers in: continuously monitoring and assessing the results of programs as well as the efficiency of their management; making informed decisions and taking appropriate, timely action with respect to programs; providing effective and relevant departmental reporting on programs; and ensuring that the information gathered will effectively support an evaluation. Program managers should consult with heads of evaluation on the selection of indicators to help ensure that the indicators selected will effectively support an evaluation of the program. See Section 2.3 of this guide for more information on the roles and responsibilities of program managers and heads of evaluation. 6.2 Content of the Program Performance Measurement Strategy Framework Table 3 summarizes the major components of the PM Strategy Framework. The framework should include the program's title as shown in the departmental PAA as well as the PAA elements that are directly linked to the program, i.e. the program activities, subactivities and/or sub- subactivities. It should also include the program's outputs, immediate and intermediate outcomes (as defined in the logic model), as well as one or more indicators for each output and outcome. For each indicator, provide: the data source(s) the frequency of data collection baseline data targets and timelines for when targets will be achieved the organization, unit and position responsible for data collection the data management system used Table 3: Sample Table for the Performance Measurement Strategy Framework: PAA Elements Linked to the Program Program outputs and outcomes Indicator Output 1 Indicator 1 Output 2 Rows m ay be added below for additional outputs. Indicator 2 Indicator 3 Outcome 1 Indicator 4 Date to Data source Frequency Baseline Target achieve target Organization and position responsible for data collection Data management system Indicator 5 1/6

2 Outcome 2 Rows m ay be added below for additional outcom es. Indicator 6 Indicator 7 Indicator Performance Measurement Frameworks and the Performance Measurement Strategy Framework The Policy on Management, Resources and Results Structures (MRRS) requires the development of a departmental Performance Measurement Framework (PMF), which sets out the expected results and the performance measures to be reported for programs identified in the PAA. The PMF is intended to communicate the overarching framework through which a department will collect and track performance information about the intended results of the department and its programs. The indicators in the departmental PMF are limited in number and focus on supporting departmental monitoring and reporting. The PM Strategy Framework is used to identify and plan how performance information will be collected to support ongoing monitoring of the program and its evaluation. It is intended to more effectively support both day- to- day program monitoring and delivery and the eventual evaluation of that program. Accordingly, the PM Strategy Framework may include expected results, outputs and supporting performance indicators beyond the limits established for the expected results and performance indicators to be included in the MRRS PMF (see Figure 2 below). Unlike the MRRS PMF, the PM Strategy Framework has no imposed limit on the number of indicators that can be included; however, successful implementation of the PM Strategy is more likely if indicators are kept to a reasonable number. Figure 2: Comparison of Requirements: Performance Measurement Frameworks and Performance Measurement Strategies Figure 2 - Text Version As illustrated in Figure 2, the indicators in the PM Strategy Framework focus on supporting ongoing program monitoring and evaluation activities and therefore align with and complement the indicators included in the departmental PMF. In instances where the program is shown as a distinct program in the PAA and indicators have been identified in the departmental PMF, the PM Strategy Framework should include, at a minimum, the indicators reported in the departmental PMF. When a PM Strategy is developed for a new program that is not represented in the departmental 2/6

3 PAA, the outcomes, outputs and related indicators developed for the PM Strategy Framework should be considered for inclusion in the departmental MRRS. [10] 6.4 Accountabilities and Reporting The PM Strategy Framework should be accompanied by a short text that describes: the reporting commitments and how they will be met, including who will analyze the data, who will prepare the reports, to whom they will be submitted, by when, what information will be included, the purpose of the reports and how they will be used to improve performance; and if relevant, the potential challenges associated with data collection and reporting, as well as mitigating strategies for addressing these challenges (e.g. there may not be a system that can be used for data management). 6.5 Considerations when Developing the Performance Measurement Strategy Framework The chart below provides guidance on how to develop the PM Strategy Framework. [11] Step Description 1. Start with the MRRS PMF: Review the MRRS PMF that the department developed in accordance with the Policy on MRRS. Include, as appropriate, the performance indicators from the MRRS PMF in the PM Strategy Framework. 2. Identify performance indicators: Develop or select at least one performance indicator for each output and each outcome (immediate, intermediate and ultimate) that has been identified in the program logic model. Keep in mind that, in addition to day-to-day program monitoring, the performance indicators will also be used for evaluation purposes. As such, it is recommended that program managers also consider the core issues [12] for evaluation (i.e. relevance and performance) and consult with heads of evaluation when developing the performance indicators. Comments The PM Strategy Framework should not be developed in isolation. In accordance with the Policy on MRRS, all programs represented in a department's PAA must contribute to its strategic outcome(s). As such, when developing the PM Strategy Framework, the performance indicators should complement those already established in the departmental PMF. There are two types of indicators: quantitative and qualitative. Quantitative performance indicators are composed of a number and a unit. The number indicates the magnitude (how much) and the unit gives the number its meaning (what), e.g. the number of written complaints received. Qualitative indicators are expressed in expository form, e.g. assessment of research quality. As much as possible, qualitative indicators should be condensed into a rating scale, e.g. research quality is rated as "excellent," "average" or "below average." This will allow for comparability over time. Choosing appropriate performance indicators is essential for effectively evaluating and monitoring a program's progress. Appropriate indicators are characterized as follows: 3/6

4 Valid The indicators measure what they intend to measure. Reliable The data collected should be the same if collected repeatedly under the same conditions at the same point in time. Affordable Cost- effective data collection (and analysis) methods can be developed. Available Data for the indicators are readily and consistently available to track changes in the indicator. Relevant The indicator clearly links back to the program outcomes. Keep the number of performance indicators to a manageable size. A small set of good performance indicators are more likely to be implemented than a long list of indicators. 3. Identify data sources: Identify the data sources and the system that will be used for data management. There are a number of possible data sources: Administrative data Information that is already being collected through program files or databases or could be collected with adjustments to regular programming processes or funding agreements; Primary performance data Specialized data collection exercises, such as focus groups, expert panels or surveys, in which information needs to be collected; and Secondary data Information that has been collected for other purposes, such as national statistics on health or economic status (e.g. Statistics Canada data). Use readily available information. Take advantage of any available sources of information at your disposal. 4. Define frequency and responsibility for data collection: Identify frequency for data collection and the person(s) or office responsible for the activity. Describe how often performance information will be gathered. Depending on the performance indicator, it may make sense to collect data on an ongoing, monthly, quarterly, annual or other basis. 4/6

5 When planning the frequency and scheduling of data collection, an important factor to consider is management's need for timely information for decision making. In assigning responsibility, it is important to take into account not only which parties have the easiest access to the data or sources of data but also the capacities and system that will need to be put in place to facilitate data collection. 5. Establish baselines, targets and timelines. Performance data can only be used for monitoring and evaluation if there is something to which it can be compared. A baseline serves as the starting point for comparison. Performance targets are then required to assess the relative contribution of the program and ensure that appropriate information is being collected. Baseline data for each indicator should be provided by the program when the PM Strategy Framework is developed. Often, and particularly for indicators related to higher- level outcomes, this information will have already been collected by program managers as part of their initial needs assessment and to support the development of their business case. Targets are either qualitative or quantitative, depending on the indicator. Some sources and reference points for identifying targets include: baseline data based on past performance or previous iterations of the program; the achievements of other, similar programs that are considered leaders in the field (benchmarking); generally accepted industry or business standards; and publicly stated targets (e.g. set by the government, the federal budget). If a target cannot be established or if the program is unable to establish baseline data at the outset of the program, explicit timelines for when these will be established as well as who is responsible for establishing them should be stated. 5/6

6 6. Consult and verify: As a final step, program managers should consult[13] with heads of evaluation and other specialists in performance measurement to validate the performance indicators and confirm that the resources required to collect data are budgeted for. Consultation with other relevant program stakeholders (e.g. information management personnel) is also encouraged. This step complies with the Directive on the Evaluation Function, which holds heads of evaluation responsible for reviewing and providing advice on the PM Strategies for all new and ongoing direct program spending, including all ongoing programs of grants and contributions, to ensure that they effectively support an evaluation of relevance and performance (Section 6.1.4, subsection a). It is highly recommended that program managers work with the head of evaluation to ensure that the performance indicators selected will provide adequate data to support an evaluation of the program. The choice of consultation mechanism remains at the discretion of the program manager and head of evaluation. Key questions to be considered during the consultation and verification stage include: Does the selection of indicators align with and complement the indicators in the departmental PMF? Are the indicators valid measures of the outputs and outcomes (i.e. do they measure what they intend to measure)? Are the indicators reliable (i.e. would the data recorded be the same if collected repeatedly under the same conditions at the same point in time)? Is it likely that the required data will be provided in a timely manner? Is the cost reasonable and clearly budgeted for? If the answer to any of the above questions is "no," adjustments need to be made to the indicators or to the resources allocated for implementation of the PM Strategy. Implementation The full benefits of the PM Strategy Framework can only be realized when it is implemented. [14] As such, program managers should ensure that the necessary resources (financial and human) and infrastructure (e.g. data management systems) are in place for implementation. Program managers should begin working at the design stage of the program to create databases, reporting templates and other supporting tools required for effective implementation. Following the first year of program implementation, they should undertake a review of the PM Strategy to ensure that the appropriate information is being collected and captured to meet both program management and evaluation needs. Keep in mind that, according to the Directive on the Evaluation Function, the head of evaluation is responsible for "submitting to the Departmental Evaluation Committee an annual report on the state of performance measurement of programs in support of evaluation" (Section 6.1.4, subsection d). Given that the PM Strategy Framework represents a key source of evidence for this annual report, its implementation is especially important. Date Modified: /6

Guide for the Development of Results-based Management and Accountability Frameworks

Guide for the Development of Results-based Management and Accountability Frameworks Guide for the Development of Results-based Management and Accountability Frameworks August, 2001 Treasury Board Secretariat TABLE OF CONTENTS Section 1. Introduction to the Results-based Management and

More information

KEY PERFORMANCE INFORMATION CONCEPTS

KEY PERFORMANCE INFORMATION CONCEPTS Chapter 3 KEY PERFORMANCE INFORMATION CONCEPTS Performance information needs to be structured to demonstrate clearly how government uses available resources to deliver on its mandate. 3.1 Inputs, activities,

More information

Manage IT Service Continuity and Availability

Manage IT Service Continuity and Availability Manage IT Service Continuity and Availability Description School jurisdictions are increasingly dependent upon IT services to support day-to-day activities. The process of managing IT ensures that IT services

More information

DEPARTMENT OF LOCAL GOVERNMENT AND COMMUNITY SERVICES. Performance Indicators Information Paper

DEPARTMENT OF LOCAL GOVERNMENT AND COMMUNITY SERVICES. Performance Indicators Information Paper DEPARTMENT OF LOCAL GOVERNMENT AND COMMUNITY SERVICES Performance Information Paper 1. Introduction Performance management is the process of setting agreed objectives and monitoring progress against these

More information

Procurement Programmes & Projects P3M3 v2.1 Self-Assessment Instructions and Questionnaire. P3M3 Project Management Self-Assessment

Procurement Programmes & Projects P3M3 v2.1 Self-Assessment Instructions and Questionnaire. P3M3 Project Management Self-Assessment Procurement Programmes & Projects P3M3 v2.1 Self-Assessment Instructions and Questionnaire P3M3 Project Management Self-Assessment Contents Introduction 3 User Guidance 4 P3M3 Self-Assessment Questionnaire

More information

Final. North Carolina Procurement Transformation. Governance Model March 11, 2011

Final. North Carolina Procurement Transformation. Governance Model March 11, 2011 North Carolina Procurement Transformation Governance Model March 11, 2011 Executive Summary Design Approach Process Governance Model Overview Recommended Governance Structure Recommended Governance Processes

More information

Using the logical framework matrix

Using the logical framework matrix Using the logical framework matrix Defining the M&E Strategy for a programme/project A logical framework Clearly defined results and risks Performance indicators and means of verification An M&E plan for

More information

Frequently Asked Questions in Project Management

Frequently Asked Questions in Project Management Frequently Asked Questions in Project Management 1. Question: What is Project Management? Answer: Project Management is the collection and application of skills, knowledge, processes, and activities to

More information

PHASE 8: IMPLEMENTATION PHASE

PHASE 8: IMPLEMENTATION PHASE PHASE 8: IMPLEMENTATION PHASE The Implementation Phase has one key activity: deploying the new system in its target environment. Supporting actions include training end-users and preparing to turn the

More information

Measuring Up! Performance Measurement for Economic Development

Measuring Up! Performance Measurement for Economic Development Measuring Up! Performance Measurement for Economic Development Ontario First Nations Economic Development Association August 26, 2015 Training Objectives To describe what performance measurement is and

More information

Manage Release and Deployment

Manage Release and Deployment Manage Release and Deployment Description Once development is complete, new and enhanced services need to be made operational. Effective requires planning, scheduling and controlling the implementation

More information

EQR PROTOCOL 6 CALCULATION OF PERFORMANCE MEASURES

EQR PROTOCOL 6 CALCULATION OF PERFORMANCE MEASURES OMB Approval No. 0938-0786 EQR PROTOCOL 6 CALCULATION OF PERFORMANCE MEASURES A Voluntary Protocol for External Quality Review (EQR) Protocol 1: Assessment of Compliance with Medicaid Managed Care Regulations

More information

Research and information management strategy 2015-18. Using research and managing information to ensure delivery of the Commission s objectives

Research and information management strategy 2015-18. Using research and managing information to ensure delivery of the Commission s objectives Research and information management strategy 2015-18 Using research and managing information to ensure delivery of the Commission s objectives 1 1. Introduction This strategy sets out a range of research

More information

Measurement Information Model

Measurement Information Model mcgarry02.qxd 9/7/01 1:27 PM Page 13 2 Information Model This chapter describes one of the fundamental measurement concepts of Practical Software, the Information Model. The Information Model provides

More information

CDC UNIFIED PROCESS PRACTICES GUIDE

CDC UNIFIED PROCESS PRACTICES GUIDE Document Purpose The purpose of this document is to provide guidance on the practice of Requirements Definition and to describe the practice overview, requirements, best practices, activities, and key

More information

Guide to the Performance Management Framework

Guide to the Performance Management Framework Guide to the Performance Management Framework November 2012 Contents Contents... Guide to the Performance Management Framework...1 1. Introduction...4 1.1 Purpose of the guidelines...4 1.2 The performance

More information

Audit of Mobile Telecommunication Devices

Audit of Mobile Telecommunication Devices Recommended by the Departmental Audit Committee for approval by the President on September 12, 2012 Approved by the CNSC President on November 13, 2012 e-doc: 3927102 Table of Contents Executive Summary...

More information

Sector Development Ageing, Disability and Home Care Department of Family and Community Services (02) 8270 2218

Sector Development Ageing, Disability and Home Care Department of Family and Community Services (02) 8270 2218 Copyright in the material is owned by the State of New South Wales. Apart from any use as permitted under the Copyright Act 1968 and/or as explicitly permitted below, all other rights are reserved. You

More information

4 MEAL planning and budgeting

4 MEAL planning and budgeting Monitoring, Evaluation, Accountability and Learning (MEAL) Keywords: Monitoring, evaluation, accountability, learning, plan, budget Introduction In this session on MEAL Planning and Budgeting, you will

More information

PHASE 6: DEVELOPMENT PHASE

PHASE 6: DEVELOPMENT PHASE PHASE 6: DEVELOPMENT PHASE The Phase features a key step in the project: system construction. The previous phases lay the foundation for system development; the following phases ensure that the product

More information

CONCEPTUAL FRAMEWORK FOR PERFORMANCE REPORTING

CONCEPTUAL FRAMEWORK FOR PERFORMANCE REPORTING CONCEPTUAL FRAMEWORK FOR PERFORMANCE REPORTING This conceptual framework supports performance reporting under the Intergovernmental Agreement on Federal Financial Relations. The framework was prepared

More information

Standard Monitoring Procedures

Standard Monitoring Procedures Standard Monitoring Procedures GEO Certified Club and Course Management Golf Environment Organization 2 Quality Street North Berwick Scotland EH39 4HW T: +44 (0) 1620 895100 W: golfenvironment.org Reference:

More information

Innovation Fund Grants 101. Innovation Fund Technical Assistance Day August 13 and 14, 2014

Innovation Fund Grants 101. Innovation Fund Technical Assistance Day August 13 and 14, 2014 Innovation Fund Grants 101 Innovation Fund Breakout Session Agenda Overview of Innovation Fund Application Demonstration of the Online Application Site Innovation Fund Do s and Don ts Innovation Fund Expectations

More information

(Refer Slide Time: 01:52)

(Refer Slide Time: 01:52) Software Engineering Prof. N. L. Sarda Computer Science & Engineering Indian Institute of Technology, Bombay Lecture - 2 Introduction to Software Engineering Challenges, Process Models etc (Part 2) This

More information

REAL PROPERTY ASSET MANAGEMENT (DOE O 430.1B) REQUIREMENTS CHECKLIST

REAL PROPERTY ASSET MANAGEMENT (DOE O 430.1B) REQUIREMENTS CHECKLIST DOE O 430.1B Requirements The management of real property assets must take a corporate, holistic, and performance-based approach to real property life-cycle asset management that links real property asset

More information

USAID/Macedonia Secondary Education Activity, Monitoring and Evaluation Plan

USAID/Macedonia Secondary Education Activity, Monitoring and Evaluation Plan USAID/Macedonia Secondary Education Activity, Monitoring and Evaluation Plan January 2004 Contract Number: GDG-A-00-03-00006-00 Task Order Number: 165-00-03-00105-00 EQUIP1: Secondary Education Activity

More information

Audit of Departmental Performance Measurement

Audit of Departmental Performance Measurement Audit of Departmental Performance Measurement WESTERN ECONOMIC DIVERSIFICATION CANADA Audit & Evaluation Branch February 2012 Table of Contents 1.0 Executive Summary 1 2.0 Statement of Assurance 1 3.0

More information

Procurement Performance Measurement System

Procurement Performance Measurement System Public Procurement and Disposal of Public Assets Authority Procurement Performance Measurement System User's Guide August 2008 Public Procurement and Disposal of Public Assets Authority Procurement Performance

More information

1. Trustees annual report

1. Trustees annual report 1. Trustees annual report Accounting and reporting by charities Overview and the purpose of the trustees annual report 1.1. The primary purpose of the trustees annual report (the report) is to ensure that

More information

EXECUTIVE OVERVIEW OF THE ACCOUNTABILITY AGREEMENT

EXECUTIVE OVERVIEW OF THE ACCOUNTABILITY AGREEMENT EXECUTIVE OVERVIEW OF THE ACCOUNTABILITY AGREEMENT This document summarizes the key elements of the 07/08-09/10 Accountability Agreement and its Schedules. It is intended to provide the reader with an

More information

Papua New Guinea LNG Project Environmental and Social Management Plan Appendix 21: Procurement and Supply Management Plan PGGP-EH-SPENV-000018-025

Papua New Guinea LNG Project Environmental and Social Management Plan Appendix 21: Procurement and Supply Management Plan PGGP-EH-SPENV-000018-025 Esso Highlands Limited Papua New Guinea LNG Project Environmental and Social Management Plan Appendix 21: Procurement and Supply Management Plan PGGP-EH-SPENV-000018-025 LNG Project Page i of ii CONTENTS

More information

Provincial Government Programs Cabinet Secretariat, Executive Council DEVELOPING AN ACCOUNTABILITY FRAMEWORK RESOURCE AND REFERENCE GUIDE

Provincial Government Programs Cabinet Secretariat, Executive Council DEVELOPING AN ACCOUNTABILITY FRAMEWORK RESOURCE AND REFERENCE GUIDE Provincial Government Programs Cabinet Secretariat, Executive Council DEVELOPING AN ACCOUNTABILITY FRAMEWORK RESOURCE AND REFERENCE GUIDE JULY 2011 TABLE OF CONTENTS 1. INTRODUCTION 2 1.1. WHY AND WHEN

More information

Guidance Note: Corporate Governance - Board of Directors. March 2015. Ce document est aussi disponible en français.

Guidance Note: Corporate Governance - Board of Directors. March 2015. Ce document est aussi disponible en français. Guidance Note: Corporate Governance - Board of Directors March 2015 Ce document est aussi disponible en français. Applicability The Guidance Note: Corporate Governance - Board of Directors (the Guidance

More information

Develop Project Charter. Develop Project Management Plan

Develop Project Charter. Develop Project Management Plan Develop Charter Develop Charter is the process of developing documentation that formally authorizes a project or a phase. The documentation includes initial requirements that satisfy stakeholder needs

More information

Practice Overview. REQUIREMENTS DEFINITION Issue Date: Revision Date:

Practice Overview. REQUIREMENTS DEFINITION Issue Date: <mm/dd/yyyy> Revision Date: <mm/dd/yyyy> DEPARTMENT OF HEALTH AND HUMAN SERVICES ENTERPRISE PERFORMANCE LIFE CYCLE FRAMEWORK PRACTIICES GUIIDE REQUIREMENTS DEFINITION Issue Date: Revision Date: Document

More information

Business Continuity Policy

Business Continuity Policy Business Continuity Policy Summary: This policy sets out the structure for ensuring that the PCT has effective Business Continuity Plans in place in order to maintain its essential business functions during

More information

Performance Management Framework

Performance Management Framework Performance Management Framework Steve Harman Strategic Performance Manager Performance in a Nutshell BAD GOOD Introduction A Performance Management Framework (PMF) brings together the strategies, plans,

More information

PHASE 9: OPERATIONS AND MAINTENANCE PHASE

PHASE 9: OPERATIONS AND MAINTENANCE PHASE PHASE 9: OPERATIONS AND MAINTENANCE PHASE During the Operations and Maintenance Phase, the information system s availability and performance in executing the work for which it was designed is maintained.

More information

Guidance Note on Developing Terms of Reference (ToR) for Evaluations

Guidance Note on Developing Terms of Reference (ToR) for Evaluations Evaluation Guidance Note Series UNIFEM Evaluation Unit October 2009 Guidance Note on Developing Terms of Reference (ToR) for Evaluations Terms of Reference (ToR) What? Why? And How? These guidelines aim

More information

3.B METHODOLOGY SERVICE PROVIDER

3.B METHODOLOGY SERVICE PROVIDER 3.B METHODOLOGY SERVICE PROVIDER Approximately four years ago, the American Institute of Certified Public Accountants (AICPA) issued Statement on Standards for Attestation Engagements (SSAE) No. 16, Reporting

More information

Safety Management Program

Safety Management Program Corrective Action Plan (CAP) Safety Management Program Submitted by TransCanada PipeLines Limited and its National Energy Board Regulated Subsidiaries to address non-compliant findings in the National

More information

IT Service Management

IT Service Management IT Service Management Description Managing service levels is about understanding the importance of a service and ensuring that resources are available to meet agreed-upon performance expectations. This

More information

Project Scorecard Template

Project Scorecard Template Project Scorecard Template 1. Identify criteria for success: Review the objectives and deliverables in the Project Definition, as well as any other existing information that is relevant to the project.

More information

Appendix 1: Key Supporting Documents for Standard 9 20 Appendix 2: Key Supporting Documents for Standard 10 21

Appendix 1: Key Supporting Documents for Standard 9 20 Appendix 2: Key Supporting Documents for Standard 10 21 Foreword 1 Acknowledgements 2 What are Service Delivery Standards 3 What is the purpose of Service Delivery Standards? 3 Who are the Service Delivery Standards for? 3 How were the Service Delivery Standards

More information

2016 COMMUNITY SERVICES GRANTS

2016 COMMUNITY SERVICES GRANTS SOCIAL POLICY DIVISION, SOCIAL DEVELOPMENT DEPARTMENT 2016 COMMUNITY SERVICES GRANTS 2016 COMMUNITY SERVICES GRANTS INFORMATION SHEET FOR SUSTAINABLE FOOD SYSTEMS GRANTS STANDARD APPLICATION APPLICATION

More information

R000. Revision Summary Revision Number Date Description of Revisions R000 Feb. 18, 2011 Initial issue of the document.

R000. Revision Summary Revision Number Date Description of Revisions R000 Feb. 18, 2011 Initial issue of the document. 2 of 34 Revision Summary Revision Number Date Description of Revisions Initial issue of the document. Table of Contents Item Description Page 1. Introduction and Purpose... 5 2. Project Management Approach...

More information

Performance audit report. Ministry of Education: Monitoring and supporting school boards of trustees

Performance audit report. Ministry of Education: Monitoring and supporting school boards of trustees Performance audit report Ministry of Education: Monitoring and supporting school boards of trustees Office of the Auditor-General Private Box 3928, Wellington 6140 Telephone: (04) 917 1500 Facsimile: (04)

More information

VICTORIAN GOVERNMENT DEPARTMENT ENVIRONMENTAL MANAGEMENT SYSTEM MODEL MANUAL

VICTORIAN GOVERNMENT DEPARTMENT ENVIRONMENTAL MANAGEMENT SYSTEM MODEL MANUAL MODEL FINAL VERSION 1, MARCH 2003 ACKNOWLEDGMENTS This Manual is based on Environment Australia s Model EMS 1 and has been adapted for use by Victorian Government agencies by Richard Oliver International.

More information

[project.headway] Integrating Project HEADWAY And CMMI

[project.headway] Integrating Project HEADWAY And CMMI [project.headway] I N T E G R A T I O N S E R I E S Integrating Project HEADWAY And CMMI P R O J E C T H E A D W A Y W H I T E P A P E R Integrating Project HEADWAY And CMMI Introduction This white paper

More information

VOLUME 12: FEED THE FUTURE EVALUATION DESIGN TEMPLATE NOVEMBER 2015

VOLUME 12: FEED THE FUTURE EVALUATION DESIGN TEMPLATE NOVEMBER 2015 VOLUME 12: FEED THE FUTURE EVALUATION DESIGN TEMPLATE NOVEMBER 2015 The attached Feed the Future Evaluation Design Template provides guidance to third party evaluators and USAID missions on recommended

More information

Queensland Government Human Services Quality Framework. Quality Pathway Kit for Service Providers

Queensland Government Human Services Quality Framework. Quality Pathway Kit for Service Providers Queensland Government Human Services Quality Framework Quality Pathway Kit for Service Providers July 2015 Introduction The Human Services Quality Framework (HSQF) The Human Services Quality Framework

More information

MONITORING AND EVALUATION WORKSHEETS SUPPLEMENTAL INFORMATION

MONITORING AND EVALUATION WORKSHEETS SUPPLEMENTAL INFORMATION MONITORING AND EVALUATION WORKSHEETS SUPPLEMENTAL INFORMATION I. Introduction to Results Based Monitoring HED will use its results-based monitoring and evaluation system to effectively manage partnership

More information

SUPPLIER RELATIONSHIP EVALUATION. 6 Tips To Help Develop Effective Supplier Relationship Programs

SUPPLIER RELATIONSHIP EVALUATION. 6 Tips To Help Develop Effective Supplier Relationship Programs WHITE PAPER SUPPLIER RELATIONSHIP EVALUATION 6 Tips To Help Develop Effective Supplier Relationship Programs 4 2 A key element of best practice SRM is formal, robust evaluation of supplier relationships.

More information

PROGRESS THROUGH PARTNERSHIP MAKING A DIFFERENCE GUIDANCE PERFORMANCE MANAGEMENT FRAMEWORK AND CONTINUOUS IMPROVEMENT

PROGRESS THROUGH PARTNERSHIP MAKING A DIFFERENCE GUIDANCE PERFORMANCE MANAGEMENT FRAMEWORK AND CONTINUOUS IMPROVEMENT PROGRESS THROUGH PARTNERSHIP MAKING A DIFFERENCE GUIDANCE PERFORMANCE MANAGEMENT FRAMEWORK AND CONTINUOUS IMPROVEMENT July 2014 Contents Page Introduction 3 What is continuous improvement? 4 Why do we

More information

P3M3 Portfolio Management Self-Assessment

P3M3 Portfolio Management Self-Assessment Procurement Programmes & Projects P3M3 v2.1 Self-Assessment Instructions and Questionnaire P3M3 Portfolio Management Self-Assessment P3M3 is a registered trade mark of AXELOS Limited Contents Introduction

More information

1.20 Appendix A Generic Risk Management Process and Tasks

1.20 Appendix A Generic Risk Management Process and Tasks 1.20 Appendix A Generic Risk Management Process and Tasks The Project Manager shall undertake the following generic tasks during each stage of Project Development: A. Define the project context B. Identify

More information

Feature. A Higher Level of Governance Monitoring IT Internal Controls. Controls tend to degrade over time and between audits.

Feature. A Higher Level of Governance Monitoring IT Internal Controls. Controls tend to degrade over time and between audits. Feature A Higher Level of Governance Monitoring IT Internal Controls Mike Garber, CGEIT, CIA, CITP, CPA, has many years experience as both director for IT governance and as IT audit director for Motorola

More information

PHASE 3: PLANNING PHASE

PHASE 3: PLANNING PHASE PHASE 3: PLANNING PHASE The Planning Phase focuses principally on required project planning work. Proper comprehensive project planning is essential to a successful IT project, and incomplete project planning

More information

Gonzaga University Virtual Campus Ignatian Pedagogical Approach Design Portfolio (IPA) Updated: October 15, 2014

Gonzaga University Virtual Campus Ignatian Pedagogical Approach Design Portfolio (IPA) Updated: October 15, 2014 Gonzaga University Virtual Campus Ignatian Pedagogical Approach Design Portfolio (IPA) Updated: October 15, 2014 Course Title: Course Number: Faculty Name: Course Date: Course Type course description here.

More information

Audit of the Test of Design of Entity-Level Controls

Audit of the Test of Design of Entity-Level Controls Audit of the Test of Design of Entity-Level Controls Canadian Grain Commission Audit & Evaluation Services Final Report March 2012 Canadian Grain Commission 0 Entity Level Controls 2011 Table of Contents

More information

Five Levels of Project Portfolio Management

Five Levels of Project Portfolio Management Five Levels of Project Portfolio Management Figure 49 summarizes five levels of project portfolio management maturity [1]. Each level represents the adoption of an increasingly comprehensive and effective

More information

Project Proposal Writing Module

Project Proposal Writing Module Project Proposal Writing Module Introduction This project proposal writing module is designed to be used by an individual or group to help them prepare funding proposals. This module will explain the basics

More information

Guide to Successful Nonprofit Executive Onboarding

Guide to Successful Nonprofit Executive Onboarding Guide to Successful Nonprofit Executive Onboarding An executive transition is an exceptional moment in an organization s lifecycle carrying with it equal amounts of risk and opportunity. To ensure the

More information

I S O 1 3 4 8 5 2 0 1 6 G AP A N A L Y I S T O O L

I S O 1 3 4 8 5 2 0 1 6 G AP A N A L Y I S T O O L 7.1 PLANNING REQUIREMENTS 1 2 Do you plan the processes that are needed to realize products? Do you develop the processes that you need to realize products? According to ISO 13485 2016 section 0.2, organizations

More information

National Commission for Academic Accreditation & Assessment. Standards for Quality Assurance and Accreditation of Higher Education Programs

National Commission for Academic Accreditation & Assessment. Standards for Quality Assurance and Accreditation of Higher Education Programs National Commission for Academic Accreditation & Assessment Standards for Quality Assurance and Accreditation of Higher Education Programs November 2009 Standards for Quality Assurance and Accreditation

More information

PROCUREMENT PROGRAMME PROCUREMENT OF CONSULTANTS HEAD OF WASTE STRATEGY AND CONTRACTS

PROCUREMENT PROGRAMME PROCUREMENT OF CONSULTANTS HEAD OF WASTE STRATEGY AND CONTRACTS NORTH LONDON WASTE AUTHORITY Agenda Item No: REPORT TITLE: PROCUREMENT PROGRAMME PROCUREMENT OF CONSULTANTS REPORT OF: HEAD OF WASTE STRATEGY AND CONTRACTS FOR SUBMISSION TO: DATE: AUTHORITY MEETING 11

More information

TOOL. Project Progress Report

TOOL. Project Progress Report TOOL SUMMARY: PROJECT PROGRESS REPORT The purpose of the is to compile information from the analysis done by project participants, partners and LWR country staff about the progress or advances the project

More information

U.S. Department of Education - EDCAPS G5-Technical Review Form (New)

U.S. Department of Education - EDCAPS G5-Technical Review Form (New) U.S. Department of Education - EDCAPS G5-Technical Review Form (New) Status: Submitted Last Updated: 2/11/21 2:4 PM Technical Review Coversheet Applicant: Reader #2: ********** Texas A&M University System

More information

This alignment chart was designed specifically for the use of Red River College. These alignments have not been verified or endorsed by the IIBA.

This alignment chart was designed specifically for the use of Red River College. These alignments have not been verified or endorsed by the IIBA. Red River College Course Learning Outcome Alignment with BABOK Version 2 This alignment chart was designed specifically for the use of Red River College. These alignments have not been verified or endorsed

More information

Inputs Activities. Initial Intermediate Long-Term Outcomes. Outcomes. Outcomes

Inputs Activities. Initial Intermediate Long-Term Outcomes. Outcomes. Outcomes Process Evaluation Tb Tobacco Control Paul W. Mattessich Benefits of Process Evaluation Understand the first three boxes of the logic model Inputs Activities Outputs Relate process to outcomes Obtain other

More information

Appendix V Risk Management Plan Template

Appendix V Risk Management Plan Template Appendix V Risk Management Plan Template Version 2 March 7, 2005 This page is intentionally left blank. Version 2 March 7, 2005 Title Page Document Control Panel Table of Contents List of Acronyms Definitions

More information

Framework for Conducting Post Implementation Reviews (PIR)

Framework for Conducting Post Implementation Reviews (PIR) Framework for Conducting Post Implementation Reviews (PIR) PMIWDC PM Tools Workshop June 15, 2010 Risk Analysis Mitchell Karlick, PMP Booz Allen Hamilton, Inc. 0 Agenda Introduction PIR Definition Why

More information

PART I. NOMINATOR PART II. SHORT ANSWERS

PART I. NOMINATOR PART II. SHORT ANSWERS PART I. NOMINATOR First Name: David Last Name: Reese Organization: DHS, Office of Safety and Environmental Programs Project Title: [None Submitted] Submitted by: Federal Agency Date Received: 06/15/2011

More information

PHASE 6: DEVELOPMENT PHASE

PHASE 6: DEVELOPMENT PHASE PHASE 6: DEVELOPMENT PHASE The Phase features a key step in the project: system construction. The previous phases lay the foundation for system development; the following phases ensure that the product

More information

THE DCED STANDARD FOR MEASURING RESULTS IN PRIVATE SECTOR DEVELOPMENT CONTROL POINTS AND COMPLIANCE CRITERIA. Version VII, April 2015

THE DCED STANDARD FOR MEASURING RESULTS IN PRIVATE SECTOR DEVELOPMENT CONTROL POINTS AND COMPLIANCE CRITERIA. Version VII, April 2015 THE DCED STANDARD FOR MEASURING RESULTS IN PRIVATE SECTOR DEVELOPMENT CONTROL POINTS AND COMPLIANCE CRITERIA Version VII, April 2015 The DCED Standard for Measuring Results in Private Sector Development

More information

Purpose: Content: Definition: Benefits: outputs outcomes benefits Business Case dis-benefit Key Responsibilities: Approach: Executive Developed

Purpose: Content: Definition: Benefits: outputs outcomes benefits Business Case dis-benefit Key Responsibilities: Approach: Executive Developed Key Learning Points The Swirl Logo is a trade mark of the AXELOS Limited. Is used by the Project Board throughout the project to verify its continued viability:- Is the investment in this project still

More information

Monitoring and Evaluation Plan Primer for DRL Grantees

Monitoring and Evaluation Plan Primer for DRL Grantees Monitoring and Evaluation Plan Primer for DRL Grantees I. What is a monitoring and evaluation plan? A monitoring and evaluation plan (M&E plan), sometimes also referred to as a performance monitoring or

More information

QUALITY MANAGEMENT SYSTEM MANUAL

QUALITY MANAGEMENT SYSTEM MANUAL The online version of this document is controlled. Therefore, all printed versions of this document are unofficial copies. QUALITY MANAGEMENT SYSTEM MANUAL 6901 Charles Street Towson, Maryland 21204 Manual

More information

North European Functional Airspace Block Avinor, Norway EANS, Estonia Finavia, Finland LGS, Latvia. NEFAB Project CHANGE MANAGEMENT MANUAL

North European Functional Airspace Block Avinor, Norway EANS, Estonia Finavia, Finland LGS, Latvia. NEFAB Project CHANGE MANAGEMENT MANUAL NEFAB Project CHANGE MANAGEMENT MANUAL Version 0.5 Page 1 of 38 Revision history Version Date Description Approved 0.5 14/12/2011 Page 2 of 38 Table of Contents 1. Introduction... 4 1.1. The Scope of this

More information

Guide to Assessment and Rating for Regulatory Authorities

Guide to Assessment and Rating for Regulatory Authorities Guide to Assessment and Rating for Regulatory Authorities January 2013 Copyright The details of the relevant licence conditions are available on the Creative Commons website (accessible using the links

More information

Northern Territory Fisheries Resource Sharing Framework

Northern Territory Fisheries Resource Sharing Framework Northern Territory Fisheries Resource Sharing Framework Page 1 of 11 Introduction Fishing is important in the Northern Territory (Territory). Coastal Aboriginal people recognise sea country out to the

More information

Sound Transit Internal Audit Report - No. 2014-3

Sound Transit Internal Audit Report - No. 2014-3 Sound Transit Internal Audit Report - No. 2014-3 IT Project Management Report Date: Dec. 26, 2014 Table of Contents Page Background 2 Audit Approach and Methodology 2 Summary of Results 4 Findings & Management

More information

Performance Management Self-Assessment Tool

Performance Management Self-Assessment Tool Refreshed by the Public Health Foundation in May 2012 Performance Management Self-Assessment Tool How well does your public health organization or partnership manage performance within its jurisdiction?

More information

Enterprise Performance Life Cycle Management. Guideline

Enterprise Performance Life Cycle Management. Guideline Enterprise Performance Life Cycle Management Guideline Version 2.1 PREPARED BY THE ENTERPRISE PROGRAM MANAGEMENT OFFICE MAY 2011 Table of Contents Document Control...i 1. Introduction... 2 1.1 Purpose...

More information

NATIONAL RECORDS OF SCOTLAND preserving the past; recording the present; informing the future. 2011 Census

NATIONAL RECORDS OF SCOTLAND preserving the past; recording the present; informing the future. 2011 Census NATIONAL RECORDS OF SCOTLAND preserving the past; recording the present; informing the future 2011 Census Information Assurance Policy Statement By the UK Census Offices June 2011 NATIONAL RECORDS OF SCOTLAND

More information

Overview of Medical Device Design Controls in the US. By Nandini Murthy, MS, RAC

Overview of Medical Device Design Controls in the US. By Nandini Murthy, MS, RAC Overview of Medical Device Controls in the US By Nandini Murthy, MS, RAC 18 controls are a regulatory requirement for medical devices. In the US, compliance with the design controls section of 21 Code

More information

White Paper from Global Process Innovation. Fourteen Metrics for a BPM Program

White Paper from Global Process Innovation. Fourteen Metrics for a BPM Program White Paper from Global Process Innovation by Jim Boots Fourteen Metrics for a BPM Program This white paper presents 14 metrics which may be useful for monitoring progress on a BPM program or initiative.

More information

QUALITY MANAGEMENT SYSTEM (QMS) ASSESSMENT CHECKLIST

QUALITY MANAGEMENT SYSTEM (QMS) ASSESSMENT CHECKLIST 1. QUALITY MANAGEMENT SYSTEM QUALITY MANAGEMENT SYSTEM (QMS) ASSESSMENT CHECKLIST 1.1 Quality Management System General 1.1.1 Is objective evidence available to demonstrate that the MDSAP site has defined,

More information

MARKET CONDUCT ASSESSMENT REPORT

MARKET CONDUCT ASSESSMENT REPORT MARKET CONDUCT ASSESSMENT REPORT PART 1 STATUTORY ACCIDENT BENEFITS SCHEDULE (SABS) PART 2 RATE VERIFICATION PROCESS Phase 1 (2012) Financial Services Commission of Ontario (FSCO) Market Regulation Branch

More information

Operational Risk Management - The Next Frontier The Risk Management Association (RMA)

Operational Risk Management - The Next Frontier The Risk Management Association (RMA) Operational Risk Management - The Next Frontier The Risk Management Association (RMA) Operational risk is not new. In fact, it is the first risk that banks must manage, even before they make their first

More information

Alberta Health. Primary Health Care Evaluation Framework. Primary Health Care Branch. November 2013

Alberta Health. Primary Health Care Evaluation Framework. Primary Health Care Branch. November 2013 Primary Health Care Evaluation Framewo Alberta Health Primary Health Care Evaluation Framework Primary Health Care Branch November 2013 Primary Health Care Evaluation Framework, Primary Health Care Branch,

More information

MANAGER OF HUMAN RESOURCES CORPORATE SERVICES

MANAGER OF HUMAN RESOURCES CORPORATE SERVICES MANAGER OF HUMAN RESOURCES CORPORATE SERVICES GENERAL PURPOSE The Manager of Human Resources is responsible for the overall management and support provided through the County s Human Resources unit. The

More information

Performance Management Framework

Performance Management Framework Purpose of the framework: To explain how we manage in Poole. It applies to all directly managed services of the Council. Introduction: Effective management at the council will: Ensure our goals are prioritised

More information

HR Enabling Strategy 2012-2017

HR Enabling Strategy 2012-2017 This document is yet to be put into corporate format but this interim version can be referred to for the time being. Should you have any queries, please refer to Sally Hartley, University Secretary, x

More information

4 Project Implementation and Monitoring

4 Project Implementation and Monitoring 4 Project Implementation and Monitoring Version 3, 29 July 2014 Contents 4. Implementation and Monitoring... 2 4.1 Project Implementation... 3 4.1.1 Setting up project implementation... 3 4.1.2 Development

More information

Comparing PMBOK Guide 4 th Edition, PMBOK Guide 5 th Edition and ISO 21500

Comparing PMBOK Guide 4 th Edition, PMBOK Guide 5 th Edition and ISO 21500 Comparing PMBOK Guide 4 th Edition, PMBOK Guide 5 th Edition and Thierry Labriet, STS V1.3 STS SA, Lausanne, Switzerland +41 21 510 11 50 office@sts.ch www.sts.ch 1 Contents 1 Foreword... 3 2 Executive

More information

Logical Framework: Making it Results-Oriented

Logical Framework: Making it Results-Oriented 1 of 11 2001-04-05 09:58 Logical Framework: Making it Results-Oriented Table of Contents 1. Introduction 2. Purpose of Guide 3. The LFA Process 4. The Logical Framework Structure 5. The Vertical Logic

More information

Quality Manual ISO9001:2008

Quality Manual ISO9001:2008 Quality Manual ISO9001:2008 Connor Winfield Corp. Date: 4/26/10 Revision: 3 Quality Manual Quality Manual Connor Winfield GENERAL Section 0.1 Section Rev.: 2 Rev. Date: 4/26/10 Section Page 1 Index and

More information

ADVANCING PARTNERS & COMMUNITIES

ADVANCING PARTNERS & COMMUNITIES SUBAWARD RESOURCES & GUIDANCE ADVANCING PARTNERS & COMMUNITIES SUBAWARDEE GUIDANCE FOR THE PERFORMANCE MONITORING PLAN ADVANC Advancing Partners & Communities Advancing Partners & Communities (APC) is

More information

PERFORMANCE MONITORING & EVALUATION TIPS CONDUCTING DATA QUALITY ASSESSMENTS ABOUT TIPS

PERFORMANCE MONITORING & EVALUATION TIPS CONDUCTING DATA QUALITY ASSESSMENTS ABOUT TIPS NUMBER 18 1 ST EDITION, 2010 PERFORMANCE MONITORING & EVALUATION TIPS CONDUCTING DATA QUALITY ASSESSMENTS ABOUT TIPS These TIPS provide practical advice and suggestions to USAID managers on issues related

More information