STRENGTHENING MONITORING AND EVALUATION SYSTEM FOR NACWOLA UGANDA

STRENGTHENING MONITORING AND EVALUATION SYSTEM FOR NACWOLA UGANDA BY Ismael Ochen Ochen, BA (Social Science), Dip. Ed, Certificate in Facilitating Organization Development And Agal Olive Carol, BA (Social Science), Post Graduate Diploma in Project Planning and Management MEDIUM - TERM FELLOW AUGUST 2010

TABLE OF CONTENTS LIST OF TABLES...iii LIST OF FIGURES... iv DECLARATION... v ACKNOWLEDGEMENTS... vii INTRODUCTION AND BACKGROUND... 1 Introduction... 1 Background of NACWOLA Uganda... 1 STATEMENT OF THE PROBLEM... 2 Problem Statement... 2 Problem Justification... 2 CONCEPTUAL FRAMEWORK... 3 PROJECT OBJECTIVES... 5 Overall Objectives... 5 The Specific Objectives... 5 PROJECT IMPLEMENTATION AND OUTCOMES... 5 Implementation... 5 Project Outcomes... 9 Lesson learnt... 11 Challenges experienced during Project Implementation... 11 CONCLUSIONS AND RECOMMENDATIONS... 12 Conclusions... 12 Recommendations... 14 Next Steps... 14 APPENDICES... 17 Annex 1: Program for Staff Training in M&E... 17 Annex 2: List of Participants for M&E Training... 18 Annex 3: Monitoring and Evaluation Framework... 18 ii

LIST OF TABLES Table 1: An extract of M&E matrix developed by NACWOLA staffs for Strategic Objective 1...5 Table 2: Shows changes in the level of basic knowledge of 12 staffs in M&E..6 iii

LIST OF FIGURES Figure 1: a conceptual framework showing the causes and effects of weak M&E system in NACWOLA... 3 Figure 2: bar graph shows increase in number of district branches which report to head office quarterly 7 Figure 3: Pie chart shows percentage of projects collecting and reporting both qualitative and quantitative data before project intervention respectively 8 Figure 4: Pie chart shows percentage of projects collecting and reporting both qualitative and quantitative data after project intervention respectively...8 iv

DECLARATION I, Ismael Ochen Ochen and Agal Olive Carol, do hereby declare that this end-of-project report titled strengthening Monitoring and Evaluation System for NACWOLA Uganda, has been prepared and submitted in fulfillment of the requirements of the Medium-term HIV/AIDS Fellowship Program at Makerere University School of Public Health and has not been submitted for any academic or non-academic qualifications. Signed Date.. Ismael Ochen Ochen, Medium-term Fellow Signed Date. Agal Olive Carol, Medium-term Fellow Signed Date.. Ms Florence Buluba Institution Supervisor Signed Date.. Mr. Ibrahim Musa Lutalo Academic Supervisor v

FELLOWS ROLES IN PROJECT IMPLEMENTATION The two fellows were directly involved in the project implementation with complementary roles. They spearheaded the project implementation and this helped to keep the project in the right track. The fellows facilitated the problem identification and prioritization using problem tree analysis approach. The fellows drafted the proposal and submitted for approval to MakSPH and reviewed the project proposal to incorporate comments from the training institution. They also advocated for and created awareness on the relevancy and significance of M&E in project design. The fellows provided technical guidance in the designing of Monitoring and Evaluation training. They facilitated participatory development of the Monitoring and Evaluation Framework and this helped to gain uniform understanding and acceptance of the project. The fellows carried out baseline, monitoring and evaluation with support from other technical and management staffs from NACWOLA. They designed and conducted training for project staff in basic which built the staff capacity. They compiled project progress, end of project reports and shared the documented report during the dissemination meeting. vi

ACKNOWLEDGEMENTS We would like to acknowledge the contribution our training facilitators who equipped us with in depth knowledge on Monitoring and Evaluation. Our heartfelt gratitude also goes to Mr. Ibrahim Lutalo who was allocated to us as the academic mentor during the fellowship program. Ibrahim did not only provided credible mentoring during the project development and implementation but also career development support. Similarly, there were a number of challenges at the host institution that could hinder the implementation of this project but were quickly addressed by the Institutional Supervisor, Ms Florence Buluba. The project achievements hinged on Florence s steadfastness and ability to address emerging challenges. However the excellent support and participation of NACWOLA staffs in their different capacities cemented the institutional support and made the project achieve its aim. We appreciate the Center for Disease Control (CDC), Makerere University School of Public Health (MakSPH) who provided us with competent facilitators, good learning environment and facilities and strategic location highly beneficial for the students learning. The Center for Disease Control provided adequate logistical facilitation that has enabled us to gain knowledge and skills to develop the proposal and oversee the implementation of this project. Without this support, we would not have been able to participate adequately in the training. We would like to strongly acknowledge the role played by Makerere University School of Public Health. The school structured the learning in an empowering way which has supported our personal and professional development. The contribution of all staffs of MakSPH was paramount and particularly the Training Coordinator, Mr. Joseph Matovu. Lastly the excellent facilitators; Ms Evelyn Ogwal, Ms Evelyn Akello, Mr. Ibrahim Lutalo, Ms Solome Nampewo and Ms Agnes Achan among others are commendable. They drew on their diverse experiences, both academic and hands-on to provide training insights. We are indeed indebted to all of you. Ismael Ochen Ochen and Agal Olive Carol Monitoring and Evaluation Medium Term Fellows 2010 vii

ABBREVIATIONS NACWOLA: The National Community of Women living with HIV and AIDS in Uganda M&E: Monitoring and Evaluation CDC: Center for Disease Control MakSPH: Makerere University School of Public Health viii

EXECUTIVE SUMMARY NACWOLA Uganda implemented a project; Strengthening Monitoring and Evaluation System for NACWOLA Uganda from January to December 2011 with financial and technical support from CDC- MakSPH HIV/AIDS Fellowship program. The project aimed at strengthening Monitoring and Evaluation system of the organisation by developing a functional monitoring and evaluation system and its documentation in the M & E framework as well as improving the staff capacity in data collection and reporting. The overall project objective of the project was to contribute to strengthening M&E system in NACWOLA by April 2011. The specific objectives were; 1. To develop functional M&E system for NACWOLA Uganda by April 2011 2. To document the developed M&E system in Monitoring and Evaluation Framework by April 2011 2. To improve capacity of NACWOLA Uganda in Monitoring and Evaluation by April 2011 The project was implemented using three key strategies and they are awareness raising with senior management staff to increase their understanding of the processes in developing the Monitoring and Evaluation Framework, training NACWOLA staff in basic Monitoring and Evaluation, and participatory development of the organization s Monitoring and Evaluation framework to monitor strategic performance as well as the project outcomes The project implementation yielded a number of results in NACWOLA and they include: Increased knowledge on M&E and increased data collection and reporting. The knowledge of NACWOLA Uganda s staff in M&E has increased due to the M&E training that was conducted and their participation in the development of the M&E framework. Previously monitoring and evaluation was considered to be a specialized role of the monitoring and evaluation officer. There is increased data collection and reporting in NACWOLA due to use of harmonized report formats and deadlines. Before the project intervention, NACWOLA did not have a harmonized report format that could be used by the different projects and district branches. Since a harmonized format was developed, the number of district branches reporting to the head office monthly and quarterly increased from six to nine out of fifteen branches. Similarly, there is improvement in quality and types of data collected. Eighty ix

percent of projects collect both qualitative and quantitative data compared with only sixty three percent before the project intervention. The project faced two key challenges during its implementation. Firstly, there was high staff turnover which denied the organization with staff who had understood the project processes and strategies. This was however addressed through re-orientation of new staff to raise their interest and commitment. Secondly the project was implemented at a time when Uganda Shillings had depreciated against the dollars and there was therefore general price increases in most commodities budgeted for the project. This was however addressed by re-prioritizing the project requirements without affecting the activities. Based on experiences from the project, we draw conclusions that; developing M&E system must be participatory where key staffs are involved, clear and concise report format which is harmonized with a strategic plan and across different projects motivates staff to compile reports regularly and timely and Effective communication and team work are keys to successful project implementation In line with the challenges and conclusion made above and experiences of the M&E fellows, the following recommendations are made for CDC-MakSPH and the host institution. 1. The CDC-MUSPH ought to put into consideration getting directly involved in the orientation meetings with the host institutions top management at the very beginning of the project so as to gain their acceptance and full support for the project. 2. The Fellowship program should consider enrolling the M & E medium term fellows for long term fellowship program so that an individual gains an in depth knowledge for effective and efficient HIV/AIDS Service delivery in the communities they serve and the Country at large. 3. NACWOLA-Uganda should plan to second at least two staff to the medium fellowship program every year to enhance its institutional development. Although the project implementation is formally concluded, there are activities which the host institution will continue to implement as next steps. They include develop and operationalizing data management system, training at least two staffs in data analysis, rollout out of the M&E framework to other branches that were not targeted during the project period. x

INTRODUCTION AND BACKGROUND Introduction Strengthening Monitoring and Evaluation System for NACWOLA Uganda Project aimed at establishing a functional Monitoring and Evaluation (M&E) system through development of a functional M&E system its documentation in the M & E framework and improving the capacity of NACWOLA staff in data collecting and reporting. The M&E system is documented in the M&E Framework. The M&E Framework was developed to provide for mechanism for monitoring and evaluating the organization s performance in the implementation of their Strategic Plan (2009-2013). The Project was implemented in the National Community of Women Living with HIV and AIDS in Uganda (NACWOLA-Uganda) from April to December 2011. It was supported by Center for Disease Control (CDC) and Makerere University School of Public Health (MUSPH) Medium Term Fellowship program. The project was designed and implemented by two M&E Medium Term Fellows seconded by NACWOLA Uganda to CDC MUSPH Medium Term Fellowship Program. The Fellowship program is conducted by MUSPH with financial support from CDC. Background of NACWOLA Uganda NACWOLA-Uganda is a network of over 60,000 women living with HIV and AIDS in Uganda. NACWOLA Uganda envisions a healthy and empowered community of women living with HIV/AIDS and their families. NACWOLA s mission is to support Women Living with HIV/AIDS and their families to have quality life through knowledge enhancement in quality HIV and AIDS service delivery, economic empowerment, skills development, and advocacy for increased access to essential services. NACWOLA s goal is to improve the health status of women living with HIV/AIDS and their families through provision of quality HIV/AIDS services. NACWOLA has four core program areas; Positive Prevention, Peer Psychosocial Support, Advocacy and networking and HIV and AIDS and Human Rights. All these programmes require an effective Monitoring and Evaluation system. 1

STATEMENT OF THE PROBLEM Problem Statement NACWOLA had inadequate reporting due to a weak M&E System. The M&E system was weak because there was limited appreciation of M&E which resulted from lack of awareness about the role and significance of M&E. There were also limited skills in M&E due to lack of training in M&E which weakened the M&E system. An interview with NACWOLA project and management staff revealed that 60% were not aware of the existence of an M&E system in the organization. NACWOLA did not have M&E Framework because there were inadequate internal technical skills to develop the framework. External consultants could not be sourced to support because of inadequate funds in NACWOLA. The available funds were tied to donor supported projects and could not be available to develop the framework. 70% of NACWOLA branches do not report their activities quarterly to the Head Office as required. They are mainly branches which operate with their branch specific funding from partners and other without funds from NACWOLA head office. Additionally poor data collection and reporting is aggravated by the limited skills. 73% of projects and management staffs have not had any training in data collection and reporting. This is exacerbated by the inadequate support supervision to build their capacity and improve on their skills in data collection and reporting. NACWOLA Uganda therefore had a weak M&E System that required strengthening. This project therefore sought to strengthen the M&E system in NACWOLA by developing an M& E framework and improving data collection and reporting. This was with financial and technical support from CDC -MakSPH. Problem Justification This M&E system strengthening project is crucial to improve the generation and flow of M&E information. Improved generation and flow of M&E information would lead to 2

improved feedback for project implementation, increased sharing of project implementation information and increased information on project achievements and or failures. Improved feedback on project implementation would itself facilitate improved implementation and so contribute to achieving intended project results. Increased sharing of project implementation information increases learning from project interventions that improves project design and planning thereby ensuring improved project interventions. Increased information on project achievements and or failures ensures project results are demonstrated and successes are determined. Without demonstrating project results it is difficult to say whether we are successful or not, and why or why not. When there is deviation from planned project activities which affect the results, information on project achievements/ failures can help to identify them. Corrective actions can then be taken earlier which increases the likelihood of achieving intended project results. Strengthening the M&E system will help NACWOLA to learn and develop through past experiences, to properly design and plan for future projects, and to demonstrate her project results and celebrate project success. CONCEPTUAL FRAMEWORK The conceptual framework below shows the causes of the problem and the effects. The problem identified is weak M&E system which is majorly caused by lack of M&E framework. There had not been M&E framework because of limited appreciation of the role of M&E and limited skills among staff to develop. Limited appreciation and skills in M&E were caused by lack of awareness and training in M&E respectively. The conceptual framework also shows that the effect of the weak M&E system in NACWOLA was poor data collection which is responsible for poor reporting. Poor reporting led to three more far reaching effects. Which are; limited information on project achievements, limited sharing of project information, inadequate learning from interventions Figure 1: Conceptual framework showing the causes and effects of weak M&E system in NACWOLA 3

Inadequate planning Limited information on project achievement s Limited sharing of project information Inadequate learning from interventions Poor project management and implementation PROBLEM: Inadequate Reporting CAUSES: Weak M&E System Limited appreciation of M&E Limited skills in M&E Lack of awareness about the role of M&E Not trained in M&E 4

PROJECT OBJECTIVES Overall Objectives The overall objective was to contribute to strengthening M & E system in NACWOLA by April 2011. The Specific Objectives 1. To develop functional M & E system for NACWOLA Uganda by April 2011 2. To document the developed M & E system in Monitoring and Evaluation Framework by April 2011 3. To build the capacity of NACWOLA Uganda in Monitoring and Evaluation by April 2011 PROJECT IMPLEMENTATION AND OUTCOMES Implementation The project was implemented using three main activities and they are; awareness raising, training of staffs in basic M&E, and participatory development of the organization s M&E framework Awareness rising on M&E framework development processes. This was a one day awareness raising meeting held with ten senior management staff of NACWOLA at its headquarter in Kampala, facilitated by the Organisation Program Manager. This meeting was to increase their appreciation, understanding and support for the project the issues discussed during this meeting were the challenges posed by inadequate reporting in NACWOLA, its causes,, the processes of developing functional M & E System, and documenting the developed M & E System in M & E Framework in the organization. The outcomes of the meeting were; Participants acknowledged the need for a functional monitoring and evaluation system, in the Organisation Increased the commitment and ownership of the project by the senior management team as opposed to looking at it as an academic activity of the fellows. Training staffs in M&E. 5

A two days training in basic Monitoring and Evaluation was conducted with fourteen staff participants in Arch Apartment hotel in Kampala. The participants include six management and eight project staff. The management staff includes the Executive Director, the Program Manager, Advocacy and Communication Officer, Regional Manager Northern Uganda, M&E Officer and Finance Coordinator. Others were project officers from various projects (refer to annex 6 for list of participants). The training was facilitated by NACWOLA Capacity Building Consultant and Monitoring and Evaluation Fellows with assistance from Monitoring and Evaluation Officer. They were trained on basic concepts in M&E, project cycle, logical framework approach for project implementation and M&E, and methods of monitoring project progress and Impact (refer to training schedule in annex 5). The participants were also trained on NACWOLA reporting process; report writing and timelines, the purpose of M&E and roles of project and management staffs in M&E. The training increased staff knowledge in M&E which made them able to contribute in the participatory development of the M&E framework. Left: NACWOLA staff participating in M&E training. Right: Facilitator, Mr. Kibanga, stressing a point during the training Development of a functional M&E System and its documentation in M&E Framework The M & E System was developed through a participatory process involving all key project and management staffs. The staff reviewed the challenge of inadequate reporting in NACWOLA its causes and effects. They brainstormed on the processes to take and the components of the M&E system as given below: 1. Determined the aim of the M&E system which include; to support NACWOLA to determine and demonstrate its successes, guide identifying areas requiring corrective 6

and or reinforcing actions that ensure the organization remains on track in implementation of its strategies and achievement of its strategic objectives and increase learning in the organization through strengthening generation and sharing of information on processes and outcomes of NACWOLA s interventions. 2. Established the scope of the M&E system which is limited to monitoring and evaluating the strategic objectives and strategies of NACWOLA. 3. Identified key Performance Questions in line with performance indicators. Some of the questions are; to what extent do WLHA influence policies and decisions that affect them? How many persons has NACWOLA supported to access HIV/AIDS services? 4. Identified methods of data gathering and analysis such as focus group discussion, interviews and document reviews. 5. Determined how often M&E will be carried out 6. Determined the roles and responsibilities for M&E 7. Determined how to record the M&E data 8. Established M&E reporting system 9. Planned for quality assurance of M&E information 10. Identify critical reflections for effective decision making. 11. Identified the policies and procedures, resources and structures required for implementation of M&E. NACWOLA staff developing the M&E The M&E system that was developed was documented in the M&E framework as attached to the report. 7

NACWOLA Staff documenting the M&E system in the M&E Framework. Table 1: An extract of M&E matrix developed for of the Strategic Objective 2 Follow-up Support Visits 8

All NACWOLA district branches are guided by the same strategic plan. They are therefore expected to use the M&E framework to support monitoring their performance and contribution to the achievements of NACWOLA strategic objectives. During the M&E training and development of the framework, staff from seven branches participated. They are Iganga, Kamuli, Namutumba, Kaberamaido, Amuru, Kampala and Lira. The branches were expected to initiate rollout of M&E using the framework. This required further capacity building through sharing challenges and areas that were difficult to understand. Follow-up support visits to branches were carried out to build their capacity to use the M&E framework more effectively. All the districts mentioned above were provided with follow up support visit once during the project period. The follow up support visit was carried out by the Executive director and the M&E Fellows. Project Outcomes The knowledge of NACWOLA Uganda s staff in M&E has increased due to the M&E training conducted and their participation in the development of the M&E framework. Previously monitoring and evaluation was considered to be a specialized role of the monitoring and evaluation officer. Staffs could participate in M&E activities in their projects such as reviewing performance using work plans, review meetings and other reflection events but they did not consider them as monitoring and evaluation activities. There was limited participation in monitoring and evaluation functions since it was misunderstood to be a specialized role of an M&E officer. Following the M&E training, the staffs knowledge about M&E has increased. An assessment of staffs knowledge of M&E was carried out among twelve staffs who participated in the M&E training. The assessment revealed increase in staffs knowledge in many key areas of M&E. Table 2: Shows changes in the level of basic knowledge of 12 staffs in M&E. KNOWLEDGE AREAS NUMBER OF STAFF WITH KNOWLEDGE BEFORE PROJECT INTERVENTION 9 NUMBER OF WITH KNOWLEDGE AFTER PROJECT INTERVENTION PERCENTAGE CHANGE Definition of M&E 10 12 17 Knowledge of more than two purpose of M&E 5 9 33 Roles of project staffs in M&E 4 12 67 Ever using log frame in tracking project 3 4 8

performance The table above shows significant changes in staffs basic knowledge of M&E which has been increased through M&E training supported by the project and participatory development of the M&E framework. The staffs therefore would use the knowledge to improve their projects and implementation of the Strategic Plan. There is increased data collection and reporting in NACWOLA due to use of harmonized report format. Before the project intervention, NACWOLA did not have a harmonized report format that could be used by her different projects. There were different formats used by her projects and branches to report on what each branch or project was interested in or formats they agreed with their donors. It ought to be noted that NACWOLA operates different semi autonomous branches which some also mobilize their own resources from their own. Some branches therefore have their report formats for their own consumption and those of their donors. All the different report formats have been harmonized. As a result the number of districts that are reporting quarterly to the head office has increased from six to nine out of fifteen branches implementing projects. Figure 2: bar graph shows increase in number of district branches which report to head office quarterly.. By December 2011, eighty percent of projects collect and report both qualitative and quantitative data. This is therefore a great improvement from sixty three percent before the initiation of the M&E system strengthening project where reports were majorly qualitative with minimal quantitative data. Qualitative data refers to descriptive data that is usually 10

narrative without numbers while quantitative data uses numbers to provide information. NACWOLA requires both qualitative and quantitative data. Pie charts in figure 3 and 4 shows percentage of projects collecting and reporting both qualitative and quantitative data before and after project intervention respectively.. Figure 3 Figure 4 LESSONS AND CHALLENGES Lesson learnt Involving organizations staff in inception and developing M&E system does not only create ownership but also builds their capacity for improved implementation of monitoring and evaluation activities. Developing M&E systems should usually be led by the staffs themselves who will the users as well. The level of ownership and associated capacity built during the development process may not be realized when the process is led by external consultants. It is important that external consults where available should rather facilitate the process than developing the M&E system for an organization. An external consultant led process does not build inherent internal capacity to implement strategies enshrined in the system and may not be sustainable. Challenges experienced during Project Implementation 1. There was high staff turnover in the organization which affected the implementation. Some of the staffs who were involved in the M&E problem identification and prioritization had moved on from the organization for other employment. This slowed 11

down the implementation processes as new staffs had not known the how the project would benefit the organization. However this problem was addressed through reorienting the new staffs on the processes being undertaken and interesting them with expected outcomes. The new staffs were therefore after able to contribute their skills and time in the project. 2. At the time when the project was proposed, the value of Uganda Shillings against the dollar had not depreciated as the case was during implementation. Besides, the project was also implemented at a time when there was general price increase in commodities in Uganda. These reduced the funds that would have been available for implementation. Staff training in M&E for example was budgeted at about two million and five hundred thousand but readjusted budget following inflation was about three million, seven hundred and eighty thousand. An increment of about 51 percent in the budget of one activity definitely affects other activities. The challenge of inflation was however addressed by prioritizing budget items that were crucial for the success of such activities. CONCLUSIONS AND RECOMMENDATIONS Conclusions The following conclusions have been made from the conceptualization, implementation, monitoring and evaluation of Strengthening Monitoring and Evaluation System for NACWOLA Uganda project. 1. Developing M&E system must be participatory where key staffs are involved. The staff should participate in the conceptualization and design of the system in order to not only increase their ownership but also build their capacity to use work with the system effectively. 2. A clear and concise report format which is harmonized with a strategic plan and across different projects motivates staff to compile reports regularly and timely. This is because they find it easy to use since they are able to see the link between what they report with what they planned to achieve. 3. Effective communication and team work are keys to successful project implementation. 12

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Recommendations Recommendation to CDC-MUSPH 4. The CDC-MUSPH ought to put into consideration getting directly involved in the orientation meetings with the host institutions top management at the very beginning of the project so as to gain their acceptance and full support for the project. 5. The Fellowship program should consider enrolling the M & E medium term fellows for long term fellowship program so that an individual gains an in depth knowledge for effective and efficient HIV/AIDS Service delivery in the communities they serve and the Country at large. Recommendation to NACWOLA 1. NACWOLA-Uganda should plan to second at least two staff to the medium fellowship program every year to enhance its institutional development. Next Steps The project initiatives could not cover all necessary aspects for a strong M&E system. This requires that the organization to continue carrying out more strategic tasks that are vital in not only sustaining the system but also scaling up. Some of the proposed scale-up and sustainability initiatives include; Develop and operationalize data management system to manage flow and storage of both qualitative and quantitative data by December 2012. This will require a comprehensive data base. Train at least two staffs in data analysis using computer soft ware analytical packages to improve analysis of both qualitative and quantitative data. Rollout out the use of the M&E framework to other branches that were not targeted during the project period. The rollout should be completed by December 2012. Ensuring that all projects have M&E plans which are aligned to the organization s wide M&E framework. 14

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REFERENCES 1. Khadija, K. 2003: Strengthening Monitoring and Evaluation Systems: Pakistan Poverty Alleviation Projects 2. Orotin, Patrick. 2008. A Hand Book for Planning, Monitoring and Evaluation: a Resource Manual for Practitioners. Kampala, Uganda. 3. Ray, C Rist., Jody Zall Kusek. 2004. Ten Steps to results based Monitoring and evaluation system: A hand book for Development Practitioners. Washington DC: World Bank 4. UNAIDS. 2000. Tools for Evaluating HIV Voluntary Counseling and Testing (Technical updates) Geneva: UNAIDS 16

APPENDICES Annex 1: Program for Staff Training in M&E THE NATIONAL COMMUNITY OF WOMEN LIVING WITH HIV/AIDS IN UGANDA PROGRAM FOR STAFF TRAINING IN M&E Time Activity Responsible person 8:30 9:00 AM Arrival & Registration M&E Officer 9:00 9:10 Am Self introductions All 9:10 9:15 AM Opening Prayer - 9:15 9:30 AM Welcoming remarks M&E Coordinator 9:30 10:00 AM Pre training knowledge assessment M&E Officer 10:00 10:30 AM Break Tea 10:30 11:00 AM Overview of NACWOLA vision and objectives Chair Person NACWOLA 11:00 12:00 PM Overview of NACWOLA Strategic Plan Chair Person NACWOLA 12:00 1:00 PM Basic concepts in M&E Capacity Building Consultant 1:00 2:00 PM Lunch Break Hotel 2:00 3:00 PM The Project Cycle Capacity Building Consultant 3:00 5:00 PM The project Logical framework Approach M&E Coordinator DAY TWO 8:30 9:00 AM Monitoring project progress & Impact M&E Coordinator 9:00 10:00 Am reporting process in NACWOLA Capacity Building Consultant 10:00 10:30 AM Break Tea Hotel 10:30 11:00 PM The NACWOLA reporting schedule Programs Coordinator 11:00 1:00 PM Reviewing NACWOLA reporting formats Programs Coordinator 1:00 2:00 PM Lunch Break Hotel 2:00 3:15 PM Recap of workshop and evaluation. Programs Manager 3:15 PM Closing remarks 4:00 PM Tea & Departure All 17

Annex 2: List of Participants for M&E Training List of Participants for M&E Training from 15 th 16 th September 2011 SN NAME DESIGNATION TEL. NO. Email 1 Zawedde R. Mary M&E Officer 0782104649 zarosemary@yahoo.com 2 Ivan E. Kintu Advocacy Officer 0772416378 ivankintu@yahoo.co.uk 3 Hope Birungi Program Manager 0782376430 Birungihope2003@yahoo.co.uk 4 Atuhura Jolly Finance Coordinator 0772933735 atuhurajolly@yahoo.co 5 Diana Nakawesi Project Officer 0783224422 ndiana@nacwola.org 6 Sandra Kyagaba Ass. Project Officer Eastern 0702009282 skyagaba@yahoo.com 7 Esther Nakabugo Project Officer 0772912156 nesther@nacwola.org 8 Hope Masika Project Officer 0702435374 mhope@nacwola.or.ug 9 Jordan Byekwaso Project Officer 0774077116 bjordan@nacwola.or.ug 10 Namara Teddy Admin H/R Officer 0772697992 nteddy@nacwola.or.ug 11 Martina Starace Regional Manager- Northern 0777556792 Matina.starace@gmail.com 12 Jackieline Alesi Project Officer- Amuru 0776597384 Aleja87@live.com 13 Kibanga Samuel J. CBC/Facilitator 0772494529 skibanga@yahoo.com 14 Florence Buluba Executive Director/ Facilitator 0701474768 florencebuluba@yahoo.com 15 Ismael Ochen M&E Coordinator/Facilitator 0782932256 ismaelochenochen@gmail.com Ochen Annex 3: Monitoring and Evaluation Framework 18