Glossary of Terms related to MEL used in this Wiki
Accountability
The responsibility to demonstrate to all stakeholders that the project has been carried out according to plans and standards agreed, with the participation of stakeholders in decision making and taking account of the interests, views and feedback of those affected by decisions and activities.
Baseline
An analysis describing the situation before an intervention, against which progress can be assessed or comparisons made.
Corporate Learning Moments/ Systems
Events/ Processes/ documents that help the organisation to learn from its work at a Corporate / HQ level. In OGB, the prominent learning moments/ processes are:
Council Aim Reviews, Oxfam Reflects, Thematic Reviews, Strategic Reviews, Evaluations. Other sources of learning are - Regional Learning Reviews, Country Learning Reviews, Programme Monitoring Reviews
Corporate Monitoring & Reporting Process
Oxfam Monitoring/ Reportng Processes aim to answer 3 Questions: a) Are we doing what we said we would? b) Is what we are doing making a difference? c) How is our learning influencing what we do? The Reports that meet these needs at Corporate/ HQ levels are Light Touch Monthly Reports, Quarterly Divisional Reports, SIx Monthly Country Reports, Annual Country Reports and Exceptional Reports.
Corporate Plans
Key documents used at Corporate and HQ level to plan for and to guide the work of the organisation as a whole. Major documents used by OGB for Corporate Planning are: Corporate Objectives, Strategic Plan (6 years(, Strategic Steer (3 years), Annual Plan and Annual Accountability Reports.
Country Annual Reports
Mandatory Report to be produced per country. "Each Country will be required to provide an annual country report for the Oxfam Country Programme. The managing affiliates will coordinate this on behalf of all affiliates. The six-monthly reports can be used to complete this".
Country Learning Review
An annual process of reflection and learning at a country level to improve the quality of our program. Generally a 2 to 3 day event organized on a key issue with involvement of all key stakeholders at country level.
Effectiveness
The extent to which a project/ programme achieves its planned purpose.
Evaluation
The systematic and objective assessment of an ongoing or completed project, to determine the relevance and achievement of objectives, effectiveness, impact, and sustainability. (see also ‘Review’)
Evaluation Management Response
All evaluation recommendations must be discussed, action points agreed, and learning incorporated into programme development. This must be summarised in an evaluation management response.
Global Performance Framework
A system of validation of progress of OGB's work against select set of indicators on which data is collected globally, and then validated by performance audits of a random sample of projects.
Impact
Positive and negative long-term effects produced by a development intervention.
Indicator
Something measurable that can verify change resulting from project activities or show results compared to what was planned.
Logical Framework
A table summarising the project plan. A tool used to improve the design of interventions. Using the Logframe involves identifying strategic elements (inputs, outputs, outcomes, impact) and how they relate to each other, indicators, and the assumptions or risks that may influence success and failure. It makes planning, execution, and evaluation of an intervention easier.
Mandatory Evaluations
All PIPs over £1m, all major campaigns, all high-profile or complex programmes, and all programmes containing an element of risk, must be evaluated by an independent evaluator at least once every five years. PIP/ Project Monitoring and evaluations must include the feedback of people and communities directly affected by our projects.
Monitoring
A continuous, systematic process of collecting and analysing data on specified indicators to compare how well a project is being implemented against stated objectives.
National Change Strategy
An Oxfam country programme strategy, setting out what we seek to change and how, within the framework of our values and corporate strategy, but rooted in the context of each country.
OPAL
Oxfam Programme Accountability and Learning System – contains details on all PIPs (see PIP) and projects.
Participation
The engagement of stakeholders in one or more phases of the project cycle.
Partner
The individuals and/or organisations that collaborate to achieve mutually agreed objectives.
Programme Implementation Plan (PIP)
A clear and concise summary of a proposed programme (including its context and logic) and its management plan (covering its funding, monitoring, and evaluation), made up of one or more projects.
Programme Learning Moments/ Processes
Events/ Processes/ documents that help Programme Staff to learn from its work at PIP, Project and Community Levels. In OGB, the prominent learning moments/ processes at PIP, Project and Community Levels are - Annual and Six Monthly Participatory Programme Monitoring Reviews, Monitoring Visits, Trip Reports, Project/ Programme Evaluations, Self Assessments and Peer Reviews.
Programme Logic Model
Used at programme/PIP level to show the change you seek and the steps you will take to examine the assumptions you are making.
Project
Specific sets of activities and partnerships that contribute to achieving PIP objectives and identifying who will do what, by when, and at what cost.
Regional Quarterly Monitoring Report
A light touch Mandatory Monitoring Report produced against the Regional Operational Plan.
Regional Learning Review
A Mandatory Learning Review done at least once every two years, collating learnings from various countries in a region to inform programme design and strategy across the region.
Review
An assessment and reflection on the project’s progress, impact, and learning.
Note: Often, ‘evaluation’ is used for a more comprehensive and/or more in-depth assessment than a ‘review’; reviews tend to emphasise operational aspects. (see also Evaluation)
Risk Analysis
An analysis or an assessment of factors (called assumptions in the Logframe) that may affect the successful achievement of an intervention’s objectives.
Six Monthly Country Reports
Mandatory Country Reports aiming to answer both ‘are we doing what we said we would?’ and ‘Is what we are doing making a difference?’. The format for this report is against Country Operating Plan; countries report on whether they have achieved activities and outputs planned, and what the outcomes are.
Programme Monitoring Reviews
Regular learning events for programme staff and partners and other key stakeholders, (especially women and men living in poverty) to reflect upon information gathered through monitoring activities, to analyse what it is saying about their programme and the context in which it operates, and to decide what this means for their future work. All programmes must hold at least two Monitoring Reviews per year.
Stakeholders
Agencies, organisations, groups, or individuals likely to be affected by an intervention, or those who can affect its outcome, e.g. beneficiaries, communities, partner organisations (e.g. community-based organisations, international NGOs), local authority/government, national government, other NGOs, technical advisors, donors/international institutions, supporters, Oxfam affiliates, the private sector.
Sustainability
The continuation of benefits from a development intervention after development assistance has been completed.
Terms of Reference (TOR)
Written document presenting the purpose and scope of a piece of work, the methods to be used, the standard against which performance is to be assessed, the resources and time allocated, and reporting requirements.
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