PPDVP Evaluation Report - Pacific Prevention of Domestic Violence ...

eportedly been some ambiguity over the life of the programme, about the exact requirements andformat of rep~rts and the provision of reporting templates and guidelines by the NZ Aid Programmeis seen as beneficial.140. The PPDVP and NZ Police have had appropriate and detailed processes in place to monitor outputsand tasks particularly in the in-country work programmes, but were not familiar with the type ofresults and outcomes monitoring and reporting required by the aid programme. Programmedocumentation shows that activity level reporting has been a consistent and lengthy part of theAnnual Reports to the NZ Aid Programme. The overview sections of the reports included someanalysis of progress made during the year and highlighted some of the key issues that needed to beaddressed in the coming year, but reporting has tended to focus on outputs/tasks completed. Thisdifficulty in providing results-based monitoring and reporting has been addressed with thedevelopment of the M&E Framework in 2010/11.141. The Project Design Document included a brief Monitoring and Evaluation plan with suggestedindicators at activity, output, objective, and goal level. This was further expanded in the LogframeAnalysis Matrix. It was intended that tailored monitoring & evaluation frameworks (based on thePPDVP design and logframe in consultation with country stakeholders) be put in place by the PPDVPfor each participating country, but this was not actioned effectively. The NZ Aid Programme offeredadditional funding for the PPDVP to employ specialist help to develop country specific monitoringframeworks; IDG's senior results and monitoring advisers provided advice and support to PPDVPmanagement and New Zealand Police's Evaluation Advisor to assist in the development of themonitoring framework. Reporting against the Logframe provided a proxy (although cumbersome)M&E framework, until a taiIored monitoring framework was finally set in place in the 2010/11 year.Quality IndicatorEfficiencyExplanationThe PPDVP has delivered the majority of programme outputs on time andin a cost-effective manner. The Programme Implementation Unit has asmall core staff, and experienced operational NZ Police officers undertakeperiodic mentoring. NZ Police provide salaries for their staff, and meet the'soft' costs of having the PPDVP unit within the Police HQ. The budget isrealistic for the programme objectives.Ratingi(1-6)1Quality IndicatorMonitoringExplanationThe programme commenced without an M&E framework. The PPDVP andNZ Police have had appropriate processes in place to monitor outputs andtasks, particularly in the in-country work programmes but were not familiarwith the type of results and outcomes monitoring and reporting requiredby the Aid Programme. PPDVP and New Zealand Aid Programme workedclosely together Improve this aspect of monitoring and the annual reports,and to develop the M&E framework which was finally put into place in2010/11.Rating (1-6)3142. The NZ Aid Programme provided significant development advice to the Programme (eg facilitatingthrough PILON, PPDVP's outreach to the PIC legal sector; technical advice on gender mainstreamingand M &E); and played an important role in the successful implementation of the PPDVP.Future roles and resourcing of the implementation unitus. Feedback indicates that the PPDVP secretariat is viewed as efficient and having the appropriatetechnical and management skills to undertake the programme activities. The PPDVPimplementation unit should be recognised for its role in programme delivery, not simply considereda programme management and administration unit. The PPDVP has a small core staff of three; allthree staff members were actively involved with programme delivery in the participating countries,PPDVP ~valuaiion ReportPage 23