Monitoring and Evaluation for USAID Business Enabling Project

The USAID Business Enabling Project utilizes performance monitoring and evaluation techniques as a critical instrument of its project management.

A performance monitoring plan is a key tool for the Project’s planning, managing and documenting data collection. It contributes to the effectiveness of the performance monitoring system by assuring that comparable data will be collected on a regular and timely basis. These are essential to the operation of a credible and useful performance-based management approach. Thus, Performance monitoring on BEP will allow for 1) effective management decision-making, including selection of activities in which to invest project resources; 2) assigning responsibility and ensuring accountability for meeting progress milestones, deliverables and results; 3) learning and correcting; and 4) documenting and reporting results attributable to interventions.

The USAID BEP’s PMP sets forth the procedure for monitoring, evaluating, and measuring the results of BEP’s interventions and is the vehicle to track the progress towards each of the tasks defined in the BEP’s task order and yearly work plans.  The BEP Task Order established five key Intermediate and Sub-Intermediate Results for the project:

  • Business Enabling Environment Improved
  • More Effective Business Regulation
  • Macroeconomic Environment Improved
  • Improved Fiscal Policy
  • Financial Markets Developed.

The PMP is designed to capture progress toward each of the Intermediate Results.  All of the indicators measuring the Intermediate and Sub-Intermediate Results are impact indicators that evaluate the substantive impact the project will have at the end of 5 years, since the PMP presents objectives, indicators, measurement units, data collection methodology, schedule of collection, baselines and targets over five years of the project.

USAID BEP’s Indicators have been selected from a number of resources that measure effectiveness in areas relevant to USAID’s strategic goals, including: competitiveness; ease of doing business; financial market sophistication; and investment.  These sources include World Economic Forum Global Competitiveness Indicators, OECD, International Budget Partnership, World Bank Doing Business, and Public Expenditure and Financial Accountability (PEFA) indicators.  The project will also conduct custom project surveys, standard cost modeling and analyses where adequate measurements of project related objectives are not available.  Finally, the project will utilize published reports and statistics produced by the GoS and other sources where available as baseline and target measurements

The overall M&E approach ensures performance measurement and analysis embodied in the following functions: reportability, effectiveness, resourcefulness and efficiency.

 








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