[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"doc-detail-169261-en":3,"doc-seo-169261-105":30,"detail-sidebar-cat-1-en-105":93},{"code":4,"msg":5,"data":6},0,"success",{"doc_id":7,"user_id":8,"nickname":9,"user_avatar":10,"doc_module":11,"category_id":12,"category_name":13,"doc_title":14,"doc_description":15,"doc_content":16,"file_id":17,"file_url":18,"file_type":19,"file_size":20,"view_count":11,"is_deleted":4,"is_public":11,"is_downloadable":11,"audit_status":11,"page_count":21,"language":22,"language_code":23,"site_id":24,"html_lang":23,"table_of_contents":25,"faqs":26,"seo_title":27,"seo_description":15,"update_tm":28,"read_time":29},169261,549758146520,"Patrick","https://ap-avatar.wpscdn.com/avatar/80002397d8c0411e94?_k=1775819394049821470",1,11,"Presentations","Activity-MERL Framework Guidance v2 - Overview","This guidance sets basic standards for developing an Activity Monitoring, Evaluation, Research and Learning (MERL) Framework. It explains why MERL is required for Activity management, clarifies how MERL differs from donor reporting, and describes how MERL evidence supports both implementation decisions and accountability reporting to MFAT. It outlines the three inter-related components of an Activity MERL Framework, including a theory of change diagram, supporting narrative, and a schedule of monitoring, evaluation, and research tasks.","Owner: Insights, Monitoring & Evaluation Unit, Pacific Development Group\nLast updated: 6 September 2019\nPurpose of this document\nThis document provides basic standards and guidance for developing an Activity Monitoring, Evaluation, Research and Learning (MERL) Framework. It is based on feedback from staff and implementing partners, and informed by international good practices shared by other development agencies. This guidance will continue to be improved over time with further feedback from staff and enhanced with good practice examples.\nMERL Advisers from PDG’s Development Capability and Insights (DCI) provide group training as well as advice and feedback for fit for purpose MERL tailored to the Activity’s size, needs and complexity.\nContents\n\u0003\n\u0013 TOC \\o \"1-3\" \\h \\z \\u \u0014\u0013 HYPERLINK \\l \"_Toc18667422\" \u00141.\tOVERVIEW\t\u0013 PAGEREF _Toc18667422 \\h \u00142\u0015\u0015\n\u0013 HYPERLINK \\l \"_Toc18667423\" \u00142.\tACTIVITY LOGIC DIAGRAM\t\u0013 PAGEREF _Toc18667423 \\h \u00145\u0015\u0015\n\u0013 HYPERLINK \\l \"_Toc18667424\" \u00143.\tACTIVITY MERL TABLE\t\u0013 PAGEREF _Toc18667424 \\h \u00147\u0015\u0015\n\u0013 HYPERLINK \\l \"_Toc18667425\" \u00144.\tACTIVITY MERL WORKPLAN\t\u0013 PAGEREF _Toc18667425 \\h \u001411\u0015\u0015\n\u0013 HYPERLINK \\l \"_Toc18667426\" \u0014Appendix One: Template for MERL Table with key definitions\t\u0013 PAGEREF _Toc18667426 \\h \u001413\u0015\u0015\n\u0013 HYPERLINK \\l \"_Toc18667427\" \u0014Appendix Two: Template for MERL Table (with examples in blue)\t\u0013 PAGEREF _Toc18667427 \\h \u001414\u0015\u0015\n\u0013 HYPERLINK \\l \"_Toc18667428\" \u0014Appendix Three: Template for Activity MERL Workplan\t\u0013 PAGEREF _Toc18667428 \\h \u001416\u0015\u0015\n\u0015\u0004\n\u000f\nOVERVIEW\nWhy do we need a MERL framework for the Activity?\nMERL frameworks are an important management tool for Activity Managers. The framework guides the collection and use of meaningful and timely information for:\nassessing how well the Activity is performing\nproviding evidence and learnings for decision-making and adaptive management (inflight adjustments) to maximise relevance, efficiency and effectiveness. The importance of evidence for decision-making and tracking results is highlighted in NZ’s Sustainable Development Cooperation Policy and\nassessing key contextual (e.g. socio-economic and political) factors that impact on MFAT’s engagement.\nWhat is the difference between MERL and reporting?\nMERL is not just about reporting to donors. MERL is primarily a tool for implementing partners to gather evidence needed to help manage, learn and make decisions about the Activity. This is particularly important to help navigate the Activity through risks, issues and uncertainties.\nA sub-set of the MERL information collected by implementing partners is used for accountability reporting to MFAT. MFAT uses the information in these reports to govern the Activity and inform 4 Year Plan (4YP) management and corporate reporting.\nThe relationship between MERL and accountability reporting is illustrated in Figure 1.\nFigure 1.\nPurpose of Activity MERL framework\nEvidence for implementing partner to manage, learn and make decisions about the Activity\nEvidence for accountability reporting to MFAT\nfor Activity management\nFor 4YP management\n\u000fWhat does an Activity MERL framework contain?\nThe Activity MERL Framework is aligned with the higher level MERL framework for the 4 Year Plan and consists of three inter-related components:\nA diagram of the theory of change that visually depicts the outcomes the Activity is seeking to achieve and how they link to 4YP outcomes. It is also a communications tool for engagement with stakeholders.\nAccompanied by a 1 page narrative summarising the problem analysis, key assumptions and risks underpinning the logic.\nSchedule of key monitoring, evaluation, and research tasks to collect the evidence\nIdentifies how the evidence will be used to support Activity management, learning and adaptation\nKey results indicators, baseline and targets for tracking progress of outcomes in the Logic Diagram, and\nOther evidence (including from research and evaluation) to address knowledge gaps, test critical assumptions, assess Activity value, impact\n\u000f\nA note about MERL for ada","cbCaivBOyUifkuAR","https://ap.wps.com/l/cbCaivBOyUifkuAR","docx",656183,17,"English","en",105,"# OVERVIEW\n## Purpose of this document\n## Why do we need a MERL framework for the Activity?\n## Difference between MERL and reporting\n## What does an Activity MERL framework contain?\n## A note about MERL for adaptive management\n# ACTIVITY LOGIC DIAGRAM\n## What an Activity logic diagram shows\n## Developing the logic diagram","[{\"question\":\"Why is an Activity MERL framework needed for Activity Managers?\",\"answer\":\"It guides the collection and use of meaningful, timely information to assess performance and provide evidence and learnings for decision-making and adaptive management.\"},{\"question\":\"How does MERL differ from reporting to donors?\",\"answer\":\"MERL is primarily a management tool for implementing partners to gather evidence to manage, learn, and decide about the Activity, while a subset of MERL information is used for accountability reporting to MFAT.\"},{\"question\":\"What are the three inter-related components of an Activity MERL Framework?\",\"answer\":\"A theory of change diagram, a 1-page narrative summarising problem analysis, assumptions and risks, and a schedule of key monitoring, evaluation, and research tasks to collect evidence.\"}]","Activity-MERL Framework Guidance v2 - 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