meal framework_psks__31_01_2016

January- 2016

Palashipara Samaj Kallayan Smaity

PSKS MEAL FRAMEWORK

1 | P a g e P S K S M E A L F r a m e w o r k

MEAL components

1. Organizational MEAL Unit 2. Accountability 3. Data Quality 4. Knowledge Management


Contents: Component Title Page No.

General Information

Acronym 04

Executive Summary 05

Background of PSKS 06

Mission, Vision, Objectives 06

Organizational MEAL Unit

1. Organizational MEAL Unit 08

1.1 Objectives of MEAL unit 08

1.2 Structure of Organizational MEAL: 08

1.3 Human Resource of MEAL 08

1.4 Amendment of MEAL framework 08

1.5 Role and Responsibility 08

1.6 PSKS proposes the below Framework of the MEAL unit: 09

1.7 Role and Responsibility of MEAL Coordinator 10

1.8 Role and Responsibility of MEAL Supervisor 11

1.9 Project/ Program Level MEAL Structure 11

1.10 Donor/ Partnership Project/ program MEAL 11

1.11 Own Funded Program 11

1.12 Participatory Monitoring 12

1.13 Thematic level: 12

1.14 Financing Background 12

Accountability

2. Accountability 14

2.1 Declamation: 14

2.2 Responsibility: 14

2.3 PSKS Framework 15

2.4 Information 15

2.5 Model of Accountability 15

2.6 Participation 15

2.7 PSKS initiates the following Media of Participation 15

2.8 Categories of Opinion sharing or participation: 16

2.9 Review/ Evaluation 16

2.10 Time line of Review/ Evaluation: 16

2.11 Category of Complaints: 16

2.12 Complaint and response mechanism: 17

2.13 Feedback Mechanism Chain: 17

2.14 Reporting & Documentation: 17

2.15 Leading guide line: 17

Data Quality

3. Data Quality 19

3.1 Characteristics: 19

3.4 Metric Management: 19

3.3 Objectives of Data Quality Standard: 19

3.4 Metric Management: 19

3.5 Characteristics of data quality include: 20

3.6 The Data Quality Improvement Cycle: 20

3.7 Roles & Responsibilities: 20

3.7.1 Executive: 20

3.7.2 Data Manager/ MIS Manager: 20

3.7.3 Matric Manager: 21

3.7.4 Data Supervisor: 21

3.7.5 Data Owner: 21

3.7.6 ICT Personnel: 21

3.7.7 Data Architecture: 22

3.7.8 Declamation: 22

Knowledge management

4. Knowledge management 24

4.1 Definitions: 24

4.1.1 Knowledge: 24

4.1.2 Implicit Knowledge: 24

4.1.3 Explicit Knowledge: 24

4.2 Knowledge Management: 24


Component Title Page No.

4.3 Knowledge Levels: 24

4.3.1 Individual/ position level knowledge: 24

4.3.2 Group level knowledge: 24

4.3.3 Organizational level knowledge: 25

4.4 Knowledge scope: 25

4.5 Knowledge Management Coordination Level: 25

4.6 Knowledge Domains: 25

4.7 Knowledge Management System 25

4.8 Knowledge Management Coordination 26

4.9 Ideal characteristics of KM: 26

4.10 Considering points of Knowledge Management: 26

4.11 Toolkit of KM of PSKS 27

Guiding principles

5 Guiding principles: 29


Acronym

DM : Data Management ED : Executive Director DMS : Document Management Systems FQA : Follower’s Question and Answer GoB : Government of Bangladesh HRM : Human Resource Management Manual ICT : Information, Communication and Technology IM : Information Management MIS- : Management Information System KM : Knowledge Management MEAL : Monitoring, Evaluation, Accountability and Learning MoU : Memorandum of Understand OD : Organizational Development OSP : Organizational Strategic Plan PCM : Program Coordination Meeting PSKS : Palashipara Samaj Kallayan Samity QM : Quality Management SMT : Senior Management Team SP : Strategic Plan ToR : Terms of Reference


Executive Summary

The global development work strategy by development organizations is to ensure Monitoring, Evaluation,

Accountability and Learning (MEAL) in program and organization level. PSKS is a development organization

implements different donor funded programs. This is why; PSKS thinks to implement MEAL to meet global

demand. For this purpose, PSKS developed a MEAL unit as an essential structure of the organization. It will

work independently within PSKS and ongoing programs to ensure program quality, accountability and to scan

out learning to use in organizational development. The principles of MEAL unite will give clear direction in

work and responsibilities. PSKS believes the unit will be a successful attention in management team including

Executive Director. MEAL unit awaits a systematic work and active use of monitoring purposes as because

the output and outcome product of the unit would help the organization a purposeful program quality

improvement. This is why PSKS management team could drive a culture of critical inquiry, transparency and

accountability through MEAL unit.

Monitoring is a regular 360 degree approach of PSKS that can produce reliable data for the purpose of reporting. This is why this framework highly priorities in data quality component. It will be strength of PSKS in account of donor, stakeholder and partners expectation. And in networking, collaboration and advocacy level will be more reliable. The purposeful use of the framework is: goal, mission and vision of PSKS will get a flavor conducting evaluation of programs or impact. The framework strategy agrees to monitor program in a minimum standard but not violating donor’s monitoring plan and process. If the unit thinks to set quality benchmark to measure programs then would develop monitoring checklist. The MEAL framework shows a clear picture of committed points of PSKS in terms of ensuring MEAL. Establishing effective accountability mechanisms is another crucial pillar of the MEAL approach, including transparent sharing of information about the organization and its objectives, and managing feedback & complaints from beneficiaries, stakeholders and constituents. Through MEAL system, PSKS must pay special attention to listening and responding to beneficiaries, and ensuring that their views are taken into account in program development and improvement. To confirm accountability, there are different media of complaints and feedback mechanism. And the framework provides the terms and definitions that PSKS is committed. Ensuring data quality is also important in MEAL system. Monitoring and evaluation system depends on both qualitative and quantitative data. Different terminology and definitions are given in this framework. To ensure data quality the framework categorizes the responsibilities in different layers. A data quality structure is included in the framework also. The framework has also a vital component of Knowledge Management (KM). In knowledge management component, knowledge management system is a tool kit and different levels of knowledge with definition. The essence of Knowledge Management brings new addition and creates more scopes and opportunities to work for orbiting different KM domains. Each domain covers own responsibilities for the wellbeing of PSKS.

(Mosharrof Hossain) Executive Director Palashipara Samaj Kallayan Samity Bashbaria, Gangni, Meherpur.


BACKGROUND OF PSKS: The organization (Palashipara Samaj Kallayan Samity) was established by some youths of village Palashipara of Tentulbaria Union under Gangni Upazila of Meherpur District on 15 February 1970 in order to enhance quality of life of the under-privileged people in the community. VISION: Improvement of public health situation and enhancement of standard of living of all including least advantaged Bangladeshi population. MISSION: PSKS, a non-government and non-profit voluntary organization, strives to enhance empowerment, socio-economic status of all including least advantaged Bangladeshi population by developing their individual potentiality and to attain organizational self-reliance by promoting management capacity and mobilizing local resources in south-west region of Bangladesh. VALUES: PSKS is for all including the least advantaged.


1. PSKS MEAL Unit


1. Organizational MEAL Unit PSKS proposes a Monitoring, Evaluation, Accountability and Learning (MEAL) unit lead by a MEAL Coordinator and there are one or more MEAL officers (as per demand of the unit). The officers hold as a supervisor of programs MEAL department. MEAL unit distributes the programs of PSKS among the officers equally. The officers compile MEAL findings and report to the MEAL director. The MEAL director will call quarterly MEAL workshop of the organization and all MEAL policy will develop by the Director of MEAL.

1.1 Objectives of MEAL unit The MEAL unit is a core concept of PSKS. The organization implements different programs in field to meet its goal. This is why the MEAL unit will provide update status of the programs whether the programs run according to the programs objectives committing the organizational objectives. It will help the organization to revise implementation plan and to develop strategic plan of the organization. The products of the MEAL unit will be an asset of organizational report and documentation. All the products of the unit will preserve in Knowledge management and documentation unit. It categories the objectives-

a) Regular and periodical track programs b) Update information of programs willing of the organization’s will c) Raw materials of organization’s report and documentation d) Coordination cell of organization & donor compliances e) Guidance of strategy development of the organization f) Store House of peoples’ voice and use the learning in policy level

1.2 Structure of Organizational MEAL: [Figure- 1- MEAL officer will be MEAL Supervisor of Program level MEAL] 1.3 Human Resource of MEAL MEAL Coordinator maintains all kinds of Human resource development activity of the MEAL unit except recruitment process. All recruitment does as per organizational HR policies. If MEAL unit thinks to provide a representative in preliminary test and vi-voce then can provide as per requisition of HR. 1.4 Amendment of MEAL framework Any amendment of MEAL framework will be happened after getting bail from ED If MEAL unit thinks so. 1.5 Role and Responsibility The unit will have specific role and responsibility as it will be an independent unit under the supervision of Executive Director of PSKS. The Director of MEAL will be a member of SMT. The director of MEAL will get permission from ED of PSKS to organize a MEAL workshop to develop MEAL tools of the organization. (On the MEAL workshop day MEAL director will be only the convener not SMT member.) If it requires additional tools to incorporate considering the nature of programs, it may include. SMT or OD team leader will also be present in the workshop that will place the requirement of the organization’s Accountiblity and Learning management issues specially set indicators and tool for monitoring and evaluation of strategic plan of the organization. In the workshop, If SMT feels need of the head of the programs, they will be invited. In implementation level, the unit will organize basic/ refreshers training/ orientation for organization’s staff. (e.g. MEAL staff, Management Staff).

MEAL Coordinator

Project/ Program MEAL

Focal

MEAL Officer/MEAL Supervisor

Program MEAL Focal


1.6 PSKS proposes the below Framework of the MEAL unit:

Activity Definition Means of Verification

Outcome Responsible Frequency

MEAL Operational Plan

A plan for operation consisting budget.

Activity Plan Ongoing MEAL activity

MEAL unit Annual

MEAL tools Develop

Organization will select few tools and will set Indicators to measure its goals and objectives

MEAL workshop

Organization will measure its strategic plan

MEAL unit Every two years

Review Workshop

Review workshop is that intervention of an organization which helps the organization to visit the ongoing programs. It requires programmatic information like Activity VS Achievement and Behind with causes.

Workshop Revise or amendment any implementation policy. The learning and sharing is a part of the accountiblity between program and organization.

MEAL unit Yearly

Program Coordination Meeting (PCM)

Program Coordination Meeting is an update version of an organization to regularly monitor the programs. PCM requires programmatic input, output and outcome level indicator. And SP

monitoring outcome and lesion learnt

Meeting Organization will measure the indicator for its focus area and enrich learning outcome. This is a part of regular monitoring of the organization.

MEAL unit Quarterly

Organize training/ orientation

To execute MEAL plan in filed as MEAL unit will organize training or orientation for staff.

Training/ Meeting

Scale up PSKS MEAL knowledge Adaptation MEAL framework by staff

MEAL unit Need based

Learning and documentation

Few monitoring Indicator will give information which is more reliable activity considering different circumstances, situation or believes. It will get additional learning from Review and PCM.

A short report Acknowledge from Central Knowledge Management

MEAL unit Annually

Program based MEAL

Every program will have an operational MEAL plan considering PSKS MEAL operation.

Program MEAL Plan

MEAL operation from Organization to Program

MEAL Unit Regular

Assessment/ Study or survey

To find out any cases in working area PSKS will operate assessment/ Study or

Assessment/ Study or survey plan

Report MEAL Unit Need Based


Activity Definition Means of Verification

Outcome Responsible Frequency

survey

Accountability Operation

PSKS Accountability Will be under MEAL unit

Accountability Component

Functional Components

Accountability Personnel

Regular

Internal and External Compliance meet

MEAL unit will meet all kinds of MEAL compliance of donor as a representative of PSKS

Donor requirement

Report MEAL unit Regular

Organizational Monitoring Report

As per thematic and cross thematic area of PSKS, the unit will develop a monitoring report

Report Strategic level measurement

MEAL unit Annually

Different monitoring tool develop

As per need of PSKS, the unit will develop different kinds monitoring tool

Tool Field visit report or any

MEAL unit Need based

Program quality marking

All ongoing program will be classified by the unit according monitoring indicator

Red, Green, Yellow, Blue color

Identification of program quality

MEAL unit Annually

Field visit As per benchmark tool the unit member will randomly visit selected field

Field visit report

Program track MEAL unit Regular

Desk Reviews and Data Collection and Analysis

Visit or synchronize of different sources learning, knowledge, information, data, success etc. will be documented as knowledge management system.

Documentation

Element of KM

MEAL unit Regular

1.7 Role and Responsibility of MEAL Coordinator

Lead MEAL team MEAL director is the head of the unit. He will lead the unit in favor of the organization. He will be independent to prioritize the need of monitoring activity. The MEAL officers will hold office as per design of the MEAL director.

Lead Assessment, Survey or situation analyze If organization plans any assessment, survey or situation analyze work, the MEAL Coordinator will lead the work as per requirement of the SMT and ED.

Organize MEAL tool development workshop There would be two kinds of tools of MEAL. One is for monitor the programs and another is to monitor strength of the organization. The tools development orientation will be organized by MEAL director. Getting help of the MEAL and OD tem, MEAL tools will be developed.

Organize Quarter/ Annual/ periodical Review workshop MEAL director will organize Quarter/ Annual/ periodical Review workshop which will be a part of accountiblity to organization and update information for the organization.

MEAL tool printing MEAL tool will be print by closing observation of the MEAL director.

MEAL plan develop and execution MEAL director will lead to develop MEAL plan and execution in filed

Data collection, Data analyze and Report generate & sharing As per the MEAL tool, the director will collect data from MEAL officers or via program MEAL offices. He will lead to compile the data, analyze. He/ She will generate a report for organization and it will share in different level.


Ensure quality of data Data quality insurance is another important activity of the leader of MEAL. He will develop technique to ensure data quality with his/ her team.

Regular Feedback giving to the programs The head of the unit will provide all feedback as per the field finding of MEAL officers or his/ her own.

Organize training/ orientation The unit head will organize Training or orientation for the newly recruited staff or refreshers training. MEAL related any training should have an approval from MEAL director.

Meet Donor Compliance He will meet all donor compliance as the representative of the organization.

Field visit The unit head will expense 30-40% field visit.

Accountability of focal person He will lead accountability mechanism of the organization. He will receive monthly accountability report from filed.

Lead Feedback Mechanism As per accountability report, he will be responsible to give feedback to the complainer/ petitioner.

Report to the Executive Director Executive director will be the supervision of the MEAL director. All the works will be happen by the name of the executive director.

1.8 Role and Responsibility of MEAL Supervisor

Supervise Program level MEAL Activity MEAL Supervisor will be act as Supervisor of Program Level MEAL officer. Program level MEAL officer will come an account under Organizational MEAL unit as per design of MEAL structure.

Develop Program Level MEAL plan and get approval from MEAL Coordinator MEAL Supervisor will develop/ revise program level MEAL Plan considering donor requirement. The plan will be approved by MEAL Coordinator. The Plan will be shared with donor by the MEAL Coordinator/ respective Program director/ Program MEAL officer.

Regular Field Visit MEAL Supervisor will visit field regular basis. 70-80% field visit would be ensured by the officers.

Data Quality It is a major responsibility of the MEAL officer to check & ensure data quality in programs as per design of program level MEAL framework.

Process monitoring The MEAL Supervisor will ensure process monitoring in field.

Monitoring report develop MEAL Supervisor will develop regular field monitoring report.

Documentation MEAL Supervisor will document all the learning of the field.

Report to the MEAL Coordinator MEAL Coordinator is the supervisor of the MEAL Supervisor. MEAL Supervisor will report to the MEAL Coordinator

1.9 Project/ Program Level MEAL Structure All implementing programs of PSKS whether it is donor/ partnership and own funded should have a MEAL structure. 1.10 Donor/ Partnership Project/ program MEAL If the program is donor/ partnership funded, the MEAL officer will lead all kinds MEAL activity as per program design. As per implementation ToR/ Activity plan, program based MEAL activities will operate. If organization requires any input in the program MEAL plan while it design, it may include. And the MEAL will be under the organizational MEAL procedure. 1.11 Own Funded Program If PSKS implements its own funded program, the MEAL will be as the program requires. This MEAL will be under the MEAL unit of the Organization.


1.12 Participatory Monitoring: A participatory approach; from program design, implementation and monitoring & evaluation, a participatory approach will promote in PSKS thus it values stakeholders’ ownership, commitment and strong capacities. The M&E process should respect the voice and perspective of all key stakeholders.

1.13 Thematic level: MEAL unit will measure with indicator and tool thematic and cross thematic level of PSK. 1.14 Financing Background The MEAL unit is the core unit of PSKS. The employees of the unit are core staff of the organization. PSKS will provide all financial support from its own fund mechanism to make well function the unit. As the unit ensures functional MEAL activities in programs, PSKS may propose the donors of a partial allocation for the unit. This is why PSKS will create a budget provision for the unit for all running program. In organizational annual budget, PSKS will allocate a budget to conduct different assessment/ orientation/ workshop and arrange for printing, stationary, documentation, management cost etc. as per annual MEAL plan of the MEAL unit. SMT will propose a budget to OD team and then OD team will forward to ED and ED will finally approve the budget. The financial transaction will control from general financial unit of the organization and general financial unit will coordinate all financial management for the unit.


2. Accountability


2. Accountability: Accountability is a process through which an organization makes a commitment to respond to and balance the needs of stakeholders/ beneficiaries in its decision-making processes and activities, and delivers against settled commitments and powers. It will make a balanced relationship between organization and the people with whom and for whom it runs. As a result the voice of target people can easily reach to the organization which helps the organization to put the best emphasize and priority. By the definition PSKS says, “Accountability is for the people who will be well informed about policies, programmers and projects by putting the best available opinion, judgment, evidence etc. at core concept in development and implementation". PSKS confesses that it would not be possible to be equally accountable to all groups at all times. Rather, it would be confirmed through parallel approach. And key stakeholders/ beneficiaries need to be prioritized taking into account influence, responsibility and representation. 2.1 Declamation: PSKS sees the below terminology-

a) Stakeholders: Individuals and groups that can affect or can be affected by an organization’s policies.

i) Internal stakeholders – Individuals or groups that are formally part of the organization

ii) External stakeholders – Individuals or groups who are influenced by organization’s decisions and activities but who are not formally part of the organization.

b) Beneficiary/ Target group- Individuals or groups who are influenced by organization’s decisions & activities and who are under the organization’s implementation/ services.

c) Partner or Donor- The individual/ organization/ federation who meet(s) in an agreement with PSKS to obtain a program area/ business/ charity.

d) Influence: Influence is about more than how much power stakeholders have to bring about change within PSKS (those that can affect). It is also about the degree to which the needs and interests of stakeholders who do not have the power to influence. PSKS should be taken into account because they are integral to a specific project or key to the organization’s success.

e) Representation: This comprises the legitimacy of a representative (i.e. the range to which PSKS truly represents its constituents’ needs and interests), and the number of constituents that it represents.

f) Internal Accountability- PSKS believes all employees should be accountable to his/ her duty and to the organization. PSKS also amplified all kinds of accountability to its employees. Internal accountability will be treated as well as external accountability. Internal stakeholders are partially relevant to this code.

g) External Accountability- As well Internal stakeholders, External stakeholders is partially relevant to External Accountability.

2.2 Responsibility: PSKS has different levels and types of responsibility to different stakeholders. The below chain would be its core concept in terms of accountability-

a) Administrative (GoB) - Regulatory responsibility to the state to comply with certain regulations b) Partner or Donor- Contractual or legal responsibility to other organizations, donor or partners c) Financial- Financial responsibility to donors or shareholders to ensure that their money is used as per

agreement. d) Beneficiaries/ Stockholders- Ethical or moral responsibility to Beneficiaries/ Stockholders. , either

they are directly or indirectly dependent on the organization and affected by it; or because they are integral to the organization’s mission, vision and values.


2.3 PSKS Framework The PSKS framework unpacks accountability into four dimensions: information, participation, evaluation, and complaint & response mechanisms. These enable PSKS to give an account to, take account of and be held to account and the reflection will excel organization’s proactive or reactive approach. To be accountable, PSKS will integrate all dimensions into its policies, procedures and practices, at all levels and stages of decision-making and implementation, in relation to key stakeholders. 2.4 Information The provision of accessible and timely information sharing is to stakeholders and opening up of organizational procedures, structures and processes to their assessment. PSKS believes information clears transparency that refers to an organization’s openness about its activities. And it would be like ongoing dialogue between organization and stakeholders over information provision. PSKS allows the below extents-

a) Basic Information- Stakeholders, participants, constituents, beneficiaries will be informed about basic information of PSKS.

b) Goal and objectives What the organization is doing for the people of south-west part of Bangladesh will be clear to the stakeholders and other target group.

c) Working process It refers to what PSKS does for reaching its goal and strategic objectives.

d) Access Stakeholders, constituents, beneficiaries will reach to PSKS by giving opinion & suggestion, informational request and activities.

e) PSKS Law and Regulation Stakeholders, constituents, beneficiaries will get clear message about provisions which PSKS deserves in operating by using its policies, whether it is conforming to relevant standards, and how its performance relates to targets. 2.5 Model of Accountability 2.6 Participation This is a process through which PSKS enables key stakeholders to get active contribution in decision making and operation of activities. For this, PSKS wants to understand the need and interests of key stakeholders. This is best achievement through engagement and a participatory approach to decision-making and engagement at the operational level, the policy level and/or the strategic level. PSKS is committed that accountability must enable stakeholders’ input into the broader organizational policies and strategies and also engagement to operational issues. Participation must lead to change; it has to be more than acquiring approval for, or acceptance of, a decision or activity involving stakeholders in the implementation and evaluation of that decision. 2.7 PSKS initiates the following Media of Participation

Sl Modality Definition Review

1 Invitation

If PSKS thinks potential participation of a specific individual/ institution/ organization then they will be invited in any planning or policy level meeting/ orientation.

2 Selection Process

When a program will be planned/ designed or any event will be organized for a specific area for specific target group then PSKS could think participation of that specific group.

3 Meeting/ Orientation/ Stakeholders, constituents, target group will be involved in any

Stakeholder

PSKS

GoB

Constituents Donor


Sl Modality Definition Review

Seminar Meeting/ Orientation

4 Letter Communication People could reach PSKS through formal letter communication and response

5 Opinion Box In working area PSKS will set up Opinion Box.

6 Reporting Form Verbal opinion, complain and/ or suggestion will be recorded in prescribed reporting form.

7 Hot line number PSKS will establish a hot line number that will be open from 9:00 AM to 5:00 PM on official Days only.

8 Facebook ID PSKS will run Facebook ID

9 E-mail PSKS will open and maintain an E-mail account

10 Updating organizational website

In organizational website, PSKS will create a tab of FQA (Follower’s Question and Answer)

(N.B- A leaflet publication incorporating all the above modality of accountability will be published for message dissemination) 2.8 Categories of Opinion sharing or participation:

Sl Nature of Opinion or Participation

Definition Example

1 Program Planning Individual, group, Community or institution place structural opinion/ participation which would strengthen the program design

Pre-School will run by SMC or Community People managing Fund from local community. They seek only logistics support.

2 Suggestion A message/ statement that will give a positive impact to the organization.

To stop Child Marriage from community needs awareness raising campaigning in community

3 Satisfaction/ Approval

A statement that will help the organization in operational validity receiving satisfactory message as approval from the constituents

Black Bangle goat farming scheme is a profitable intervention in poor community

2.9 Review/ Evaluation: PSKS ensures Review/ Evaluation learning from community, accountiblity for the community, its performance that it is achieving goals and objectives and meeting agreed standards. It will allow giving an account of performance and impact, enabling stakeholders to hold it to account for what it said it would achieve. The evaluation process and the results will help ongoing activities and future decision-making, providing the information that will allow improving its performance. 2.10 Time line of Review/ Evaluation: End of every planning year will have a review and every strategic year will have an evaluation. All the complaints and responses will be evaluated in onward for lesson learnt and ensuring feedback. 2.11 Category of Complaints: PSKS will address 6 kinds of Complaints. These are:

Sl Nature of Complain Definition Example

1 Request of Information Information about organization or program Programmatic goal, participant, services, donor, funding source, programmatic area etc.

2 Request for Help Request for programmatic help under program modality or general

Water Treatment Plant as a measure for arsenic mitigation

3 Minor Dissatisfaction Minor miss leading or mistakes or carelessness, miss-follow up etc. are defined as Dissatisfaction.

For nothing exasperation of 2-3 hours waiting while receiving loan or paying installment.

4 Major Dissatisfaction Programmatic planning level dissatisfaction is Input of low quality logistics,


Sl Nature of Complain Definition Example

measured as Major Dissatisfaction. beneficiary selection, risk factor for the beneficiaries or plan which are combated with geographical or eco-social condition

5 Breaking PSKS culture Activates done by PSKS staff are negative compliance as per HRMM, Finance & Admin Guideline, Gender Policy or PSKS culture

Gender compliance, Child Safeguarding Policy, Fraud cases, bribing, miss behavior etc. happened by PSKS staff.

6 Out Reach Complain Occurrence done by any other Development agencies, individuals, group etc.

A child has been abused by a man. If complainer complain it to PSKS for getting an action.

2.12 Complaint and response mechanism: Enabling stakeholders to seek and receive response for complaints and alleged harm is a critical aspect of accountability. This is the mechanism through which stakeholders can ask PSKS to an account by querying a decision, action or policy and receiving adequate response to their grievance. Transparency, participation and evaluation processes should be used to minimize the need for complaint mechanisms. Each of these dimensions are necessary for accountability, while alone none are sufficient. Meaningful accountability is not only complaining but also ensures feedback and evaluation. 2.13 Feedback Mechanism Chain:

Actor Action

Field level 1. Field level staff will be focus point of Feedback Mechanism 2. Possible cases will be handled by Field Level Staff 3. Every complain, Opinion, suggestion will be reported to Senior Management

Program/ Project office

1. Program/ Project Office will be the functional point of Accountiblity of Feedback Mechanism 2. Every Cases will be reported to Head Quarter MEAL unit 3. Possible cases will be handled by Program/Project Office 4. A partial portion of Information, participation etc. will be execute by the offices 5. Program/ Project Office Head will be the focal point of Accountability with assistance of program MEAL personnel

Head Quarter 1. Head Quarter will lead Accountability Component under MEAL unit 2. Component Personnel will be the representative of organization 3. All cases will be documented and will have a response 4. Develop Accountability Mechanism 5. Organize Accountability Orientation 6. Logistics development 7. Develop Accountability plan and Budget 8. Monitoring and evaluation 9. Accountability for annual report preparation

2.14 Reporting & Documentation: Accountability Component will generate an annual report. The report will contain the paragraphs-Number cases, categories, feedback status, reporting level, public opinion, suggestion, participation, changing accords, monitoring and review results, lesson learnt etc. 2.15 Leading guide line: Accountability is an inbuilt component of MEAL unit. All operational guidance will be approved by the MEAL Coordinator on behalf of Executive director of PSKS. Accountability component manager will be reportable to MEAL Coordinator.


3. Data Quality


3. Data Quality Data quality is a perception or an assessment of data fitness to serve its purpose in a given context. It is necessary to apply continuous oversight of quality of data and information in order to ensure effectiveness and efficiency of operations and control related to Management Information System and Data Management. It will cover reliability of financial and management information; security of data, report and information and will be an achievement of strategic goals effectively. The framework can be applied to all data collections within direction including databases, systems, registries and reports. The framework applies to all staff that creates, modify, use and interpret data including executive, management, data management, clinical and administration. It will help decision making process. This is why ensuring data quality framework finds value in the provision of healthy Data quality practices. It should be maintained through the full lifecycle of data within PSKS. 3.1 Characteristics: PSKS articulates the below characteristics of Data:

Self-data/ Metadata- When the element of data becomes data in data metric define as self-data. Like any attendance of participants or data of data. Owner’s data- When a datum is inputted in matric for beneficiary, it will define as owner’s data.

Input Data- the Data which are staged in matric for the organization, it will define as input data.

Output data- When the matric holder produces a complete matric of data is called output data.

Outcome data- When matric holder’s data forwarded to the matric manager and matric manager prepares if for reporting data it is defined as outcome data.

Reporting Data- As per the program nature, requirement and data monitoring matric, when a data matric becomes ready for report by matric manager to data manager is called reporting data.

Organizational data- When organization requires specific data with data matric is called organizational data.

Incoming data- When any data resumes in the organization it will define as incoming data

Outgoing data- When organization uses any data for collaboration, networking, advocacy, building partnership etc. it will define as outgoing data.

Survey data- The data which will produce by any survey or study will define as survey data for the organization.

3.2 Definition:

Matric owner- The person who cares the data matric will be defined as matric owner.

Matric supervisor- The responsible person who regularly guide matric owner, monitoring the data matric and having clear concept and definition of the data matric is called matric supervisor.

Matric manager- The manager who bears authority to make a final product of data and process for reporting data is called matric manager. He/she will have knowledge about nature of data, explanation of data, decision making capability, data follow etc.

Data manager- The responsible person who dials all kind of responsibility to data coordination, supervision, processing, synchronizing, analyzing, represent etc. in favor of the organization is called data manager. Data manager will guide and clears definition of data. Data integration is a cross cutting responsibility of the data manager. Rather, every program would have data integration.

Metric-Metric is a stander measurement against information.

Data- Data is a collection of facts from which conclusions may be drawn. 3.3 Objectives of Data Quality Standard: The objective of data quality standards is to ensure information of the following management requirements for quality.

Actual decision on fact;

Assist in prioritizing corrective action;

Assist in determining the source of quality problems;

Affirm or deny that solutions, achieve or exceed intended goals; and

Provide clear achievement status of a program. 3.4 Metric Management: All metrics will be used for information of quality measurement and reporting should meet the following criteria:

All metrics that are routinely reported within PSKS should be adequately controlled;

Agreed matric for data collection will be properly documented.

Duties of data collectors will properly be divided

A smooth data management system (MIS).

http://searchdatamanagement.techtarget.com/definition/data


3.5 Characteristics of data quality include:

Accuracy: Every stage holder should be care of accuracy of data metric.

Completeness: Complete data bears data quality.

Update status: Regular monitor and track the data to get update status.

Relevance: Every data should be relevant to information and standard.

Consistency across data sources: Every data source should be reliable and confident.

Appropriate presentation: Appropriate presentation will ensure data quality.

Accessibility: Data should be user friendly, meaningful and standard characteristic. 3.6 The Data Quality Improvement Cycle: The data quality improvement cycle addresses the process, model and methodology in data management as a part of data quality initiative. It is an iterative approach that consists of a number of phases or stages of analyzing and assessing input, throughput, and output while continually moving to improve the quality. 3.7 Roles & Responsibilities: Data quality is the responsibility of every staff in respect to their core role within the organization. The day to day activities of staff across the organization generate an enormous amount of data and information used to inform organizational achievement, operations, management, planning and research. The data quality framework describes specific roles and responsibilities in the application of tools like the data quality improvement cycle. The data quality improvement cycle is designed not only quality improvement of data but also a general quality improvement initiative. It is important to note that a staff may have more than one role at a time and that the role may change for different data quality initiatives. 3.7.1 Executive:

Lead and promote the development of a data quality culture throughout the organization. 3.7.2 Data Manager/ MIS Manager:

Ensure data quality framework and policies,

Provide the necessary resources to ensure data quality,

Encourage data quality component from the beginning of any program,

Provide direction and prioritize quality improvement of data

Promote data quality and embed best practice into work practices,

Ensure relevant data standards,

Ensure data are appropriately sourced and documented,

Provide guidance on data quality issues and problem resolution,

Review and report on data quality,

Conduct root cause analysis of data issues,

Information Lifecycle

Classify

Create

Dispose

Transfer

Process

Store


Identify ways to improve data collections and data assess proactively.

Data input in database and data management system carefully

Use update data software

Data transfer to relevant agents

Help MEAL department

Meet organizational need

Systematize data cross check strategy

Integrate programmatic data from program head/ program data responsible person

Conduct training/ orientation to skill up employees 3.7.3 Matric Manager:

Disseminate data quality issues among the appropriate stakeholders.

Ensure system documentation and data quality framework.

Provide report on compliance with the data quality framework to Data Manager,

Assist in development of data quality infrastructure, strategy, and policy,

Provide feedback to Data Supervisor, Metric owner, trainers to help develop best practice,

Assist in root cause analysis of data issues.

Possess any data metric for reporting data 3.7.4 Data Supervisor:

Promote data quality,

Report data quality issues as they are identified to the appropriate manager,

Participate in data quality education activities,

Address feedback regarding data quality from management and participate in the resolution of issues as appropriate.

Regular monitoring and supervision to data owner.

Help the Data owner 3.7.5 Data Owner:

Ensure that data are captured and validated,

Ensure that data are correct, current and complete,

Ensure that data are entered as close to real-time as possible,

Participate in data quality training,

Meet feedback and findings regarding data quality from management 3.7.6 ICT Personnel: (Any staff member that provides ICT support developing of organization’s website or any assistance)

Use accurate data to meet requirement of appropriate stakeholders or open to all

Address timely donor’s or stakeholders’ requirement

Update systems of data processing for avoiding errors in data preservation

Identify the issues that may impact data quality,

Make error free data with help of data manager and executive authority


3.7.7 Data Architecture: 3.7.8 Declamation: Nothing could be changed in the PSKS Data Quality Framework without any authorization. It will require an amendment considering PSKS strategic plan or changing modality of the operational framework. Though there is a same concept about data management and monitoring but these two systems are different in methodologies and practices. Monitoring and Evaluation component develops indicator and tools to give message to program. It is also within data. But data have an independent methodology to assist monitoring system while Data Management is a standard form of MIS.

Information Management Architecture

Data System Data Management Data Integration and

compile Information Delivery

Security/ Internal Control

Data Quality

Data collection

Practices (Solution, Methodology, Roles, Accountability and Practices)


4. Knowledge Management


4. Knowledge management: Knowledge management is a high priorities concept of PSKS. To sustain in this faster situation organization should have preparation in knowledge management. Since the beginning of PSKS 1970, knowledge management marches throughout the organization’s culture. But, a systematical knowledge management was a demand. PSKS believes the beauty of Knowledge Management (KM) brings new addition and creates more opportunities. Sometimes it becomes very difficult of KM. Afterwards, PSKS works for orbiting different KM domains. Each domain covers own responsibilities for the wellbeing of PSKS. 4.1 Definitions: In the domain of KM, multiple attempts to categorize, classify, and define knowledge and related terms have been undertaken in the past and are still questioned, widened or changed presents an overview of development. The following set of terms is used in this document: 4.1.1 Knowledge: A common expression for knowledge is "information in action". It is pointed out that knowledge is context-specific. But it is an overall term without making difference between wisdom, intelligence, creativity etc. i.e. information applied for a purpose. Knowledge can have various shapes. There are two kinds of knowledge- Implicit and Explicit knowledge. 4.1.2 Implicit Knowledge: Implicit knowledge is knowledge in the human mind and it is difficult to externalize or mediate i.e. Facilitation Skill. Implicit knowledge can be transferred throughout any direct face-to-face communication between people or by transmitting it into explicit knowledge. Implicit knowledge takes place by reading and understanding of explicit knowledge, understanding a situation/ context, study, research or any intellectual practices. 4.1.3 Explicit Knowledge: Explicit Knowledge is formalized knowledge, i.e. knowledge recorded as video, in a document, etc. Explicit knowledge usually covers part of the original tacit knowledge but is not a full representation of it. 4.2 Knowledge Management: According to the above definition of knowledge, KM is the overall task of managing the processes of knowledge creation, storage and sharing, as well as the related activities. Purposefully PSKS will have KM system for identification of the current state, the determination of needs, and the improvement of affected processes in order to organizational development and sustainability. There are three main aspects in knowledge management of PSKS. The first is the management of general conditions in the organization i.e. PSKS’s different culture will enclose in PSKS environment. The second is the provision of assistance for the direct, inter-human KM processes, i.e., communication. The third is the management of manpower for next generation, power delegation, accountability, access and documents. Due to KM ranging under these different dimensions, it has to take into account or incorporate such activities as Organizational Strategic Plan, Document Management Systems (DMS), Human Resource Management (HRM), Quality Management (QM), Data Management (DM), and Information Management (IM), which all relates to KM. 4.3 Knowledge Levels: The following different levels of knowledge can be differentiated. Firstly, a distinction has to be made between internal and external knowledge. Internal knowledge is adapted to the specific needs of an organization, while external knowledge is on a more general level. If PSKS thinks that external level knowledge needs to adapt inside organization then it would be utilized inside an organization before. Secondly, knowledge levels in PSKS can be differentiated according to the holders: individual/ position/ group, and organizational levels. 4.3.1 Individual/ position level knowledge: Position and responsibility based knowledge practices is defined as individual/ position level knowledge. 4.3.2 Group level knowledge: Group knowledge is the combined knowledge of a team, e.g. being more than the sum of the knowledge of all team-members. PSKS believes working in a group or team. The variety of knowledge of individual/ member results a new knowledge.


4.3.3 Organizational level knowledge: Organizational level knowledge notes a special kind of group knowledge as it describes knowledge formed by all the members of an organization. It is the overall know-how of an organization including all the different activities taking place in it. 4.4 Knowledge scope:

Knowledge scope has two branches- Vertical and Horizontal.

Vertical- the Vertical differences varies in line of hierarchy. Junior level employee would get knowledge direction from supervisor position.

Horizontal- Senior Management will get direction from executive level knowledge. Like- HRM, Finance Control, Monitoring unit, implementation strategy, networking etc.

Another classification of knowledge level is Basic and Higher level.

Basic Level knowledge is a general knowledge about PSKS and position wise input. But, higher level knowledge is about whole systems, procedure and policy compliances. It is specialized as depth of knowledge.

4.5 Knowledge Management Coordination Level: 4.6 Knowledge Domains: Domains can address different knowledge holders, knowledge scopes and knowledge depths. A proper determination of knowledge domains is important for the success of KM activities, as different knowledge depths will have different requirements on the knowledge processes. 4.7 Knowledge Management System: A Knowledge Management system is the overall product produced when the KM process model is applied. It consists of a number of KM domains and according, defined KM processes that are linked with other organizational processes, and it incorporates tools and techniques to be used in these. This includes co-ordination processes for the tracking and possible modification of the operational processes. Thus, a KM system is a complex unit of different layers (co-ordination processes and operational processes for each KM domain) dealing with the different aspects of KM: influencing culture, facilitating creation and sharing of knowledge, providing tools and methods, and monitoring KM processes.

Senior Management Level Knowledge

Hie

rarc

hy

lev

el K

no

wle

dg

e

Executive Level

Knowledge

Basic Level of

Knowledge

Higher Level of

Knowledge

Depth of Knowledge


4.8 Knowledge Management Coordination: 4.9 Ideal characteristics of KM:

Program Focus knowledge: Capturing program nature or donor organization’s compliances will be a implicit knowledge of PSKS.

Personal responsibility for knowledge: Support every employee of PSKS in identifying, maintaining and expanding his or her knowledge.

Intellectual-asset management: Special Publication/ branding or any works/ culture of PSKS will have a patent that will be the organization’s intellectual assets.

Socialization/ Culture (implicit - implicit): Tacit knowledge is shared among individuals allowing the creation of new knowledge. It would be a culture of learning, where new ideas are honored and rewarded,

Externalization (implicit - explicit): Tacit knowledge is formed into explicit knowledge by the creation of concepts.

Combination (explicit - explicit): The created concept is justified through a combination with existing knowledge.

Internalization (explicit - implicit): The new external knowledge will be shared within the PSKS. These practices will create tacit knowledge from the explicit knowledge by internalization.

4.10 Considering points of Knowledge Management:

People- Attitudes, Sharing, Innovation, Skill, Team Work, Motivation, Organization, Vision/ Objectives, Communities Standers etc.

Technology- Data Storage & Formats, Networks, Internet, Data Analyze, Decision Tools and Automation Standers.

Process- KM Flows, Integration, Best Practices, Intelegence etc.

Trust- Trust is an important domain of KM.

Knowledge

Store

Identification of

Need for Knowledge

Knowledge

Creation

Knowledge Collection and

Justifying

Sharing of

knowledge

Culture/

People

External Outgoing

PSKS

PSKS PSKS


4.11 Toolkit of KM of PSKS

Tools Definition Method Means of Verification Frequency Responsible Risk Management

Implicit knowledge Nursing

Implicit Knowledge is an essential and bone strategy of KM. 1. Potentialities of Employees will be appraised by PSKS by annual increment/ sessional increment, awarded, promotion, power delegation, workforce analyze etc. 2. New potential position creation and recruitment

1. Increasing salary scale, promotion, certification, prize giving etc. 2. Find out the lacking of KM and recruitment or promotion of staff 3. Training

1. Less drop out of potential employee 2. Lack of knowledge management domain will be fictional 3. Organizing Training

1. Annually or sessional or after any intervention or event 2. Need based 3. Annually

1. Executive Knowledge Management level 2. OD team 3. Specific Unit

1. Not voided of HRMM 2. Fund creation 3. Fund Creation

General KM Environment

A common knowledge on organization would be developed throughout the organization i.e. working area, achievements, programs, donors etc.

Ensuring Reading documents

Individual Interview Regular Each program head Regular Monitoring

Communication Communication and Coordination between the supervisor and supervisee or SMT and Executive KM

Fast growing response Proper understanding about any polices and procedure of PSKS or any planning strategies

Need based Respective Domain Not voiding Level procedure

Knowledge Creation

There would have two kinds of knowledge creation- one is external requirement and another is any piloting or any lesson learnt or learning tour/ training

External knowledge will be analyzed considering PSKS Practices whether it would be tolerable and adaptable or not. Second one also will be prescribed for KM Training/ tour

Changed code of PSKS Polices like HRMM, Financial and Admin Manual etc. New intervention/ Enterprise

Need based OD team SMT

Approval for amendment by EC Approval from EC

Innovation Inside of PSKS, any innovative works will get priority in higher level KM

Such kind of employee search and develop a model

Revision of any old culture/nature

Actual Executive KM Sustain such employee(s) in organization

Documentation Learning, achievements, strategy, manual, framework,

Preservation of report, Collection of videography,

Central and Field offices based archive

Regular Respective Project head and central

1. Final and approved documents


Tools Definition Method Means of Verification Frequency Responsible Risk Management

case study, success story, MoU, ToR, Policies, Report, videography, photography, handicraft, logistics etc. should be documented.

photography, logistics etc. Documentation and Publication Unit

2. Purposeful logistics/ content, 3. Traditional elements 4. Focus Photography, 5. Event or publication or elementary videography

Archive Organization will have a KM archive where all kinds of document will be stored and in need the archive will provide all support

1. Establishment of Documentation and Publication Unit 2. OnNet Drive/ Sky Drive/ Drop box 3. Soft copy Preservation in hard drive 4. Hard copy preservation 5. Project Office based documentation system and 6. Display

Documentation and Publication Unit

Regular Documentation Unit and Project manager

1. Published and shared documents 2. Correct Data

Reading Documents

1. For general Knowledge about PSKS, every employee must read document like HR MM, Program manual etc. 2. JD of employee must be read

By reading and understanding

General evaluation by Supervisor

Quarterly review and regularly in few cases

Respective Supervisor

1. Priorities and selection of topics 2. Not breaking special event schedule

Mentoring & Sharing

Sharing knowledge in individual or team of employee among programs or within a specific program. Thus knowledge of employee would scale up

Workshop, Meeting, team work or one to one mentoring

Output and outcome level measures

Regular Respective Supervisor


5 Guiding principles: The key principles guiding of the Framework are:

Adherence to PSKS Norms and Standards: The MEAL Framework will adhere to PSKS Norms and Standards for Evaluation regarding intentionality, impartiality, independence, quality, transparency, participation and ethics. Additionally, it will also be useful to consider incorporating good practices and standards.

Integration of a solid Human Rights and Gender Equality Perspective, following Donor national and international genders regulations.

A balanced emphasis on learning processes and accountability: The Framework focuses on results in order to improve program impact while also building learning processes.

Ensuring evidence-based conclusions. Conclusions drawn from MEAL activities shall be based on consistent data, information or knowledge that responds to the validity of the questions posed through the monitoring and evaluation studies.

Aggregation of the four levels of information and input: PSKS MEAL Framework should build upon program level, which serves as the starting point for the entire MEAL Framework. Elements of M&E (indicators, evaluations, etc.) at the lower levels will build towards the M&E processes at the broader levels.

Specific context approach: To take into account, the importance of the framework is for each program of PSKS.

Adequate investment in program design: The framework will support capacity development activities and will provide technical assistance under knowledge management component. MEAL unit will also guide to develop program level MEAL plan before the program begins, with clear and measurable intended results that can be tracked, documented and assessed.

A participatory approach: Starting with program design through implementation and monitoring and evaluation, a participatory approach will promote stakeholders’ ownership, commitment and strong capacities. The MEAL process should respect the voice and perspective of all key stakeholders.


The End