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12 thoughts on “Hello world!

  • Emmanuel

    “Thank you for esteemed observations
    I also observed the same and
    I am making efforts to go through each data for sharing with HoCs to effect correction on mis-normalities found. I will update on the status soon!
    Thank you for your continuing supports on operationalization of the system.
    Hope to do great as the data entry has been improved and morally of the park officials on data entry has increased tremendously,
    Currently, I am with the GIS Unit on the training to Park Ranger on field data collection. The exercise is good showing satisfactory capacity on data collection and the linkage between GIS and M&E



  • Sekela

    “Hope you are doing alright. We have managed to cal a second workshop for the team to provide 2nd and 3rd quarter progress data. it is encouraging that this time they were able to do it more proper and with big improvements.

    We also did cal the Managers for Ecological Monitoring, Intel and Protection as well as their Director, so from now onwards we will provide the data to them after they had full concept and participated in the training.

    We are still facing the challenge with IFMS and GIS however the issues have been taken by the Management and hope we will start to see how best we can be supported.

    I am sending you some pictures of the workshop progress.



  • Precha (Deputy Director General Monitoring and Evaluation Department)

    Bangkok Metropolitan Administration administers over 8 million residents plus over 4 million commuters from neighbouring cities and provinces. The city is governed by elected Governor and 50 legislative councils.

    The 6th Development Plan was covering various sectors: Public Administration, Local Government Administration, Health, Education, Public Works, Sport and Tourism, Culture Development, Social Welfare, Community Development, Traffic, Transportation and Public Utilities, Environment, Urban Planning and Land Usage Management, Finance, Law Enforcement, Information Technology

    After implementation of Pacplan at the head offices of Bangkok Metropolitan Administration and 14 departments and 50 districts, our domestic consultant had overcome various initial system usage issues and provided intensive training the to the BMA officials with extensive review and correction of the system measurement reports, the final measurement reports with the project result recorded by the departments and district officials and reported to General Director and Deputy General Director . They stated – “Bangkok Metropolitan Administration can now continue and measure the progress of the 6th Development Plan of physical progress against the financial disbursement progress with measurable impact to improve the expected outcome.”

    The measurable physical progress against budget can be communicated to the population of Bangkok through elected politicians (legislatives councils) and allow BMA to extend PACPLAN approach to other measurable city activities, such as revenue collection, social development program where physical measurable data was obtained from the grassroots level at various communities around Bangkok. The legislative councils needed to learn to develop communities measurable action plans to obtain communities support for funding program and both financial and physical progress needed to be reported to allow a clear measurable impact to the 6th Development Plan, where continued adjustment can be made to ensure that the overall expected outcome can be achieved.

  • Dr Yukol Limlamthong (former Deputy Prime Minister, Minister of Agriculture, Permanent Secretary, Director General of Livestock Department, Monitoring and Evaluation Division)

    At the annual ICT Conference for Thai Government’s Chief Information Officers, Dr Yukol Limlamthong (former Deputy Prime Minister, Minister of Agriculture, Permanent Secretary, Director General of Livestock Department, Monitoring and Evaluation Division) during his inauguration speech on his appointment as the Permanent Secretary for Agriculture and Cooperatives, praised our early engagement with the Department to adapt Monitoring and Evaluation/Management Information System in early 90-ties with deployment of PACPLAN solution that revolutionized the Department’s management approach, saying:

    “Without PACPLAN solution having been deployed within Livestock Development Department, the Department wouldn’t be where we are now”
    “During the birth flu crises, we may not have been able to control where the infected birds came from to Thailand but we were able to locate where they landed and mobilised the resources to eradicate the spread of the virus within 48 hours”

  • Awa

    Happy to hear that you returned home safe and glad that the training went very well to the satisfaction of the Client and the Bank. I will get back to you as soon as possible.

  • Ray Rist

    This paper is hight of our approach contributed to Asian Development Bank COP-Mfdr on-line discussion forum using Dr Ray Rist’s “Ten Steps to a Results-Based Monitoring and Evaluation System” publication and commented by him

    “We all have to thank Nimit Leelasorn for the continuing contributions to this discussion on how to actually construct an M&E system. His detailing of the fourteen steps (!!) that are required to construct an M&E system is most helpful. A checklist of this type can be used by all of us in this arena. And again, it is not that the 14 steps are mandatory, but that if you are building such a system, you would want to be sure to consider all these 14 at one time or another….and perhaps most importantly in a sequence that makes sense for your own government or organization. Please note in his introduction that he says there is an assumption here that the generic M&E system has already been constructed and that what follows is how to customize the M&E system as needed. It is my thought that these 14 steps can also help with the initial construction and not just customization. Any new construction would need to consider these points as well. Thanks again!! Ray Rist ”

    Our approach for the M&E System data management considers below listed issues that form part of entire M&E Information System strategy for short, medium and long term. Please note our approach assumes that the generic M&E Information System (PACPLAN) has already been created but require customisation for each organisation and/or indicator.
    1. Data/process flow analysis, to identify data source and institutional capacity of the organisation.
    2. Data structure and process design (data and process linkage)
    3. Organisation data collection capacity (M&E Information System, hardware,skill resources)
    4. Data collection and using external or internal resources
    5. Data volume (priority should be given to large data volume handling)
    6. Data collection approach (top down or bottom up)
    7. Impact of data collection on the organisation
    8. Data coding
    9. Data transmitting
    10.Indicator data (Policy, Input, Activity, Output and Outcome)
    11.Data Quality
    12.Data Harmonisation
    13.Data Analysis/Dissemination
    14.Tracking Outcome

    Above considerations should be treated as a guide only – the real implementation must be done with open mind and readiness to change to suit local situation and environment, as this could be different from one developing country to another and one district to another. M&E Information System and process must be designed with extreme flexibility to allow for adjustment during the implementation.
    In IT system development for Local/National government the M&E Information System could incorporate experience gained to create a generic solution which can be applied across various indicators. This would minimise efforts of building the M&E Information System for each indicator and/or organisation.

    1. Data and Process Flow Analysis Thorough analysis should be conducted prior to the design of M&E System to determine suitable data structure, data source design, as well as reporting usage and most effective process flow of M&E System in the organisation. Due to limited capacity in developing countries, the data flow could only be restricted to vertical movement (top to bottom or bottom to top) but data structure of the M&E Information System should support multiple viewing in vertical, horizontal and diagonal, etc., i.e. grouped by country where all regions’ and provinces’ outputs are compared and evaluated, or from the policy level data which should be able to be drilled down to project and indicator data level to analyse the project output and status. From the indicator level it should be drilled up to the project level to identify the project and office not able to achieve the performance target. Indicator data ability to move between levels could be predefined, but due to limited exposure to
    information systems in developing countries environment, it would be more realistic to determine it’s needs, based on what data has actually been collected, with M&E Information System able to facilitate these needs via real-time report generator.

    2. Data Structure Design With well structured data design, the M&E Information System should be able to progressively provide more and more complex analysis as the organisation’s data collection grows. A sound and solid data structure would facilitate the on-going need of data by stakeholders. Good data structure will facilitate most data analysis reporting requirements, therefore the M&E Information System should be flexible enough to accommodate the organisation’s data structure design (for current and future organisations) and this should be the major emphasis at the initial stage as this is what will provide the facility for the stakeholders to create real time reports that suit them. The design of data structure should represent organisation, goal, objective, location, periodical reporting, etc. However, M&E Information System should also allow for the growth of that data need as the organisation matures and develops.

    3. Organisation data collection capacity Various strategies must be deployed, based on organisation’s assessment, capacity and data/process design. Strategy used in one organisation may not simply be re-applied in the next one. The M&E Information System design should be flexible enough to handle various organisations’ data collection strategies. M&E System design should facilitate the gradual data collection strategy, as well as provide facility for the organisation to develop more in-depth data collection.

    4. Data collection and using external or internal resources Consideration must be made for external resources that have less understanding of the organisation data environment V/S already very busy internal resources.

    5. Data Volume would also play major part in consideration of the data collection strategy as this stipulate capacity requirement to handle the volume data. The approach to small data volume would be different to approach used for larger volume. Small data volume could be better handled manually without involvement of the painstaking task to develop the M&E Information System, unless time and resources are plentiful.

    6. Data collection approach (top down or bottom up) M&E Information System data entry with top down approach should commence at the head office,
    1. This approach would allow system data entry and report to be tested and adjusted before deploying the M&E Information System
    while the information from the system can be used by management.
    2. Capacity can be planned and built at the provincial/district offices.
    3. Allow the provincial/district office to be prepared for the data collection process without having to learn the M&E Information System
    at the same time.
    4. Minimum training effort would be required when the system is ready to be deployed at the provincial office where local officials
    could commence their own data entry, as the M&E Information System allows local self monitoring and improving of data quality
    both at the provincial and head office.

    This is the gradual approach, and will take longer time to complete but it is causing less strain on the resources.

    With bottom up approach, data entry is being initially performed at provincial and district offices as data could be monitored and corrected at source. Following issued must be considered:

    1. There is a sufficient hardware and data entry resource at the district office to handle the system data entry.
    2. The data (input, activity and output) from the input form to be entered to the M&E Information System directly at the district office and
    system report to allow data to be locally monitored and validated at source, then transmitted to the head office for organisation’s and
    policy consolidation.
    3. Impact on training of resources as large number of provincial/district officials require to be trained.
    4. Impact on system resources as specialists need to handle unexpected problems due to local environment and system not having
    been fully tested.

    This approach puts enormous strain on the resources, and would not be recommended, unless there are sufficient resources, experience and funding.

    7. Impact of Data Collection on the Organisation Care must be taken with data collection strategy as most government officials, particularly at the district/project level are already busy and overloaded with work. Requiring extra data collection effort would not be warmly welcome, especially if unable to demonstrate less reporting effort in the short term. Frequency of the data collection (i.e. weekly, Monthly, Quarterly, Yearly) should coincide with the data reporting requirement. This will create the impact.

    8. Data Coding Developing countries have limited capacity of “data-skilled” human resources. M&E Information System should allow codifying to be done by a limited number of officials at the head office and M&E Information System should translate those codes into form and screen for easy entering of data by project or district officials.

    9. Data Transmitting
    This also depends on organisation’s infrastructure capacity, i.e.: – is there connection available. The M&E Information System should allow the information to be transferred by all possible means (i.e. network or internet, or the diskette, or portable media, etc.) to the head office for country, plan or organisation data consolidation.

    10.Indicator data (Policy, Input, Activity, Output and Outcome) Outcome could be established by various levels of stakeholders – national level politicians with election mandate, where the country development plan was defined in legislative process in line with MDG, and local level politicians concerned over the community expectation. The M&E Information System must be able to support multiple stakeholders’ expected outcomes and facilitate the harmonisation of all outcomes. All outcomes must be harmonised to achieve the country development goal while satisfying all stakeholders’ expected outcome. Most developing countries confront multiple development plans, strategies and outcomes. The M&E Information System must be able to handle these. The outcome indicators are established at the policy level upon agreement of all stakeholders. This agreement process could take very long time in developing countries.

    11. DATA Quality
    It is important to note that data collection should be performed by the unit in the organisation/originator that is accountable for this data, i.e.: the project officer should fill in activity, output data in the input form and enter into the M&E Information System, where correction and adjustment can be made. “To ensure the quality of the data, it must be used at all levels in the organisation” As the on-going improvement of indicator data quality, M&E Information System must provide reports to assist in harmonisation of the indicator data and improving consistency between different stakeholders.There are various data validation techniques (i.e. check sum…) that could be applied to the information system but most important in data accuracy is usage by stakeholders. Once stakeholders have confidence in the data from the information system then the M&E System would be sustained for the long term.

    12. Data Harmonisation Facilities in M&E Information System allow stakeholders, at the policy and project level, to harmonise the data. All levels of indicators can be harmonised using the M&E Information System reporting tools to illustrate live data to gain stakeholders consensus. The accurate information on input, activity, output and/or outcome data, through M&E Information System reporting would lead to agreement on stakeholders’ expected outcomes.

    13. Data Analysis/Dissemination In developed country, data analysis of vast amount of data using sophisticated reporting and graphic tools is the common approach but in developing countries experience in this area is very limited and would take time to mature. Collected data would assist in this learning process with M&E Information System providing stakeholders with the real time reporting facility.

    14. Tracking Outcome to Determine Policy Impact In establishing the M&E system in developing country, the approach for the government to measure and improve their performance could overshadow tracking the outcome. There are issues that existed before and outside the development plan, i.e.: bird flu crises, excessive number of stray dogs, unrest or conflict situation. Effective handling of such situations would be seen by general population as effective management even though it may not be required to achieve the development outcome.

    Various approaches in tracking outcome could be used by M&E Information System to collect the survey data from the provincial offices to form the base line. In the subsequent year sampling would be surveyed to establish the outcome to determine the impact of the previous year’s policy/project thus allowing future policy adjustment.

  • Sekela

    I hope all is well with you. We are currently conducting and evaluation study for the implementation of the CSP that ties up the whole M&E Team. We are planning to conduct the finale end of the year data reports by the mid of agust 2017. We will definately let you know.



  • denice

    I have created accounts for Chief park wardens in the web server as directed.
    Also I have applied the patches as directed.

    I face one challenge.

    When I logon as DGHQ, I fail to sync down the data.
    Please assist

    • Support

      We are able to logon as DGHQ to your server.

      Can you tell from the logon screen, what is the system version number?

      Can you retry a few more times?

      Support team

      I have created accounts for Chief park wardens in the web server as directed.
      Also I have applied the patches as directed.

      I face one challenge.

      When I logon as DGHQ, I fail to download the data.
      Please assist


  • Nimit

    Strategic Target of ”Develop Parks System Plan” and Activities (1, 2, 3 and 4) have been added to M&E System to allow parks to plan and monitor their activity progress that provide contribution to Strategic Target level outcome.

    The total Strategic Target of ”Develop Parks System Plan” to increase annexed area by 10% by 2018.

    If the total number area annexed to existing Park system network is 100 sq. km, it is the baseline outcome indicator for the National Park.
    The Directorate of Conservation achievement target should be 10 sq. km of the increased number areas annexed.

    6 sq. km, 2 sq. km and 2 sq. km are responsible targets for Park number 1, Park number 2 and Park number 3 respectively.

    Strategic Target Activity Indicator
    Develop Parks System Plan – Initiate dialogue
    1. initiate Committee/ working group
    2. Joint work plan
    3. Agreed Parks System Plan
    4. Conduct preliminary work for annexing

    Contribution to below measurable Strategic Target and Outcome Indicator.

    Strategic Target Outcome Indicator
    Develop Parks System Plan – Areas annexed to existing Park system network
    Park Number 1
    Park Number 2
    Park Number 3

  • Nimit

    1. Fiscal sustainability, and improvement in transparency and accountability, improvements in budgeting and spending efficiency at line ministries, the results should be contributing positive impact to the measurable outcome.

    2. Contracted specialists paid with unsustainable donor funds would be crucial at the initial stage but
    need to ensure capacity of the civil servants is developed as part of the contracted specialist engagement. However it is also essential for continuing capacity building and mentoring program.

    3. Accountability and transparency using M&E System need to be urgently developed where system will provide a support as tool for various stakeholders to self-monitor and evaluate to enhance accountability and transparency.

    4. The report mentioned that country used the assistance well is hard to quantify or measure to be used as the benchmark or baseline for future assistance target, however capacity development should focus on the civil servant to be self-sufficient.

    5. Financial progress need to be measured against the physical progress. This is to ensure that budget spending is contributing to the result of the target objective. It also need to be clearly measurable.

    6. How to address difficult reforms, what is the evidence base on this reform (specific intervention is required)

    7. M&E approach should focus on developing local civil service capacity with the local contents and skill rather than international benchmark which could be very hard to compare. Incentive program should be based on local acceptable practise rather than international program.

    8. M&E system should support project planning, monitoring and evaluation to deliver impact to the outcome or result.

    9. “Corruption in developing countries starts at the grassroots of the population and escalates all the way up to the top government level via elected politicians and officials”, the focus is to develop accountability and transparency at the grass root level.

    10. M&E system tools should facilitate addressing all stakeholder issues as they are all related, but have ability to provide information on operation that is of interest to each stakeholder.

    11. Laws, Procedures and regulations should go hand in hand with M&E tools to allow activities to be monitored by various responsible stakeholders to see shortfalls where intervention needs to occur.

    12. M&E System should support Result-based human resource management link to policy/program management where success of program should be an incentive to the responsible stakeholders via human resources management system.

    13. The core civil service capacity should be the main focus, the contract staff should fill in the gap only to ease the current workload of the civil service to be available for on the job training.
    They need to be encouraged with various incentive programs to do the task themselves.

    14. Better incentive and reward to be encouraged through M&E System for the civil service to achieve result of their activities.

    15. Ambitious number of planning activities is reflecting the current activities on the ground at the grass root level, tools such as M&E system should support this while allowing them to be simplified or summarised (linkage) to the few high level activities to the national level management.

    16. M&E System should be the main driver to allow the government to use it as the tool for self- monitoring to understand their country’s need and to enable intervention rather than donor or bank driven approach that may not be shared by them.

    17. Development M&E System, capacity is just focusing on computer software but processes, procedures and actors will need to be developed hand in hand.

    18. Flexible design will require flexible processes as well as system tools and civil service capacity to facilitate. Flexible system will come with complex administration arrangement.

    19. Results achievement should be linked to pay arrangements.

    20. The contracted staff could be vital tool during the transition process that would allow civil servants to handle the current process then transfer to the new development process when it has stabilised.

    21. Various approaches were experienced in implementing the monitoring and evaluation system to strengthen public sector transparency and accountability at various levels, at the Line ministry or sub agencies/grass root level. On the job training, focusing directly on the civil servants or grassroots providing them availability to participate during the engagement. Their salary is more sustainable than external local contractors and consultants.