_14000

[2009]
The Brooke Hospital For Animals Pakistan
Programme

Altaf Hussain

SECOND DRAFT

MONITORING AND EVALUATION

FRAMEWORK
 TABLE OF CONTENT

1. Background …………………………………………………. 2
2. Introduction …………………………………………………. 2
3. Monitoring and Evaluation …………………………….. 4
4. Pakistan Programme …………………………………… 5
4.1 Objective of M&E Framework …………………………….. 5
4.2 Area of Concern for M&E …………………………….. 5
4.3 Limitation of M&E Framework ……………………… 6
4.4 Monitoring and Evaluation Implementation Plan ……….. 6
4.5 Indicator Reference Sheet ……………………………. 9
5. Planning, Monitoring and Evaluation ……….…………….. 11
5.1 Planning and Review …………………….…………….. 11
5.2 Programme Monitoring …………………….…………….. 12
5.3 Programme Evaluation …………………..….…………… 15
6. Consultative Process For Developing M&E Framework … 17
6.1 List of M&E Templates ………………………….……….. 17
Annexure

MONITORING AND EVALUATION FRAMEWORK

2 Doc. Altaf Hussain Manager Monitoring and Evaluation.

E-mail:altaf@thebrooke.org.pk
 1. BACKGROUND

Brooke Pakistan is working with equine owning communities for about more than a decade to improve
the health and welfare status of working equines. It provides veterinary treatment to needy animals;
improves skills of equine owners/users in basic equine management and enhances their knowledge on
animal’s needs. Primarily Brooke was providing veterinary services to working equines along with
counting the number of animals benefiting from the Brooke services therefore the monitoring system
adopted was input-based, semi-formal and top-down carried out mainly by the veterinarians. Most of the
decisions made regarding program implementation and improvement through management reviews and in
consultation with the benefiting communities (Owners/users). No formal evaluation carried out for re-
adjusting the program objectives and refinement of the approach in order to respond effectively to the
needs of working animals and the emerging local and national situation. It seems that for a long time the
BP management did not realize need for developing a comprehensive monitoring and evaluation system
because of the reasons that the beneficiaries (animal owners) were satisfied with the services offered and
there was no pressing demand from the donors (Trustees). However, in some of the BP, operational
districts, applying Animal Welfare Assessment tool documented the baseline information on condition of
working animals but due to methodological imperfection and non availability of monitoring and
evaluation expert the baseline information was never utilized for impact assessment and evaluation
purposes.

Brooke Pakistan is committed to its vision of creating an environment where working equines are
demonstrating normal behavior and people around them are receptive to their physical and psychological
needs and well being. Therefore, the programme objectives BP for next five years are re-defined and
supported the implementation process with five years Log-frame and a strategic plan.

2. INTRODUCTION

The Monitoring and Evaluation Framework developed by BP provides an outline to monitor and evaluate
both the governance and the programme areas of the organization. It explains a general guideline, means,
and processes to assess the results and impacts of the programme and helps that the available resources
are used in an effective and efficient manner. Building on the existing organizational knowledge and
structures, a participatory and consultative process adopted for developing the M&E framework. The
framework is in alignment with and heavily influenced from the M&E Framework devised by IDUK. The
framework is participatory and flexible in nature, integrated with in the BP programme adding an inbuilt
organizational capacity building component. Derived from the five year framework the yearly monitoring
and evaluation systems will help the management to review the progress against work plan and monitor
the inputs and the processes of achieving outputs.

In year 2009, the BP will go through a transitional programming period in which the organization will test
its refined implementation approach supported with an LFA, Strategic Plan, M&E system and annual
3 Doc. Altaf Hussain Manager Monitoring and Evaluation.
E-mail:altaf@thebrooke.org.pk
work plan. Along with the above, the BP will also give a try to integrate various components like welfare
assessment, causal research, veterinary services, community development, advocacy/BCC, partnerships,
and research. In such a complex and transitional situation, ensuring transparency, accuracy, and timely
flow of information at various levels a comprehensive and reliable monitoring, and evaluation system is
required in order to document lessons learned and provide effective support to the programme
implementation.

In general, various types of monitoring and evaluation approaches are applying by different organizations
depending on their organizational needs and scope of their work. They are known as; i) theory-driven, ii)
consumer-based, iii) empowerment, iv) inclusive, and v) utilization-focused approaches. The Theory-
driven approach has its main focus on effectiveness of organizational philosophy and the process, and
Consumer-based approach focuses more on beneficiary needs and wants, whereas the Empowerment
approach is participatory in terms of the extensive involvement of the stakeholders and the continuity of
the M&E through out the project cycle. The Inclusive approach is more common in the social
development sector and in complex situation where various sets of activities and factors are contributing
towards the final outcomes, and the Utilization-focused approach emphasizes more on generating and
sharing information and using them in the planning and for refinement of the programme approach.
Considering the strengths and weaknesses of the above mentioned M&E approaches, the M&E
Framework of BP is designed by combining the characteristics of all of the above five approaches which
are relevant to our work and organizational needs.

3. MONITORING AND EVALUATION

Monitoring is primarily a device for improving program performance; it does not stand alone but
integrated into the organizational systems. It is a process of routine information collection and
4 Doc. Altaf Hussain Manager Monitoring and Evaluation.
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measurements of program inputs, activities, and outputs undertaken during the programme
implementation. It keeps track of activities on continues basis in-order to indicate as early as possible any
shortcomings with regards to delivery of inputs and execution of activities or production of outputs, so the
corrective measures can be undertaken in time.

Evaluation is understood to mean the process by which program inputs, activities and outputs are
analyzed and assessed, in-order to determine the relevance, effectiveness and impacts of the programme
in the light of the stated objectives and expected outcomes. It analyzes objectives and achievements in
order to assess outcomes, effects, and impacts on beneficiary and population levels and identifies lessons
learned through out the implementation period.

Human R Owners
Improved
Finance Awareness
Knowledge adopted basic Improved
sessions Equine animals
Equipments Owner/User Management
Trainings
trained welfare
Practices

ACTIVITIE
INPUTS OUTPUTS OUTCOMES IMPACTS
S

Monitoring Evaluation

Programme Level Beneficiary Level Population Level

Figure 1 Monitoring and Evaluation process

4. PAKISTAN PROGRAMME

In the past the impacts of the BP interventions was measured through reach and number of working
equines benefiting from its services. Due to the programme complexities, this method of impacts
assessment does not prove it self much effective to measure the impacts on welfare of working equines
5 Doc. Altaf Hussain Manager Monitoring and Evaluation.
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and tracking back the actual changes occurred at the beneficiary and population levels. Therefore, the
need for a comprehensive and robust monitoring and evaluation system was realized at country
programme and Brooke UK Levels. The M&E Framework developed is expected to satisfy the
information needs at various levels from community to the Trustees.

4.1 Objective of M&E Framework

The overall goal agreed in the LFA for the next five years is; “Sustainable improvement in the welfare
of working equines in the Brooke Pakistan operational area” so it has the following objectives:

- To review and assess the progress and processes in achieving outputs in the implementation of the
programme and indicate bottlenecks so corrective measure can be undertaken timely
- To create transparency and accountability in order to improve programme performance and ensure
that the resources are effectively used
- To assess impacts of the interventions on population and working equines and identify lessons
learned
- To establish mile stones through which all or a set of activities can be assessed against the outputs
leading to programme impacts
- To generate knowledge as a learning tool for all involved linking research, planning, action and
evaluations

4.2 Area of concern for M&E

The BP monitoring and evaluation framework is evidence-based and animal based. It is integrated into
the programme and the governance structures in order to improve programme quality, maximize impacts,
and direct the resources and efforts toward achieving the stated objectives on equine welfare in Pakistan.
This will respond to the information needs at various levels from the equine owner communities and
CMVCs to the stakeholders and senior management through a systematic and periodic information
recoding system in order to ensure timely support and guidance to the lowest levels. The M&E
Framework is based on Program LFA, maintains the sequence of verifiable indicators, and sustains an
inbuilt flexibility for review and improvement. In addition, the framework will also track the external
factors such as extreme weather conditions, epidemics, fodder/feed prices, wages of equine owners and
national policies in order to warn against the possible negative influence on equines and their
surroundings.

The most significant decision taken by the BP is integrating the Welfare Assessment and Causal Research
with M&E Section ensuring that evidence-based and animal-based features be intake. Keeping in mind
the quality assurance, programme needs and taking into account the national context, organizational
structure, objectives and approach; we have identified two main areas of concern; the Internal
Governance and the Animal Health and Welfare Programme for developing this Monitoring and
Evaluation Framework. The following M&E abstract is suggested for the next five years.

Monitoring and Evaluation

BP

Governance
6 Programme Doc. Altaf Hussain Manager Monitoring and Evaluation.
(Admin & Finance)
E-mail:altaf@thebrooke.org.pk

Direct Interventions Indirect Interventions

Admin and HR Finance
(Brooke staff) ((Partners)
 Figure 2 Flow chart of concern area of M&E for BP

The information generated through monitoring and evaluation system will be linked to a computerized
database mechanism creating further scope for knowledge management. Along with sharing of
knowledge the templates, forms and mechanisms standardized through testing process will further
contribute to branding Brooke in Pakistan and elsewhere in the world.

4.3 Limitations of the M&E Framework

The M&E framework developed for Brooke Pakistan besides its inbuilt flexibility for refinement still
identifies certain limitations in its implementation. The framework is participatory in nature and
comprehensive and complex in designed to ensure the M&E needs of the programme and the organization
in the next five years. If we look into the compatibility of this framework in the first and second year of
its implementation, we can find a number of gaps in terms of equipments, human and financial resources,
and capacities of staff and stakeholders. To overcome these gaps the strategy developed is to design
yearly monitoring and evaluation systems, organize mid-years review of the M&E system, and select
pilot sites (5 communities) for experimentation. Building capacity of the staff, making M&E a learning
tool for all, develop basic structures; design documentation and reporting template, programme baseline
and the computerized database (KM system) along with merging the Welfare Assessment and Causal
Research in the M&E section. It is planned that the implementation of the M&E Framework will
gradually take place starting with the simple and practical mechanisms in the first and second years. In
first two years, extensive support from the IDUK particularly from the M&E, Welfare Assessment, and
Causal Research sections is required.

4.4Monitoring and Evaluation Implementation Plan 2009-2014

The monitoring and evaluation plan 2009-2014 is developed based on the five years Logical Framework
Analysis of BP which is more focused on the assessment of outcomes and impacts. The M&E plan covers
the whole Project Cycle Management (PCM) by linking the Baseline, Mid-tem Evaluation, and the End
Evaluation. However, the information generated through yearly monitoring systems will feed in the plan.
The BP has been working in Pakistan for a long time, it is expected that the programme will continue
even beyond the next five year. The M&E plan is articulated in such a way that it will capture the
implementation process of the next five year period. Since no programme document or inception, report
has been produced to guide the implementation process, the five years Strategic Plan would be
extensively using during the programme implementation as a reference document. In addition, an
Indicator Reference Sheet will further elaborate the indicators of the LFA explaining the strategy for
measuring the change under each indicator.

Indicator Base Year 1 Year 2 Year 3 Year 4 Year 5

line Exp1 Act2 E/A3 Exp Act E/A Exp Act E/A Exp Act E/A Exp Act E/A

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Impacts: Data available for Baseline, Mid-term and End Evaluation
0..3 M equines reached 00 00 0% 00 00 % 00 00 %
directly and indirectly
through the programme
In 20% communities, 00 00 % 00 00 % 00 00 %
capacity and linkages are
supporting sustainable
improvement in equine
welfare
20% animal owners 00 00 % 00 00 % 00 00 %
showing welfare
improvement in 5 years
time frame
Outcomes: Data available for baseline, Mid-term and End Evaluation
Objective 1: Improve access to effective, need based and affordable, equine veterinary services
50% of communities
have access to veterinary
services with reducing
inputs from Brooke
20% equine owners
uptake services from
sources other than
Brooke
Objective 2: Develop knowledge, attitude and practices among the stakeholder to improve equine welfare
60% stakeholder have
knowledge of minimum
standard in basic animal
management practices in
Brooke Area
30% of the stakeholders
have changed their
attitude in animal
management practices
20% of the stakeholders
practicing minimum
standard in basic equine
management
Objective 3: Strengthen and develop local self sustaining structures related to equine services and
resources through capacity building and networking
20% of the communities
linked with local self-
sustaining structures
related to equine services
and resources through
capacity building and
networking
50% of Brooke visits
reduced in 20% of the
communities by 2014
Objective 4: Create opportunity for equine welfare through public, private and voluntary sector
partnerships and advocacy
The Brooke is promoting
equine welfare practices
in 4 veterinary
universities
1
Exp: Expected.
2
Act: Actual.
3
E/A: Expected over actual (achievement).
8 Doc. Altaf Hussain Manager Monitoring and Evaluation.
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8% working equines
reached through partners
No of formal agreements
signed with partners,
projects approved and
implemented
Objective 5: Stimulate need based academic/clinical and action research to ensure that BP programme is
evidence based
% increased in clinical
field and participatory
research to address
targeted animal welfare
issues
% increase in use of
welfare and risk
assessment data in
project design, and
evaluation
Objective 6: Continuously develop BP capacity in terms of human, financial and management resources
(Systems) to achieve strategic objectives in an efficient and effective manner
Majority of staff and
partners satisfied with
BP’s management system
Recommendations made
by UK HR have been
implemented by 2012
Compliance with the
Brooke financial control
and management
guidelines
Extent to which
employee are aware of
BP objectives &
organizational culture
Figure 3 Monitoring and Evaluation Plan Brooke Pakistan 2009-2014

4.5 Indicator Reference Sheet (Sample)

The Indicator Reference Sheet is primarily developed to explain the indicators developed for objectives
and outcomes by defining the logic, unit of analysis, data collection plan, means of verification and
resources required.

Indicator Reference Sheet

Strategic Objective Improve access to effective, need based and affordable, equine veterinary services
Intermediate Result
Indicators 50% of communities have access to veterinary services with reducing inputs from Brooke
20% equine owners uptake services from sources other than Brooke
DESCRIPTION
Since BP is providing extensive veterinary services in the equine owning communities and would like to reduce them
gradually by increasing capacity of the Local Veterinary Service Providers in and around the communities. The indicators
developed to monitor processes of shifting the role. Access to veterinary services refers here to the quality veterinary
services e.g. treatment, vaccination, and de-worming. By the end of 5 years, half of the communities over baseline in BP

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operational area will use services from VSPs. The BP in these communities will reduce its input gradually. Similarly, 20%
equine owners in Brooke operational area over baseline will utilize veterinary services from VSPs trained by the BP but not
directly from BP.
Unit of analysis Community and Equine owners
Justification/Management Utility: The strategy for the long term is creating sustainable structures through capacity
building and linkages in the equine owning communities so the BP input can be shifted to other needy communities. This
concept is heavily dependent on the approach and quality of work the BP is doing. Once the communities left independent or
the BP will shift some of its inputs to somewhere else the communities have to ensure continuity of the services for needy
equines with out BP support and sustain the results achieved so far. The key aspect is to look into the situation where BP is
providing free treatment, medicines, and vaccines but the VSPs may charge money for these services. In such a situation
what would be the option for hardcore poor animal owners, if they are unable to pay are they going to compromise welfare
of their animals.
PLAN FOR DATA COLLECTION
Data Collection Method Monitoring by the BP staff, interviews with VSPs and animal owners and surveys Welfare
Assessment, community meetings and Mid-term and End Evaluation
Data Source Monitoring and evaluation report, treatment record, impacts assessments, baseline report, Welfare
assessment report and progress report.
Frequency/Time of data collection In the first year, third year and end of the programme/project
Responsibility M&E Managers HQ, Welfare Assessment and Causal Research Teams
DATA QUALITY ISSUES
Date of initial Data Quality assessment Immediate after Mid-Term Evaluation
Known Data Limitations (significant): It may be difficult to organize community level meetings due to the routine
work schedule of equine owners and VCP may not maintain the record of animal treatment
Action Planned to Address Data Limitation: Will be discussed at a later stage
Date of Future End evaluation
PLAN FOR DATA ANLYSIS, REVIEW AND REPORTING
Data Analysis: Mid-term evaluation team
Review of Data M&E Manager HQ and M&E staff UK office in annual planning workshops
Reporting of Data Mid-term and End of the project

Figure 4 Indicator Reference Sheet

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 5. PLANNING MONITORING AND EVALUATION

The M&E Framework creates a strong link with in research, planning, action, and evaluation therefore; it
recommends that all the staff responsible for the specific tasks should participate in the annual review and
planning meetings. A representative from Welfare Assessment and Causal Research should be part of the
regional Quarterly Review and planning teams to carry out the exercises in the districts so all the staff
will have a common understanding on work plans, the process of activity implementation and expected
outputs. The information generated through Welfare Assessment, Causal Research and M&E should be
shared with the concerned districts and with HQ staff during annual and quarterly planning and review
meetings.

5.1 Planning and Review

The work planning and review process will be carried out at three levels. This will be conducted at
CMVC level on monthly, at Districts level on quarterly and at national level on annual bases.

5.1.1 Annual Review and Planning Workshop (Programme Level)

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The BP headquarter will organize a 3 days Annual Work Planning (direct implementation) event every
year in November in which all Regional Managers, District Managers and departmental heads will
participate. For the purpose, all the districts and CMVCs will develop their annual review, work plan and
budget beforehand. The M&E Manager will provide to the districts and regions the working planning
template indicating activity codes and the annual work plan review template as part of the preparations.
During the annual planning in the first day all the districts managers will share their annual progress
reviews and the second day will be utilized for developing the one year LFA. The third day will be
utilized for finalizing the annual work plans of districts and the regions allocating them the targets of one
year LFA. In this event, the participation of UK staff particularly the programme and M&E staff will be
ensured. The Review Matrix suggested by the IDUK will be used or adapted for the annual work plan
review purpose (sample template is attached with this report).

5.1.2 Quarter Review and Planning (District level)

By the end of each quarter, the SMT (CVO, CDM, CO and M&EM) will visit one district in Central,
North regions, and South region for organizing a two day workshop for quarterly review and planning
purpose. The SMT together with the regional and district Managers the first day will conduct review of
CMVC work plans and develop work plan for the next quarter. This event will provide opportunity to
Brooke staff to incorporate the lessons learnt into next quarters planning and removing ambiguities if any.
Similarly the regional Managers in North and South will repeat the same exercise in the remaining
districts with the help of M&E Focal Person and district Managers. The standardized quarterly work
planning template and the work plan review templates are attached here for reference.

Table for Review and Work Planning

Responsibility Progress review and Planning Location
CMVC and Peer Group Weekly review of progress and planning for the next week Community level
VO, DM and RM Monthly review of progress and planning District
VO, DM, RM and SMT Quarterly review of progress and planning Regions/Districts
DM, RM, WA,CR, SMT Annual review, planning and LFA development Headquarter
and UK staff
Figure 5 Progress review chart

5.2 Programme Monitoring

Monitoring will take place at all levels from community to the Regional Manager and at Headquarter
level. The information will be collected on daily, weekly, and monthly bases in routine, and on occasional
bases for specific activities. It is important to understand that the amount and type of information on
programme activities shared at various levels differs according to the need for information. The
information required to community and CMVC leaders may not necessarily be useful to senior
management or the Trustees in UK. People performing their roles sitting at various levels are required
specific information to deliver their responsibilities effectively. The proposed monitoring system provides
opportunity of sorting and filtering information at all levels so that people involved will get the relevant
information. For example, the CMVC leader requires detailed information on the process of
implementation of activities and the outputs so he will be able to re-fix the activities and process to

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achieve the expected outputs. The donors/trustee sitting away from the field might be interested to know
the impacts of the programme, financial procedures and utilization of funds.

At present, Brooke Pakistan is documenting and sharing the information through semi-formal reporting
systems on daily, monthly, and quarterly bases in the form of progress reports. Most of the information is
of quantitative nature and related to the treatment, distribution of inputs does not explain much about
community development process, awareness, and PRA exercises. Some of the Brooke Centers are
submitting occasional reports on workshops/trainings and awareness sessions conducted. The monthly
and quarterly narrative progress reports submitting by the district managers are rarely answering to the
questions like why, how and who has carried out the activity therefore staff compiling the quarterly
progress reports in the HQ are extensively contacting District Managers for additional information. The
record of treatments provided and animals benefiting is maintained in treatment registers/logbooks on
daily bases along with the record of medicines purchased, stored, and distributed. Some of the District
Managers have developed their own templates to get the required information which indicates that the
present reporting system does not satisfy their information needs. Therefore, it is concluded that there is a
proven need to improve the documentation and information sharing system.

A few information recording and reporting templates have been introduced at the CMVC levels on test
bases but the feedback received from some of the District Managers is not encouraging. They raised their
concerns that additional documentation and reporting obligations consume more time; staffs do not have
relevant skills and equipments to respond to such reporting obligations, they further suggested
minimizing the reporting obligations. Documentation and reporting is a key component in monitoring and
evaluation, without this, we will not be able to verify our LFA indicators and track back the impacts at
population and beneficiary level. This aspect will be consciously monitored in the first year of
implementation of M&E Framework.

Region
(Monthly)

Head Q
District Center (Quarterly)
(Weekly)
The arrows show that the
information goes upward
from the field and brings
feedback and support to
the field

CMVC (Daily) UK/Trustee

s (Quarterly)

Community
(daily)

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 Figure 6 Information flow and support mechanism

The M&E Framework suggests extensive documentation of implementation process along with reporting
on daily, weekly, monthly, and quarterly bases as shown in Fig. 5. The logical implementation framework
suggests regular flow of information from CMVC to the Regional Managers then to Headquarter and to
UK and Trustees. It makes the concerned staff responsible for certain, deliveries e.g. the CMVC leaders
are suppose to be responsible to implement the tasks indicated in the work plans, Districts managers are
responsible to ensure the implementation of activities and targets indicated in their quarterly and annual
work plans. Similarly, the Regional Managers are responsible to deliver certain outputs agreed and the
HQ staffs are responsible to achieve the intermediate results and objectives agreed in the LFA. If this
logic will be followed and monitored, if the responsible staffs are able to deliver their share, the Brooke
Pakistan will be able to achieve the expected outcomes and the impacts of the programme.

A. Monitoring Direct Interventions

Method: Participatory (by beneficiary, community, stakeholders and staff)

Target Audience: The Brooke management4, beneficiaries (equine owners), communities (Peer
Groups), stakeholders/partners, staff, and trustees/donors.

Monitoring is an on going process will be carried out through out the implementation at various levels by
field staff and management against the LFA indicators, annual targets and for the specific purposes like;
trainings, awareness sessions, 12 step process and on standard operating procedures of veterinary
services.

B. Monitoring Indirect Interventions

Method: Joint (by Brooke and partners)

Audiences: The Brooke Management, Partners, Trustees/Donors, Stakeholders/Communities

The programme partnership is an important initiative of Brooke Pakistan under which various kinds of
partnerships and collaborations have been evolved with government and non governmental organizations.
At present, draft partnership guidelines are available and formal MoUs have been signed with the partner
organizations which provide bases for monitoring activities. Further, the Brooke assistance is being
determined on project proposal submitting by the partners. As a routine obligation, the partner
organizations are submitting their quarterly and monthly updates to Brooke explaining the progress
against the targets agreed. The BP will provide standardized progress reporting and expense submission
templates to the partners however, the routine monitoring will formats will be prepared with the partners
on the LFAs submitted. In addition, all the partner organizations have their own internal monitoring,
evaluation and financial management systems.

4
Brooke management refers to all levels from CMVC to UK
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3.2.1 Governance (Admin, HR and Finance)
Have not developed any template and mechanisms yet but the following procedures have been suggested.

A. Admin and HR

Method: Appraisal and Performance Reviews (by managers and supervisors)

Audience: CEO and Senior Management Brooke

Review of the Admin and HR policies will be carried out in alignment of the Brooke UK policies. The
procedures and systems will be updated in the first year (2009) with the help of Admin and HR UK..

B. Financial

Method: Financial Audit and Validations (by staff, partners, and auditors)
Audience: Senior Management of Brooke and Trustees/Donors

Review of financial policy will be carried out with help from the Brooke UK Finance Department in 2009
aligning it with the programme need, activity based budgeting procedures and with the UK Financial
policy.

5.3 Programme Evaluation (Direct and indirect interventions)

Baselines are required for programme evaluations and measuring the impacts of interventions on equines
and equine owning communities. The first evaluation exercise will be carried out in five districts where
general baseline of equine situation has been documented using Animal Welfare Assessment tool.
Although, it is difficult to draw convincing conclusions on the impacts created on equines using this
exercise but lessons regarding usefulness of the AWA tool in monitoring and evaluation will be
concluded. It is realized that poverty has a direct, rather a strong impact on equine welfare therefore, the
focus need to be maintained on strengthening animal-owner bond, using owner a vehicle in achieving the
equine welfare. The baseline will be prepared in the first year through Animal Welfare Assessment,
Knowledge, Attitude, and Practice (KAP) study of owners and local service providers and Socio-
economic Survey of owner/users, each complimenting others where one can not deliver.

The BP programme baseline will be a representative study of 250 communities reflecting on the 5 year
LFA. The baseline will provide reference points and evidences through which BP will monitor and assess
the programme impacts on working equines, their surroundings (environment) and the owners and users.
The BP interventions comprises of five main components they are i} Treatment, ii} Community
development, iii) Advocacy/ behavior change communication, iv) Research, and v) Partnership. The
Programme baseline will document the most relevant variables reflecting the 5 years LFA under these
components.

The programme evaluations on population and animal level will be carried out against baseline as Mid-
term Evaluation in the third years of programme implementation and at the end of the five years period to
assess the impacts on animals and changing animal welfare status. During these evaluations, the

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effectiveness of LFA and the strategic plan will also be specifically evaluated. However, yearly
evaluations will be conducted at the end of every passing year against the intermediate results chasing the
outcomes and effects leading towards the programme impacts. In all evaluations, an external consultant or
a staff from Brooke UK or both will participate.

A. Internal Evaluation (By Brooke)

Programme Baseline Study (Concept paper is available)

Annual Evaluation (Program level)
Midterm Review/Evaluation (Program, LFA, and Strategic Plan)
End Evaluation (Program, LFA, and Strategic Plan)

B. External Evaluation (By Trustees/Donors, Consultants)

Midterm Review/Evaluation (Program level)

End Evaluation (Program level)

In our indirect programme, the internal evaluations will be carried out by the partner organizations in the
end of every passing year. The Brooke will hire external consultants for carrying out external evaluations
of partner’s project at the end of each project, however the projects which have longer duration of a year
will be evaluated by a team of Brooke in the end of every passing year. The PPDM will lead the Brooke
Team for yearly evaluations if needed external consultants will also be hired.

Along with these evaluations, need based impact assessments, researches and case studies will be
prepared by the Risk Assessment Team and Communication Officer to provide support to the program
refinement. For need based surveys external consultants and researchers will also be hired.

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 6. CONSULTATIVE PROCESS FOR DEVELOPING M&E FRAMEWORK

- Discussions with the SMT members related to the programme, implementation process and
monitoring and evaluation requirements
- Meetings with Regional Managers to discusses their point of views about programme
implementation, monitoring and evaluation
- Meetings with Districts managers in the Centers regarding implementation of the programme, field
problems, reporting procedures and monitoring and evaluation
- Meetings with CMVC leaders about the programme implementation and field problems
- Discussions with Welfare Assessment and Causal Research Team Leaders and other sectional heads
- Visited selected communities sample communities in North, South and Central regions and meetings
with the equine owners about the programme
- Participated in strategic planning meetings, LFA development workshops and work planning
workshops and review workshops
- Review of existing reporting formats, available literature on M&E
- Develop first draft of M&E Framework and shared it with SMT members, Regional Managers,
District Managers, Team Leaders of WA and CR and with UK Programme staff.
- Comments incorporated received from regions and districts
- Developed second draft of M&E Frame work

6.1 List of Monitoring and Planning Templates

a). Logical Framework Analysis (BP/M&E/001)

b). Annual Work Plan template (BP/M&E/002)
c). Quarterly Work Plans Template (BP/M&E/003)
d). Quarterly Progress Review Template (BP/M&E/004)
e). Quarterly Progress Report Template (BP/M&E/005)
f). Monthly Progress Report template (BP/M&E/006)
g). Weekly Progress Report template (BP/M&E/007)
h). Daily Activity recording template (BP/M&E/008)
17 Doc. Altaf Hussain Manager Monitoring and Evaluation.
E-mail:altaf@thebrooke.org.pk
i). Quarterly Activity based budgeting template (BP/M&E/009)
j). Monitoring and Evaluation Implementation Plan (BP/M&E/010)
k). Indicator Reference Sheet (BP/M&E/011)
l). Annual Review Matrix (BP/M&E/012)

ANNEXURE

18 Doc. Altaf Hussain Manager Monitoring and Evaluation.

E-mail:altaf@thebrooke.org.pk
19 Doc. Altaf Hussain Manager Monitoring and Evaluation.
E-mail:altaf@thebrooke.org.pk