Identify the M&E champions and counter-reformers
Step 3:
Define the M&E functions for which the organization is responsible
Step 4:
Group the M&E functions logically together and assign post/s to each logical grouping
Step 5:
Develop an organizational structure
Step 6:
Develop a job description for each post with M&E functions in the organization
Step 7:
Plan for the implementation of the new organizational structure
Step 8:
Gain approval for the organizational structure for M&E
Step 9:
Implement the change management plan and the new organizational structure
Step 1:
Agree on the top five reasons why M&E is necessary for your organization
Chapter 1
Step 2:
Unless an organization knows why M&E is necessary and useful to the organization and its success, neither management nor the organization staff will be motivated to amend the organizational structure to include M&E functions. Write down the reasons why M&E are useful and find examples or case studies from similar organizations where M&E has worked and worked well. Deliverable: A clear understanding of the role of M&E for the organization.
Step 2:
Identify the M&E champions and counter-reformers
Ensuring political and management buy-in is a very important but neglected step. Ask “Who are the champions?” to find those who will use information to make better decisions. Hold close to these individuals. Also ensure you have asked the question, “Who are the counter-reformers who would prefer that evidence-based decision making does not occur in the organization?” These individuals will have to be managed carefully. Although designing an organizational structure is primarily a technical process, political and management buy-in is needed for three reasons: a) The results of the process will need to be approved and implemented by the management of the organization and they will be more inclined to do so if they are aware of the process. b)
Employees of the organization are more likely to participate in and be positive about organizational design processes that have been seen to be initiated and endorsed by senior management.
Structure and Organizational Alignment for Monitoring and Evaluation Systems
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