Speaker 1: Let's start with the first thing, which is the use of M&E frameworks in designing in understanding programs. This is something that we need to be able to be able to look at. We will tie our discussion today to M&E frameworks and we will see what to be able to put for the next discussion, so that we can also we can also be able to add on that. A framework, generally, without even just defining without even defining an M&E framework, if you're talking about a framework. Framework is normally defined as a structure for supporting or enclosing something and it's always good to begin at this point because we need to understand that frameworks will always be there and they're simply there to be able to give us a structure for ensuring that something is supported or something is enclosed as much as possible. And the other thing is that when now we talk about an M&E framework, we are seeing an M&E framework will focus its attention and resources on the project or program operations and key results for purposes of learning, for purposes of improvement and for purposes of communication to the project or program stakeholders as expected. So the M&E framework is very, very useful in terms of ensuring that the resources on the project and program operations and key results are useful for purposes of learning, for purposes of improvement and for purposes of communication to the project and program stakeholders. And so, therefore, it is therefore important to make sure that we're able to have a clear M&E framework is agreed among the key stakeholders at the end of the planning stage so that we can be able to undertake monitoring and evaluation very, very successfully. So it's important to make sure that stakeholders can actually agree on the M&E framework that will actually be used to undertake monitoring and evaluation successfully as much as possible. So it's always good to make sure that you can bring the stakeholders together so that we can be able to ensure that we can undertake the monitoring and evaluation successfully as possible. Then again, another thing is that an M&E framework should actually be able to clarify should be able to clarify a number of things. And so M&E framework should clarify quite a number of things that we should be able to consider. And one of the things that we should be able to clarify using an M&E framework is what are some of the results that we need to be able to monitor and evaluate? And that's something that is important to be able to clarify. What are the results that you actually So the first question is what results that needs to be monitored and evaluated? And so as you're putting up an M&E framework, then that becomes very, very important to be able to clarify. Now, the other one is also considering what activities are supposed to be monitored and evaluated. That's the next consideration that you put in place. What activities do you have to monitor and evaluate? It's another critical question that you should also be able to address. Then the other thing is what is the timing? What are the methods? What are the resources and the responsibility for the activities that actually need to be monitored and evaluated? So those are some of the things that we need to be able to clarify using an M&E framework. And that's why the matrix should be able to capture some of these components in terms of what are the results? What are the indicators? What are the activities that actually need to happen in terms of monitoring and evaluation? And what is the timing? What is the methods that are going to use? What are the resources that are going to be used? And who will be responsible to ensure that the M&E activities are actually conducted as expected? It's good to be able to understand that. Now, a framework and components in M&E framework that we need to be able to look at, and that is the frameworks that we actually need to be able to utilize as well. So components. So first is we have the narrative component and the narrative component basically describes how the partners will actually be able to undertake monitoring and evaluation. So this basically the narrative component simply describes how different partners will be able to undertake monitoring and evaluation. And then the other thing is what we are calling the results framework. And the results framework basically ensures that we are able to prepare the sim in the planning stage. And this basically describes the specific results that we actually need to be able to realize in a project or program. And so the results framework is also the component of the framework as well. And the other thing is also the planning. The planning matrices also is part of the component for the M&E framework. That basically shows what are the consolidated, what are the strategic steps for monitoring and evaluation activities for easy reference. In other words, if you pick a M&E framework, you should be able to see what are some of the steps that have been put in place in terms of showing the steps that will be used for monitoring and evaluation. And this is done so that we can have an easy reference in terms of what we should be able to do when it comes to monitoring and evaluation. So it is important to be able to look at this. So this is something that we need to be able to familiarize ourselves and it's something that we need to be able to understand that as much as possible. So planning matrices, therefore, is very, very useful for showing the consolidated and the strategic steps for monitoring and evaluation activities so that we can be able to have easy referencing as expected. Now, the other thing that is important, apart from just the three different components of the M&E framework, it is important that we understand that M&E frameworks are not cast in stone. So in other words, what do we mean when we say they are not cast in stone? So we are saying that these are things that can be revised, these are things that can be reviewed, and these are things that can be updated regularly. And so it is important to make sure that we can actually be able to review them. We can also be able to update them as regularly as possible. And so that's basically what we have when you talk about the M&E framework. So we should be able to review, we should be able to update as regularly as we can, so that we are able to ensure that we are able to undertake this as much as possible. Now, the other thing is that the M&E framework are an integral component of the project management and also program management. So the frameworks are very, very critical for project management and for program management. And so it is important to make sure that we are able to look at M&E frameworks as very integral components of project management and program management as expected. Again, also, the other thing is that M&E frameworks should actually be used throughout the program or project cycle. And so it is important to make sure that we can actually be able to use the program or project cycle as much as possible. And so it is important to ensure that they can actually be used throughout the program cycle or throughout the project cycle as expected. Then the other thing is the program level framework basically also builds upon the project level framework. And so the truth of the matter is that the program level framework basically builds upon the project level framework. And so it is important to ensure that we are able to do that as much as possible. So it is important to ensure that we can actually be able to have the program level framework building upon the project level framework as much as possible. And so the other thing is that the basically key elements in a results framework. So there are certain key elements that we need to be able to see in a results framework. And so what are some of those key elements that are there in a results framework. So one is the goal statement. And so it is important to make sure that we are able to recognize some of the key elements in a results framework. And what are some of those key elements is, for instance, we need to be able to have our goal statement, or rather some people also call this the impact statement. That is, for example, what are the change in the health conditions that we actually hope to be able to achieve in a project or program. Then again, also, there will be a place where you can also indicate your strategic objectives. That is, what is the main result that will help us be able to achieve our goal for which we can actually be able to measure change. And then again, you will also go ahead and have intermediate results. But I need to mention something just as I move on. Why we have this here is that ahead when I'm trying to look at the different types of results framework, you will actually see certain results frameworks don't state their elements, as you can see right now. It's only that when you talk about a results framework, which is a very specific type of one M&E framework, then that's why it will be able to have this kind of nominal elements in it. So this is very, very specific to the type of M&E framework we refer to as the results framework. So it will be able to state its key elements as follows. And so I had mentioned about the strategic objectives. Now I can also be able to mention the intermediate results, basically being the things that actually need to be done to make sure that the strategic objectives are actually achieved. So people who will use this terminology, especially the people who work with USAID type of programming. I know you are very, very component. You're very, very comfortable with some of these terms because this is something that is highly utilized by the USAID programming. So for some of us who are managing projects for USAID as a donor, you will be very, very familiar with some of these terminologies. Some of us may not because they are dealing with different donors that don't emphasize the results framework and work with a different type of framework altogether. But we'll see the different frameworks that are there. So we'll be able to clarify that. Now, the other thing is now, what are the strategies and activities? And so here we are asking ourselves what the project will actually need to do to be able to achieve the intermediate result that further contributes to the strategic objective. So in other words, we're asking ourselves, what is this activity that is needed to be done so that the intermediate result can be achieved, which will further be able to contribute to the strategic objective further. So those are some of the things that we need to be able to clarify as much as possible. Now, having said that, I think now it's good to move to what I have just mentioned, the issue of the different types of MNF remotes that you can always be able to find and I think it is good if we can actually be able to look at the different MNE remotes that are there and that we have actually been able to use before. And so it is good to be able to look at that.