Question
Your task: Attached is a performance management framework for a gender empowerment project in Ghana. Based on the framework, think about the monitoring system that
Your task:
Attached is a performance management framework for a gender empowerment project in Ghana. Based on the framework, think about the monitoring system that a programme would need to establish in order to report against this framework. Please briefly describe 3 key features this monitoring system would have, and critically motivate for why they would be important features, given the specific needs of this programme.
Guidance
In completing this task, go through the units and critically engage with the content, and its implication for a monitoring system. Remember that this is a summative assignment, and should cover the all of the ground that you have during the module.
Intext Citation and referencing (it is critical to use the below references in order to answer the task)
- Chapter 7: Monitoring in an Era of Algorithmic Governance
- Chapter 8 Health & demographic surveillance sites- scalar and spatial monitoring
- Arora, P. (2016). Bottom of the data pyramid: Big data and the global south Download Bottom of the data pyramid: Big data and the global south.International Journal of Communication,10, 19.
- Milan, S., & Trer, E. (2020). The Rise of the Data Poor: The COVID-19 Pandemic Seen From the Margins
- Chapter 9Frontline service monitoring systems as catalysts for improved service delivery in South Africa.pdf
- FSDM Research Report WITS.
- SoLG.2015-Isandla-Institute.pdf
- Chapter 5 A systemic lens to indicator development and analysis.pdfDownload
- Chapter 5 A systemic lens to indicator development and analysis.pdf
- Kool, D. D., & Buuren, A. V. (2004). Monitoring: functional or fashionable?. Society and economy, 26(2-3), 173-193.
- Lahey, R. (2015). Common issues affecting monitoring and evaluation of large ILO projects: Strategies to address them. Switzerland: I-Eval Think Piece.
- Reynolds, M. (2014). Equity-focused developmental evaluation using critical systems thinking. Evaluation, 20(1), 75-95
- Mark, M. M., & Henry, G. T. (2004). The mechanisms and outcomes of evaluation influence. Evaluation, 10(1), 35-57.
- Chapter 4- Institutionalizing Monitoring Systems- Introducing results-based monitoring to organisational systems.pdf
- Kusek and Rist: Introduction section, and Chapters 1-3
- Blum, J., Manning, N., & Srivastava, V. (2012). Public Sctor Managmnt Rform: Toward a Problm-Solving Approach. Economic prmis; no. 100. World Bank, Washington, DC.
- Fatil, J. O. (2014). Prformanc managmnt systms productivity in th public sctor: Withr African public administration. Africa's Public Srvic Dlivry & Prformanc Rviw, 2(3), 77-105.
- OECD. (2019). OECD Good Practics for Prformanc Budgting, OECD Publishing, Paris.
- Orton, J. D., & Wick, K. E. (1990). Loosly coupld systms: A rconcptualization. Acadmy of Managmnt Rviw, 15(2), 203-223.
- Robinson, M., & Last, D. (2009). A Basic Modl of Prformanc Budgting. Rtrivd from https://opnknowldg.worldbank.org/bitstram/handl/10986/10683/WPS4984.pdf
- Shah, A., & Shn, C. (2007). A Primr on Prformanc Budgting. Rtrivd from https://opnknowldg.worldbank.org/bitstram/handl/10986/7702/405070PUB0P1101R100461102490.pdf
- Van Doorfn, W., Bouckart, G., & Halligan, J. (2010). Prformanc Managmnt in th Public Sctor (2nd Ed).
- Wick, K. E. (1976). Educational organizations as loosly coupld systms. Administrativ Scinc Quartrly, 1-19.
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