Evaluation of the national HIV M&E system in Guatemala using the MERG 12 components organizational framework, Guatemala, November 2008
N.P. Rivera Scott1,2,3,4, L. Castillo5, A. Flores6, A. Hirschmann7, H. Beatriz8, D. Muralles6, K. Ramos9, P. Urzua10, M. Castro11, J. Matute6
1UNAIDS, Monitoring and Evaluation - EVA, Guatemala, Guatemala, 2IAS, Geneva, Switzerland, 3Honduran National Medical Association, Tegucigalpa, Honduras, 4National University of Honduras, Tegucigalpa, Honduras, 5USAID, Guatemala, Guatemala, 6World Vision, Guatemala, Guatemala, 7Global Fund, Geneva, Switzerland, 8UNAIDS, Guatemala, Guatemala, 9PAHO / OMS, Guatemala, Guatemala, 10Ministry of Health, National AIDS Program, Tegucigalpa, Honduras, 11Ministro of Health, Guatemala, Guatemala
Issues: In November 2008, the NAP / MOH led the assessment of its national HIV M&E system, in collaboration with key stakeholders including Global Fund, World Vision, UNAIDS, USAID, USAID/PASCA and oversight from the M&E Reference Group, MERG. The purpose was double: to evaluate the M&E system and to validate the final draft version of the MERG tool.
Description: Main steps:
1) organization of TWG,
2) pre-workshop recollection of key information (interviews & desk review),
3) evaluation workshop (three days),
4) elaboration of report,
5) dissemination & use of results.
The MERG tool (in Excel) provided key variables for each of the 12 components, focusing performance of 7 key organizational structures: NAC, NAP/MOH, Umbrella HIV Organizations, Other government sectors (at the national level) and local / AIDS coordination authorities, Public health providers and Other implementers (including Global Fund sub-recipients).
Results: Organizational structures with better M&E performance were the NAP/MOH and Other implementers, (GF sub-recipients). M&E Plan, structures with M&E, Alliances and Routine Program Monitoring, presented the highest scores. Surveys and Surveillance; Dissemination and use of information; HIV data bases; and Research & Evaluation were partially implemented. Three components were the least developed: Human capacity for M&E; Supervision and data auditing; and Alliances. One component was not implemented at all - Annual, costed, national M&E work plan.
Lessons learned: The HIV M&E system in Guatemala is incipient, with 39% global average, thus presenting broad improvement opportunities. The lack of a functional NAC hinders its development. Global Fund grant implementation has increased M&E capacity among its sub-recipients. The evaluation process broadens the M&E perspective of participants.
Next steps: Scale-up M&E capacity developed with the Global Fund project. Strengthen HHRR development in M&E and alliances. Elaborate costed, operational M&E plan and include the M&E plan within the next NSP 2011-2015.
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