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test

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Engage more in the design and planning stage rather than jumping directly in the reporting.

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Develop a data management system to aggregate data for reporting.

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Develop and track outcome-level indicators, not just activity-level outputs, Build the capacity of field staff on basic PMER concepts, Lead regular learning reviews to reflect on what’s working, what’s not, and why turning data into actionable insights.

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Ensure operations adopt the indicator bank. Most of the indicators are not SMART and relevant.

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Response is not our work, instead, its key that as PMER, we focus on data management to support informed decisions of the teams responding to the emergencies.

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Too much reporting for PMER.

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Less focus on repetitive data collection, Reduce overly technical or lengthy reports, minimize last-minute reporting pressure, Avoid focusing only on donor compliance

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Calculation of people reach data and data validation on a regular basis.

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Support Operations to be reflecting on evaluation criteria when designing operations. For instance, based on the ENA, to what are the objectives and activities proposed relevant, appropriate and effective, (among the other criteria) in initially relieving the affected populations of the impacts of the occurrence?

Is there anything that we can do to strengthen this? Like designing the operation with evaluation findings in mind. Like cross check or compare the ENA information and its matching intervention.

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It could integrate real-time data analytics for faster adaptive decision-making and proactively embed community feedback into all the phases of evaluation and planning.

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Increase of monitoring as a regular task to capture the learning, outcomes, etc. rather than only focusing on reporting.

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Be involved in all the emergency phases. PME is mostly missing and focus more on the R.

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Capacity building teams at the frontline of response. As PMER, we may not necessarily always be at the forefront incase of emergencies but having teams that deeply understand the essence of good quality data in such scenarios surely comes in handy

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Too much reporting and sometimes on same findings .. Time and Efforts consuming

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Engage OPs on PMER involvement in initial assessments

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Give more focus on capacity building and specific advanced trainings activities

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In ENA, PMER should support Operations to stay updated with the contextual data and information, what we call data preparedness

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Focus on strengthening data collection at the Point Of Service (POS). This is where quality and credibility is determined.

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On Job mentoring and knowledge exchange with and between NS PMER Colleagues.

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Facilitate tools and easy job aides for PMER surge staff

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Have one system and a regular meeting. Avoiding duplicate the efforts

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We can try and differentiate between design and planning. Design is where we agree what are the best interventions and approaches. This is where we consider relevance, appropriateness, coherence, connectedness, efficiency, effectiveness, impact and sustainability. This is based on the information collected in ENA

Planning is about the reach (where, how many etc). the schedule of activities and the resources required.

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Have their PMER policies, SoPs, and tools, and share them with the partners and oblige them to use them.

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Capacity building

Conduct Training sessions for staff on PMER principles, tools, and methodologies to enhance their skills.

Mentorship Pair less experienced staff with mentors who have expertise in PMER to facilitate knowledge of project activities

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Evaluations even though we "E" in the titles this usually means developing ToR and hiring the external consultant, I would say, Movements PMERs should have this opportunity to manage evaluations, if capacity is low then to contribute to increase instead of consultants which are expensive and not sustainable.

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Have pressure from partners demanded reports.

Have a unified form

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should do frequently DQA(data quality assessment)

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Less of report writing to beat deadlines. Instead, should capacity build PMs and NS staff and encourage activity-based reporting so as to avoid treating reporting as an event (done at the last minute) but a continuous process as information is gathered.

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Trying to have a clear and good analysis / Assessment report, prioritizing the needs, aligning with the capacity of the NS

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Reduce duplicate reporting for NSs, and coordinate with the other actors on what needs to be monitored and reported. Standard indicators and unified forms that serve all actors.

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Enhanced coordination and collaboration as all play distinct but linked roles

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There might be a need to also connect the existing tools the Secretariat is providing to NS. There are plenty of tools on IM, ENA, planning that might need a better alignement

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Less reporting focus, more planning, monitoring and evaluation, when the last three went well, reporting will be smoother later

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Streamline data collection in line with the NS capacity. Avoid complex data collection tools/approaches

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As it has been already mentioned, PMER should be included along with the response, not later when it comes to evaluation and reporting to donors

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Requested just to edit/write reports.

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Increase communication between PMER/ENA/IM to ensure a more streamlined approach for emergencies

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Competency based learning for future PMER personnel deployed to operations

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There is an indicators bank that is being used. Familiarity with is should be increased.