Responsibility for Developing the M&E Plan. MCC desires to “[refrain] from requesting the introduction of performance indicators that are not consistent with countries’ national development strategies.”4 For this reason, primary responsibility for developing the M&E Plan lies with the M&E directorate of MCA-Nepal with 4 Busan Partnership for Effective Development Cooperation, Busan Outcome Document, 1 December 2011, p.5 support and input from MCC’s M&E and economist staff. The M&E Plan must be developed in conjunction with key stakeholders, including MCA-Nepal leadership and sector leads, the MCC Resident Country Mission, and other MCC staff (such as Environmental and Social Performance and Gender and Social Inclusion), as well as external stakeholders, as applicable. While the entire M&E Plan must be developed collaboratively, MCC and MCA-Nepal Project/Activity leads are expected to guide the selection of Indicators at the process and output levels that are particularly useful for management and oversight of Projects and Activities.
Responsibility for Developing the M&E Plan. MCC desires to “[refrain] from requesting the introduction of performance indicators that are not consistent with countries’ national development strategies.”1 For this reason, primary responsibility for developing the M&E Plan lies with the M&E staff of the Accountable Entity with support and input from MCC’s M&E and economist staff. The M&E Plan must be developed in conjunction with key stakeholders, including the Accountable Entity leadership and sector leads, the MCC resident country mission, and other MCC staff (such as Environmental and Social Performance and Gender and Social Inclusion), as well as external stakeholders, as applicable. While the entire M&E Plan must be developed collaboratively, MCC and the Accountable Entity Project/Activity leads are expected to guide the selection of Indicators at the process and output levels that are particularly useful for management and oversight of Projects and Activities.
Responsibility for Developing the M&E Plan. MCC desires to “[refrain] from requesting the introduction of performance Indicators that are not consistent with countries’ national development strategies.”7 For this reason, primary responsibility for developing the M&E Plan lies with the M&E staff of MCA-Liberia with support and input from MCC’s M&E and economist staff. The M&E Plan must be developed in conjunction with key stakeholders, including MCA-Liberia leadership and sector leads, the MCC Resident Country Mission, and other MCC staff (such as Environmental and Social Performance and Gender and Social Inclusion), as well as external stakeholders, as applicable. While the entire M&E Plan must be developed collaboratively, MCC and MCA-Liberia Project/Activity leads are expected to guide the selection of Indicators at the process and output levels that are particularly useful for management and oversight of Projects and Activities.
Responsibility for Developing the M&E Plan. Responsibility for developing the M&E Plan lies with the M&E Director of MCA-Moçambique with support and input from MCC’s M&E and economic staff. MCA-Moçambique leadership and sector leads, stakeholders of Mozambique, the MCC Resident Country Mission in Mozambique, and other MCA-Moçambique and MCC staff (such as cross-cutting leads) shall assist with the development of the M&E Plan. MCC and MCA-Moçambique Project/Activity leads are expected to (i) guide the selection of Indicators for results that do not yet have an associated Indicator, (ii) support the refinement of indicator information, and (iii) review the Baseline and Target for each Indicator.
Responsibility for Developing the M&E Plan. MCC desires to “[refrain] from requesting the introduction of performance indicators that are not consistent with countries’ national development strategies.”1 The M&E Plan must be developed in conjunction with key stakeholders, including the Government, the MCC Resident Country Mission, and other MCC staff (such as Environmental and Social Performance and Gender and Social Inclusion), as well as external stakeholders, as applicable. While the entire M&E Plan must be developed collaboratively, for this particular programmatic approach to the Threshold Program, primary responsibility for developing the M&E Plan shall lie with the M&E staff of each relevant MCC Service Provider with support and input from MCC. In particular, MCC Service Providers are expected to guide the selection of Indicators at the process and output levels that are particularly useful for management and oversight of Projects and Activities.
Responsibility for Developing the M&E Plan. Primary responsibility for developing the M&E Plan lies with the monitoring and evaluation directorate of MCA-Morocco II with support and input from MCC’s monitoring and evaluation and economic analysis staff. The M&E Plan must be developed in conjunction with key stakeholders, including MCA-Morocco II leadership and sector leads, the MCC resident country mission, other MCC staff, and external stakeholders, as applicable.
Responsibility for Developing the M&E Plan. Responsibility for developing the M&E Plan lies with the MCC Service Providers, with support and input from MCC. MCC Project/Activity leads and each MCC Service Provider are expected to (i) guide the selection of Indicators for results that do not yet have an associated Indicator, (ii) support the refinement of Indicator information, and (iii) review the Baseline and Target for each Indicator.
Responsibility for Developing the M&E Plan. MCC desires to “[refrain] from requesting the introduction of performance Indicators that are not consistent with countries’ national development strategies.”4 For this reason, primary responsibility for developing the M&E Plan lies with the M&E Directorate of MCA-El Salvador with support and input from MCC’s M&E and economist staff. The M&E Plan must be developed in conjunction with key stakeholders, including MCA-El Salvador leadership and sector leads, the MCC Resident Country Mission, and other MCC staff (such as Environmental and Social Performance (ESP) and Social and Gender Assessment (SGA)), as well as external stakeholders, as applicable. While the entire M&E Plan must be developed collaboratively, MCC and MCA-El Salvador Project/Activity leads are expected to guide the selection of Indicators at the process and output levels that are particularly useful for management and oversight of Projects and Activities.
Responsibility for Developing the M&E Plan. MCC desires to “[refrain] from requesting the introduction of performance indicators that are not consistent with countries’ national development strategies.”2 For this reason, primary responsibility for developing the M&E Plan lies with the M&E directorate of MCA-Côte d’Ivoire with support and input from MCC’s M&E and economist staff. The M&E Plan must be developed in conjunction with key stakeholders, including MCA-Côte d’Ivoire leadership and sector leads, the MCC Resident Country Mission, and other MCC staff (such as Environmental and Social Performance and Gender and Social Inclusion), as well as external stakeholders, as 2 Busan Partnership for Effective Development Cooperation, Busan Outcome Document, 1 December 2011, p. 5 applicable. While the entire M&E Plan must be developed collaboratively, MCC and MCA-Côte d’Ivoire Project/Activity leads are expected to guide the selection of Indicators at the process and output levels that are particularly useful for management and oversight of Projects and Activities.
Responsibility for Developing the M&E Plan. Responsibility for developing the M&E Plan lies with the M&E Director of MCA-Indonesia II with support and input from MCC’s M&E and economic staff. MCA-Indonesia II leadership and sector leads, Government stakeholders, the MCC Resident Country Mission in Indonesia, and other MCA-Indonesia II and MCC staff (such as cross-cutting leads) shall assist with the development of the M&E Plan. MCC and MCA-Indonesia II Project/Activity leads are expected to (i) guide the selection of Indicators for results that do not yet have an associated Indicator, (ii) support the refinement of indicator information, and (iii) review the Baseline and Target for each Indicator.
