QUALITY, MONITORING & 1

EVALUATION STRATEGY
Nile Egyptian Schools

Edited & Prepared by

Dr. ADEL YOUNIS
Quality M&E deputy director “NES”

3/18/2018
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SESSION AGENDA
• Introduction.
• Quality, Monitoring & Evaluation.
• Tour Findings.
• QA M&E strategy.
• Task force.
• Business model contribution.
• Action plan.
• Continuous improvement.
• Challenges

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 INTRODUCTION
3

NES board of trustees

NES director

Financial &
Educational Monitoring Business
administrative Legal affairs
curricula and T.D Evaluation & QA development
affairs

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 INTRODUCTION (II) 4

Monitoring
Evaluation & QA
deputy director

Data analysis Monitoring & Quality Assurance

manager Evaluation manager Manager

M&E specialist Quality Assurance

Data analyst
(senior) Specialist

M&E specialist
(junior)

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INTRODUCTION (III) 5

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 INTRODUCTION (III) 6

• Potato treated powder

• Flavor & fragrance additives
• 3 times price of lays, 4.5 times price of
chipsy
• Pure potato
• Packaging more fashionable
• More popular
• Client’s segment Targeted are different
• Cheaper
• Different marketing strategies.
• Wide distributed
• Flavors are very specific

40% OF MARKET SHARE 60% OF MARKET SHARE

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 QUALITY MONITORING & EVALUATION 7

TOTAL QUALITY MANAGEMENT

• Leadership
• People involvement
• Customer focus
• Process approach
• System approach
• Factual based decision making
• Mutual beneficial supplier relationship
• Continuous improvement

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Monitoring
• is the routine checking of
information on progress, to confirm
that progress is occurring against
the defined direction.
• It commonly involves monthly to
quarterly reporting.
• Monitored items are outputs,
activities and use of resources (e.g.
people, time, money, and
materials).
• Used to ensure that what has been
planned is going forward as
intended and within the resources
allocated.
8
Evaluation
• is used to ensure that the direction
chosen is correct.
• It can typically be formative
(helping to develop learning and
understanding within stakeholders)
or summative (i.e indicating the
degree of achievement).
• It typically focuses on outcomes
and their relationship with output
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KEY PRINCIPALS OF M&E

• Refer back to existing baseline of data
• Linked to the methodology used in the system design
• Linked to specific system objectives
• Monitoring of information should be reflected in decision
making
• M&E should take into consideration all stakeholders
contributions

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Methodology of data
collection
• One to one interview with working
staff.
• Review of provided documents.
• Site guided tour
• Attending regular work Meeting
with core business operating staff.
TOUR FINDINGS(I) 10
Problems faced during gap
analysis phase
• Mis-concept of visit targets.
• Gossips and rumors style of
proposed meeting.
• Transmission of data to other schools
with the same day of proposed visit.
• Non official announcement to visit
plan, and objective.
• Provision of “non-asked to” data
and information from working staff.
• Defensive mechanism of working
staff about collected data
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TOUR FINDINGS(II)

Kindly review the tour photos !!

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QUALITY MANAGEMENT – M&E (I)

principal Procedures, processes Involved Sectors, M&E

departments and divisions frequency

Leadership Vision, mission, policy, international UNIT director , Board of Annually

relationships, learning style chosen ,
business development , capacity
building . Resources allocation
Hub’s outputs / outcomes ,
performance management
trustee secretary general
Schools general manager, Monthly
deputy director for quarterly ,
assessment & evaluation, and annually
deputies of GM, school’s
management, DMs , HODs,
teachers , non academic
staff members.

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QUALITY MANAGEMENT – M&E (II)
principal Procedures, processes
People HR Manual , employee handbook ,
involvement recruitment procedure , appraisal
evaluation procedure, training
manual , training need assessment,
training service providers , training
evaluation , personnel affairs local
instructions, salary scale ,
beneficiary wellfare of staff
13
Involved Sectors, M&E
departments and divisions frequency
HR department, personnel monthly
affairs section head ,
training section head ,
Schools general manager,
deputies of GM, school’s
management, DMs , HODs,
teachers , non academic
staff members.
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QUALITY MANAGEMENT – M&E (III)

principal Procedures, processes Involved Sectors, M&E

departments and divisions frequency

Customer Schools admission procedure, Business development monthly

focus student’s handbook , academic
assessment and evaluation manual
test results verification procedures ,
social accountability manual ,
school’s board of trustee ledger /
manual.
deputy director,
Schools general manager,
deputies of GM, school’s
management, DMs , HODs,
teachers , non academic
staff members.

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QUALITY MANAGEMENT – M&E (IV)

principal Procedures, processes Involved Sectors, M&E

departments and divisions frequency

Process NES / NIES manual , Quality All sectors , departments & Monthly,
approach , Management Manual , Schools divisions quarterly ,
system Manual , annually
approach ,
factual
based
decision
making

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QUALITY MANAGEMENT – M&E (V)

principal Procedures, processes Involved Sectors, M&E

departments and divisions frequency

Mutual Contracting & outsourcing manual Business development Monthly,

beneficial and procedures , unit and schools dept., support services quarterly ,
supplier business model , finance & treasury dept. , maintenance dept. annually
relationship manual , maintenance manual and finance dept.
procedures , support services
manual and procedures.

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QUALITY MANAGEMENT – M&E (VI)

principal Procedures, processes Involved Sectors, M&E

departments and divisions frequency

Continuous NES / NIES quality manual All sectors , departments & Monthly,
improvement divisions quarterly ,
annually

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QUALITY MANAGEMENT – M&E

STRATEGIC PLAN

 Preparation of all previously described manuals ,

procedures, processes , work instructions to all
departments.
Remains of academic  Promoting TQM / M&E cultures among
year 17/18 “ including organization, including 1st TQM training
summer vacation”  Conducting 1st communication protocol training
 Conducting 1st appraisal management training
 Achieving hiring of 60% of working taskforce
among schools , 75% of working taskforce among
the unit, and 100% of working taskforce among the
Q-M&E dept.

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STRATEGIC PLAN (II)

 Conducting 1st refreshment training for TQM

 Conducting monthly and quarterly previously
stated activities
 Conducting 1st internal audit training
 Conducting frequent TQM internal audits
Academic year 18/19  Applying for the Quality external assessment audit
and unit certification
 Preparation of the Environmental management
system within schools
 Preparation of the H&S assessment system within
schools

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 STRATEGIC PLAN (III) 20

 Conducting 2nd refreshment training for TQM

 Conducting monthly and quarterly previously
stated activities
 Conducting 1st case study and code of conduct
analysis
 Conducting frequent TQM internal audits
 Preparing to pass the Quality external surveillance
unit audit “first year renewal”.
Academic year 19/20  Applying for the external Environmental assessment
audit for schools compatible with the system
requirements
 Applying for the external H&S assessment audit for
schools compatible with the system requirements
 Preparation for tactical team for TQM – NES
promotion among NIES certification / licensing
action plan.

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 STRATEGIC PLAN (IV) 21

 Conducting 3rd refreshment training for TQM

 Conducting monthly and quarterly previously
stated activities
 Conducting 2nd case study and code of conduct
analysis
 Conducting frequent TQM internal audits
 Preparing to pass the Quality external surveillance
Academic year 20/21
unit audit “2nd year”.
 Preparing to pass 1st EMS surveillance audit.
 Preparing to pass 1st H&S surveillance audit.
 Preparation for tactical team for TQM – NES
promotion among NIES certification / licensing
action plan.

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 TASK FORCE 22

Monitoring
Evaluation & QA
deputy director

Data analysis Monitoring & Quality Assurance

manager Evaluation manager Manager

M&E specialist Quality Assurance

Data analyst
(senior) x 3 Specialist x 5

M&E specialist
(junior) x 5

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 BUSINESS & MONEY 23

Expanses Income

1) Direct payments: • System transfer = 100

24+18 +18+6 + 8x5 +13x3 + 8x5 = 185 • System transfer with consultancy for
2) Running fees ≈ 10 to 15 implementation = 250
3) Certification fees: • System maintenance = 50 / year
30 x 3 / school / 1st year = 450
5 x 3 / school / 2nd & 3rd year = 150
40 / unit / 1st year = 40
5 / unit / 2nd & 3rd year = 5
4) Indirect fees ≈ 30 to 40

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• In the period from 1st of April to 3rd of May
ACTION PLAN 24

Sunday 1st of April to Thursday 5th October

8/4 to 12/4 Qena
15/4 to 19 /4 Port Saed
22/4 to 25 /4 Obour
29 / 4 to 3 / 5 Menya

Session Duration Targeted audience

1) Total quality management 2 hours Principal / Assistant Non academic staff
2) Communication protocol each principals / HODs / one embers
teacher from each
subject

1st day for 2nd day first 3rd second 4th day for 5th day for
data & training day training day academic non
document for for non- audit academic
study academic academic audit
staff staff
members 3/18/2018
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CONTINUOUS IMPROVEMENT

Appraisal Communication
Quality
management protocol
manual
system

International
Audit plan business

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 CHALLENGES
26

TOP M. commitment

Senior staff
understanding -
cooperation

Vacancies occupation

NES HQ

LMS – process
automation – paperless
workflow

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THANKS FOR YOUR TIME

QUESTIONS

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