Monitoring and Evaluation Directorate

M&E Director Biography

Biography of Mohammad Hamed Sarwary – Director of Monitoring and Evaluation, IDLG

Mohammad Hamed Sarwary was born in June 1983 in PD.6 Kabul Afghanistan. He is a talented, dynamic and creative Afghan. He completed his primary and high education in Afghanistan and Pakistan. Sarwary has a Bachelor Degree in Business Administration (specialized in management).

Beside the official languages of the country (Dari and Pashto), Sarwary is fluent in English (both written and verbal) and working with computer and other modern technologies are part of his daily life.

For the last twelve (12) years, Hamed Sarwary has been working with different organizations such as the United Nations, Government, International, and Non-governmental Organizations in Afghanistan:

Sarwary worked for four (4) years with the Food and Agriculture Organization of the United Nations (UN-FAO) in the field of Administration/Finance and Monitoring and Evaluation. He then joined the National Solidarity Program (NSP) of MRRD as Monitoring and Evaluation (M&E) Consultant and Head of the Implementation Monitoring Unit and worked for eighteen months (18) months. Hamed Sarwary worked for the International Foundation for Electoral Systems (IFES) as the Manager of Monitoring and Evaluation Unit for one year. He then joined and worked for the Asia Foundation as the Manager of Monitoring, Evaluation and Reporting Unit of the Performance-Based Governors’ Fund Program for one year.

In late 2010, Sarwary started working with the Independent Directorate of Local Governance (IDLG) and played the critical role in various areas such as Transition, Donor Coordination, Reporting, M&E and undertaking various assessments at national and sub-national levels.

With day and night efforts, Hamed Sarwary with the support from other sections could establish the Directorate of Monitoring and Evaluation in IDLG in mid-2012 which is one of the key and important departments in IDLG’s structure.

Hamed Sarwary is highly skilled and practically experienced in design, development, and implementation of Monitoring and Evaluation systems that are culturally and environmentally appropriate and responsive to the demands and nature of programs/project and organizations. He has strong analytical, communication and writing skills which are important elements of M&E functions.

As mentioned above, Sarwary has worked in different managerial positions at various levels and organizations and has good experience and knowledge of teamwork, management and working with diverse people.

  Organizational Structure of Monitoring and Evaluation Directorate in IDLG

The Monitoring and Evaluation Directorate is consist of (3) Departments and (ten) Technical Specialists.

1.    Introduction of Monitoring and Evaluation Directorate in IDLG

The Monitoring and Evaluation (M&E) Directorate was established and approved in the structure of IDLG in 1391. The M&E is an independent Directorate in IDLG and reports directly to the Director General of IDLG.

The main objectives of the M&E Directorate in IDLG is to ensure activities and performances are as per the organization policy, strategy and objectives. M&E is committed to continuous improvements and reforms implementation and ensures effective implementation of organizational policies, strategies, and programs to achieve objectives.

2.    M&E Directorate Mandates in IDLG

  • Manage, coordinate and undertake all the M&E activities related to IDLG and its programs both at the national and sub-national levels in accordance with the developed framework
  • Monitor and evaluate all the activities and performances of IDLG central office, Provincial Governors’ Offices, District Governors Offices, Municipalities, and Local Councils
  • Regularly collect, process and analyze data from different IDLG programs, directorates and PGOs/DGOs about the IDLG performance and operations
  • Conduct monitoring field visits to the provinces and regions to cross-check the collected data and monitor the status and performance of IDLG programs and operations
  • Ensure all the collected data both directly by the IDLG M&E team and indirectly by the programs are stored and maintained in a central database and that is able to provide information as required by the senior management and donors/stakeholders
  • Prepare regular progress and analytical reports for the IDLG senior management and other stakeholders about the programs, operations, achievements and provide realistic recommendations on how to further improve the interventions
  • Provide technical and analytical M&E reports and information to feed in with the national frameworks and benchmarks
  • Conduct and coordinate periodic evaluations, surveys, and assessments of IDLG and ensure they are linked with the overall M&E framework and indicators
  • Provide technical support and assistance on M&E to the IDLG staff and different programs to ensure all stakeholders and personnel are aware of the M&E functions
  • Manage, coordinate and ensure all the M&E activities/components undertaken by other programs/directorates are aligned with IDLG’s overall M&E framework and indicators
  • Ensure strong link and standardized reporting and information flow from/to sub-national entities with the IDLG’s HQ Office
  • Conduct and facilitate M&E training and workshops for the IDLG staff and programs as and when required.

For more information, please contact:

Independent Directorate of Local Governance
Monitoring and Evaluation Directorate
Mohammad Hamed Sarwary, M&E Director
Mobile: 0799 396 201
Email: hsarwary@yahoo.com

1.    Achievements of IDLG M&E Directorate in 2016:

  • Districts’ Security Threat Assessment – four quarterly assessment of security threats and government presences in the districts have been conducted. Results and analyzed reports have been submitted to IDLG leadership, President’s Offices and other relevant entities.
  • Performance Evaluation of Provincial Line Ministries Directors’ by Governors – (1126) Provincial Line Department Directors have been evaluated by Provincial Governors with the technical help of M&E/IDLG. Results and reports have been shared with Office of H.E. the President.
  • Assessment of Border Districts – (89) border districts in (20) provinces have been assessed and potential risks and recommendations for each of the districts identified.
  • Development of Follow up Mechanism and Quarterly Reporting against Provincial Plans – IDLG M&E Directorate has collected and analyzed (4) quarterly progress reports of Provinces against their annual plans and shared with the Administrative Office of the President (AOP)
  • Development of Provincial Monthly Reporting Mechanism on Video Conference Conducted Between H.E. the President and Governors – (9) monthly and one annual report on decisions of VTCs (Video Telecommunication Conferences) conducted in two rounds between H.E. the President and (34) provincial Governors have been collected from provinces and the analyzed results and reports shared with AOP.
  • Development of Follow Up and Reporting Mechanism on Cabinet Decisions and Ministries’ Commitments – M&E of IDLG has collected (4) quarterly progress reports from all provinces against the cabinet decisions and ministries commitments. Reports regularly shared with the Administrative Office of the President (AOP).
  • Assessment Districts in five Categories – M&E Directorate of IDLG has assessed all districts of country in five categories such as (districts on highways, with minerals/mines, border, etc..).
  • Development of Provincial Governors’ Monthly Report on (13) Key Indicators – monthly statistics on key (13) indicators have been collected from Provincial Governors for the last (11) months.
  • Preparation of IDLG Six Monthly and Annual Reports – detailed six monthly report and also annual report of IDLG for 2016 has been prepared in three languages (Dari, Pashto and English). Reports are available on IDLG website.
  • Development of a Concept for establishment of Local Governance MIS system – a concept for establishment of a Local Governance Management Information System (LG-MIS) has been prepared and under implementation.
  • Preparing Quarterly and Annual Reports for AOP – (3) quarterly and one annual report of IDLG’s central departments against the annual plan has been prepared and submitted to AOP.
  • Establishment of Geographical Information System (GIS) in M&E Directorate – a GIS system to produce maps, better present data and reports have been developed for the M&E Directorate of IDLG.

   M&E Directorate Planned Activities for 2017:

Aligning M&E Directorate with new National Priority Program for Local Governance:

  • Revision of the IDLG M&E Framework as per the revised and new NPPLG and Policy
  • Review of M&E and reporting processes including the establishment of a comprehensive database – the Local Governance Management Information System (LG-MIS)
  • Revision of GIS system for M&E to store and save information from center and provinces
  • Coordination on M&E related issues with the central and provincial departments
  • Aligning tashkeel (structure) and job descriptions of the M&E staff as per the revised M&E framework
  • Revision of tools and instruments of M&E to implement the revised M&E framework
  • Produce maps to present M&E findings and information/reports for better decision making

Data Management, Analysis and Reporting on various assessments and sharing it with IDLG leadership and other stakeholders:

  • Preparing the quarterly report of provinces against their annual plans
  • Preparing Annual Reports on Achievements and Activities of Provinces
  • Analysis and reporting on assessment of District and provinces Security Threats and Government presences in the districts
  • Analysis and reporting on assessment of border districts
  • Assessment of judicial presences in the districts
  • Preparing progress reports on IDLG activities and its different programs

Support and establishing effective M&E and Reporting systems for Provinces:

  • Introduction of revised M&E framework and tools to central, provincial, municipal and local council departments
  • Develop tools for effective M&E process and reporting of performances of local entities (Provincial Governors Offices, District Governors Offices, Municipalities, and Provincial Councils)
  • Establish an effective reporting mechanism for M&E about the performances and activities of local entities (as named above) in coordination with relevant central departments.
  • Arranging and conduct training for existing and upcoming M&E staff both in the center and provinces to improve M&E and reporting practices
  • Preparation of annual plan for the year 2018.