University of Melbourne

The Open University

University of Kent at Canterbury

Technical Director at Ecorys UK

Ripon, North Yorkshire, United Kingdom

Responsible for direct inputs into monitoring and evaluation projects, evaluations and assessments; as well as business development and project management.

Ecorys UK

Technical Director

Responsible for developing both in-house and project-based monitoring and evaluation (M&E) systems.  Also working with teams on business development activities such as preparing expressions of interest and tender documents.

Maxwell Stamp

Managing Consultant

As well as working with Maxwell Stamp as a Managing Consultant, I provide freelance expertise to other clients in the fields of monitoring and evaluation, project design, and project management.

Mat Pritchard Consulting

Principal Consultant

The Team Leader is responsible for the overall management and delivery of CLP2. Mr Pritchard acts as the 'backbone' of the CLP and ensures that the whole team, both in the Secretariat in Bogra and in District offices, is performing to a high standard and delivering the proposed outputs. The Team Leader is the public face of the programme, with overall responsibility for:* Policy, strategy and long-term planning;* Representation and liaison with all stakeholders;* Annual planning and implementation;* Management and oversight of all programme staff and activities;* Finance, procurement and administration;* Recruitment and human resources management;* Progress reporting.Particular achievements included promoting efficient, effective and Value-for-Money operations with the result that the Programme increased its coverage by 16.5%, from 67,000 households to 78,026 on the same budget. Mr Pritchard maintained the Programme’s overall very high standards of operational implementation, which regularly achieved gradings of A and A+ in DFID yearly evaluations, while also pushing standards higher in a number of areas.  An example was in the M4P-based markets projects. Mr Pritchard was responsible for the analysis that saw one project, focused on fodder, being integrated into the other two components (meat and milk).  This policy and operational change saved nearly UK£200,000 while safeguarding the achievements of the previously stand-alone fodder project, and continued to support producer outcomes in the meat and milk markets components.  He also directed upgrades to the Programme’s overall technical, financial and fraud tracking / management processes, adhering strictly to DFID and DFAT’s ‘zero tolerance to fraud’ policy.  Under his direction, the Programme’s communications improved significantly, coming to be recognised by the donors as a benchmark amongst their portfolio of extreme poverty programmes in Bangladesh.

Team Leader

The Innovation, Monitoring and Learning (IML) Division played a key role in monitoring and evaluation, policy support, programme development and communications for the Chars Livelihoods Programme (CLP).  It provided the Team Leader and senior managers with the results of research and analysis for evidence-based assessment of the extent to which programme activities and innovations are on track and achieving desired impacts.  It contributed to learning and dissemination of good practice through the provision of strategic advice.  The IML Division also had operational responsibility to monitor that inputs specified in annual work plans were delivered efficiently and effectively through contracted partner implementation organisations.  IML operated as the shop window for the CLP, and often for DFID.  Communications were thus an extremely important part of the CLP's responsibilities.  The Director of IML was directly responsible for ensuring that the Communications Strategy was updated and implemented.Mr Pritchard's key achievements included:*  Directing and inspiring a very new team to plan and deliver the full range of output, outcome and special-subject reports expected, to the high standards required.*  Over-achieving on project targets; for example, publishing 20 evidence-based documents on the CLP's website, to achieve more than double the targeted expectations, while maintaining the high quality of each research report.*  Driving special research into various aspects of women's empowerment, including presenting results in local and international conferences.  Helped to gain recognition for CLP's women's empowerment scorecard methodology as an insightful and robust method of measuring women's empowerment.*  Oversaw a significant increase in the quality and quantity of communications materials being published, with new channels and a signed-up audience for the Programme's newsletter that nearly doubled during his tenure.

Director of Innovation, Monitoring and Learning

Development management consultant specialising in monitoring and evaluation, project / programme management and technical writing / editing. March - June 2013: Lead Researcher, Study on Efficient and Effective Project Delivery Mechanisms for Market-oriented Smallholder Agriculture (IFAD).  The evaluation investigated the various different project delivery mechanisms used to facilitate implementation of IFAD-supported projects and programmes, with a particular focus on Project Management Units (PMUs). The assignment delivered a synthesis report on PMU types, effectiveness and efficiency in different circumstances, as well as knowledge products to guide future project / programme designers and Country Programme Managers.Feb 2013: Technical Writer (Scriptoria). (1) Wrote a feature for Global Partnership for Water's Annual Report 2012, focusing on aspects of the Partnership's activities in strengthening the network.  (2) Wrote features for ICARDA's Annual Report 2012 on the organisation's policy activities and approach and dryland agricultural projects in Arab countries. Contracted by Scriptoria. 8 Nov 2012 - mid-Feb 2013:  Technical Writer, Field Practitioner's Toolkit - Institutional and Organisational Analysis and Capacity Development (IFAD).  The Toolkit provided practical tools and approaches for incorporating institutional and organizational analysis and strengthening into country programme and project design, implementation, supervision, and M&E, including good practice case studies.

Development Management, M&E and Technical Writing Consultant

Provided substantial inputs to GRM's technical and financial bids, resulting in GRM winning the contract.  The AAA is a substantial expansion of the ADS programme.  From 25 countries, it expanded to the whole of Africa; from 250 awards per year to 1,000; and from two types of award to four.  In addition, the staff complement has expanded from 13 to 60.  As Deputy Team Leader, Mr Pritchard's responsibilities include:1.	Provide strategic and policy advice to the management team and AusAID regarding all aspects of the AAA's expansion and operations.2.	Revise the Management Information System and processes for applications, including substantial improvements to the reporting system.  Troubleshooting and technical advice on most IT- and information systems-related issues.3.	Team leader role for designing and implementing the revised Management Information System for all applicant, awardee and alumni information.4.	Major inputs to the development of the new M&E system including advisory role on all indicators and information records from the ADS contract.5.	Technical lead on designing and implementing the Records Management Policy and Framework.6.	Oversee all operational aspects of the programme’s startup as well as oversee and quality assure all aspects of award processes.7.	Revise and update the programme Quality Assurance Manual (QAM), covering all AAA procedures, processes, templates, guidelines and regulations for all AAA operations.8.	Recruit up to 50 staff in South Africa and Kenya, with input to recruitment in Australia. Writing TORs and tests for most positions. Brief Human Resources Manager on all HR issues and oversee design and installation of new HR guidelines, materials, performance management systems etc.9.	Participate in upgrading AAA's financial system.10.	Provide advice and training to all personnel on all aspects of AAA's operations, particularly management information systems and award processes.11.	Stand in for Team Leader when necessary.

Palladium: Make It Possible

Deputy Team Leader, Australia Awards for Africa

The ADS Programme sent approximately 250 students from 25 African countries to Australia to study towards post-graduate Diplomas or Masters degrees in its last year of operation, having steadily risen from 85 students from 8 countries.  As Senior Project Manager for the ADS Programme (see below), Mr Pritchard was appointed in June 2007 to troubleshoot serious problems with the Programme's performance.  He designed and implemented a Quality Systems Audit, which identified a number of crucial human resources, management, operational and technical weaknesses.  He was then responsible for designing and implementing a comprehensive action plan to address the weaknesses.  This was successfully achieved, and GRM appointed Mr Pritchard as Programme Manager.  Mr Pritchard's responsibilities included:1.	Providing strategic and policy advice and recommendations to AusAID on all aspects of the Programme.  Ensured that all operational decisions stemming from such advice are implemented swiftly and effectively.2.	Full responsibility for all aspects of managing, implementing, M&E and reporting on the ADS Programme's work cycle throughout 25 African countries, including oversight of 13 full-time staff in four offices (Pretoria, Mozambique, Kenya, Ghana); up to six consultants; and over a dozen service providers.3.	Implemented and oversaw all technical aspects of the programme, including all selection and mobilisation processes, Alumni professional development events and tracer studies, and all reporting.4.	Responsible for all finances and financial oversight, including purchase orders, procurement processes, payment approvals, fees and salaries, cash-flow forecasting, account reconciliations, budgeting and reporting.5.	All human resources management, including overseeing correct reporting (timesheets, leave applications etc) and performance reviews.

Australian Development Scholarships (ADS) Programme Manager

The Southern Africa office of GRM International, based in Pretoria, acted as a regional office, managing and supporting projects across the SADC countries.  Mr Pritchard had  responsibilities in three major aspects of operations:1.  Project management: contract management (consultant and client); managing staff; all aspects of financial management, including budgeting and invoicing; technical quality assurance; reporting monthly, quarterly and annually to Client and internally; editing and quality control on  technical reports; updating and revising project technical, financial and administrative systems; monitoring and evaluation of projects; client liaison and relationship development.2.  Business Development.  Mr Pritchard focused his business development activities on projects in the governance and rural livelihoods sectors and was responsible for all aspects of proposal preparation, including project analysis, technical writing, CV analysis and consultant recruitment, preparing financial proposals and budgets, technical editing and final production of the completed documents.  This included developing  networks of governance and development organisations.3.  Capacity-Building Programme (CBP).  Led  efforts to develop and implement a capacity-building programme for its staff, particularly its Young Professionals.  Mr Pritchard was responsible for all aspects of designing and implementing the CBP, including producing training materials focused on:•	project management (contract management, time / task management, Office software skills);•	business development (writing expressions of interest, managing the preparation of technical and financial proposals, and business communications); and•	other aspects of development (development values, donor programmes etc) and corporate concerns, such as administrative and IT systems.Mr Pritchard also carried out the role of IT Systems Manager, including managing GRM’s IT support contract.

Senior Project Manager

Completed Masters degree in Development Management with the Open University, UK.  Thesis focused on elements of monitoring and evaluation (oversight / accountability) in local government in the UK.

Full-time Student

Full-time Masters Degree Student

Solely responsible for setting up and operating the Solomon Islands office of GRM International.  Responsibilities included:•	major inputs as local government / governance adviser to the bid team that successfully won an A$20m Governance Facility.  This included analysing a number of different governance institutions’ strengths and weaknesses;•	as project manager, accountable to the Project Senior Executive for the maintenance of client relationships and technical, financial and contractual management of assigned projects, which included a Disaster Risk Management Project.  Mr Pritchard produced logframe project design training manuals for this project;•	carrying out a development needs survey, and developing & implementing a corporate business strategy;•	managing the Honiara Office, including all aspects of finance, administration; logistics; and registration of GRM as a branch office in the Solomons;•	representing the company in the Solomon Islands and developing a network of contacts within the government, NGO and private sectors;•	as Bid Manager, managing activities associated with the preparation of proposals.

GRM International

Country Manager

Full technical, administrative and financial responsibility for managing the Transition Phase of PAGF. Responsibilities included:•	overseeing the assessment, design, tendering, management and M&E of 16 governance projects, including ensuring gender-sensitive approaches were used.  Project beneficiaries included the Supreme Court, the Provincial Government of Northern Samar, Sangga Kagayanon (a governance-focused NGO) and the Institute of Corporate Directors.  Capacity-building and institutional strengthening components were a particularly important aspect of most of the projects designed, and Mr Pritchard provided technical and management inputs to the design of such components.  In addition, he carried out a training course for provincial government staff in project assessment, design and proposal writing;•	managing all project staff and oversight of all sub-contracted companies and staff;•	project and Facility monthly reporting and Activity Monitoring Briefs (AMBs) for AusAID, including sole responsibility for writing the Facility Completion Report;•	overall responsibility for all Facility financial, management, contractual, administrative and logistical matters;•	ensured full Facility budget expenditure and achievement of Facility goals on schedule

Facility Manager / Team Leader, Philippines-Australia Governance Facility

As Acting Facility Director / Team Leader, Mr Pritchard was responsible for:•	managing a team of eight staff and overseeing orderly completion of ongoing governance projects;•	writing the project completion report and Activity Monitoring Briefs (AMB) for the donor, which were accepted without comment;•	responsibility for all financial, logistical and administrative matters in the close-down period, including concluding contracts with several staff members, until the donor’s decision to finance a transition phase while preparing Phase 2.As Project Designer / Manager, his responsibilities included:•	managing the implementation of six governance projects worth a total of A$2.3m;•	regular monitoring and evaluation of the above projects;•	conducting mid- and post-implementation evaluations of projects and preparing the appropriate reports •	facilitating the participatory design and appraisal of projects using logframes, and gender sensitive approaches. Capacity-building and institutional strengthening were also important aspects of these projects, and Mr Pritchard made substantial technical and management inputs to their design;•	managing tendering and sub-contracting processes;•	managing sub-contractors, including performance monitoring and quality control of deliverables;•	preparation of monthly and final activity reports.

Project Designer / Manager, then Acting Facility Director / Team Leader

Responsible for the following projects:•	Botswana Rangeland Inventory and Monitoring Project Phase 2 (DFID-funded, £2m)•	Pan-African Programme for the Control of Epizootic Diseases (PACE) Communications and Privatisation / Legislation Component, (EC-funded, €2m)•	Pastoral Livelihoods Appraisal Mission, Eastern Africa, (DfID-funded, approx £0.25m).•	Western Samar Agricultural Resources Development Project, Philippines (EC-funded, €5m).•	Formulation and Assessment Study to Establish a Regional Livestock Development Programme for Eastern Africa (EC-funded).•	Institutional Strengthening of the CDF Secretariat Project, Trinidad and Tobago (IADB-funded).•	Short-term input to the Economic Expansion in Outlying Areas Programme, Zambia, as Technical Editor and Publications Specialist (Sida-funded).General management duties for these projects included: head office and consultant contract management; monitoring and evaluation; monthly, quarterly and annual reporting; financial management – budgeting, invoicing, reporting; recruiting, mobilising and demobilising consultants; quality control on annual workplanning and project budgeting; editing of reports; procurement and logistics; and capacity building inputs relating to word processing, databases, and publications software.  Mr Pritchard was also responsible for various other corporate tasks, such as all aspects of preparing technical and financial bids and proposals, IT management, and designing and maintaining the company’s management information systems.  During this period he also began part-time studies towards his MSc in Development Management with the Open University.

Matthew Pritchard