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VIII. MEASUREMENT, LEARNING & EVALUATION: 
IPI Plan for assessing and documenting progress and lessons learned: 
IPI believes that capturing the lessons learned from a project leads to stronger methodologies and 
processes in future projects. For this project, IPI will devise a formal lessons learned document in the 
project planning phase. The document will detail what went well and why; and what problems occurred, 
how they were handled, and recommendations for avoiding them in the future. 
Throughout the project's lifecycle, all staff working on the project will document their lessons in a shared 
project journal. Two IPI policy analysts (one working on peace and health and the other on polio 
eradication) will be responsible for inputting the information from the project journals into the lessons 
learned document. The document will be distributed to appropriate staff and remain avaliable in IPI's 
archives for use in future, similar projects. Upon completion of the project, IPI program directors will 
review, approve, and implement the recommendations in the lessons learned document. 
IPI Mechanisms (existing or anticipated) to evaluate results of this Project: 
IPI has several monitoring and evaluation tools and processes in place that will be useful for this project. 
First, IPI's Development Department is responsible for keeping track of evidence of impact using five 
specific indicators that could relevant for the "peace and health" component of this project: 
1) Requests by the United Nations and member states for IPI to partner on initiatives that support 
the priority issues on their agendas. 
2) Evidence that policy analysis and policy recommendations generated by IPI have been useful in 
informing the work of the UN and member states. 
3) Cases where the UN, member states, and the media have solicited and relied on the knowledge 
and expertise of IPI staff. 
4) Demand for IPI to convene meetings to promote the better understanding of an issue or to 
facilitate political consensus. 
5) Ability to reach increasingly broad and diverse audiences through the dissemination of IPI's 
research, policy analysis, and meeting outcomes. 
Second, IPI maintains a "publications impact tracker" for compiling information on the impact of IPI 
publications. This tool consolidates quantitative data (e.g. on a publication's web performance) and 
qualitative information (e.g. references to the publication and source and date, as well as any policy 
implications), helping to capture indications of impact that fall under indicators 2 and 5 above. 
Third, IPI routinely distributes evaluations at its events. Project staff will tabulate event questionnaire 
results and submit them to the Directors of Research, Programs, and to Development, who will then 
suggest modifications to activities based on results, if needed. 
Regarding the polio eradication component in particular, IPI will assess the project results in relation to 
the projected Purpose, Goals, Anticipated Outputs and Results stated in the above Project Description. 
These will be based on the information in Appendix A Outcomes and Milestones, which will be a valuable 
tool for tracking the project's progress. 
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IPI plans to evaluate the project using only internal resources, as it generally does not bring in external 
evaluators or contractors unless suggested by a donor. 
IX. SUSTAINABILITY: 
IPI plans for sustainabilit) of this Project after the grant period has ended: 
As mentioned above, IPI is both mobilizing current staff resources and developing additional capacity in 
order to carry out this project. IPI intends for the project to be a catalyst for integrating a broader, long-
term !peace and health'-' program into its core activities. IPI aims to establish itself in the peace and 
healthE field over the course of the grant period. The-ereatiewef-a-eentfe-ef-exeeltenee-ecHaeaee-anel 
bealth-weeld-erissre-the-leng- term-sustainability-ef-the-pfejeet, 
As the BMGF works with GPEI to figure out how innovations developed for polio eradication efforts can 
be used to support other health initiatives and immunization programs, IPI will build and sustain its 
expertise on peace and health issues. IPI's work to help understand local barriers to access, for example, 
may prove valuable to efforts to strengthen the comprehensive immunization programs of other 
vaccine-preventable diseases, including diphtheria, tetanus, whooping cough, and measles. 
X. GENERAL DUE DILIGENCE: 
IPI is neither a commercial nor a for-profit entity. 
Project activities in countries where US embargoes (Cuba, Sudan, Iran) or significant 
economic restrictions (eg. North Korea, Myanmar, Syria) apply: 
None. 
XI. PROPOSAL SUBMISSION CHECKLIST: 
—Proposal narrative; 
—Completed Appendix A, Outcomes & Milestones Chart; 
—Grant budget (as per template); 
—IPI current budget; 
—Most recent financial statements (audited if available); (NH: we should also 
attach last 2 Annual Reports) 
--Board of Directors List; 
—Other documents. 
Add: Child Protection Policy 
Annex: Trip report on Syria 
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