DECENTRALISED MONITORING

AND EVALUATION PROCESS IN

GHANAUNDER

THE GROWTH AND POVERTY REDUCTION

STRATEGY (GPRS II) 2006 - 2009

AfCOPAnnual Meeting

MAURITIUS,

OCTOBER 2008

Is everyone on board?

Presentation Overview

Introduction Institutional Framework M&E Plan Preparation Participatory M&E Results Challenges Lessons Learned

SECTION 1

INTRODUCTION

MONITORING & EVALUATION

All Government Agencies at the sector, regional and district levels that are tasked with the responsibility of implementing GPRS I&II programmes and projects must demonstrate, through evidence based information, that these interventions are having the desired effects in terms of positively transforming the lives of Ghanaians.

The collection, analysis and dissemination of information on performance and outcomes will also enable the NDPC and other MDAs to feed the analysis from the District and Regional APRs directly into national APR & policy and decision making processes.

WHAT FOR

?

M&E OF THE DMTDP

To assess whether DMTDP developmental targets are being met.

To identify achievements, constraints and failures so that improvements can be made to the DMTDP and project designs to achieve better impact.

Provide information for effective coordination of district development at the regional level.

WHY?

M&E OF THE DMTDP (Con’t)

To provide district authorities, the government, development partners, community project management teams and the general public with better means for learning from past experience.

To improve service delivery and influence allocation of resources in the districts and demonstrate results as part of accountability and transparency to Ghanaians and other stakeholders.

To reinforce ownership of the DMTDP and build M&E capacity within each District.

WHY?

OBJECTIVE OF M&E GUIDELINES

The objective of the District-based Monitoring and Evaluation Guidelines was to help the District Assemblies to develop and institute an effective and efficient system for tracking the programs, projects and activities that are ongoing in their local areas, and to generate timely reports to for the National Development Planning Commission (NDPC) and other stakeholders.

SECTION 2INSTITUTIONAL FRAMEWORK

Decentralised M&E institutional and reporting framework

NDPC

Develop & implement M&E PlansCollect, Collate & Analyse DataPrepare District APRs ETC.

Prepare Guidelines, Training Manuals and Build M&E capacityAssist to create the necessary supporting conditions for M&EETC.

Key Actors Roles

RPCU

DPCU

Guide districts to develop and implement M&E PlansConduct review workshopsPrepare Regional APRs•ETC.

DPCUother sector agenciesrepresentatives of TAs and CSOsPrivate sector actors

RPCUother sector agenciesrepresentatives of CSOsPrivate sector actors

M&E Division of NDPCCross-Sectoral Planning Group

Information Flow

POLITICAL SUPPORT

The Regional Ministers, District Chief Executives and their Coordinating Directors were requested to facilitate the work of the RPCUs and DPCUs by ensuring that:

M&E capacities of the RPCU and DPCU are developed to the required standard

RPCU/DPCUs are adequately resourced with a vehicle and the necessary logistics to enable them collect, analyze data and generate reports in an accurate and timely manner

All programmes and projects in the regions and districts are systematically monitored and evaluated

The Role of Traditional Authorities & the CSOs The participation of TAs and CSOs in the DMTDP

monitoring, added real value to the process itself and its policy outcomes. Firstly, TAs and CSOs have contacts with the grassroots and are therefore well positioned to express the views and experiences of people whose needs the DMTDP aim to address.

On the whole, TAs and CSOs contributed to hold DAs more accountable and responsible for the delivery of goods and services as well as exposing malpractices, corruption and choices which do not benefit those whose needs the DMTDP are supposed to address.

SECTION 3

M&E PLAN PREPARATION

Stakeholders Analysis

Assessing Needs and Conditions

Indicators, Matrix,Calendar & Budget

Data Collection

Data

Analysis

and Use

Participatory

PM&E

Other Studies & Evaluations

M&E Reports &

Dissemination

KEY M&E ACTIVITIES

Example of stakeholders in District M&E & their needs/Responsibilities

RESPONSIBILITIES STAKEHOLDERS NEEDS

Stakeholders Information Needs/Responsibilities

Government policy and decision makers Policy formulation

Local community To demand accountability and support data collection

District Assembly / Assembly Members Policy formulation and development planning

Regional Coordinating Council Policy, planning and development coordination

Ministries Departments and Agencies Policy formulation and coordination

Parliament / Members of Parliament To brief constituents

Political Parties To evaluate performance of government

Development Partners To monitor utilization of fund inflow

Researchers / Institutions Input for research

Media Information to the general public

Civil Society Groups (NGOs, CSOs, TAs, People with Disabilities, etc.)

To demand accountability and transparency, information dissemination and advocacy

Creating the Necessary Conditions and Capacities

The process of evaluating the status, conditions, needs and M&E capacity in the district, e.g.:

1. Availability/utilization of funds2. Resources/facilities3. M&E skills, knowledge, experience, etc.4. Motivation/incentives5. Leadership/management6. Work load7. Training requirements

The core (including GPRS II & MDG) and district specific indicators were selected and also:

1. Categorised into input, output, outcome or impact indicators

2. Disaggregated (where possible) by age, gender, communities, etc.

3. Had information on how it will be measured and by whom4. Indicated the frequency of monitoring 5. Had targets set for the DMTDP implementation period6. Had baselines (they should be established where they do

not exist)7. Had annual targets set of what can be achieved up to 2009.

DMTDP INDICATORSCORE & DISTRICT SPECIFIC

M&E Matrix

Showed the linkage of the DMTDP to GPRS II policy objectives

Provided a format for presenting the inputs, outputs, outcomes, and impacts of the project/programme

Showed indicator baselines, targets, data sources, monitoring frequencies and responsibilities

Example of M&E Matrix

DMTDP Goal: To improve livelihoods in district XXX through increased food securityand income generating activities

GPRS II Policy Objective to Link: Ensure sustainable increase in agricultural productivityand output to support industry and provide stable income for farmers

Objective 1: To increase and diversify agricultural production in a sustainable way

Indicators Indicator Type

Baseline2006

Target 2009

DataSources

Monitoring Frequency

Responsibility

Percentage (%) increase in yield of selected crops, live stock and fish

Output MoFA Semi-annually MoFA, DPCU

% of households able to meet minimum nutritional requirements throughout the year

Outcome MoFA Annually MoFA, DPCU

Objective 2:

M&E BUDGET M&E has to date received little priority in DA

budgets and comparatively insignificant actual disbursements.

It was strongly recommended that all DPCUs draw the M&E budget through a participatory process.

The M&E budget required the approval of the District Assembly, alongside the DMTDP.

BUDGET PREPARATION GUIDE

The key question is whether there is a separate M&E budget and if sufficient resources have been allocated for M&E?

1. What are the human and logistical costs to consider in the budget? E.g.:1. Staff time – travel and sitting allowances2. Training events – venue, travel, accommodation, materials, per diems, course

fees, etc.3. Material and equipment – computer accessories, hardware and software, etc.4. Documentation – Printing and distribution, display boards, etc.5. Technical assistance – fees, such as for consultants, etc.6. M&E Plan - facilitating review workshops, training and capacity building, etc.

2. Is there a vehicle for field monitoring exercises?

3. What will it cost to fuel and maintain the vehicle?

4. What will it cost to monitor and evaluate each project?

5. How much will it cost to disseminate the M&E results?

6. What will be the total M&E cost of the DMTDP?

M&E Data (Quantitative & Qualitative)

1. Primary Data• Programme/Project Register

2. Secondary Data3. Data Validation4. Data Collation5. M&E Software6. Ghana Statistical Service staff

assisted in data collection & analysis

DATA ANALYSIS AND USE OF THE RESULTS Different statistical packkages were used for analysis M&E data only became useful when analysed and

interpreted to highlight key areas of concern and identified interventions for development and poverty reduction in the District.

Data analysis further showed how the district is performing with regards to all the indicators (core and district specific) and the critical areas of concern for its citizens.

Each indicator was examined and the appropriate action taken to address the findings.

The data was analysed in a systematic way so that lessons learned were fed into the district action plans and the next DMTDP.

Let us not put the cart before the horse

APR AND QUARTERLY REPORTS OUTLINE

Title PageDistrictM&E Report for (time Period)

IntroductionPurpose of the M&E for the stated periodProcesses involved and difficulties encounteredStatus of implementation of DMTDP

M&E Activities ReportProgramme/Project status for the quarter or YearUpdate on disbursements from funding sourcesUpdate on Indicators & TargetsUpdate on Critical Development and Poverty IssuesParticipatory M&E and other studies

The Way ForwardKey issues addressed and those yet to be addressedRecommendations

REPORTING After each monitoring exercise, project actors, communities

and sector departments involved were made aware of the key observations and findings.

DPCU briefed the DCE, Presiding Member and other DA actors on progress of work, observations and gaps identified.

The DPCU included all the findings and reactions in its Quarterly Reports.

The Annual Progress Reports (APR) summed up all the M&E activities in the year.

GhanaInfo database was used in reporting indicator achievement

DISSEMINATION STRATEGYCopies of the APR and quarterly reports were forwarded

to the RPCU, NDPC and other MDAs and stakeholders. Some of the dissemination techniques that were used include:

Announcements, discussions and broadcast in the local news media e.g. local FM station, local newspapers, etc.

Meeting with traditional rulers, representatives of area councils and other opinion leaders and tasking them to take the messages back to their communities

Community meetings were held at central locations throughout the District.

Participatory M&E Some of the well known PM&E tools and methodologies for

social analysis and participatory impact assessment include:

Citizen Report Cards Community Score Cards Focus Group Discussions Participatory Expenditure Tracking of social service

expenditure, etc These were used to conduct citizens assessment on their

perception o service delivery o service providers in the communities in the districts

Let’s not be in too much of a hurry

RESULTS

• District M&E Plans prepared

• District Annual Progress Reports prepared

• Institutional structures were implemented

• Common Reporting formats designed for coordination of District information (including that or Development Partners)

CHALLENGES

• Lack of appreciation for the National M&E Plan• Inadequate district Planning Officers and

capacity building• Limited incentives and motivation• Inadequate logistics and funding for M&E

activities• Inadequate skills for data analysis• Lack of Internet facility to use the GhanaInfo

Database (Devinfo) in certain districts

LESSONS LEARNED• M&E is a coordinated effort involving all

District Departments• Financial and Budget Officers are deeply

involved• M&E stakeholders are equally responsible

for effective implementation, monitoring and evaluation of District Development

• Common Reporting formats improved coordination of District information

• Feedback mechanisms improved policy decision-making and accountability

CONCLUSION

• The initiative has resulted in the establishment of a direct link between the M&E Matrix and the M&E Budget as well as the goals and objectives of the DMTDP with the national development priorities. Citizen’s are now calling upon the government to be more accountable and transparent and to demonstrate more results.