1 / 20

PERSONAL ACTION PLAN – Paul Amevor (OICI-GH)

PERSONAL ACTION PLAN – Paul Amevor (OICI-GH). Presentation Outline Review of current OICI M&E System Key lessons learnt Goal and Objective of the Action Plan Scope of the New M&E Plan Key Stakeholders Constraints Planned Activities Monitoring & Evaluation of the Action Plan

aldon
Download Presentation

PERSONAL ACTION PLAN – Paul Amevor (OICI-GH)

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. PERSONAL ACTION PLAN – Paul Amevor (OICI-GH) Presentation Outline Review of current OICI M&E System Key lessons learnt Goal and Objective of the Action Plan Scope of the New M&E Plan Key Stakeholders Constraints Planned Activities Monitoring & Evaluation of the Action Plan Resources needed

  2. Review of the OICI M&E System • Revised twice in response to M&E recommendations • A tool for providing information for donor accountability • Little participation of stakeholders in the M&E system • Information needs of stakeholders and their level of participation not assesed and considered in the design • The plan lacks capacity to support management decision-making processes

  3. Current Practice Program Planning: Process of needs identification not rigorous enough: Choice of interventions depends largely on what donor is most likely to fund Existing institutional capacity of the organization Stakeholder participation in the program design and implementation is minimal New Idea Need to devote much time and resources in identifying the needs of stakeholders Select and prioritise interventions with the stakeholders and agree on implementation strategies Lessons learnt

  4. Programs once approved become a”blue print”and difficult tp change to respond to changing needs (e.g. Inputs credit component for OICI FS program was rejected by Donor) Need to have an in-built mechanism in the DAP to allow flexibility Need to do thorough situational analysis Donor Inflexibility

  5. Participation of Key stakeholders in monitoring and evaluation is quite minimum. Results of monitoring and evaluation are often seen as means to justify accountability to the donor instead of seen as a learning process. Project management is therefore some times hesitant in sharing M&E findings with stakeholders (donors). M&E personnel are often harassed by management to reword the contents or portions of M&E reports whenever the report is perceived as negative. Monitoring and evaluation needs to be understood and seen as an integral component of a successful program planning and implementation. M&E must be seen as a learning process that demands the active involvement of project staff and key stakeholders. M&E findings should not be used as primary reasons for withholding funding or sacking managers. Monitoring and Evaluation

  6. Different understanding of M&E by different Actors. All players should have a common understanding and agreement on what they want to do with M&E. Stakeholders need to be involved in the M&E Processes. Involving stakeholders in M&E

  7. The current M&E plan is not participatory It is much geared towards donor accountability rather than a learning process for project management and stakeholders. There is the need to redesign the current M&E plan to make it participatory Current Monitoring and Evaluation Plan

  8. Goal of the Action Plan • To enhance the performance of OICI Ghana food security program through effective monitoring and evaluation system

  9. Objective • To re-design the current M&E system for OICI Ghana food security Program to make it more participatory by December, 04

  10. Scope of the new M&E Plan • Use of project inputs, outputs delivered and impacts of project interventions

  11. Key Stakeholders • United State Agency for International development (USAID) • Women groups involved in various income generating activities e.g. cassava processing, bee-keeping, pottery-making and rice processing • Farmer groups (men & women) • Water and Sanitation committees • District Assemblies • Ministry of Food and Agriculture (MoFA) • Ministry of Health (MoH) • Community water and Sanitation Agency (CWSA) • World Vision Ghana (WV-Gh) • Adventist Development and Relief Agency (ADRA)

  12. Constraints • Lack or inadequate financial support • Lack of cooperation from management and other staff • Lack of cooperation from stakeholders • Lack of capacity of staff and stakeholders in monitoring and evaluation (PM&E)

  13. How to overcome Constraints • Intensive sensitization of Stakeholders on the importance of participatory monitoring and evaluation (PM&E) • Capacity building of stakeholders in PM&E

  14. Planned Activities • Critical review of the current M&E system (March,04) Organize sensitization workshop for management, technical and field staff on PPM&E (April,04) • Organize sensitization workshop for selected key stakeholders on PPM&E (May,04) • Organize separate workshop to Identify information needs of key stakeholders (June,04) • Organize M&E workshop for key stakeholders and project staff with focus on the ff: identifying performance questions & indicators,measurement tools and deciding on data analysis and use of information and information sharing processes (July,04)

  15. Planned Activities (Cont’d) • Prepare a draft PM&E Plan (August,04) • Discuss the draft M&E plan with Project staff and the key stakeholders at a workshop (September,04) • Finalize the M&E plan (October,04) • Assess the capacity of staff and Key stakeholders in the use of PPM&E tools (October,04) • Organize training for project staff and key stakeholders on specific PM&E tools (November,04) • Implementation of the revised M&E PlanData collection, analysis, use of the information and processes of reflection and learning. • Monitoring and Evaluation of the M&E Processes

  16. M&E Plan- Key Performance Questions • To what extent is management willing to commit time and resources into the development and implementation of PM&E system? • To what extent are the stakeholders interested in the institutionalization of PM&E? • What is the level of participation of staff & stakeholders in the M&E processes? • To what extent are the staff and stakeholders able to implement and manage the M&E processes? • Are planned activities being implemented according to schedule? Why and why not?

  17. M&E - Indicators • % increase in M&E budget • Number of selected stakeholders regularly participating in various M&E training workshops and meetings • Level of stakeholder satisfaction with the PM&E processes • Number of stakeholders able to perform their assigned roles and responsibilities • Number of planned activities implemented on schedule

  18. M&E Plan - Source of Information, methods and frequency • Review of Project financial record, Quarterly • Workshop attendance record, each time M&E event takes place • Semi-structured interviews/brainstorming Each time M&E workshop/meeting takes place • Quarterly Review of completed M&E forms • Monthly Review of planned activities

  19. Resources Needed • Trained staff and stakeholders in PM&E (Training materials e.g. stationery, handouts, consultancy fees, per diem allowances, conference fees and hotel, accommodation) • Equipment and workshop materials (e.g. vehicles, computers & stationery) • Incentive packages (certificates of recognition for key stakeholders involved in data collection and analysis) • Financial resources

  20. End of PresentationThank You

More Related