DECENTRALISED MONITORING AND EVALUATION PROCESS IN GHANA UNDER

1. DECENTRALISED MONITORING AND EVALUATION PROCESS IN GHANA UNDER THE GROWTH AND POVERTY REDUCTION STRATEGY (GPRS II) 2006 - 2009 AfCOP Annual Meeting MAURITIUS, OCTOBER 2008

2. Is everyone on board?

3. Presentation Overview • Introduction • Institutional Framework • M&E Plan Preparation • Participatory M&E • Results • Challenges • Lessons Learned

4. SECTION 1INTRODUCTION

5. WHAT FOR ? 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.

6. WHY ? 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.

7. 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.

8. OBJECTIVE OF M&E GUIDELINES • The objectiveof 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.

9. SECTION 2INSTITUTIONAL FRAMEWORK

10. Information Flow Key Actors Roles Prepare Guidelines, Training Manuals and Build M&E capacity Assist to create the necessary supporting conditions for M&E ETC. M&E Division of NDPC Cross-Sectoral Planning Group NDPC RPCU other sector agencies representatives of CSOs Private sector actors Guide districts to develop and implement M&E Plans Conduct review workshops Prepare Regional APRs • ETC. RPCU DPCU other sector agencies representatives of TAs and CSOs Private sector actors Develop & implement M&E Plans Collect, Collate & Analyse Data Prepare District APRs ETC. DPCU Decentralised M&E institutional and reporting framework

11. 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

12. 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.

13. SECTION 3M&E PLAN PREPARATION

14. KEY M&E ACTIVITIES Assessing Needs and Conditions Data Collection Indicators, Matrix, Calendar & Budget StakeholdersAnalysis Participatory PM&E M&E Reports & Dissemination Data Analysis and Use OtherStudies & Evaluations

15. RESPONSIBILITIES NEEDS STAKEHOLDERS Example of stakeholders in District M&E & their needs/Responsibilities

16. Creating the Necessary Conditions and Capacities The process of evaluating the status, conditions, needs and M&E capacity in the district, e.g.: • Availability/utilization of funds • Resources/facilities • M&E skills, knowledge, experience, etc. • Motivation/incentives • Leadership/management • Work load • Training requirements

17. DMTDP INDICATORSCORE& DISTRICT SPECIFIC The core (including GPRS II & MDG) and district specific indicators were selected and also: • Categorised into input, output, outcome or impact indicators • Disaggregated (where possible) by age, gender, communities, etc. • Had information on how it will be measured and by whom • Indicated the frequency of monitoring • Had targets set for the DMTDP implementation period • Had baselines (they should be established where they do not exist) • Had annual targets set of what can be achieved up to 2009.

18. 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

19. Example of M&E Matrix

20. 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.

21. BUDGET PREPARATION GUIDE

22. M&E Data (Quantitative & Qualitative) • Primary Data • Programme/Project Register • Secondary Data • Data Validation • Data Collation • M&E Software • Ghana Statistical Service staff assisted in data collection & analysis

23. 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.

24. Let us not put the cart before the horse

25. APR AND QUARTERLY REPORTS OUTLINE • Title Page • District • M&E Report for (time Period) • Introduction • Purpose of the M&E for the stated period • Processes involved and difficulties encountered • Status of implementation of DMTDP • M&E Activities Report • Programme/Project status for the quarter or Year • Update on disbursements from funding sources • Update on Indicators & Targets • Update on Critical Development and Poverty Issues • Participatory M&E and other studies • The Way Forward • Key issues addressed and those yet to be addressed • Recommendations

26. 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

27. DISSEMINATION STRATEGY Copies 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.

29. 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

30. Let’s not be in too much of a hurry

31. 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)

32. 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

33. 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

34. 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.