An overview of the Ghana national M&E system
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The document provides an overview of Ghana's national monitoring and evaluation (M&E) system. It describes the national M&E architecture, which includes linking policy, planning, M&E and budgets. It also outlines the national M&E institutional framework and information flows. The national M&E system focuses on results and involves stakeholders in analysis, indicator setting, data collection and reporting. Some achievements include developing M&E guidelines, plans and building capacities. However, challenges remain around human and financial resources, data management, demand for results, and coordination across levels.
An overview of the Ghana national M&E system
- 1. AN OVERVIEW OF THE NATIONAL M&E SYSTEM (Ghana) A presentation at IFAD M&E workshop - Accra, 12/12/2011 By Bruno B. Dery
- 2. PRESENTATION OVERVIEW NATIONAL M&E ARCHITECTURE NATIONAL M&E SYSTEM ACHIEVEMENTS & CHALLENGES
- 3. SECTION 1 THE NATIONAL M&E ARCHITECTURE
- 4. POLICY, PLAN, M&E &BUDGET POLICY GSGDA PLAN DISTRICT & SECTOR PLANS M&E DISTRICT & SECTOR M&E PLANS NATIONAL BUDGET
- 5. NATIONAL M&E INSTITUTIONAL ARCHITECTURE Prepare guidelines & training manuals Build M&E capacity Create the necessary conditions for M&E Institute rewards & sanctions Etc. Guide districts to develop and implement M&E Plans Coordinate district M&E activities Prepare Regional APRs, Etc. Prepare & implement M&E Plans Collect, Collate & Analyse Data Prepare District APRs Etc. M&E Division of NDPC PPMEDs Cross-Sectoral Planning Group CSOs, private sector actors, Etc. RPCU Members other sector agencies representatives of CSOs Private sector actors Etc. DPCU Members other sector agencies representatives of TAs and CSOs Private sector actors Etc. MDA RPCU MDA Regional Director DPCU MDA District Director Information Flow and Feedback Key Actors Roles PRESIDENT PARLIAMENT
- 6. SECTION 2 THE NATIONAL M&E SYSTEM
- 7. Credible, legitimate political leadership (Building a results-based M&E system is first and foremost a political activity with technical dimensions) Strong human, institutional, and management capacity in the public sector Public service known for integrity, honesty, and professionalism Well-developed financial, budgetary, and accounting systems A tradition of accountability and transparency PRECONDITIONS FOR A CREDIBLE NATIONAL M&E SYSTEM
- 8. M&E AS A SYSTEM 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
- 9. M&E PLAN The M&E plan is a concise document that provides a roadmap for how M&E will be conducted . It assists MDAs/MMDAs to measure progress toward achievement of the S/DMTDP goals and objectives in a structured way It provides a clear direction on how specific activities and expected results of the S/DMTDP will be utilised It incorporates components that makes it possible to understand the S/DMTDP, reflect and learn lessons from its implementation. The process of developing the plan must be as participatory and collaborative as possible WHAT IS IT ?
- 10. M&E PLANS AT ALL LEVELS NDPC MDAs RPCUs DPCUs Project Managers Body Responsible M&E Plans
- 11. M&E CORE VALUES
- 12. FOCUS ON RESULTS
- 13. The Results Matrix: Indicators - Baselines - Targets - NATIONAL M&E YARDSTICKS
- 14. DATA AND REPORT FORMATS DISTRICT QUARTERLY REPORTS ANNUAL PROGRESS REPORTS REPORTING ON RESULTS
- 16. PREPARED DISTRICT AND SECTOR M&E GUIDELINES (UNDER GPRSII & GSGDA) DISTRICT AND SECTOR M&E GUIDELINES ORIENTATIONS (BASIC M&E TRAINING) M&E PLANS FOLLOW-UP, REVIEW AND FEEDBACK DISTRICT AND SECTOR M&E PLANS M&E GUIDELINES AND PLANS
- 17. CONDUCTED M&E CONDITIONS AND NEEDS ASSESSMENT FOR 120 DISTRICTS (UNDER GPRS II) PREPARED A DRAFT M&E MANUAL CONDUCTED M&E TRAINING FOR NEWLY CREATED DISTRICTS (2008) BUILDING M&E CAPACITIES
- 18. NATIONAL ANNUAL PROGRESS REPORTS (2002 -2010) CITIZENS’ ASSESSMENT REPORTS (2003 & 2005 & 2008) DISTRICT AND SECTOR ANNUAL PROGRESS REPORTS DISSEMINATION OF APRs AND CITIZENS’ ASSESSMENT REPORTS M&E RESULTS AND DISSEMINATION
- 20. Vacant M&E positions at all levels Limited M&E skills at all levels Not many M&E Champions at the highest level HUMAN RESOURCES
- 21. Low to non existing budget lines for M&E at all levels Comparatively insignificant releases and actual disbursements on M&E Unattractive conditions of work and conditions of service for M&E positions at all levels FINANCIAL RESOURCES AND INCENTIVES
- 22. No rewards and sanctions for compliance and non-compliance with M&E requirements at all levels. E.G. BUDGETARY REWARDS – No linkage between budget releases and M&E results REGULATORY SANCTIONS – Act 480, “Section 19 (1) the Commission may with the prior approval of the President by legislative instrument make regulations to- Prescribe the procedure for the submission of development plans; Prescribe the form and time for submission of the plans to the Commission; and Make provisions to give full effect to this Act.” REWARDS AND SANCTIONS
- 23. Data collection challenges at all levels Data gaps and inconsistencies at all levels Information management systems (for data storage, retrieval and presentation) challenges at all levels (Lack of or under utilisation of database systems) DATA AND INFORMATION MANAGEMENT
- 24. Low demand and utilisation of M&E results by the DAs, RCCs MDAs, Parliament, OoP, CSOs, Research/ Academia, etc. Weak linkages and utilisation of M&E results to inform policy, plans and budgets Duplication of efforts at all levels DEMAND AND UTILISATION OF M&E RESULTS
- 25. Duplication of efforts at all levels with minimal co-ordination E.G. World Bank mission report in October 2004 states” “ while all core management agencies of government and sectors are increasing their focus on M&E, there is also an increasing risk of overlap, replication and development of parallel processes. Development Partner support is contributing to this. The increasing number of interventions and partners has increased the number of overlapping and potentially contradictory systems. Poor coordination in decentralized M&E has been identified as producing negative returns” . WEAK CO-ORDINATION
- 26. THANK YOU FOR THE ATTENTION