Participatory Planning Monitoring And Evaluation

PARTICIPATORY PLANNING MONITORING AND EVALUATION

PERSONAL ACTION PLAN – Paul Amevor (OICI-Ghana)

1.0 Introduction:

Opportunities Industrialization Centers International – Ghana Program (OICI-Gh), is a non-profit International Development Organization founded by the Late Rev. Dr. Leon Sullivan. OIC has been working in Ghana since 1971, providing vocational training, job placement and in recent times, entrepreneurship training for the under-privileged youth. OIC also runs a program called Poverty Alleviation Program and Income Improvement for rural Ghana (PAPIIR), with locations in Ashanti, Western and Northern Regions. OICI operates in partnership with local communities, Host governments and donors. The primary role is to offer technical assistance for sustainable business enterprises and human resource development.

In addition to the above programs, OIC has been implementing a Food Security Training and Outreach Services Initiative Program in Tamale, Northern Ghana since 1999 as the fourth center to be established and the first OICI Food Security Program in Ghana. The goal of this food security program is to increase food security among the target populations in the northern region of Ghana through specific training interventions that impact on the livelihoods of the rural people. The program is funded by United States Agency for International Development (USAID)

1.1 The Key Components of OICI Food Security Program

The key components of the food security program include the following:

 Training in post harvest loss reduction, processing, farm management and marketing, and provision of improved storage structures,  The training in agricultural marketing is supported by the operation of an Inventory Credit and Storage Service Schemes with the participating farmers  Increase in women’s income through various income generating activities and business and technical skills development. The interventions involved the training of women groups in agro- processing and value-adding enterprises and establishment of credit arrangements to support the growth of such enterprises. The supported enterprises include; bee keeping, cassava processing, pottery and rice processing  Reducing the incidence of water-borne and related diseases through the provision of potable water sources and training of community members in water-point sanitation

1 1.2 Monitoring and Evaluation System for OICI-Gh Food Security Program

Monitoring and Evaluation system (M&E) has been developed and implemented for the OICI food security program since the beginning of the program interventions. Though, this monitoring and evaluation plan had already been revised twice in response to monitoring and evaluation recommendations, it is still largely a tool for providing information to satisfy donor accountability requirements. There is very little participation of stakeholders in the M&E system. Information needs of stakeholders as well as their level of participation in the M&E functions were not properly assessed and considered in the design of the M&E system. In effect, the Plan lacks the capacity to generate relevant information that supports management decision-making processes as well as satisfies donor accountability requirements.

The purpose of this action plan is to propose various actions and steps that need to be taken to redesign the M&E plan to make it relevant for management decision making and at the same time fulfill donor accountability.

2 2.0 Key Lessons learnt:

Focus Area Current Practice New Idea Project Planning The process of identifying the needs of There is the need to devote much time stakeholders not rigorous enough and the and resources in identifying the needs choice of interventions are largely of stakeholders and together select and dependent on what the donor is most prioritize the various interventions and likely to fund and the existing institutional plan the strategies for achieving them. capacity of what the organization can deliver. Stakeholder participation in the project design and implementation is also minimal. The methodology used in assessing the needs of stakeholders limit active participation of stakeholders. Donor Inflexibility in Programs once approved become a “blue There is the need to have an inbuilt Program design and print” and difficult to change to better mechanism in the development implementation respond to the needs of direct Activity Proposal that allows some beneficiaries during implementation. E.g. amount of flexibility in the program two years into the implementation of design during implementation. phase 1 of the OICI food security program, it was realized that target - The example also emphasizes the farmers were not adopting the improved need to do good situational analysis. agricultural practices they have learnt The problem could have been from the program because they lacked unearthed if program planning was capacity to procure the relevant inputs. jointly carried out with the There was therefore the urgent need to stakeholders. introduce input credit components to complement the training but this was rejected by the donor. Monitoring & Participation of Key stakeholders in Monitoring and evaluation needs to be Evaluation monitoring and evaluation is quite understood and seen as an integral minimum. Results of monitoring and component of a successful program evaluation are often seen as means to planning and implementation. And justify accountability to the donor instead more importantly, it must be seen as a of seen as a learning process. Project learning process that demands the management is therefore some times active involvement of project staff and hesitant in sharing M&E findings with key stakeholders. M&E findings stakeholders particularly with the donors. should not necessarily be used as In the light of this, M&E personnel are primary reasons for withholding often harassed by management to reword funding or sacking managers but the contents or portions of M&E reports rather be used as a tool for adjusting whenever the report is perceived as program design and implementation negative. strategies to better serve the needs of stakeholders.

3 Lessons Learnt Continued

Focus Current Practice New Idea Involving Whereas the project staff have a fair It is important for all the players to stakeholders in understanding of M&E and the reasons have a common understanding and monitoring and for M&E, our direct beneficiaries (farmers agreement on what they want to do evaluation Processes and women enterprise groups) have very with M&E. Stakeholders need to be little knowledge and reasons for M&E. involved in deciding what to monitor The major stakeholder (donor) may also and evaluate, what methodologies to have its own agenda for M&E. use to gather the information, how the information should be analyzed/interpreted and how the results of M&E will be used. M&E Plan The current M&E plan is not participatory There is the need to redesign the and it is much geared towards donor current M&E plan to make it accountability rather than a learning participatory. process for project management and stakeholders.

3.0 Goal:

To enhance the performance of OICI Ghana food security program through effective monitoring and evaluation system

4.0 Objective:

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

5.0 Scope of the new M&E Plan:

Use of project inputs, outputs delivered and impacts of project interventions

4 6.0 Key Stakeholders:

Stakeholder Anticipated level of involvement in the re-design process United State Agency for International development Development of performance questions, indicators and choice of (Donor) data collection methodologies and tools and information sharing processes Women groups involved in various income generating Development of performance questions, indicators and choice of activities e.g. cassava processing, bee-keeping, data collection methodologies and tools and information sharing pottery-making and rice processing processes Data collection and analysis. Farmer groups (men & women) Development of performance questions, indicators and choice of data collection methodologies and tools and information sharing processes Data collection and analysis. Water and Sanitation committees Development of performance questions, indicators and choice of data collection methodologies and tools and information sharing processes Data collection, analysis and information sharing District Assemblies Development of performance questions, indicators and choice of data collection methodologies and tools and information sharing processes Data analysis Ministry of Food and Agriculture (MoFA) Development of performance questions, indicators and choice of data collection methodologies and tools and information sharing processes and data analysis Ministry of Health (MoH) Development of performance questions, indicators and choice of data collection methodologies and tools and information sharing processes and data analysis Community water and Sanitation Agency (CWSA) Development of performance questions, indicators and choice of data collection methodologies and tools and information sharing processes and data analysis World Vision Ghana (WV-Gh) Development of performance questions, indicators and choice of data collection methodologies and tools and information sharing processes and data analysis Adventist Development and Relief Agency (ADRA) Development of performance questions, indicators and choice of data collection methodologies and tools and information sharing processes and data analysis

7.0 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)

7.1 How to overcome Constraints:  Intensive sensitization on the importance of participatory monitoring and evaluation (PM&E)  Capacity building in PM&E

5 6 8.0 Time Schedule of activities

Responsibilities Mar Apr0 May Jun Jul Aug Sept Oct Nov Dec 04 4 04 04 04 04 04 04 04 04 Planned Activities Critical review of the current M&E system M&E X Organize sensitization workshop for management, M&E X technical and field staff on PPM&E Project staff

Organize sensitization workshop for selected key M&E X stakeholders on PPM&E Selected stakeholders

Organize separate workshop to Identify information M&E X needs of key stakeholders Project staff & Selected stakeholders

Organize M&E workshop for key stakeholders and M&E project staff with focus on the ff: Project staff & Selected stakeholders identifying performance questions & indicators, measurement tools and deciding on data analysis and X use of information and information sharing processes.

Prepare a draft PM&E Plan M&E X Discuss the draft M&E plan with Project staff and the M&E X key stakeholders at a workshop Project staff & Selected stakeholders Finalize the M&E plan X Assess the capacity of staff and Key stakeholders in the M&E and Project technical staff X use of PPM&E tools Organize training for project staff and key stakeholders M&E on specific PM&E tools Project staff & Selected stakeholders X Implementation of the revised M&E Plan M&E Data collection, analysis, use of the information and Project staff & Selected stakeholders X processes of reflection and learning. Monitoring and Evaluation of the M&E Processes M&E X X X X X X X X X Project staff & Selected stakeholders

7 9.0 Monitoring and evaluation of the Action Plan Five core indicators will be monitored and evaluated to keep track of progress made towards the implementation of the Action Plan. This is outlined in the table below.

Key Performance questions Indicators Source of Information, Remark ( level methods and frequency of achievement) To what extent is management willing to % increase in M&E budget Review of Project commit time and resources into the financial record, development and implementation of Quarterly PM&E system? To what extent are the stakeholders Number of selected Workshop attendance interested in the institutionalization of stakeholders regularly record, each time M&E PM&E? participating in various M&E event takes place training workshops and meetings Semi-structured interviews/brainstorming Each time M&E Level of stakeholder satisfaction workshop/meeting takes with the PM&E processes place

What is the level of participation of staff & stakeholders in the M&E processes?

To what extent are the staff and Number of stakeholders able to Review of completed stakeholders able to implement and perform their assigned roles and M&E forms manage the M&E processes? responsibilities Quarterly Are planned activities being implemented Number of planned activities Review of planned according to schedule? Why and why not? implemented on schedule activities Monthly

10.0 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, Fuel, computers & stationery, per diem allowances, accommodation)

. Incentive packages (certificates of recognition for key stakeholders involved in data collection and analysis, feedback on how the data was used and what it contributed to the improvement of the project)