2000年-世界发展银行全球_Monitoring_and_Evaluation_Capacities_in_Ghana___A_Diagnosis_and_Proposed_Action_Plan_45页_261kb

Summary of M&E Capacities in Ghana — A Diagnosis and Proposed Action Plan

Core Content

This document, prepared by the World Bank in January 2000, provides a diagnosis of Ghana's Monitoring and Evaluation (M&E) capacities and outlines a proposed action plan to strengthen them. The focus is on aligning M&E with public sector management reforms and enhancing the government's ability to measure and report on development effectiveness.

Main Viewpoints

• M&E as a Key Reform Tool: M&E is seen as a critical component of public sector reform, aimed at improving performance culture, accountability, and service delivery within the civil service.
• Ghana as a Pilot Country: Ghana is a pilot country for the Comprehensive Development Framework (CDF), which emphasizes results-based management and accountability.
• Need for a Strong M&E Framework: The government has initiated various reforms, including the MTEF, but M&E capacities remain underdeveloped and need strengthening.
• Civil Society Engagement: There is a recognition of the importance of involving civil society, including NGOs and think-tanks, in assessing public sector performance.
• Donor Support: Donors, including the World Bank, play a significant role in supporting M&E capacities and have identified several options for capacity building.

Key Information

Step 1: Key Ministries and Bodies

• Central Management Agencies (CMAs): Include the Ministry of Finance (MOF), National Development Planning Commission (NDPC), Public Services Commission (PSC), Office of the Head of the Civil Service (OHCS), and State Enterprises Commission (SEC).
• Sector Ministries: Responsible for identifying sectoral priorities and overseeing performance of departments and agencies.
• Coordination Bodies: Include the National Institutional Renewal Programme (NIRP) secretariat, Policy Management Group (PMG), and the Public Financial Management Reform Programme (PUFMARP) secretariat.

Step 2: Public Sector Incentives and Ethics

• Sector ministries have considerable autonomy, but central controls (PSC) and budget monitoring (MOF) are strict.
• There is a lack of a strong performance culture, with limited individual rewards and sanctions.
• Corruption is noted as a concern, particularly in the roads sector.

Step 3: Budget and Line Management Decisions

• GOG has committed to public sector rationalization and downsizing.
• Budget decisions are largely determined by long-term commitments and donor support.
• PPMEDs (Policy, Planning, M&E Departments) are central to data collection and budget planning, but their roles and functions are unclear and vary widely.

Step 4: Influence of M&E on Decision-Making

• M&E findings have not yet had a significant influence on budget or line management decisions.
• There is a need for better integration of M&E into the decision-making process, particularly for performance budgeting and resource allocation.

Step 5: M&E Activities and Data Sources

• PPMEDs and ministry statistics units are key sources of data.
• The Ghana Living Standards Survey (conducted every 4–5 years) and Core Welfare Indicators Questionnaire (CWIQ) are used for national-level performance measurement.
• The SEC provides a model for performance measurement through corporate plans, performance agreements, and quarterly reports.

Proposed Action Plan

The document outlines 10 options for developing M&E capacities:

1. GOG Policy Statement on M&E

   • A senior minister should issue a policy statement to establish the importance of M&E.

2. Development of an Effective M&E Framework

   • Define clear responsibilities and processes for M&E at national, sectoral, and regional levels.

3. Identification of M&E Champions

   • Designate a ministry or high-level group to lead and support M&E capacity development.

4. Deepening the Performance Orientation in MTEF

   • Ensure MTEF training emphasizes government objectives, success measures, and M&E tools.

5. Review of PPMEDs and Related Statistics Units

   • Assess the structure, functions, and performance of PPMEDs to enhance their role in M&E.

6. Ministry Mentoring

   • Provide long-term donor support to selected ministries to demonstrate best practices in M&E.

7. Skills Enhancement Through M&E Training

   • Provide targeted training to priority ministries and civil society to improve M&E competencies.

8. Establish a Ghanaian Evaluation Forum/Network

   • Create a platform for evaluators to share insights and best practices.

9. Creation of an Evaluation Foundation

   • Commission strategic evaluations of key government programs and activities.

10. Donor Support for Civil Society Capacity Building

    • Support NGOs and think-tanks in areas such as communication, policy advocacy, and budget analysis to enhance their role in M&E.

Conclusion

• The proposed action plan includes all options except for the development of a national M&E framework, which is considered premature.
• A central ministry or committee is needed to champion the broader implementation of M&E across GOG.
• The focus should be on developing good practice examples through targeted support to ministries with strong leadership in M&E.
• The M&E capacity building is essential for improving the government's ability to measure performance, allocate resources effectively, and engage civil society in the reform process.