Transcript M&E SUPPORT TO PLANNING & BUDGET IN GHANA Presentation by CAPT. P.I DONKOR (rtd) National Development Planning Commission, Ghana.

M&E SUPPORT TO
PLANNING & BUDGET IN
GHANA
Presentation by CAPT. P.I DONKOR (rtd)
National Development Planning
Commission, Ghana
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The National Development Document
(GPRS)

The Ghana Poverty Reduction Strategy GPRS I
(2003-2005), reflected a policy framework that
was directed primarily towards the attainment of
the anti-poverty objectives including that of the
UN’s Millennium Development Goals (MDGs).

Growth and Poverty Reduction Strategy GPRS II
(2006-2009), is intended to introduce a shift of
strategic focus, with an emphasis on the
implementation of growth-inducing policies and
programmes, which has the potential to support
wealth creation and sustainable poverty reduction.
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POLICY INTERVENTIONS
GOAL OF THE GPRS
PRIORITIES FOR PRIVATE
SECTOR
COMPETIVENESS
HUMAN RESORUCE
DEVELOPMENT
GOOD GOVERNANCE AND
CIVIC RESPONSIBILITY
CROSS CUTTINGISSUES: VULNERABILITY & EXCLUSION, SOCIAL PROTECTION
ENVIRONMENT, GENDER,EMPLOYMENT, HIV AIDS,MDGS, NEPAD ETC
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INDICATORS
In all 120 priority indicators have been
identified for monitoring and evaluation of the
GPRS II
 43 for private sector competitiveness,
 35 for human resource development and
 42 for good governance and civic responsibility
 20 + 5 District indicators

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The National M&E System
The Legal mandate
 In Ghana, the RBME System focuses on observing
the results directly from program/ project outputs.
 The system recognizes the entire results chain from
inputs-outputs-outcomes and impacts indicators.
 Implementing this type of M&E System allows the
sectors/ key stakeholders to modify and make
adjustments to the implementation processes in
order to more directly support the achievement of
desired outcomes and objectives.

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INSTITUTIONAL FRAMEWORK
GPRS M & E
Technical Committee
Parliament Sub-com
on Poverty
Office of the
President
Development
Partners
Ghana Statistical
Service
NDPC
M&E
DIVISION
RPCU
RPCU
RPCU
RPCU
RPCU
RPCU
from the 10 regions
RPCU
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1
RPCU
3
National Inter -agency
Poverty Monitoring
Groups (NIPMG) (5 )
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5
Private
Sector
NIPMG
Research
Institutions
CSO / NGOs
RPCU
RPCU
RPCU
DPCU
DPCU
DPCU
KEY
MDA
MDA
MDA
RPCU
RPCU - Regional Planning coordinating Unit
DPCU - District Planning Coordinating Unit
-
NDPC National development Planning Commission
CSO - Civil- Society Organization
NGO - Non Governmental Organization
M&E AND POLITICAL DEMAND
Political Commitment and leadership
 Office of the President
 Sector Ministers
 Performance Audit of Government
Institutions
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THE ROLE OF M&E IN GPRS II
Provide
information on whether a policy, program, or
development strategy is being implemented as planned, and
achieving its objectives
Improve
development effectiveness:
growth & poverty reduction goals, targets, and indicators

Strengthen
management:
performance
orientation
in
public
sector
focus on results, (outputs and outcomes)
build demand for accountable and effective utilization of public funds based
on the indicators
Strengthen
levels
the impact of policies & programmes on poverty
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ROLE OF M&E IN THE BUDGET



Use of policy recommendations from APRs
to support policy advise and planning
Use of performance review in the
preparation of supplementary budget and
budget decision making
Reports Government output indicators and
sector performance targets in budget
statement
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OBJECTIVE OF MTEF

The main objective of the MTEF is to improve
the planning and budgeting of public
expenditures and thus contribute to
strengthened fiscal policy formulation and
implementation.

Thus the purpose of MTEF is to ensure that
scarce resources are deployed to achieve
Government objectives in the most effective
manner.
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The MTEF process follows the Public
Finance Management Cycle illustrated
below
1.
POLICY
ANALYSIS
AND REVIEW
2. RESOURCE
PROJECTIONS
AND
ALLOCATION
- Review macroeconomic
and sectoral policies
- Total resources are
projected
- Three year ceilings
(abroad based and
integrated) are updated
- Identify and estimate the
expenditure implications
of agreed policies.
6. EVALUATION
- Perform variance
analysis between planned
and actual revenues and
expenditures (activities,
results and objectives) to
evaluate budget
5. MONITORING
AND ACCOUNTING
-Ensure funds are spent
and results produced within
plans and budget
-Ensure revenues are
collected as planned
-Identify budget
implementation problems,
develop and implement
solutions to address
subsequent problems
3. STRATEGIC
PLAN AND BUDGET
- Strategic plans are reviewed
through stakeholder and
SWOT analysis.
- MDA budgets are prepared
based on the strategic
plans
4. BUDGET
IMPLEMENTATION AND
CONTROL
-Work plans and Cash flow
forecasts (recsource
requirements schedule) are
prepared
-- MDAs begin spending
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Relationship Between The Medium-Term
Expenditure Framework and The GPRS II





MDAs objectives are properly aligned to the
strategic objectives of the GPRS II in the MTEF
Outcomes in GPRS II are reflected in MDAs
MTEF Budget with funds allocated to the
outcomes
Uses GPRS core national indicators and targets
Assesses fund disbursement and utilization on
programs and projects
Reports on implementation progress
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LINK BETWEEN GPRS & THE BUDGET
Sector
GPRS 2003
TARGET (%)
2003
BUDGET(
%)
GPRS 2004
TARGET
(%)
2004
BUDGET
(%)
GPRS
2005
TARGET(
%)
2005
BUDGET
(%)
Administration
14.2
14.84
13.3
17.15
13.3
13.4
Economic
9.7
9.06
10.3
8.92
10.3
10.33
Infrastructure
17.2
15.53
19.1
10.93
19.1
16.8
Social
38.1
38.67
34.3
38.82
34.3
37.4
Public safety
11.1
11.52
9.0
11.67
9.0
6.9
Contingency & 9.6
Others
10.39
14.1
12.51
14.1
5.12
Totals
100
100
100.00
100
100
100
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DATA COLLECTION INSTRUMENTS

Data collection instruments focus on three main
issues. These are:

Indicator and Target achievements
 Resource Disbursement and Utilization
 Progress on implementation achievements and
constraints
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The Annual Progress Report (APR)

The key platform for reporting on progress towards the
achievements of GPRS targets, as well as the outcomes and
impact of government policies
 The impact of fiscal policy on sector and district
performance
 The status of triggers and targets of the Poverty Reduction
Support Credit (PRSC-4)/ Multi Donor budget Support
(MDBS) initiatives
 The assessment of performance towards the attainment of
the Millennium Development Goals (MDGs), APRM
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Database Management
GhanaInfo

National Development Planning Commission
(NDPC) in collaboration with the Ghana
Statistical Service (GSS) launched the
GhanaInfo Database system in 2005.

Management tool for M&E
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GPRS Communication Strategy

Disseminating the content of GPRS and APRs
country-wide to inform and educate all
stakeholders
 Soliciting stakeholders support and sense of
ownership
 Collecting data for the preparation of next Annual
Progress Report.
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EVALUATION
 Participatory
Monitoring and Evaluation
-Citizen’s Report Card
 PSIAs
-Structured interview
-Focus Group Discussions
 Evaluation of the GPRS I
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THE ROLE OF M&E AT SECTOR &
DISTRICT LEVELS
Guidelines for
 M&E Plans

Sector Annual Progress Reports

District Annual Progress Reports

Roles responsibilities for Managers
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CHALLENGES
Assistance from DPs in building capacities
at all levels
 Links with Civil Society Organizations
 Increased resources
 Improved incentives at all levels
 Evidence based M&E

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CONCLUSION
 In
conclusion, although the M&E processes
ensures cost-effectiveness. Institutional
capacities should be strengthened in order to
continue to measure results, promote good
governance and accountability to the people
of Ghana as well as credibility to our Partners
and the Government.
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THANK
YOU
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