The Africa Knowledge for Results (AfriK4R) Project Putting Results First in Africa Mamadou Lamine N’Dongo Lead Results A

1. The Africa Knowledge for Results (AfriK4R) Project Putting Results First in Africa Mamadou Lamine N’DongoLead Results Adviser AfDB December 2012

2. Outline • AfCoP Strategic Approach • AfriK4R Project: objectives, components and expected results • AfriK4R and AfDB’s operational processes

3. Strategic Shift: Fromindividual to institutionalapproach

4. Key Stakeholders’ Contribution for Change

5. Tunis Consensus as a framework for Action

6. Objectives of the AfriK4R Project • Strengthen the Capacity of African countries on MfDR • Strengthening Public sector management systems to build capable states • Building results-orientedorganizations for better service delivery • SupportingkeyinstitutionalreformsusingMfDRapproachwith a focus on regionalintegration • Enhancingregional convergence throughMfDR to improveregionalintegration

7. Components of AfriK4R

8. Building capable and accountable states: Strengthening Public Sector Management Systems Deliveringbetterresults

9. Promotingstrong, sustainable, inclusive economicgrowththroughincreasedregionalintegration 1 2 AfCoP Country CoPs RECs Governments 3

10. Spaces for dialogue and knowledge sharing

11. ExpectedResults

12. AfCoP in the AfDB’s Results Agenda Managing for Development Results Building Country Capacity to Manage for Results IncreaseAgency Effectiveness Increase AgencyEffectiveness AgencyEffectiveness Promote InternationalPartnershipon results AfCoP African Development Bank Group

13. Alignment to strategic priority areas Povertyreduction Socio-economic convergence Good Governance Capable and accountable states RegionalIntegration (Trade faciliation, Macro-convergence) Privatesector Development (improvingdoing business) KnowledgeGeneration Decentralization 13

14. AfCoP and AfDB’s operational processes • RB-CSPs: participatory approach, analytical work, policy dialog, • PBLs: Program results framework, performance assessment review • Pipeline building: findings of the country MfDR capacity assessment • Portfolio quality: (designing logframes and M&E units, training and coaching project staff to improve project implementation) • Post evaluation: members of focus groups

15. Achieving a common goal: Africa Vision A stable, integrated and prospering continent of competitive, diversified and sustainably growing economies — a continent with strong, integrated domestic markets participating fully in global trade and investment to emerge as a future growth pole and as the next global emerging market

16. AfCoP website: http://copmfdrafrica.ning.com Thank you

17. Driving National Results Initiatives with the AfCoP Zambia: M&E Framework Mauritania: Setting up a performance management system Zimbabwe: Implementing RBM Systems

19. FRAMEWORK FOR MONITORING AND EVALUATING THE IMPLEMENTATION OF NATIONAL DEVELOPMENT PLANs (NDPs)IN ZAMBIA MINISTRY OF FINANCE MONITORING AND EVALUATION DEPARTMENT LUSAKA PRESENTATION MADE TO THE AFRICAN COMMUNITY OF PRACTISE (AfCoP) MEETING, 11-13 DECEMBER, 2012 TUNIS, TUNISIA

20. OUTLINE OF PRESENTATION 1. Introduction 2. NDP M&E Framework 3. Current Status to support Results & Accountability 4. Conceptual layout of M&E in the national planning process • M&E Institutional Framework • M&E Results Chain 5. Review of the Performance of the M&E Framework 6. Enhancing the uptake of M&E results

21. INTRODUCTION • Issues of results and accountability have been on the agenda in Zambia for a while:- • In the 1980s this was expressed through project based M&E and produced “Islands of Success” • During SAP period in the 1990s there was a shift to “Poverty Monitoring” with a focus on monitoring changes in welfare and well-being • In 2005 National Planning was re-introduced and the importance of M & E was emphasized with a focus on attainment of results to assess the performance of the Plan. Since then, M&E has been growing and the following developments have taken place: • M&E Unit was established in the MoF in 2003 • Upgraded to a Department in 2008

22. Monitoring and Evaluation in the Planning and Implementation Cycle The M&E system under MoF is contextualised in the NDP process. This is undertaken through coordinating monitoring national and sector plans and programmes; These articulate priorities at policy and programme level, which are implemented through annual budgets and the three year rolling financial plans (MTEF); Each sector reflects the details of implementation in their annual work-plans; Monitoring of programmes is integrated within sector plans through articulating indicators and targets against programmes in relation to overall objectives

23. NDP Monitoring and Evaluation Framework The Framework articulates the causality chain (inputs/outputs/outcomes/impact) whose realisation is demonstrated by performance indicators at each level. M&E of SNDP is increasingly anchoring on Results Based Management (RBM), an approach which promotes the tracking of progress against the set targets and objectives and using results for decision making. Results from national M&E processes such as Budget Execution monitoring, quarterly and annual reporting on national development plan implementation, and spot verification exercises are used for decision making, accountability and learning

24. CURRENT STATUS TO SUPPORT RESULTS & ACCOUNTABILITY • NDP monitoring framework in place - takes account of requirements to monitor programmes related to the new political economy and public policy (President’s Speech to Parliament, National Budget, Sector Strategic Plans, Sector Implementation Plans and budgets); • Sector monitoring and developing a stronger links to MPSAs – including assisting in the development of sector level information systems; • Regular reporting on performance for National Dev Plans – Annual Progress Report (APR), Perf Assessment Framework (PAF), Quarterly reports, Cabinet Monthly Monitoring Reports; • Budget monitoring and tracking; spot monitoring visits • Construction of an NDP monitoring database; • Support policy, programme and strategy relevant research and analysis; and • Decentralised monitoring of the National Development Plan

25. Activities Outcome Output Input Impact RDP, MTR, LCMS SNDP Results with evidence RDP, MTR, LCMS APRs, Sector Reports and Statistical Bulletins, Cabinet Reports, Spot Monitoring All contained in Robust MIS and NDP Database National Budget, President’s Speech to Parliament, Key development programmes, Cabinet Decisions (National, Provincial and District indicators aligned to the national strategic focus and sector priorities) Implementation Annual Work Plans Budget Correct, learn and reinforce through NDCC, SAGs, PDCCs and DDCCs

26. The M&E framework in the results chain – an example of a water sanitation project IMPACT Improved health and sanitary conditions in target community OUTPUT/OUTCOME ACTIVITY INPUT Labor, finances,

27. INITIATIVES TO ENHANCE M&E Current initiatives under the Monitoring and Evaluation Department aimed at enhancing monitoring and evaluation include: Hosting a local web-based platform (Knowledge Management Portal) that serves as a repository of information on studies on government policies and programmes (www.rdpzambia.gov.zm/); The ZamCoP is gaining ground as a mechanism for posting pictures to support monitoring efforts being undertaken by civil society and the Ministry of Finance at sub-national level.

28. SPOT MONITORING AND SECTOR MONITORING ACTIVITIES Mufumbwe Boarding School: Staff House Civic Center foundation box Mufumbwe Boarding School: Administration Block Civic Center Foundation Box Source: Northwestern Province Spot Monitoring Report

29. COLOUR CODE ASSESSMENT CRITERIA 2. Output Completion Performance 1. Implementation Timeliness

30. Quarterly Reporting Template - Example

31. REPORTING FINDINGS IS NOT ENOUGH……. Learning and Action

32. REVIEW OF THE PERFORMANCE OF THE M&E FRAMEWORK What are some of the achievements? • Advisory structures at national, provincial and district level have become more pronounced as consultative fora in national development plan M&E; • Reporting of routine and occasional reports has been institutionalised: • NDP-Annual Progress/MDG • Performance Assessment Framework • Mid-Term Review • Cabinet Monthly Monitoring Reports

33. SECTOR LEVEL ACHIEVEMENTS – Cont’d What are some of the achievements? • Some sectors have made huge advances in their M and E systems – especially health, education and HIV/Aids • Regular flow of information from de-concentrated levels of service delivery; • Independent analysis of existing data; • Functioning consultative bodies to discuss policy recommendations and implications from the data collection; • Internalized system of reporting within sectors by all departments has been initiated - aimed strengthening sector systems. This is currently being piloted in the Ministry of Finance.

34. CHALLENGES Some challenges encountered in the course of NDP monitoring include: • Lack of/underdeveloped MISs making data collection, collation, analysis and reporting difficult; • Un-timeliness of survey data adversely affected the monitoring of programme performance, such as the Living Conditions Monitoring Survey (LCMS), National Labour Force Survey; • Effective tracking of KPIs has been negatively affected by lack of baselines, missing/unrealistic targets; • Fragmentation of systems within and between Ministries; • Poor appreciation of M&E in sectors for their own internal use to provide evidence based decision making

35. GOVERNMENT-WIDE M&E FRAMEWORK

36. THANK YOU

37. 5th AfCoP Meeting Setting up a performance management system National Health Insurance Fund Mauritania

38. Approach MEASURING STRATEGY STRATEGIC OBJECTIVE STRATEGIC INDICATOR OPERATIONAL OBJECTIVE OPERATIONAL INDICATOR

39. Approach (continued) • Reflect the needs and expectations of users / clients into objectives (SMART). • These objectives are achieved through improved processes of the institution / company. • One must be able to distinguish the changes that bring about improvements.

40. Performance management … is a cyclical approach to management that integrates strategy, people, processes and measures in order to improve decision-making, transparency and accountability. Its focus is on delivering results, measuring performance, learning and adapting, as well as reporting on performance.

41. Monitoring and Evaluation • Core indicators for monitoring • Employees committed to indicators • Periodic evaluation… • Performance scorecards

42. Monitoring Performance at the National Health Insurance Fund A PILOT EXPERIENCE

43. A three-year strategic plan

44. A proper monitoring and evaluation tool …

45. Innovating for Effectiveness: Reimbursement by SMS • Take advantage of the features offered by the SMS service to establish a channel of communication with the insured. The system helps to: • To reimburse health expenses via mobile • Inform the insured about the status of his/hercase • Communicate about the services offered by the health insurance fund and its activities • Organize communication and awareness campaigns for immunization, screening, monitoring conditions for long periods etc.. • Collect policyholders’ feedback (satisfaction index)

46. OUTPUTS INTERMEDIARY RESULTS FINAL RESULTS INPUTS ACTIVITIES Improved financial capacity Insured Better Health Offer better care Innovation spillovers Program Design IT development Staff Training (CNAM, Mauripost Reduced costs Reduced processing times Reimbursement provided Informed and satisfied beneficiaries Program Budget Staff (CNAM and Mauripost) Offices Telecoms infrastructure and informat Implementation (Supply) Results (Demand + Supply) Results Chain 20 civil servants trained Over 6 000 SMS sent 3 000 cases solves

47. Convincing Results

48. I thank you http://www.cnam.mr/

49. IMPLEMENTATION OF RESULTS BASED MANAGEMENT IN ZIMBABWE A presentation by R. Munyaradzi at the 5thAfCoP Annual Meeting, 12 December 2012, Tunis Tunisia

50. PUBLIC SECTOR REFORM- HISTORICAL OVERVIEW