1. Presentation of the draft version to the Governance Commission
Designing a Sector Governance Approach for the M&E unit of the Governance Commission Liberia
Presentation of the draft version to the Governance Commission
11 September 2012

2. Content of presentation
Global trends in Governance Assessments
Strategic considerations for doing a GA in Liberia
Present the draft Sector Governance Approach
Indicative Planning
Draft lay out Annual Governance Report

3. What has the M&E unit done so far
Designed a general M&E framework
Established partnerships with UNDP/USAID
Decided to go for a sectoral approach
Initial contact with relevant ministries
Team operational

4. Recent trends in Governance Assessments
(1) from technical to political economy aspects
(2) from global to country level
(3) from numerical indicators to narrative trajectories
(4) from quantitative to qualitative methods
(5) from top-down to bottom-up approaches including multi-stakeholders
(6) from supply to include demand side response
(7) From effectiveness only to include legitimacy of policy action

5. Oslo principles for Governance Assessments
How integrated in GA of GC
Promote country ownership of governance processes and assessments
GC is leading in the design of a Liberia specific Governance Assessment
Strengthen the ability of people to hold their government to account
Evidence based and in public domain.
CSC empowers people to ask questions
Apply a rights-based approach
Integrated in Community Scorecard
Strengthen governments’ capability to be responsive
GA provides better information on citizen’s needs
Strengthen accountability across government
GA helps to compare sectors championing and peering
Promote and protect space for citizens and civil society organizations to participate
CSOs will be on the proposed Advisory Boards to the M&E unit, included in CSC
Commit to transparency and access to information
Transparency integrated in the principles, the GA reports will be public
Encourage a culture of evidence-based policy-making
Data poor setting but will gradually improve, perception is also evidence
Embed the governance assessment in political realities
Involve sector ministries in the design of Sector GA
Align with national development priorities and political vision
Tuned to PRS 2 objectives and ministries can integrate results in their Annual Plans
Support democratic governance assessments at the local level
Community Score Card

6. Objective of a Sectoral Governance Assessment:
The Sector Ministry and Min Planning and Economic Affairs monitor what the Ministry has achieved in terms of input, output and outcome against predefined plans and targets as formulated in the mandate of the ministry, the PRS 2 and its annual plans.
The Governance Commission assesses whether the way in which the Ministry uses its powers given by the citizens is in accordance with basic principles of good governance.
A Governance Assessment looks at the process of managing public affairs and service delivery. Its focus is therefore on how and why the various ministries have (or have not) achieved what they had planned to do.

7. Objective of a Sectoral Governance Assessment:
To measure the present quality of governance in a sector: Is the Ministry using its powers given by the citizens in accordance with the principles of good governance? With the objective:
To indentify systemic gaps in governance that require improvement  policy advise
To establish a baseline against which we can monitor future improvement
To enhance the awareness about the importance of good governance and the internal capacity to enhance it
To compare sector performance and to identify champions and establish peer relations between sector ministries
To improve the transparency and social accountability of the GoL by making these reports public

8. Strategic considerations guiding the design of the GA approach for Liberia:
Good enough governance using Appreciative Enquiry  Start from where the sector stands and not from where it should be
Assessment will identify systemic weaknesses but not address individual cases of mismanagement
GA process should be inclusive to enhance ownership and legitimacy, but also efficient  Advisory Board
Governance in ministries will only improve if there is external pressure to do so  Address supply and demand side of governance
GA will assess and build governance capacity (raising awareness).
Use indexing methodology  able to compare sector ministries and progress over time

9. Actual Governance Assessment Approach
3 service providing Ministries:
Ministry of Education
Ministry of Health
Ministry of Agriculture
Two pronged approach. Why:
Triangulation of findings  improves validity
Gain insight in demand and supply side of governance
Stimulates a mind shift towards responsiveness and social accountability

10. Actual Governance Assessment Approach
Community Score Card:
In order to include in the assessment the voice of citizens we will solicit the feedback from ordinary citizens on government performance in service delivery and governance .
Interview groups of citizens and front line service providers in communities spread over Liberia.

11. Actual Governance Assessment Approach
Sectoral Governance Assessment
Context analysis (drivers & constraints for Good Governance)
b. Actor and relationship mapping
c. Stakeholder group meetings + questionnaire
d. Ministerial good governance conference:
Present findings from CSC
Present results from Stakeholder groups and questionnaire
Discuss and prioritize governance issues for action
Draft an Governance improvement action plan

16. Indicative Planning: October 2012
Assessment methodology and lounged by the President
October-Dec
Community Scorecard exercises
January 2013
Interviews of ministerial stakeholder groups at national level
February
3 Ministerial conferences
March
Draft conclusions to the Ministries for AP 2013/2014
May
Draft report ready for discussion and review by each Minister
July
Presentation of final reports to the President
August
Abstract of report in Annual Governance Report of GC

17. Proposed lay out of Annual Governance Report
Foreword by the President of Liberia
Acknowledgement by the Chairperson of the GC
1. Introduction
1.1 The establishment of the GC (how, why and when was it established)
1.2 Mandate and functions of the GC (popular version)
1.3 Organisation and structure of the GC
1.4 Staff composition of the GC in 2012/2013
2. The state of Governance in Liberia 2013
Contextual analysis: what are the drivers and constraints of good governance in Liberia.
3. Progress report of the GC
Achievements of CG in 2012/13 in relation to its mandate and annual plan (summary)
3.1 General policy advice
3.2 M&E unit
3.3 National Integrity
3.4 Decentralisation
3.5 Civic engagement
3.6 Public Sector Reform

18. Proposed lay out of Annual Governance Report cont.
4. Ministerial Governance Performance reports (to be expanded every year).
4.1 The state of Governance in the Ministry of Education (abstract of report)
4.2 The state of Governance in the Ministry of Health (abstract of report)
4.3 The state of Governance in the Ministry of Agriculture (abstract of report)
4.4 Comparison of ministerial governance performance on major principles of governance
In subsequent years progress reports of the previously assessed Ministries will be included
5. Conclusions and general recommendations of the GC
6. Future plans of the GC
Annexes:
Full ministerial governance reports

19. If not, in the long run it will lose. Thank you
An uneducated man can be dominated just with bread and water.
The educated man does not want this;
he wants citizenship.
Democracy has gained a moral victory, but the problem is the efficiency of democratic rule; it has to serve the people better than any other system.
If not, in the long run it will lose.
Thank you