1. 1 M&E SUPPORT TO PLANNING & BUDGET IN GHANA Presentation by CAPT. P.I DONKOR (rtd) National Development Planning Commission, Ghana

2. 2 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). 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. 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.

3. 3 POLICY INTERVENTIONS 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 GOAL OF THE GPRS

4. 4 INDICATORS In all 120 priority indicators have been identified for monitoring and evaluation of the GPRS II In all 120 priority indicators have been identified for monitoring and evaluation of the GPRS II 43 for private sector competitiveness, 43 for private sector competitiveness, 35 for human resource development and 35 for human resource development and 42 for good governance and civic responsibility 42 for good governance and civic responsibility 20 + 5 District indicators 20 + 5 District indicators

5. 5 The National M&E System The Legal mandate The Legal mandate In Ghana, the RBME System focuses on observing the results directly from program/ project outputs. 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. 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. 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.

6. NDPC M & E DIVISION GPRS M & E Technical Committee National Inter-agency Poverty Monitoring Groups (NIPMG) (5 ) Private Sector RPCU from the 10 regions Parliament Sub-com on Poverty Development Partners Office of the President Research Institutions CSO / NGOs 2 5 4 31 RPCU DPCU NIPMG MDA RPCU - Regional Planning coordinating Unit DPCU - District Planning Coordinating Unit NDPC - National development Planning Commission CSO - Civil Society Organization NGO - Non - Governmental Organization KEY Ghana Statistical Service INSTITUTIONAL FRAMEWORK

7. 7 M&E AND POLITICAL DEMAND Political Commitment and leadership Office of the President Office of the President Sector Ministers Sector Ministers Performance Audit of Government Institutions Performance Audit of Government Institutions

8. 8 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: Improve development effectiveness:  growth & poverty reduction goals, targets, and indicators Strengthen performance orientation in public sector management: Strengthen performance orientation in public sector management:  focus on results, (outputs and outcomes)  build demand for accountable and effective utilization of public funds based on the indicators Strengthen the impact of policies & programmes on poverty levels Strengthen the impact of policies & programmes on poverty levels

9. 9 ROLE OF M&E IN THE BUDGET Use of policy recommendations from APRs to support policy advise and planning 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 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 Reports Government output indicators and sector performance targets in budget statement

10. 10 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. 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. Thus the purpose of MTEF is to ensure that scarce resources are deployed to achieve Government objectives in the most effective manner.

11. 11 The MTEF process follows the Public Finance Management Cycle illustrated below 1. POLICY ANALYSIS AND REVIEW - Review macroeconomic and sectoral policies - Identify and estimate the expenditure implications of agreed policies. 2. RESOURCE PROJECTIONS AND ALLOCATION - Total resources are projected - Three year ceilings (abroad based and integrated) are updated 3. STRATEGIC PLAN AND BUDGET - Strategic plans are reviewed through stakeholder and SWOT analysis. - MDA budgets are prepared based on the strategic plans 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 4. BUDGET IMPLEMENTATION AND CONTROL -Work plans and Cash flow forecasts (recsource requirements schedule) are prepared -- MDAs begin spending

12. 12 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 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

13. 13 LINK BETWEEN GPRS & THE BUDGET Sector GPRS 2003 TARGET (%) 2003 BUDGET( %) GPRS 2004 TARGET (%) 2004 BUDGET (%) GPRS 2005 TARGET( %) 2005 BUDGET (%) Administration14.214.8413.317.1513.313.4 Economic9.79.0610.38.9210.310.33 Infrastructure17.215.5319.110.9319.116.8 Social38.138.6734.338.8234.337.4 Public safety 11.111.529.011.679.06.9 Contingency & Others 9.610.3914.112.5114.15.12 Totals100100100100.00100100

14. 14 DATA COLLECTION INSTRUMENTS Data collection instruments focus on three main issues. These are: Data collection instruments focus on three main issues. These are: Indicator and Target achievements Indicator and Target achievements Resource Disbursement and Utilization Resource Disbursement and Utilization Progress on implementation achievements and constraints Progress on implementation achievements and constraints

15. 15 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 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 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 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 The assessment of performance towards the attainment of the Millennium Development Goals (MDGs), APRM

16. 16 Database Management GhanaInfo National Development Planning Commission (NDPC) in collaboration with the Ghana Statistical Service (GSS) launched the GhanaInfo Database system in 2005. 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 Management tool for M&E

17. 17 GPRS Communication Strategy Disseminating the content of GPRS and APRs country-wide to inform and educate all stakeholders Disseminating the content of GPRS and APRs country-wide to inform and educate all stakeholders Soliciting stakeholders support and sense of ownership Soliciting stakeholders support and sense of ownership Collecting data for the preparation of next Annual Progress Report. Collecting data for the preparation of next Annual Progress Report.

18. 18 EVALUATION Participatory Monitoring and Evaluation Participatory Monitoring and Evaluation -Citizen’s Report Card PSIAs PSIAs -Structured interview -Focus Group Discussions Evaluation of the GPRS I Evaluation of the GPRS I

19. 19 THE ROLE OF M&E AT SECTOR & DISTRICT LEVELS Guidelines for M&E Plans M&E Plans Sector Annual Progress Reports Sector Annual Progress Reports District Annual Progress Reports District Annual Progress Reports Roles responsibilities for Managers Roles responsibilities for Managers

20. 20 CHALLENGES Assistance from DPs in building capacities at all levels Assistance from DPs in building capacities at all levels Links with Civil Society Organizations Links with Civil Society Organizations Increased resources Increased resources Improved incentives at all levels Improved incentives at all levels Evidence based M&E Evidence based M&E

21. 21 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. 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.

22. 22 THANK YOU THANK YOU