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S U P P O R T T O A N D C A P I T A L I Z A T I O N O N T H E E U L A N D G O V E R N A N C E P R O G R A M M E I N A F R I C A

MONITORING AND EVALUATION FRAMEWORK

(M&E FRAMEWORK)

D E C E M B E R 2 0 1 6

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This activity/product has been funded by the European Union through the Support to and Capitalization on the EU Land Governance Programme. The contents of this publication can in no way be taken to reflect the views of the European Union.

The designations employed and the presentation of material in this information product do not imply the expression of any opinion whatsoever on the part of the Food and Agriculture Organization of the United Nations (FAO) concerning the legal or development status of any country, territory, city or area or of its authorities, or concerning the delimitation of its frontiers or boundaries. The mention of specific companies or products of manufacturers, whether or not these have been patented, does not imply that these have been endorsed or recommended by FAO in preference to others of a similar nature that are not mentioned.

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Acknowledgement This Monitoring and Evaluation Framework was prepared under the guidance of the FAO

transversal project ‘Support to and Capitalization on the EU Land Governance Programme in

Africa’ Phase I, which coordinates the implementation of the EU Land Governance programme

for country level integrated implementation of the Voluntary Guidelines on the Responsible

Governance of Tenure of Land, Fisheries and Forests in the Context of National Food Security

(VGGT) and the AU Declaration on Land Issues and Challenges though the Framework and

Guidelines on Land Policy in Africa (F&G). Current in-country projects are in Angola, Burundi,

Cote d’Ivoire, Ethiopia, Kenya, Malawi, Niger, Somalia and Swaziland. Under a Phase II of the

project the following countries are also participating: Brazil, Cameroon, Columbia, Ghana, Guinea

Bissau, Pakistan, Sudan and Uganda. The framework provides guidance for monitoring the

implementation of the projects at national, transversal and Pan-African level (where applicable).

It provides a framework with convergence of 80 percent of indicators for transversal level

monitoring and 20 percent for country specificities. Country level projects can adapt the

framework.

FAO is grateful to Mr Beyene Gizaw, the consultant who developed the initial framework.

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List of acronyms AAU Addis Ababa University

ADGs African Development Goals (Agenda 2063)

AfDB African Development Bank

APRM African Peer Review Mechanism

AU African Union

AUC African Union Commission

CAADP Comprehensive Africa Agriculture Development Programme

CFS Committee for World Food Security

CSO Civil Society Organization

DSA Daily Subsistence Allowance

EGM Expert Group Meeting

EU European Union

EU-LGP European Union – Land Governance Programme

F&G Framework and Guidelines on Land Policy in Africa

FAO Food and Agriculture Organization of the United Nations

Fisheries and Forests in the Context of National Food Security

FSTP Food Security Thematic Programme

ICRISAT International Crop Research Institute for the Semi-Arid Tropics

IDPs Internally Displaced Persons

IE Implementing Entity

ILC International Land Coalition

INTRAC International NGO Training and Research Center

KM Knowledge Management

LGAF Land Governance Assessment Framework

LGI Land Governance Indicator

LPI Land Policy Initiative

LSLBI Large Scale Land-Based Investment

M&E Monitoring and Evaluation

MEF Monitoring and Evaluation Framework

MOU Memorandum of Understanding

NEPAD New Partnership for Africa’s Development

NGO Non-Governmental Organization

NLAA National Land Administration Agency

NRC Natural Resource Conservation

NSO National Statistical Office

OECD/DAC Organization for Economic Co-operation and Development's Development

Assistance Committee

REC Regional Economic Community

SDC Swiss Agency for Cooperation and Development

SDGs Sustainable Development Goals

UNECA United Nations Economic Commission for Africa

VGGT Voluntary Guidelines on the Responsible Governance of Tenure of Land,

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Table of Contents Acknowledgement .................................................................................................................................... 3

List of acronyms ........................................................................................................................................ 4

Table of Contents ...................................................................................................................................... 5

1. Introduction ............................................................................................................................. 7

1.1. Background ........................................................................................................................................ 7

1.2 The Project .......................................................................................................................................... 8

1.3 The Monitoring and Evaluation Framework ....................................................................................... 8

1.4. Scope of the M & E System ................................................................................................................ 9

1.5. Methodology ...................................................................................................................................... 9

1.6. Participants and Stakeholders of the M&E Framework ................................................................... 11

1.7. The Overarching Project Objectives for Monitoring and Evaluation ............................................... 11

1.8 M&E Information Map ...................................................................................................................... 12

2. The M&E Framework and African and Global Initiatives ....................................................... 14

3. Project Risk Management ......................................................................................................... 15

4. The Project Management and Implementation Arrangements ................................................. 15

5. M&E Framework Implementation Budget ............................................................................... 16

6. The M&E Framework Design .................................................................................................. 16

6.1. Tools and Instruments of the M&E Framework .............................................................................. 17

6.1.1. M&E Matrix ............................................................................................................................... 17

6.1.3. M&E Timetable ......................................................................................................................... 18

6.1.4 Data Collection Template ........................................................................................................... 18

7. Resources and Capacity Required for the M&E Framework ................................................... 18

8. M&E and Reporting Structure .................................................................................................. 18

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9. M&E Framework Implementation ............................................................................................ 19

10. Conclusion .............................................................................................................................. 20

References ..................................................................................................................................... 21

Annex I.......................................................................................................................................... 23

Table 1: Key Results Areas to Track in the F&G and the VGGT ............................................................... 23

Annex II. M&E Matrix ................................................................................................................. 24

Table 2a: M&E Matrix for Integrated Implementation of the VGGT and F&G ....................................... 24

Table 2b: Six key VGGT and F&G thematic issues at Transversal Level M&E Matrix ............................. 27

Table 3: M&E Timetable to Track in the F&G and the VGGT .................................................................. 31

Table 4: Indicator Reference Sheet Template for the Transversal Project and the 10 In-country Projects ................................................................................................................................................................ 32

Table 5: Indicator Performance Reporting Template ............................................................................. 35

Annex III. Table 6: Logical Framework of the Action / Transversal Project ............................. 36

Table 7: Project Implementation Plan .................................................................................................... 40

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1. Introduction The Voluntary Guidelines on the Responsible Governance of Tenure of Land, Fisheries and

Forests in the Context of National Food Security (VGGT) are the first globally negotiated

document on governance of tenure of land, fisheries and forests. It provides more emphasis on

bringing change in the governance of tenure of land, fisheries, and forests in the context of poverty

reduction and food security through promoting participatory and all-inclusive, transparent and

accountable tenure structures and administrations. It provides essential principles for improving

responsible governance of tenure of land, fisheries and forest by individual countries. It is founded

on five core principles of recognition and respect for all legitimate tenure right holders and their

rights; safeguarding legitimate tenure rights against threats and infringement; promoting and

facilitating the enjoyment of legitimate tenure rights; providing access to justice to deal with

infringement; and preventing tenure disputes, violent conflicts and corruption. Implementation of

the VGGT is also founded on principles including human dignity, non-discrimination, equity and

justice, gender equality, holistic and sustainable approach, consultation and participation, rule of

law, transparency, accountability and continuous improvement through monitoring. At the global

level, the VGGT are being mainstreamed into policy, legal and institutional processes through

awareness raising, capacity development, technical facilitation, strengthening of partnerships, and

monitoring and evaluation. In Africa, implementation in close collaboration with the Land Policy

Initiative (LPI) which was established in 2006 and successfully developed the Framework and

Guidelines on Land Policy in Africa (F&G), to facilitate national land policy formulation,

implementation and monitoring processes.

1.1. Background In July 2009, the Heads of State and Government of the African Union issued the Declaration on

Land Issues and Challenges in Africa. This declaration endorsed the Framework and Guidelines

on Land Policy in Africa (F&G) as a unique reference to guide land policy processes in African

countries. Also in 2009, FAO began a global consultation to develop the Voluntary Guidelines on

the Responsible Governance of Tenure of Land, Fisheries and Forests in the Context of National

Food Security (VGGT).It was finally adopted by governments through the Committee on World

Food Security (CFS) in May 2012. This was the first time that such a detailed and internationally

accepted guide to best land governance practice has been drawn up, and endorsed by the

international community.

Both documents give new direction and authority to government institutions and civil society

organizations (CSOs) seeking to improve land governance policy and practice on the continent.

They create an opportunity for stakeholders to work together to promote land policy change in

Africa that is people-centered, sustainable, and that responds to the needs of the majority of women

and men, in particular those in poverty.

In 2012, the United Nations General Assembly adopted the resolution on agriculture development

and food security encouraging countries to give due consideration to implementing the VGGT and

requesting their speedy dissemination and promotion. The F&G, as well, clearly mentions the

importance of effective land governance in order to strengthen land policy formulation,

improvement, development, and implementation in Africa. Many of the considerations in the

VGGT, reciprocally, address issues that are fundamental elements of land policies. The

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institutional strength and political legitimacy of the LPI process and the strong ongoing partnership

between this process and the work on Governance of Tenure call for an articulate strategy for

coherent and integrated implementation of the VGGT and the F&G.

1.2 The Project The project entitled “Support to and capitalization on the EU Land Governance Programme in

Africa” (GCP/GLO/539/EC) funded by the European Union (EU) and the Swiss Agency for

Cooperation and Development (SDC) aim at enhancing the integrated implementation of the

VGGT and the F&G at Pan African level and at supporting and consolidating the implementation

of the EU Land governance programme in ten African countries (Angola, Burundi, Côte d’Ivoire,

Ethiopia, Kenya, Malawi, Niger, Somalia, South Sudan and Swaziland). It has a strategic objective

of contributing to the eradication of hunger, food insecurity and malnutrition through enhancing

land tenure security of all vulnerable groups including women, the poor, the youth, and other

indigenous people.

Project implementation started in May 2014 and is expected to end in September 2019. The core

outcomes are: Pan African integrated implementation of VGGT and F&G; and Core elements of

VGGT – F&G implementation in the ten in-country projects are supported at the transversal level

particularly in areas capacity development, knowledge sharing and monitoring and evaluation. The

project design demands that the systematization of knowledge sharing and aggregation of the

lessons learnt amongst the 10 In-country projects will feed the support for integrated

implementation at Pan African level. On the other hand, the Pan African component will focus on

fostering political leadership on land governance, elaborating the monitoring and evaluation core

system, and preparing tailor made tools for integrated or joint implementation.

1.3 The Monitoring and Evaluation Framework A monitoring and evaluation framework is a tool to assess whether intended objectives of the

policy are achieved; a means to learn from experiences to improve service delivery, allocate

resources more efficiently and demonstrate results as part of accountability to key stakeholders

(OECD, 2002; The World Bank, 2004). As a requirement for the project, an M&E system is

designed so as to enable and serve the needs of the 10 In-country projects at country level to track

the progress of the implementation of the project. The system also captures best practices in

implementation, experiences and information on improving land governance system in

implementing countries through the integrated implementation of the VGGT and F&G. These are

shared at transversal level and at the Pan African level through bi-annual capitalization meetings.

Hence, this M&E system has been designed to equip the Transversal project and the 10 in-country

projects with appropriate tools for tracking progress and changes brought about by implementation

of the project.

The general objective of the M&E Framework of the project “Support to and capitalization on the

EU Land Governance Programme in Africa” is to provide a mechanism for continuous and

systematic assessment of progress towards the achievement of the project objectives. It will also

assist to improve the tenure security system and implementation of the 10 In-country projects in

particular and the Transversal project to provide informed support to the projects. The specific

objectives of the framework include:

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Enable the 10 In country projects and the Transversal project to monitor and track progress

and the results of the implementation of the VGGT and F&G

Promote learning and knowledge sharing by providing a network and systematic linkages

for the 10 In country projects, the Transversal project, the Pan African level and the project

key stakeholders

Bring about accountability and transparency in project implementation

Provide a platform for identifying and sharing challenges for corrective action, success

stories and best practices on the integrated implementation of the VGGT and F&G to

increase efficiency and sustainability of the land policy review or formulation,

development and implementation in the 10 countries

Support evidence based and informed decision-making in planning and budgeting and the

overall resource allocation and management of the project implementation and take

appropriate measures to ensure effectiveness of integrated implementation of VGGT and

F&G for land policy development, implementation, monitoring and review;

Provide key stakeholders with relevant information for program planning, management

and evaluation of the land policy review or formulation, development and implementation

in the 10 countries.

In the context of the above main and specific objectives, the monitoring and evaluation (M&E)

framewok will therefore:

1) be used in collecting and analyzing data to assess performance of the implementing

entities (IEs);

2) assess the outcomes and impact of the land policies and land reforms of countries where

In-country projects operate; and

3) measure the overall progress of the 10 in-country projects towards integrated

implementation of the VGGT and F&G at country level and at Transversal level.

Lessons learnt will be shared and fed to the LPI at Pan African level.

1.4. Scope of the M & E System The scope of the M&E System reflects the scope of the project: “Support to and capitalization on

the EU Land Governance Programme in Africa”. The five key thematic issues are indicated in the

Annex I Table 1.They are awareness raising, capacity development, support to countries,

partnerships and effectiveness of the M&E system. The project M&E framework identifies, selects

and develops indicators for monitoring the five key VGGT and F&G thematic issues. It suggests

tools, and processes that enable the 10 In-country projects and the Transversal project partners and

stakeholders to systematically generate, capture, and disseminate data on performance of and

results achieved from integrated implementation VGGT and F&G. The project document requires

that the M&E indicators should have 80% convergence at the transversal level and 20% for country

specifics.

1.5. Methodology Participatory principles were adopted in the design of the M&E Framework. Emphasis was placed

on cost-effective and effective yet efficient methodologies in accessing inputs. The design process

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requires building consensus & commitment and maintaining effective relationships with intended

users. Stakeholders particularly the 10 in-country projects participated in selecting appropriate

indicators and setting targets, thereby enabling them have a clear understanding of the goals and

the objectives of the program, understand how the objectives will be measured and regularly

review M&E results.

In general, the methodology adopted included:

Consultation with relevant stakeholders: These included the LPI and the 10 in-country

projects implementers. Both provided information on and review of the tools and

instruments of the Framework.

Questionnaires: A data assessment form was developed and emailed to the 10 In-country

projects to be filled and returned to the Transversal Project Coordination Office. Emailing

methods was used because it was found to be more feasible and cost effective. Information

was provided on what to monitor / indicators, data collection methodologies, frequency of

M&E events, responsible body to implement the M&E system or plan- data collection,

analysis, reporting and others for tracking and measuring changes on the performance of

the project. Project implementers at the country level were required to contextualize the

information supplied with their countries’ situation by adding a few indicators to track,

specific to the country or project. This has enhanced the participation of and to achieve

consensus among stakeholders / the In-country projects in the design of M&E framework.

Document Review: documents available within and outside the transversal project were

reviewed during the design. These included the Transversal project document, the country

level projects documents, LPI publications including ‘Tracking the land policy initiatives

in Africa’ (Background Document), several references on M&E system design, and other

documents relevant to the design of policy / program / project M&E System. The full list

is included in the references. The program / project documents with stated goals and

objectives were reviewed so as to ensure that key factors that may influence program

implementation and success are identified, and the selection of indicators and setting of

targets of the project maintained realistic.

Assessment of the information systems capabilities of the 10 in country projects and the

transversal project to address strategic information needs of the project: This is to ensure

that information/ data relevant for tracking the changes or results can be collected and

analysed through such a system particularly on indicators for the integrated implementation

of VGGT and F&G.

Determination of the methods by which data will be collected, analyzed and reported:

Based on the indicator data type demanded for measuring, different methods and tools

relevant to the required information has been determined. For example data on measuring

the change on awareness of the project stakeholders on the land policy issues, will be

collected through the use of questionnaires and interviews.

Determination for any need for special study and design to be used: Indicators are of

qualitative, quantitative or combination of both. They are required for measuring and

tracking changes. For example, the key thematic issues on the integrated implementation

of VGGT and F&G: tracking the efficiency and sustainability of the integrated

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management of the tenure security of land, forest, and fisheries requires survey, which

involves interview of stakeholders including the vulnerable people.

Validation: The M&E Framework was validated by the key stakeholders during the third

capitalization meeting held in May 2016.

1.6. Participants and Stakeholders of the M&E Framework The stakeholders and beneficiaries, as stated in the Transversal project document, are international,

regional and national organizations and governments.

The stakeholders are:

(i) at global level: CFS, FAO, other UN agencies, multi-lateral and bilateral

development partners, international NGOs (ILC, LANDESA, etc.);

(ii) at regional level: Regional Economic Communities (RECS), regional CSO

movements and farmer organizations, regional academic and research networks;

and

(iii) at national level: the governments, national CSOs and farmer organizations, private

investors, academia and research organizations.

These stakeholders participate in the M&E framework implementation with different forms and

roles. Stakeholders at global and regional levels are usually information users of the M&E system.

The Transversal project will directly report to the global and regional level stakeholders, and, in

response, the stakeholders provide feedback and the necessary support.

1.7. The Overarching Project Objectives for Monitoring and Evaluation The overarching objectives relevant to monitoring the principles of integrated implementation of

VGGT-F&G and for the development and monitoring of the Transversal project are clearly shown

in the Transversal project logical framework (see Table 8).

The project has one impact, two outcomes, and five outputs to measure the progress on the

implementation of the principles of integrated implementation of VGGT-F&G and for the

development and monitoring of the Transversal project at both the 10 In-country projects and the

Transversal project level. The impact, the outcomes, and the outputs are described below:

Impact: Improved governance of tenure of land, fisheries and forests contributing to the

eradication of hunger and poverty, to sustainable development and use of the environment in

Africa.

Outcomes:

Outcome 1: Pan–African Integrated (and, where possible, joint) implementation of the VGGT and

F&G. The specific outputs that will contribute to this outcome are Output 1, with Outputs 2 and 5

contributing partially. The outputs are indicated in the outputs section below.

Outcome 2: Increase in core elements of the VGGT–F&G implementation in the 10 In-country

projects through the support provided at the Transversal level, particularly in areas of capacity

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development, knowledge sharing, and monitoring and evaluation. The specific outputs that will

contribute to this outcome are Outputs 3 and 4, with Outputs 2 and 5 contributing partially.

Outputs:

Output 1: Awareness of the convergence and synergy of VGGT and F&G raised.

Output 2: Support to capacity development on governance of tenure and land policies in Africa

provided.

Output 3: ad hoc support for the start-up of the In-country projects provided.

Output4: Support to 10 In-country project, strengthening partnerships and exchanges delivered.

Output 5: Support to Transversal & Pan-African levels and overall Action communication

development provided.

1.8 M&E Information Map A M&E Information map has been prepared as part of the M&E framework depicted in Figure 1

below. The map is a visual tool for knowledge management. It is extremely important in making

sure that monitoring and evaluation activities inform future decision making and feedback to the

project.

M&E information maps can take on many different shapes, however, all should include:

Proposal documents (for example, Budget, Log Frame)

Project documents (for example, Work Plan, M&E Plan, Baseline)

M&E data collection sources (for example, Reports, Surveys, Meetings)

M&E reports (for example, Annual Report, Mid-term Evaluation, Final Evaluation)

M&E stakeholders (for example, Transversal project staff, partners (LPI), Beneficiaries,

Donors, and others).

The purpose of the M&E information map is to ensure that the proper documents and information

are disseminated and correctly used throughout the project cycle. In short, it’s a diagrammatic

representation of the gathering, processing, exchange, and feedback of data within the project.

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Figure 1: Project M &E Information Mapping Template

Project Proposal: Logic Model, Budget Sheet

Project Document: Work Plan, M&E plan, Base Line report, and others

Data Collection Sources Output, outcome and process

Periodic Activity Reports – Monthly, Quarterly, Annual based reports for output monitoring

Semi structured Interviews for output and outcome Monitoring

Activity implementation documents like training / demonstration attendant sheet, procurement documents, for output monitoring

Performance review and reflection meeting minutes and documents for output monitoring

Field observation reports for output and outcome monitoring

Pre and post test reports for output monitoring

Project Pilot Documents for output monitoring

Midterm Evaluation and Final Evaluation

M&E and Periodical Reports Review meetings minutes

Project Periodic Review Reports

Field and Panel Monitoring Reports

Annual Evaluation Reports

Midterm Review Reports

Midterm Evaluation Reports

Final Evaluation Reports

M&E and Project Stakeholders In country projects, Implementing partners / Technical Partners, CSOs, Donors /SDC, EU, Project Beneficiaries, Government Land Administration and Relevant agencies Offices, Project Office including Staff, LPI, FAO VGGT,

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2. The M&E Framework and African and Global Initiatives The M&E Framework design is primarily based on the draft LPI M&E Framework, developed to

track the implementation of the African Union Declaration on Land Issues and Challenges in

Africa. It refers and adapts many of the proposed tracking result areas of the integrated

implementation of VGGT and F&G of the LPI MEF to which it has developed proposed indicators

and an M&E matrix. The M&E framework has clear linkages with the country level, regional level

and global initiatives on land policy at large and tenure security in particular. These include

CAADP results framework, LGAF, SDGs, African Union Agenda 2063, etc. For instance, the

framework is aligned to the LGAF indicators, which contains principles laid out in the VGGT and

the F&G.

The VGGT and F&G are the two instruments which provide frameworks for good land governance

in Africa, and for improving agricultural production and achieving food security on the continent.

The M&E Framework thus has a link with the CAADP result framework objective 3.1: Effective

and inclusive policy design, implementation and evaluation capacity (policy practice). The M&E

framework is also linked to and its implementation will contribute to at least four of the SDGs (1,

2, 5, and 11):

SDG 1: End Poverty in all its forms everywhere, and target 1.4: By 2030 ensure that all men and

women in particular the poor and vulnerable, have equal rights to economic resources as well as

access to basic services, ownership and control over land and other forms of property inheritance,

natural resources, appropriate new technology and financial services including micro finance.

SDG 2: ‘End hunger, achieve food security and improve nutrition and promote sustainable

agriculture’. Target 2.3: By 2030, double the agricultural productivity and incomes of small-scale

food producers, in particular women, indigenous peoples, family farmers, pastoralists and fishers,

including through secure and equal access to land, other productive resources and inputs,

knowledge, financial services, markets and opportunities for value addition and non-farm

employment.

SDG 5: Achieve gender equality and empower all women and girls. Target 5.1: End all forms of

discrimination against all women and girls everywhere.

SDG 11: Make cities and human settlements inclusive, safe, resilient and sustainable. Target 11.1:

By 2030 ensure access for all to adequate, safe and affordable housing and basic services, and

upgrade slums. Target 11.3: By 2030, enhance inclusive and sustainable urbanization and

capacities for participatory, integrated and sustainable human settlement planning and

management in all countries. SDG 11 is included in this analysis because of the delicate interface

between urban and rural land uses and the transformation of agricultural lands to urban land uses

particularly in the peri-urban interface. Also some of the in-country project such as Angola deals

with both urban and rural land issues.

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Further analysis of the link of the M&E system with other African initiative shows that the system

has a link with Agenda 2063, Aspiration 4: A Peaceful and Secure Africa 33rd sub aspiration:

Africa will be a Peaceful and Secure Continent, with harmony among communities starting at

grassroots level ….... One of the importance of the implementation of VGGT and F&G is to enable

states to handle conflicts in respect of tenure of land, fisheries and forests: the VGGT principle

which justifies the system link with the above indicated African Aspiration. It is concluded that

the M&E system of the Transversal project has immense links with and contributions to several

development initiatives on the continent.

3. Project Risk Management The M&E system is affected by all risks affecting the project. Hence, the project risk as identified

in the Transversal Project document will automatically reflect the risk associated with the M&E

system. The key assumption is that there is a broad consensus that the VGGT provide balanced,

useful and practical guidance to the government, civil society and the private sector, and that this

stems from the breadth of the process involved in their preparation and negotiation. The main risk

to implementation of the VGGT at country level is that, in spite of the broad consensus on the

importance and usefulness of the Guidelines, individual powerful key stakeholders who benefit

from weak governance will be reluctant to join others in the consensus. More specifically the

successful implementation of the VGGT at country and local level strongly depends on the

political will of decision makers as well as on the attitudes and influence of private investors. The

project will therefore focus on awareness raising as well as on an inclusive approach to the

implementation of the VGGT in order to balance different stakeholders’ interest. Concerted action

by those stakeholders in favor of achieving responsible governance of tenure is needed. This will

be addressed, among other things, by supporting the establishment of national platforms which

include all stakeholders, including civil society organizations and academia.

Apart from the role powerful key stakeholders can play, the whole public sector is vulnerable to

corruption, especially in the area of land leasing. Targeted anti-corruption measures and control

mechanisms will therefore be supported, such as transparency standards, publication of guidelines,

public hearings, standards for participation and complaint and dispute resolution mechanisms etc.

With regard the risk internal to the M&E system, the main assumption is the cooperation of the In-

country projects to adapt and implement the M&E system. To minimize this risk, the Transversal

project will plan and periodically follow up the M&E system implementation by the in – country

projects.

4. The Project Management and Implementation Arrangements The M&E system will be implemented within the overall structure of the transversal project. The

project has an institutional framework, anchored by the MoU between the UNECA and FAO on

the integrated implementation of the VGGT and F&G and which forms the main institutional

relationship between LPI and FAO.

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The Project steering committee provides overall guidance for implementation of the Action. The

steering committee meets once a year, for the Action (Pan -African and Transversal levels). The

members are the LPI secretariat members, UNECA, the AUC, FAO, SDC and EU.

The relationship between FAO and LPI is intended to create a soft coordination process by constant

interaction between FAO headquarters and regional offices, LPI, and the two FAO officers based

in LPI premises.

The Transversal Project is responsible for the coordination of the 10 in-country Projects which

implement the VGGT and F&G at country level so as to bring about change in the tenure security

of land, fisheries and forests. The coordination will be done as per the cooperation with the projects

and described in the project document. This will extend to other implementing agencies which

have direct linkage with the country projects and therefore indirectly linked to the Transversal

Action.

The project has two officers who are under the supervision of the FAO – OPCL division with a

regular follow up by the FAO regional office in Addis Ababa. They are directly responsible for

the implementation of the Project. They prepare and submit to FAO - OPCL monthly activity

reports and an annual technical and financial report. They are responsible for the preparation of

the technical and financial planning and reporting of the Action activities for the Pan African level

and the Transversal level. They will be responsible for the implementation of this M&E

framework.

5. M&E Framework Implementation Budget The project "Support to and capitalization on the EU Land Governance Programme in Africa” is

financed under two sources: the European Union (EU) and the Swiss Agency for Cooperation and

Development (SDC) aimed at enhancing the integrated implementation of the VGGT and the F&G

at Pan African level and at supporting and consolidating the implementation of the EU Land

governance programme in 10 African countries (Angola, Burundi, Cote d’Ivoire, Ethiopia, Kenya,

Malawi, Niger, Somalia, South Sudan and Swaziland).

The M&E framework at the transversal level will be financed under the same sources allocated for

the M&E of the project at Transversal level. At the country level, the projects are responsible for

financing the M&E activities and events.

6. The M&E Framework Design The M&E framework is built on the key parameters of the project. It has thoroughly reviewed and

adopted the overall goal or desired change and effect, the main beneficiaries or audience that the

project seeks to benefit, the hypotheses or assumptions that link the project objectives to specific

interventions or activities, the project scope and size, the extent of participation in and capacity for

M&E, the project duration, and the overall budget of the project.

The framework and its implementation is to measure the progress of the Transversal Project

“Support to and capitalization on the EU Land Governance Programme in Africa” and focuses on

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tracking the progress on the integrated implementation of the LPI F&G and the VGGT.

Accordingly, the M&E framework develops an M&E matrix at two thematic areas: M&E matrix

for Key Result Areas of Integrated Implementation of VGGT and F&G, and M&E matrix for Six

Key Thematic Issues of the Transversal project. The matrices are elaborated further below.

The M&E system has designed different tools and instruments that will be put to use during the

framework implementation. The tools and instruments are described below:

6.1. Tools and Instruments of the M&E Framework

6.1.1. M&E Matrix

The M&E matrix is constructed to show what to monitor, the baseline, the data source,

methodology for data collection, frequency of M&E, who is responsible for data collection,

analysis, reporting, and M&E event coordination/ organization (see Annex II Tables 2a and 2b for

the detail). As stated above, the M&E matrices are: M&E matrix for Key Result Areas of

Integrated Implementation of VGGT and F&G, and M&E matrix for Six Key Thematic Issues of

the Transversal project.

The integrated implementation of the VGGT and the F&G, based on the LPI draft M&E

Framework (MEF), has six key result areas with 10 criteria / principles (indicators) for tracking:

relevance, effectiveness, efficiency, sustainability, empowerment, gender responsiveness,

adequacy, participation and inclusiveness, performance, and impact (see Annex Ia). The M&E

framework is thus directly linked to the LPI draft MEF. The framework also take into account

indicators proposed by the LGAF and the Land Governance Indicators (LGI). The main M&E

matrix is indicated in Annex II: The M&E matrix for integrated implementation of VGGT and

F&G (Table 2a) and the M&E matrix for the six key thematic issues for the transversal project

(Table 2b).

The matrix suggests a participatory approach to implementation, depending on the type of

indicators and its data requirements. Data collection methods suggested include document review

(project performance reports, M&E Reports, etc.), special studies, expert assessment, survey, and

stakeholders interviews. The framework suggests the frequency of undertaking monitoring events

(every quarter) and suggests the project to undertake indicator/ project evaluation in the midterm

and the end of the project period. Additionally, the framework suggests that the project

(specifically M&E officer, and the project manager), stakeholders, and M&E consultant (whenever

necessary) be responsible for M&E event organization, coordination, data collection, analysis, and

reporting of the M&E results depending on the selected indicator.

The M&E matrix for the Six Key Thematic Issues of the Transversal project (Annex II Table 2b)

has 17 indicators for tracking. These indicators were selected and developed to have at least 80%

convergence across the 10 In-country projects. The remaining 20% are for country specificities.

The country specific indicators are Land tenure and Natural Resources / Stock identified /

Registered, and Database on the land and natural resource stock developed. They form the last two

rows of the matrix shown in Annex II Table 2b. The matrix shows all the M&E activities, the

methodology to be followed, responsible persons, and frequency of the M&E events. The

18

framework is designed to enable sufficient information to be collected for realistic and evidence

based assessment on the progress of implementation.

6.1.3. M&E Timetable

The M&E framework includes a timetable which schedules and summarizes the period the M&E

events will occur, the stakeholders to involve in the M&E Events, and the indicators to track. It

helps to alert the project M&E coordinators to plan and implement the M&E activities. The

proposed M&E timetable is attached to this report in Annex II Table4.

6.1.4 Data Collection Template

The framework includes a data collection and indicator reporting templates. While the data

collection template is used for collecting data and reporting on the progress of a single indicator

performance, the indicator reporting template is used for periodic and cumulative reporting on

progress of implementation of the project for both the Transversal Project and the in-country

Projects. The templates are provided in Annex II Table5 and Table 6 of the report.

7. Resources and Capacity Required for the M&E Framework The M&E framework implementation requires technical capacity, financial and material

resources. M&E units should have specifically assigned individuals who are motivated,

committed, competent and carrying out M&E activities. There should be project resources to cover

costs related to data collection and information dissemination. Other resources like indicator

guides, manuals, communication tools are required. Capacity of in-country projects will be

developed in the use of the framework particularly during capitalization meetings. They will

include concepts and basic knowledge particularly on data collection, analysis, reporting, and

dissemination of M&E findings and learning. Use will also be made of the knowledge management

platform, transversal project missions, and any other possible opportunities to build the capacity

of the in-country projects.

8. M&E and Reporting Structure Data generated through the M&E Framework will be used to compile progress reports in

implementation both at the in-country and transversal levels, particularly on the VGGT and F&G

principles in implementation. In-country projects will report on M&E activities and file date

through the KM platform which will then be accessed by the transversal and Pan African

components. Thus the M&E framework is expected to cascade from the transversal level to the in-

country project level. Primarily the M&E expert and the project coordinators are responsible for

organizing the M&E activities and events and for filing the reports on the KM platform. Both are

responsible for data collection, analysis, reporting and dissemination of M&E results on the project

behalf except for the M&E events which are led by external consultants. Only data validated by

the projects will be uploaded on the KM platform and disseminated beyond the project confines.

The Transversal project will have two roles in the implementation of the M&E system. One is that

it directly exercises a monitoring function of the 10 In-country projects in terms of VGGT and

19

F&G application and report the results / findings to the respective in-country projects and

stakeholders. Secondly, the Transversal project will aggregate and consolidate in one report the

project progress reports of the 10 In-country projects to provide the overall picture of progress

made in VGGT and F&G implementation. The report will be disseminated to the funding partners

and other Global, regional and country level stakeholders through flagship events and the

knowledge management platform.

M&E Framework and the Knowledge Management Platform

The M&E framework will be an integral part of the web-based knowledge management platform

developed for the project (www.africanlandpolicy.org/eulandgovernance). Access to M&E reports

and data will be in the private space of the platform which will require authorization to access. All

information and documents on the project will be uploaded and made available on the Knowledge

Management platform. A final evaluation of the project will be undertaken and the report will be

uploaded on its knowledge management platform to make them available for in country projects,

LPI, and anyone interested and allowed to access. Moreover, the map shows the source, the flow,

supply of inputs/ exchange, the kind, and use of information for M&E activities – for output/

outcome/process monitoring, conducting different levels of evaluation, and dissemination of

results.

9. M&E Framework Implementation Implementation of the M&E Framework will be led by the transversal project with active

participation from the stakeholders at national level. For instance, CSOs working on land issues at

country level will be involved in the M&E activities and events. They will participate in M&E

system design, system piloting, system validation, indicator selection, M&E activities: data

collection, analysis, reporting, and provision of feedback and technical support (capacity building,

financial and material support) at the country level. They are also the main actors to advocate and

urge for participation and inclusiveness on progress tracking during implementation. In the same

way, development partners working in the in-country projects will support the system

implementation largely by participating in the M&E activities that are coordinated under either the

Transversal or the country level projects. Similarly, academia and research institutions will support

the M&E system implementation with the provision of primary/ secondary data and undertaking

relevant research. Policy makers, law makers, advocates and others who are working on land

governance improvement initiatives at country, regional, and global level are users of the M&E

result. Moreover, the M&E result at the transversal level will feed the LPI for continental / pan

African / level with the experiences, best practices, and lesson learned gained through the

Transversal project and the 10 In-country level project implementation.

The Transversal project has drawn two strategies for implementation of the system:

Cascading the M&E system to in-country project level: The M&E Framework is expected to

be used by in-country level projects. The transversal project will provide technical support to the

in-country projects to adopt the M&E framework and develop their own project level system. This

will include mentoring, access to M&E documents, professional advice, review of draft

frameworks, and other.

20

Piloting the M&E system: Piloting is a means of learning what works and what does not. It is a

way of making small mistakes early rather than big mistakes later. Piloting the M&E System in

selected 10 In-country projects is planned to further validate and field-test the system

implementation. Piloting of indicators and the information requirements behind them is important

to avoid risk involved in the future implementation of the system. A pilot alerts managers with

some indicators for which data do not exist, or for which data is too costly, time consuming, or

complex to obtain, providing opportunity to set an indicator on the basis of existing secondary data

that are already being collected across an organization or government as opposed to creating a new

indicator that needs its data collection mechanism. Hence, the project will attempt a thorough

testing of the data sources, collection and analysis strategies, and means of reporting. Two of the

in-country projects will be selected for the pilot. A separate pilot strategy has been prepared for

this activity (Appendix ….).

10. Conclusion The M&E framework provides the Transversal project with a good monitoring mechanism. All

components of a robust M&E system are present including the M&E matrix and the M&E

information map. It is suitable for cascading to the current in-country projects and subsequently

any other in-country project that will be implementing projects on VGGT and F&G. The M&E

matrix shows the what, when, how and by whom to monitor all the indicators of the Transversal

project and the in-country specific indicators. The M&E information map guides the M&E system

implementers on how the flow of information on both the M&E results and the source of data for

the Transversal project and the in-country projects specific indicators flow among all the M&E

framework implementers and data users.

Project implementers at transversal and in-country level, development partners, civil society

organizations and other key stakeholders have a monitoring framework that responds to the needs

of the project. It is very useful for monitoring performance at output and outcome levels and

contribute to the achievement of overall goals of the projects.

21

References

The In country level projects documents on Land Policy and Governance System Improvement,

(2014).

AAU, Draft Measure Evaluation, (2006), How to Develop - Implement an M-E Plan.

AU, (2015), Agenda 2063, the Africa We Want, Final Edition, AUC-ECA-AfDB Consortium,

2010, Framework and Guidelines on Land Policy in Africa, Land Policy in Africa: A Framework

to Strengthen Land Rights, Enhance Productivity and Secure Livelihoods, Addis Ababa, Ethiopia.

Chaplowe, Scott G. 2008. “Monitoring and Evaluation Planning” American Red Cross/CRS M&E

Module Series. American Red Cross and Catholic Relief Services (CRS), Washington, DC and

Baltimore, MD.

Concept Note on the VGGT and the F&G’s relationships and synergies that call for their joint and

integrated implementation in Africa, LPI, AFDB, ECA and FAO.

CRC, Creative Research and Evaluation Centre, (no date), Kampala, Uganda.

FAO UN, (2012), Voluntary Guidelines on the Responsible Governance of Tenure of Land,

Fisheries and Forests in the Context of National Food Security (VGGT).

First Capitalization Meeting Minutes and Presentations, (February, 2015).

Second Capitalization Meeting Minutes and Presentations, (November, 2015).

Framework for effective monitoring and evaluation to measure ICRISAT’s impact, (no date).

International Federation of Red Cross and Red Crescent Societies (IFRC), (2011),

Project/programme monitoring and evaluation (M&E) guide, Geneva, www.ifrc.org

International Land Coalition (ILC), (2013), Benchmarks for land governance in Africa,

International Land Coalition Secretariat at IFAD, Rome, Italy: info@landcoalition.org

www.landcoalition.org.

Jody Z. Kusek, Ray C. Rist, (2004), A Hand Book of Development Practitioners: Ten Steps to a

Results-Based Monitoring and Evaluation System, The World Bank, Washington DC.

LPI, (2012), Tracking Progress in Land Policy Formulation and Implementation in Africa,

Background Document, Addis Ababa.

LPI, (2015), Monitoring and Evaluation Framework for the implementation of the African Union

Declaration on Land Issues and Challenges in Africa (DRAFT).

NEPAD Planning and Coordinating Agency, (2015), the CAADP Results Framework (2015-

2025).

Simister N., (2009), Developing M&E Systems for Complex Organizations: A Methodology,

INTRAC, Oxford, UK.

Support to and capitalization on the EU Land Governance Programme in Africa / EU Project

document, (2014).

22

The World Bank, (2004), Some Tools Methods and Approaches, Monitoring & Evaluation,

Washington DC.

The World Bank, (2013), Land Governance Assessment Framework, Implementation Manual,

Version: October 2013, Washington DC.

The World Bank, (no date), Monitoring &Evaluation: www.worldbank.org/html/oed, Washington,

D.C.

Uganda Bureau of Statistics (UBOS), (2009), National Statistical System (NSS), Monitoring and

Evaluation Framework 2009 – 2012, UBOS, Uganda.

UKaid–DFID, Search for Common Ground, and US Institute of Peace, (no date), Monitoring and

Evaluation Plan Module.

UN. (2015). Resolution adopted by the General Assembly on 25 September 2015, 70/1.

Transforming our world: the 2030 Agenda for Sustainable Development.

Welsh N., (2005), Monitoring & Evaluation Systems Manual (M&E Principles), A joint UNDP

Mekong Wetlands Biodiversity Conservation and Sustainable Use Programme, The World

Conservation Union, Asia Regional Office, Wattana, Thailand Web: www.mekongwetlands.org.

23

Annex I

Table 1: Key Results Areas to Track in the F&G and the VGGT Result Area (RA) Themes in the F&G Themes in the VGGT* Criteria/Principles to

track

Result Area 1 Effective use of resources (5) Holistic and sustainable

approach

Efficiency/Sustainability

Result Area 2 The extent of organized

consultative and other

participative processes

(2) Non-discrimination

(6) Consultation and

participation

Participation and

inclusiveness

Result Area 3 Effective institutional

capacities

Capacity development/Policy,

legal and organizational

frameworks related to tenure

Effectiveness/Adequacy

Result Area 4 Equality of access to

decision-making by all

stakeholders, particularly

women

(2) Non-discrimination

(3) Equity and justice

(4) Gender equality

(8) Transparency

Participation,

Empowerment and

gender responsiveness

Result Area 5 Rate of delivery of services/

outputs

(10) Continuous improvement Performance

Result Area 6 Adequacy of outcomes (3) Equity and justice Relevance

Result Area 7 Achievement of desired

impacts

(5) Holistic and sustainable

approach

Effectiveness, impact

and sustainability

* The numbers in brackets () refer to the numbering of the principles in the VGGT. The key Result Areas are shown as

they are shown in the LPI MEF.

Source: Monitoring and Evaluation Framework for the implementation of the African Union Declaration on Land Issues

and Challenges in Africa (June 2015)

24

Annex II. M&E Matrix

Table 2a: M&E Matrix for Integrated Implementation of the VGGT and F&G Result

Area

Themes of the

F&G

Themes of the

VGGT

Criteria/

Principles to

be tracked

Indicators Baseline /

before the

project

intervention

Data Sources (from

where data is

collected)

Information

Required

Data Collection

methodology

M&E events

/ Frequency

Responsible

person

1 Effective use of

resources

(5) Holistic and

sustainable

approach

Efficiency

Sustainability

# of persons with

secured land tenure

rights under the

implementation of

VGGT and F&G by

the in country

project intervention

# of policies

developed and

implemented

# of vulnerable

group, IDPs,

community,

disaggregated by

gender and

# of CSOs involved

in land, forest, and

Fisheries tenure

security issues

Current

/Existing # of

people with

secured land

tenure right

# of Existing

policies

Performance reports of

projects, Government

and non-government

Land and natural

resources protection

agencies etc

M&E Reports

# of people with secured

land tenure right, Forest

and Fisheries –holding /

tenure right and use

# and type of policies

developed # and type of

policies developed and

implemented

# , type, responsibility,

declaration of institutions

established

# of vulnerable group,

IDPs, community, ,

segregated by age and sex

# and list of CSOs

involved in land, forest,

and Fisheries tenure

security issues

# and type of awareness

raising

# and type of CB support

provided

# and type of decisions

passed over on natural

resource issues by

participants Resource

used, # of peoples

addressed, land tenure

right secured etc.,

# and type of VGGT

principles deployed, # of

decisions passed over on

natural resource issues

by participants

Participatory

method of data

collection

Document

Review, special

studies, Expert

assessment,

survey,

stakeholders

interview,

structured

questionnaire

Monitoring every

quarter

Evaluation –

Every year,

midterm, end

evaluation

The project

(M&E officer,

and the project

manager)

Stakeholders &

M&E consultant

25

Result

Area

Themes of the

F&G

Themes of the

VGGT

Criteria/

Principles to

be tracked

Indicators Baseline /

before the

project

intervention

Data Sources (from

where data is

collected)

Information

Required

Data Collection

methodology

M&E events

/ Frequency

Responsible

person

2 The extent of

organized

consultative and

other participative

processes

(2) Non-

discrimination

(6) Consultation and

participation

Participation

and

inclusiveness

# and % of

vulnerable people/

women, men, IDPs,

traditionally

marginalized/

disaggregated by

gender

# of peoples who

have legitimate land

right engaged in land

administration

policies

development,

implementation and

major decision

making

Existing #

and % of

vulnerable

people who

lacked access to

land tenure

security

disaggregated

by gender

Existing # of

peoples who

have legitimate

land right

disaggregated

by gender

Performance reports of

projects, Government

and non-government

Land and natural

resources protection

agencies etc

M&E Reports

# of vulnerable people

disaggregated by sex, age

and # of peoples who

have legitimate land right

engaged in management

of land, forest and

fisheries, in land

administration policies

development,

implementation and

major decision making

Participatory

method of data

collection

Document

Review,

structured

questionnaire

Monitoring every

quarter

The project

(M&E officer,

and the project

manager)

3 Effective

institutional

capacities

Capacity

development/

Policy, legal and

organizational

frameworks related

to tenure

Effectiveness # of land policies,

legal and

organizational

frameworks

developed directly

linked to VGGT,

F&G.

# of persons

trained directly in

relation to VGGT

and F&G

Existing # of

policies, legal

and

organizational

frameworks

developed with

elaboration on

their fairness to

all, and

existing # of

people who had

been trained

land tenure

security

Performance reports of

projects, Government

and non-government

working on Land and

natural resources

M&E Reports

# and nature of policies,

legal and organizational

frameworks developed;

# of persons trained

directly linked to tenure

security improvement on

land, Forest and Fisheries

Participatory

method of data

collection

Document

Review, survey,

Expert

assessment,

special studies,

structured

questionnaire

Monitoring every

quarter

The project

(M&E officer,

and the project

manager)

Stakeholders &

M&E consultant

4 Equality of access

to decision-

making by all

stakeholders,

particularly

women

(2) Non-

discrimination

(3) Equity and

justice

(4) Gender equality

(8) Transparency

Participation,

Empowerment

and gender

responsiveness

# of women /

vulnerable people

participating in land

tenure system

improvement

initiatives under

VGGT and F&G,

during the project

implementation

# of women/

vulnerable

people

participating in

tenure right

issues of the

government

before the

project

intervention

Performance reports of

projects, Government

and non-government

working on Land and

natural resources,

national statistics office,

etc.

M&E Reports

Information on Non-

discrimination, Equity

and justice, Gender

equality, Transparency

and Equality of access to

decision-making by all

stakeholders, particularly

women and

# of women / vulnerable

participating in land

Participatory

method of data

collection

Document

Review,

qualitative

survey, Expert

assessment,

special studies,

Monitoring every

quarter

Evaluation –

Every year,

midterm, end

evaluation

The project

(M&E officer,

and the project

manager)

Stakeholders

with an

assistance of

M&E consultant

26

Result

Area

Themes of the

F&G

Themes of the

VGGT

Criteria/

Principles to

be tracked

Indicators Baseline /

before the

project

intervention

Data Sources (from

where data is

collected)

Information

Required

Data Collection

methodology

M&E events

/ Frequency

Responsible

person

tenure system

improvement through

VGGT /F&G

implementation during

the project

implementation

structured

questionnaire

5 Rate of delivery of

services/ outputs

(10) Continuous

improvement

Performance

/Efficiency

Effective M&E

system developed

and implemented to

track progress in the

10 in-countries and

the Transversal level

none The projects,

Government and non-

government

organizations working

on Land and natural

resources, national

statistics office, etc

M&E Reports

Robustness of the M&E

system. Implementation

results of the M&E

Systems on lesson

learned, best practices,

improvements on tenure

system and new policies

implementation

Survey, Expert

assessment,

special studies,

Stakeholders

interview

Monitoring every

quarter

Evaluation –

Every year,

midterm, end

evaluation

The in country

project (M&E

officer, and the

project manager)

Stakeholders &

M&E consultant

27

Table 2b: Six key VGGT and F&G thematic issues at Transversal Level M&E Matrix Key VGGT and

F&G thematic

issues

Indicators Dimensions of the Indicators Baseline

(base year)

Data Sources

(from where

data is collected)

Target (5yr.) Data

Collection

methodology

Information

collected or

Required

M&E

events

Frequency

Responsible

Awareness

raising

Production of

material on the

VGGT and F&G

integrated

implementation

# of Leaflets/ guides presenting both

approaches and their convergence and

synergies disseminated

Road map for integrated

implementation prepared by the end of the

inception phase

VGGT and F&G documents translated

in to different language (Portuguese,

French, etc)

0

Project

performance

reports, M&E

reports

M&E system

Report

Leaflets/ guides on convergences

and synergies ready by the end of

the first year.

Road map prepared by the end of

the inception phase.

3 trainings delivered at pan-

African and national levels

200 persons trained at pan-

African level.

At least 2 high level meetings

attended per year.

At least 2 presentations of the

VGGT–F&G integration.

M&E System for integrated

implementation defined by the end

of the inception phase.

Participatory

method of

data collection

Document

Review on

performance

and

procurement,

structured

questionnaire

Print types and

quantity, high

level meeting

minutes,

presentation,

M&E system

report etc.

# and type of

language

VGGT and

F&G

documents

translated

Monitoring

Every

quarter

The project-

includes the

project

manager,

M&E officer

Integrated

implementation

workshops organized

Number of awareness raising

workshops delivered.

Number of participants disaggregated

by gender.

# of trainings

and topics

covered and

participant by

gender

Mainstreamed of

VGGT–F&G in

flagship / continental

level conferences,

work shop /

initiatives.

Number of participation in high level

meetings.

Number of presentation on VGGT–

F&G convergence.

# of high level

meeting

participated and

# of minutes,

# of

presentations

on VGGT–

F&G

convergence.

The

Transversal

project

The

Transversal

project

Common set of

indicators to address

the implementation of

VGGT–F&G in

Africa developed

An M&E system for VGGT and F&G

integrated implementation in place and

agreed at Transversal and Country level

projects

M&E system

presence and

content

28

Key VGGT and

F&G thematic

issues

Indicators Dimensions of the Indicators Baseline

(base year)

Data Sources

(from where

data is collected)

Target (5yr.) Data

Collection

methodology

Information

collected or

Required

M&E

events

Frequency

Responsible

Capacity

Development

Contextualized

capacity development

tools prepared and

disseminated

Number of contextualized capacity

development tools prepared by the 10 In

country projects.

0

Project

performance

reports,

M&E reports

At least 3 contextualized capacity

development tools ready at the end of

year 2.

Contextualized capacity development

delivered to relevant 10 country team

for their work on the areas covered by

the tools by the end of year 2.

At least half of the tools adapted and

ready by the end of the inception

phase.

At least one event of lesson learnt

sharing per year

At least 300 persons trained by the

end of the Programme

Participatory

method of data

collection

Document

Review,

performance

report,

structured

questionnaire

# and type of

contextualized

tools prepared,

# and type of

contextualized

tools

disseminated

# and type of

contextualized

capacity

development

tool adapted.

List of persons

categorized by

gender,

expertise &

institutions and

topics of

contextualized

capacity

development

delivered

# of event

for lesson

learnt sharing

# of

participants on

the lesson

learnt sharing

event by

gender

Monitoring

Every

quarter

The In

country

project

(M&E

officer, and

project

Manager)

Tools standardized

for dissemination at

national workshops

# of tools standardized and disseminated

at the national workshop

Lessons learnt

exchanges Number of persons participating in the

lesson learnt sharing experiences

disaggregated by gender.

ad hoc support

provided for the start-

up of the In country

projects

Opening capitalization meeting is held.

Regular contacts with the 10 In-country

project partners.

Support to

countries

provided

Templates for

harmonized reporting

designed

# of templates designed

0 Project

performance

reports

One Capitalization meeting held

in the first quarter.

One mission in each of the 10

countries during the first year.

Document

Review on

performance

report

List of

Countries and

participant,

minutes of

meetings, main

issues

discussed, # of

meeting and

minutes

Monitoring

at the

beginning

of the

project

The

Transversal

project

29

Key VGGT and

F&G thematic

issues

Indicators Dimensions of the Indicators Baseline

(base year)

Data Sources

(from where

data is collected)

Target (5yr.) Data

Collection

methodology

Information

collected or

Required

M&E

events

Frequency

Responsible

Support to

countries the 10

In country

projects,

strengthening

Partnerships and

exchanges to 10

In country

projects provided

Support provided to

10 In country projects

to design their own

M&E system

M&E system of the transversal level

cascaded to the 10 In country projects.

# of inputs delivered for the 10 In-

country projects to develop M&E systems

0

In country

projects

performance

report

Transversal

project

performance

reports

The consultant’s

report

One template for harmonized

reporting prepared by the end of the

inception phase.

10 In country projects cascaded

the M&E system of the transversal

project

Technical inputs delivered for 10

in-country projects to develop their

M&E system

A Web-based knowledge

management platform

operationalized by the end of the

first year.

2 capitalization meetings a year

Document

Review on

performance

reports and

capitalization

meeting

minutes

KM consultant

report review

# of templates

designed

Monitoring

every

quarter

The

Transversal

project

The project

(M&E

officer, and

the project

manager

The

Transversal

project

Knowledge

management web

platform on land

governance

developed and

operationalized for

the 10 in country

projects

Information uploaded for access by the 10

in country projects

Cascaded M&E

system report

and its content

# and type of

inputs provided

Activities of the In

country projects

coordinated at

Transversal level

# of Capitalization meetings conducted per

year.

KM consultant

report and its

content

M&E system for

transversal level

designed, piloted and

implemented

A report on the outcome of the pilot

presented and validated

Regular (quarterly) M&E reports

produced by the 10 in country projects in

line with the system

# of actions on M&E findings taken by

the 10 in country projects and the

transversal project

# and content of

meeting s and

minutes

Effectiveness of

the M&E system

of the Transversal

project assured

Stocktaking of

existing

communication tools

and process

completed

A report on the existing communication

tools, target audiences and key messages

prepared

0

Transversal

project

performance

reports and the

consultant’s

report

An M&E system designed at the

transversal level and implemented at

In country project level beginning

the 3rd capitalization meeting

Project

performance

reports review

Or Interview

M&E reports and its

content (results,

actions taken)

Number of areas

M&E system piloted.

M&E system pilot

report

Information on M&E

system adherence,

use, implementation,

strength and

weakness

Monitoring

every

quarter

Evaluation

after the

M&E

system

developed

The in

country

project

(M&E

officer, and

the project

manager)

The

Transversal

project

30

Key VGGT and

F&G thematic

issues

Indicators Dimensions of the Indicators Baseline

(base year)

Data Sources

(from where

data is collected)

Target (5yr.) Data

Collection

methodology

Information

collected or

Required

M&E

events

Frequency

Responsible

Communication

Strategy

developed

Existing

Communication

Strategy tools

Reviewed

# of existing communication strategy

tools reviewed

existing communication strategy tools

review document produced

0 project

performance

reports and the

consultant report

Existing communication strategy

tools review document delivered on

3rd capitalization meeting

Project

performance

report review

Content of the

report Monitoring

every

quarter

The

Transversal

project

Communication

Strategy developed

with required

definitions and

implemented

Communication strategy document

validated by July 2016

Communication plan for the action

prepared for both Pan African and

Transversal levels

0 project

performance

reports and the

consultant report

One Finalized Communication

strategy document implemented by

the fourth capitalization meeting

Project

performance

report review

Communication

strategy content Monitoring

every

quarter

The

Transversal

project

Legitimate tenure

rights/ Natural

Resources stock

recorded

(Country specific

monitoring

indicator)

# of persons with

legitimate tenure

rights recorded as a

result of the VGGT

and F&G

Number of community land/ parcels geo

referenced, demarcated, recorded.

Areas of natural resources geo

referenced, demarcated, registered,

cadaster developed etc.

0 project

performance

reports

2 GIS at provincial/ community level

prepared

Project

performance

report review

and the record

document

-List and size of

natural

resources geo

referenced,

demarcated by

type of use and

ownership (by

gender),

registered,

cadaster

developed,

-Classification

of the rural

people by

livelihood and

land tenure and

natural resource

landholding by

gender

Monitoring

every

quarter

The 10 in

country

projects

project

31

Table 3: M&E Timetable to Track in the F&G and the VGGT

General and

Specific activity

M&E Events

Time

Stakeholders to involve in the

M&E Events

Indicators To Track

M&E System in

place

May 2016

By the In country

project

Every Quarter

Beginning June 2016

The in-country Project Partner,

the community, the relevant

Gouvernement Agencies working

on Land Issues of the country

On selected indicators with the

transversal project, the

stakeholders, the in country

project from those indicated in the

M&E Matrix

By The Transversal

Project

Semiannually

Beginning

June 2016 (combined

with mission visit)

The in-country project, the

community, the relevant

Government Agencies working

on Land Issues of the country

On selected indicators by the

transversal project as per the M&E

Matrix

Annual internal

Evaluation

August 2016 All stakeholders of the in-country

Project Partner including the

community in the project area by

the relevant Government

Agencies

On selected indicators of those,

but not limited to indicators shown

in the M& E matrix for evaluation

based on the evaluation criteria*,

the stakeholders and the project

can suggest

Midterm Evaluation August 2017 All stakeholders of the in-country

Project Partner, the community,

the relevant Government

Agencies led an External

consultant

On the overall performance in the

midterm of the project sticking to

the common evaluation criteria

and ToR of the evaluation

developed by the transversal

project and the LPI

Annual Evaluation August 2018 All stakeholders of the in-country

Project Partner, the community

led the relevant Government

Agency

On those selected indicators, but

not limited to indicators shown in

the M& E matrix for evaluation

and sticking to the common

evaluation criteria, the

stakeholders and the project can

suggest

Terminal

Evaluation

August 2019 All stakeholders of the in-country

Project Partner, the community,

the relevant Government

Agencies and an External

consultant

On the overall performance of the

project sticking to the common

evaluation criteria and ToR of the

evaluation developed by the

transversal project and the LPI

* Evaluation Criteria are relevance, efficiency, effectiveness and sustainability

32

Table 4: Indicator Reference Sheet Template for the Transversal Project and

the 10 In-country Projects Indicator : For EXAMPLE Number of people who secured tenure right during the implementation of the project in last quarter

In Country Project: For EXAMPLE - Promoting Responsible Land Governance for Sustainable Agriculture in Malawi OR Securing of Pastoral Land Systems in Niger By Strengthening the Land Governance

Project Objective: For EXAMPLE - Improve the Livelihoods of the Population, Particularly In The Rural Areas of the Country, through Sustainable Agricultural Development in Malawi OR Contribute to Securing Pastoral Land Systems in Niger

Project Area: All the regions of Niger

Project / programme Element: Component One

Name of Indicator (1.1) on the M&E Matrix for tracking: For EXAMPLE Indicator number xx, Key Result area XX to Track in INTEGRATED IMPLEMENTATION of the F&G and the VGGT M&E Matrix or of the five Core Elements / KEYVGGT and F&G thematic issues at Transversal Level M&E Matrix

Is this a quantitative or qualitative Indicator? For EXAMPLE - quantitative

DESCRIPTION

Precise Definition(s) of the Indicator: For EXAMPLE the number of people who secured tenure right with the government in the last quarter

Unit of Measure of the Indicator: For EXAMPLE number

Disaggregated by (gender, or other): M__________ F______________

Justification & Management Utility of the Indicator: For EXAMPLE- It is one if the indicator to show the performance of the project. It will inform the management the number of people with tenured secured right, and the progress in the land governance issue of the country

Plan for data acquisition BY The Transversal Project: For Example, Every quarter within Five days of the beginning of the next quarter

Data Collection Method: For Example; Document Review

Data Source: For example; Government record on Land

Frequency and Timing of Data Collection: For example; Quarterly basis, at the last week of the end of the quarter

Individual Responsible Data Collection, Analysis, and Reporting: For Example; M&E Specialist

Individual Responsible for Providing Report to Transversal project Coordination Office: For Example; The In- country project manager

Indicator Performance (Performance in Relation to the progress; for example- #of persons who secured tenure right, Hectare of land recorded/ registered / cadaster by the government by this quarter): For EXAMPLE ; xx number of persons secured tenure right in this quarter, yy hectare of land distributed to the vulnerable, zz hectare of land registered by the government in the last government.

OTHER NOTES (for example- unintended results occurred during the implementation of the project in this quarter): ): For EXAMPLE; Increase in the number of vulnerable people due to internal migration

Notes on Baseline/Target: For Example; Baselines-Total /WWW) number of persons with no secured tenure right before the project intervention, Target- XXX number of persons will secure tenure right in the next four years.

33

Achievement over the Target and the Baseline) (X% of the target, Y% Over the Base Line): For Example, X% of the target= (xx/XXX)*100 ; Y% Over the Base Line=(xx/WWW)*100

Location of Data Storage (for example at the project data base, Knowledge Management Platform of the Transversal Project and LPI): For Example – in the project Data Base/ MAY BE EXCEL or other/ or Knowledge Management Platform

Other Notes ( for example, challenges, lessons learned during the project implementation at this quarter): For Example; logistic services (no vehicle to go field and collect data…) , data access problem with the agencies, community resistant etc

This sheet last updated on: dd/mn/yr

34

35

Table 5: Indicator Performance Reporting Template

Result Area Indicator Baseline (2014)

Data Sources

Progress of the

indicators implementation

Milestone /yr.

Cumulative Achievement/ Progress of the

indicators implementation

to date

Target (4yr)

% of achievement

36

Annex III. Table 6: Logical Framework of the Action / Transversal Project

Results Chain

Indicators

Assumptions

Indicators Target Means of verification

Impact

Improved governance of tenure of land,

fisheries and forests contributing to the

eradication of hunger and poverty, to

sustainable development and to the

sustainable use of the environment in

Africa.

Improvement of the governance of

tenure contributing to the eradication of

hunger and poverty, to sustainable

development and to the sustainable use

of the environment.

CFS monitoring of the

implementation of

the Voluntary

Guidelines.

Survey

Outcome 1

Pan–African Integrated implementation

of VGGT and F&G

# of member states practiced the

integrated implementation of the VGGT

and F&G under the leadership role of

LPI in the process of VGGT and F&G

implementation in African countries in

2019 ( by the end of the project year)

All African countries with the means that

LPI has to support countries in the integrated

implementation of the VGGT and F&G by

the end of the project year.

Programme records

LPI activities report

Publication on VGGT–

F&G integrated

implementation.

Assumption: There is a broad

consensus that the VGGT and the FG

are moving along the same line and

heading towards a same goal of

providing balanced, useful and

practical guidance to governments,

civil society and the private sector.

Risk: In spite of the broad consensus,

individual powerful key stakeholders

who benefit from weak governance

will be reluctant to proceed with the

implementation of the VGGT and

F&G.

Risk: Due to financial crisis at

national or international level VGGT

and F&G implementation are not

given priority.

Outcome 2

Increased in core elements of VGGT–

F&G implementation in the 10 In-

country projects through the support

provided at the Transversal level,

particularly in areas of capacity

# of the core elements of the VGGT

and F&G practiced by the 10 In country

projects in the implementation of the

VGGT and F&G with African nations

under process lead of by the LPI in

2019.

10 countries practiced all the core

elements of VGGT and F&G by the end of

the project year

Programme reports

Projects records

National and

Transversal Steering

committees’ reports.

Assumption: collaboration

mechanisms amongst the 10 In

country partners are functioning and

feeding the transversal process.

Risk: Some executing agencies may

have higher difficulties to implement

37

development, knowledge sharing, and

monitoring and evaluation

the VGGT – F&G and, thus, may have

difficulties to feed into the

harmonization process.

Output 1

Awareness of the convergence and

synergy of VGGT and F&G increased.

Integrated (and, where possible, joint)

implementation of VGGT and F&G

strengthened.

Business plan for VGGT F&G

integrated implementation placed,

M&E indicators for integrated

implementation defined and filled

Plan for VGGT F&G integrated

implementation is prepared by the end of

the first year

System for monitoring and evaluation of

governance of tenure in Africa and

integrated implementation of VGGT and

F&G is operational by the end of the Action

Programme records.

CFS monitoring at

pan-African and country

levels.

Risk: modalities to have the M&E

indicators endorsed have not been

defined. Official endorsement may

request more than one year.

Output 2

Support to capacity development on

governance of tenure and land policies

in Africa provided.

Number of change agents / relevant

persons who have developed their

capacities through training, receiving

guides or participating to the lessons

learnt sharing

At least 300 change agents / relevant

persons have developed their capacities

through training, receiving guides or

participating to the lessons learnt sharing

Projects

records/reports.

Programme records.

Output 3

ad hoc support for the startup of the In

country projects provided Coordination mechanisms planned and

ad hoc support provided.

The 10 In country projects are

operational for the integrated

implementation of VGGT and F&G by the

end of the Inception phase

Programme records.

10 In-country Project

reports.

Back to office reports.

Output 4:

Support to 10 In-country Project,

strengthening partnerships and

exchanges delivered.

information sharing, lesson learnt

exchanges and cross fertilization

amongst In country projects enhanced

Operational tools (meeting, web

knowledge management platform, …) for

information sharing, lesson learnt

exchanges and cross fertilization amongst

In country projects are prepared and

operational within the first year of the

Action

Programme records.

10 In-country Project

reports.

Assumption: the 10 In-country

Projectlog frames are to contain

outputs and activities on coordination

Risk: the 10 In-country Projects

cannot agree on a principle of

coordination

Output 5 Number of persons reached by the

communication actions.

At least 2000 persons reached by the

VGGT F&G integrated communication

Programme records.

38

Support to Transversal & Pan-African

levels and Overall Action

communication provided

10 In-country Project

reports.

Surveys

Output 1: Awareness of the convergence and synergy of VGGT and F&G increased. Integrated (and, where possible, joint)

Activity 1.1

Production of the material on the VGGT

F&G integrated implementation

Leaflets/ guides presenting both

approaches and their convergence and

synergies to be diffused

road map for integrated

implementation to be prepared

Leaflets/ guides on convergences and

synergies to ready by the end of the first

year.

Road map to be prepared by the end of

the inception phase.

Programme records.

Leaflets/ guides.

Activity 1.2

Integrated implementation planning

through training meetings

Number of trainings delivered.

Number of participants.

3 trainings delivered at pan-African and

national levels

200 persons trained at pan-African

level.

Programme records.

List of participants.

Activity 1.3

Mainstream of VGGT–F&G in flagship

initiatives.

Number of participation in high level

meetings.

Number of presentation on VGGT–

F&G convergence.

At least 2 high level meetings attended

per year.

At least 2 presentations of the VGGT–

F&G integration.

Programme records.

List of the meetings.

Activity 1.4

Common set of indicators to address the

implementation of VGGT–F&G in

Africa. M&E system for VGGT and F&G

integrated implementation in place and

agreed.

M&E system for the VGGT–F&G

integrated implementation is designed

by the end of year 1.

Draft M&E indicators for integrated

implementation are defined by the end

of the inception phase.

Draft M&E reporting procedures are

defined by the end of the inception

phase.

Consultant on M&E

system reports.

Report of the M&E

system

Output 2: Support to capacity development on governance of tenure and land policies in Africa

39

Activity 2.1

Preparation & dissemination of

contextualized capacity development

tools

Number of contextualized capacity

development tools.

Contextualized capacity development

tools are available for the 10 In-country

projects.

At least 3 contextualized capacity

development tools ready at the end of year

2.

Contextualized capacity development

delivered to relevant 10 country team for

their work on the areas covered by the tools

by the end of year 2.

Contextualised

capacity development

tools.

Programme reports.

Activity 2.2

Standardize tools for dissemination of

national workshops.

Tools are adapted and ready to be

used

At least half of the tools adapted and

ready by the end of the inception phase.

Programme reports

Activity 2.3

Lessons learnt exchanges

Number of persons participating in

the lesson learnt sharing experiences.

Number of events of lesson learnt

sharing

At least 300 persons by the end of the

programme

At least one event of lesson learnt

sharing per year

40

Table 7: Project Implementation Plan

Source; “Support to and capitalization on the EU Land Governance Programme in Africa” Project

Document.

Activities Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

1.1: production of material on VGGT - F&G Elaboration of the draft road map for integrated implementation 1.2: integrated implementation planning 1.3: mainstream integrated implementation VGGT - F&G 1.4: common set of indicators to monitor VGGT - F&G

2.1: preparation and dissemination of contextualized capacity development tools 2.2: VGGT F&G awareness raising national workshops systematize tools 2.3: lessons learnt & experience sharing

3.1: ad hoc support for the start up of the In-country projects Draft report of inception phase Transversal coordinator support missions to 10 I- country projects

4.1: preparation of standardized information 4.2: support to design M& E systems Draft consolidated M&E system Consolidated M&E systems finalization 4.3: knowledge management web platform Draft structure of the platform Establishment of the platform Functioning of the platform 4.4: coordination and harmonization of the activities Bi yearly capitalization meetings

5.1: stock taking exercise of already in place communication 5.2: definition of communication strategy and implementation Elaboration of the communication strategy Communication strategy validation Communication actions and strategy implementation

Output 2: support to capacity development on governance of land tenure and land policies in Africa

Output 3: Projects inception phase

Output 4: transversal support to projects

Output 5: Support to transversal & pan-African Actions and global Overall programme communication

Year 4 Year 1 Year 2 Year 3

Output 1: awareness of the convergence and synergy of the VGGT and F&G increased