NRGP M&E MANUAL - FINAL

GOVERNMENT OF GHANA

Prepared By

VICADA Consult

March 2013

NORTHERN RURAL GROWTH PROGRAMME (NRGP)

MONITORING AND EVALUATION SYSTEM

MINISTRY OF FOOD AND AGRICULTURE (MOFA)

IMPLEMENTATION MANUAL

Implementation Manual-M&E System Designed for the NRGP

i

ABBREVIATIONS AND ACRONYMS

ACDEP Association of Churches Development Project

ADB - African Development Bank

ADF - African Development Fund

AEA - Agricultural Extension Agent

AgDB - Agricultural Development Bank

AgSSIP Agricultural Services Sector Investment Programme

APR - Annual Project Review

BA - Beneficiary Assessment

CBP Commodity Business Plans

DA - District Assembly

DADU - District Agricultural Development Unit

DDA District Director of Agriculture

DFR - Department of Feeder Roads

DVCC District Value Chain Committee

EPA - Environmental Protection Agency

FASDEP - Food and Agriculture Sector Development Programme

FBB Farmer Business Book

FBO - Farmer Based Organisations

GDP - Gross Domestic Product

GIDA - Ghana Irrigation Development Authority

GoG - Government of Ghana

GPRSII -Growth and Poverty Reduction Strategy

IFAD - International Fund for Agriculture Development

IFAD RIMS IFAD Results and Impact Monitoring System

MDGs - Millennium Development Goals

MISO Management Information Systems Officer

MOFA - Ministry of Food and Agriculture

M&E = Monitoring and Evaluation

NGO - Non Governmental Organization

NPC - National Programme Coordinator

NRGP Northern Rural Growth Programme

PFIs Participating Financial Institutions

PIU - Project Implementation Unit

PMU - Project Management Unit

PPMED - Policy Planning, Monitoring and Evaluation Directorate

PO Producer Organisations

RADU - Regional Agriculture Development Unit

RDA Regional Director of Agriculture

SME - Small and Medium Scale Enterprises

SNV Netherlands Development Organisation SRID - Statistics Research and Information Directorate

UWR Upper West Region

VC Value Chain

VCD Value Chain Development


ii

TABLE OF CONTENTS

ABBREVIATIONS AND ACRONYMS.................................................................................................................... I

LIST OF TABLES .................................................................................................................................................... III

LIST OF FIGURES ...................................................................................................................................................IV

LIST OF BOXES .......................................................................................................................................................IV

PREFACE .................................................................................................................................................................... 1

1.0 PROJECT OVERVIEW .................................................................................................................................. 1

1.1 CONTEXT AND BACKGROUND .......................................................................................................................... 1

2.0 THE THEORY OF CHANGE AND INFORMATION COMPONENTS OF THE NORTHERN

RURAL GROWTH PROGRAMME ......................................................................................................................... 1

2.1 PROJECT GOALS ............................................................................................................................................... 2 2.2 PROJECT OUTCOME .......................................................................................................................................... 2

2.2.1 Identified Programme Outcomes ........................................................................................................... 3 2.3 PROJECT OUTPUTS ........................................................................................................................................... 3

2.3.1 Commodity Chain Development Component - Outputs ......................................................................... 3 2.3.2 Rural Infrastructure Component - Outputs............................................................................................ 3 2.3.3 Improving Access to Rural Financial Services ...................................................................................... 4 2.3.4 Project management component ............................................................................................................ 4

2.4. PROJECT ACTIVITIES ........................................................................................................................................ 4 2.4.1 Commodity Chain Development Component – Activities ...................................................................... 4 2.4.2 Rural Infrastructure Development Component – Activities ................................................................... 5 2.4.3 Access to Rural Financial Services Component – Activities ................................................................. 5 2.4.4 Programme Management, Coordination, Monitoring and Evaluation Component – Activities ........... 5

2.5 PROJECT INPUTS............................................................................................................................................... 6

3.0 ESTABLISHMENT OF INDICATORS FOR THE NRGP COMPONENTS. ......................................... 15

3.1. THE PERFORMANCE FRAMEWORK OF THE PROJECT .......................................................................................... 21 3.2. SOURCES OF DATA ......................................................................................................................................... 35

4.0 DATA COLLECTION METHODOLOGIES FOR NRGP ....................................................................... 36

5.0 ORGANISATION AND IMPLEMENTATION OF THE NRGP M&E SYSTEM .................................. 38

5.1. LEVELS OF MONITORING ............................................................................................................................... 38 5.2 SPECIFICATION OF ROLES AND RESPONSIBILITIES OF VARIOUS ACTORS OF THE M&E PROCESS ..................... 38

5.2.1 Roles and Responsibilities of PCU M&E ............................................................................................ 38 5.2.2. Responsibility for M&E at the Implementing Agency level – (DADUs, RADUs, ACDEP, SNV, DFR,

GIDA, PFIs) .................................................................................................................................................. 39 5.3 COMMUNICATING M&E FINDINGS AND PROVIDING FEEDBACK ..................................................................... 40

5.3.1 Presentation of Performance data ....................................................................................................... 40 5.3.2. Quality of Information presented in reports ........................................................................................ 42 5.3.3. M&E Structure & Information Flow .......................................................................................... 43 5.3.4 Strategies for sharing Information ...................................................................................................... 45 5.3.5. Reporting Deadlines ............................................................................................................................ 45

6.0. ORGANISING CRITICAL REFLECTION EVENTS. .............................................................................. 46

7.0. NECESSARY CONDITIONS AND CAPACITIES FOR M&E IMPLEMENTATION. ....................... 48

7.1. TECHNOLOGICAL AND HUMAN CAPACITY NEEDS FOR M&E ......................................................................... 48 7.2. THE M&E WORK PLAN/CALENDAR ................................................................................................................. 49

8.0 EVALUATION FRAMEWORK FOR THE NRGP .................................................................................... 64

9.0 FRAMEWORK FOR BENEFICIARY ASSESSMENT OF NRGP. ......................................................... 77


iii

9.1 FOCUS OF NRGP BENEFICIARY ASSESSMENT ................................................................................................... 77 9.2 SELECTING INSTITUTIONS AND FIELD RESEARCHERS FOR BENEFICIARY ASSESSMENT ......................................... 77 9.3 PREPARING TERMS OF REFERENCE FOR BENEFICIARY ASSESSMENT IMPLEMENTATION: ....................................... 78 9.4 SAMPLING FRAMES: ......................................................................................................................................... 78 9.5 PREPARING INTERVIEW GUIDES: ...................................................................................................................... 78 9.6 METHODOLOGY: ............................................................................................................................................ 78 9.7 TRAINING OF FIELD RESEARCHERS: ............................................................................................................... 79 9.8 REPORT PREPARATION: .................................................................................................................................. 79

10.0 M&E DATABASE DEVELOPMENT .......................................................................................................... 81

11.0 PROGRESS REPORTING FORMATS ....................................................................................................... 82

APPENDICES ........................................................................................................................................................... 90

APPENDIX 1: FIELD TRIP REPORT ............................................................................................................................ 90 APPENDIX 2: PRODUCER ORGANISATION FORMATION SUMMARY SHEET ......................................... 91 APPENDIX 3: GENERAL INFORMATION ON PRODUCER ORGANISATION MEMBERS ......................... 92 NAME OF SUPERVISOR………………… ................................................................................................................. 93 APPENDIX 4: MONTHLY PERFORMANCE SUMMARY SHEET ON PRODUCER ORGANISATION

FORMATION ........................................................................................................................................................ 93 APNDIX 5: PRODUCER PROFESSIONAL BODIES FORMAT ....................................................................................... 94 APPENDIX 6: COMMODITY INTER-PROFESSIONAL BODIES FORMAT ...................................................................... 95 APPENDIX 7: FORMATION OF VALUE CHAINS FORMAT ......................................................................................... 96 APPENDIX 8: IMPLEMENTATION OF COMMODITY BUSINESS PLAN FORMAT ......................................................... 97 APPENDIX 9: SUPPORT FOR PUBLIC GOODS WINDOW FORMAT ............................................................................ 98 APPENDIX 10: SMALL SCALE IRRIGATION DEVELOPMENT FORMAT .................................................................... 99 APPENDIX 11: MARKETING INFRASTRUCTURE FORMAT .................................................................................... 100 APPENDIX 12: CREDIT -GENERAL CLIENT INFORMATION FORMAT - BORROWERS ........................ 101 APPENDIX 13: CREDIT - GENERAL CLIENT INFORMATION FORMAT - DEPOSITORS .................... 102 APPENDIX 14: CREDIT DISBURSEMENT AND REPAYMENT SUMMARY SHEET ................................. 103 APPENDIX 15: CREDIT REPAYMENT MONITORING FORM ...................................................................... 104 APPENDIX 16 FINANCIAL SERVICES TRAINING FORMAT ....................................................................................... 105 APPENDIX 17: CBP FINANCING FORMAT ........................................................................................................... 106 APPENDIX 18: PROJECT MANAGEMENT FORMAT ............................................................................................... 107 APPENDIX 19: CONTRACT MANAGEMENT FORMAT ............................................................................................ 108 APPENDIX 20: PROJECT DEVELOPMENT INDICATORS FORMAT .......................................................................... 109 APPENDIX 21: SUSTAINABILITY FORMAT ........................................................................................................... 110

LIST OF TABLES TABLE 1: OUTPUT TO OUTCOME REVIEW ............................................................................................................................... 7 TABLE 2: LIST OF INDICATORS AND THEIR DEFINITION .............................................................................................................. 16 TABLE 3: INDICATORS AND TARGETS FOR COMMODITY CHAIN DEVELOPMENT COMPONENT .................................... 22 TABLE 4:INDICATORS AND TARGETS FOR RURAL INFRASTRUCTURE DEVELOPMENT COMPONENT ........................... 26 TABLE 5: INDICATORS AND TARGETS FOR ACCESS TO RURAL FINANCIAL SERVICES COMPONENT .............................. 28 TABLE 6:INDICATORS AND TARGETS FOR PROJECT MANAGEMENT COMPONENT ...................................................... 30 TABLE 7: INDICATORS AND TARGETS FOR OUTCOMES ................................................................................................ 31 TABLE 8: DATA ANALYSIS PROCEDURES TO BE USED ............................................................................................................... 41 TABLE 9: PERFORMANCE INDICATOR REPORT ........................................................................................................................ 41 TABLE 10: REPORTING DEADLINES ....................................................................................................................................... 45 TABLE 11: NORTHERN RURAL GROWTH PROGRAMME -M&E CALENDAR ................................................................... 49 TABLE 12: INFORMATION MATRIX FOR OUTPUT INDICATORS ...................................................................................... 52 TABLE 13: INFORMATION MATRIX FOR OUTCOME INDICATORS .................................................................................. 62 TABLE 14: EVALUATION FRAMEWORK .................................................................................................................................. 67 TABLE 15: INDICATOR REPORT SHEET FOR COMPOPNENT 1 ...................................................................................... 83 TABLE 16: INDICATOR REPORT SHEET FOR COMPONENT 2 ........................................................................................ 85


iv

TABLE 17: INDICATOR REPORT SHEET FOR COMPONENT 3 ......................................................................................... 87 TABLE 18: INDICATOR REPORT SHEET FOR COMPONENT 4 ........................................................................................ 88 TABLE 19: INDICATOR REPORT SHEET FOR OUTCOMES ............................................................................................... 89

LIST OF FIGURES FIG 1: NRGP DEVELOPMENT PROCESS ................................................................................................................................... 3 FIGURE 2: NRGP LOGIC MODEL ........................................................................................................................................... 1 FIGURE 3: FLOW CHART OF NRGP ...................................................................................................................................... 44

LIST OF BOXES BOX 1: DATA SOURCES FOR NRGP ---------------------------------------------------------------------------------------------------------------- 35 BOX 2: DATA COLLECTION METHODS FOR NRGP ------------------------------------------------------------------------------------------------ 36


1

PREFACE This M&E implementation Manual was prepared to ensure that staff of the Northern Rural

Growth Programme, participating MDAs, Implementing Agency staff, and stakeholders of the

project M&E process are properly informed about how monitoring and evaluation of NRGP

investments are to be carried out.

The manual relies heavily on results – based management approach for achieving results and

enhancing transparency and accountability through performance measurement and reporting.

Subsequently there is a clear shift from focus on implementation monitoring to results

monitoring.

The Manual is divided into eleven (11) chapters. Chapter 1 deals with the project background

and the key activities of the project components, which form the basis for the development of

project indicators. In this chapter the rationale for setting up the M&E system for the project and

the approach adopted in developing the M&E framework are also articulated.

Chapter 2 presents the theory of change, in which an explicit analysis of the logic underlying the

design of the NRGP is well articulated. The theory of change of the NRGP establishes the causal

relationships between the various levels of results of the project. It demonstrates the way in

which this logic is linked to the identification of information needs for indicators that will be

measured in the course of monitoring and evaluation activities of the project.

Chapter 3 ― Development of project component indicators‖ explains how indicators were

established for each component. In developing indicators for the project, efforts were made to

ensure that they met the test of being objectively verifiable, simple to measure, practical,

independent and cost effective. Furthermore, the selected indicators are expected to measure

what is important in the hierarchy of results, as well as change that is attributable to the project

Details of the results framework of the project, i.e. the completed matrix of the first, second and

third level of results, project indicators and targets are also presented in this chapter. The results

framework will form the basis for planning, resource allocation and project control.

Chapter 4 details data collection methodologies for the project. A mix of data collection methods

has been identified for the various indicators of the project. The methods include: written

document reviews, interviews, key informant interviews, client satisfaction surveys, focus

groups, observations, field visits and surveys. Steps involved in the use of the various data

collection methods have also been clearly outlined.

Chapter 5 ―Organization and Implementation of the M&E system‖ emphasizes the premise upon

which the M&E system is built. The system is anchored on the principle that the level that

records information should be able to use it. This is to ensure that data will be carefully collected

and used for decision-making purposes at that level to ensure action monitoring for effectiveness.

The chapter also details report flows and decision-making process at the project. Roles and

responsibilities of various actors of the M&E process have also been clearly outlined. We

recommend the use of the media, the Ministry of Food and Agriculture‘s website and the

engagement of civil society organizations for the dissemination of information generated during

project implementation. The need to ensure compliance with the requirements of the data quality

triangle – reliability, validity and timeliness – has been highlighted in this chapter.


2

In Chapter 6, the need for organising critical reflection events is highlighted. Critical reflection

events are programmed for NRGP at three levels: a) at the field implementation level, (b) at the

level of project management and (c) at the level of external reviewers. The need for project

management staff to have an open-mind to problem solving is highlighted as a means to attain

optimum benefits from organising reflection events.

Chapter 7 deals with the necessary conditions and capacities necessary for M&E

implementation. The need to provide requisite logistics and training to M&E operatives is

highlighted. The M&E Workplan, which summarises key M&E activities, is also presented in

this chapter to guide the implementation of the M&E process.

Chapter 8 provides in-depth information on the evaluation framework of the project. It is anticipated that

both formative and summative evaluations of the project would be conducted. For this purpose, the

various evaluation questions have been raised, the type of evaluation design to be used for the respective

evaluation questions have been determined, indicators and the corresponding data collection and analysis

methodologies have been carefully selected for all the evaluation questions raised.

Chapter 9 provides a step-by-step approach to the conduct of a beneficiary assessment of the project. It

discusses the focus of NRGP beneficiary assessment, selection of institutions and field researchers for

beneficiary assessment, guide for terms of reference preparation for BA, selection of sampling frames for

BA, preparation of interview guides, methodology to be adopted for BA, training of field researchers and

report preparation.

Provisions have been made for the establishment of M&E database in order to enhance data

capture, storage, analysis and reporting of information in respect of the NRGP in chapter 10.

In order to harmonise the collection of project information at all levels, data collection formats

have been developed for the various indicators and presented in Chapter 11. Details of the

progress reporting formats that would be used by various stakeholders during project

implementation are also provided.

It is our fervent hope that the M&E system will be implemented and sustained to ensure the

attainment of project objectives. We expect results information to be transparent, trustworthy and

credible; we shall encourage the reportage of both good and bad news that the M&E system

unearths to facilitate timely redress of key implementation problems. Furthermore, sound

technical skills would be provided to staff in data collection and analysis to ensure the system‘s

sustainability.


1

1.0 PROJECT OVERVIEW

1.1 Context and Background

The Government of the Republic of Ghana (GOG), in line with its commitment to bridge the gap

between the north and south in terms of economic development and well-being, is implementing

the Northern Rural Growth Programme with financial support from the African Development

Bank, the International Fund for Agricultural Development,Beneficiaries and Financial

institutions in Ghana. The cost of the project is USD103.55million. The contribution of the

various financiers of the project is: IFAD – USD22.3m; AfDB – USD 61.2m; GoG –

USD10.3m; Beneficiaries – USD3.7m; Financial Institutions – USD4.6m

.

NRGP addresses the priorities of the Government of Ghana in the pursuit of poverty reduction. It

is consistent with the Ghana Growth and Poverty Reduction Strategy II (GPRS II), the Ghana

Food and Agriculture Development Policy (FASDEP II), which now constitute the framework

for donors‘ support to the development of the agriculture sector, the Bank ‗s Country Strategy

Paper (Pillars I & II) for the period 2005 – 2009, and the Ghana joint Assistance Strategy (G-JAS

- Pillars 1) supported by IFAD, the African Development Bank and other development partners,

as well as the Bank Group Policy for Agriculture and Rural Development. NRGP will contribute

to achieving the objectives of the Millennium Development Goals (MDG) and the NEPAD‘s

Comprehensive African Agricultural Development Programme (CAADP).

The project has four (4) main components namely:

(i) Commodity Chain Development

(ii) Rural Infrastructure Development;

(iii) Access to financial services

(iv) Program Coordination.

A brief description of the components is as follows:

Component A: Commodity Chain Development (US$26.03m): The objective of this component

is to build a long term and sustainable physical and social capital needed to link agricultural

supply in northern Ghana to demand in the centre and south of the country and abroad. It will

empower rural communities to form competent and effective organisations to sustainably

manage community-based development programmes. Essential expected outcomes under this

component include: (i) 250 market oriented producers‘ organisations strengthened and fully

functional; (ii) two functional commodity inter-professional bodies established; (iii) commodity

business plans prepared and implemented; and (iv) a commodity development fund established.

NRGP will support registration for informal producers‘ organisations (PO), 64 training

workshops for PO representatives and 900 meetings of the District Food Security Networks.

Training and extension programme (255 sessions) for POs, which will be elaborated based on the

outcome of the CBP, should include advocacy, governance, accountancy, literacy, business and

network management as well as technical agricultural issues such as good agricultural practices,

quality control, use of chemicals, storage and post harvest handling. 396 radio broadcast

programmes will be funded to improve information dissemination. NRGP will also support the

formalisation of producers‘ commodity professional bodies (CPB).


2

Component B: Rural Infrastructure Development (US$69.54m) :

The approach to rural infrastructure development takes into consideration the limited technical

capacity in the engineering sub-sector in the three northern regions and relies on strict

enforcement of existing technical design, construction and supervision criteria in irrigation

schemes and rural roads construction, as well as, the promotion of labour based technology

(combination of high labour intensive methods with small and appropriate mechanised

equipment) by construction SMEs for on-farm work and feeder roads. This component will have

the following two sub-components: (i) Small Scale Irrigation Development; and (ii) Marketing

Infrastructure Development.

Component C: Access To Rural Financial Services (US$1.10):

Under this component, the NRGP will provide: (i) institutional strengthening of Participating

Financial Institutions (PFIs), FNGOs and Inter-professional bodies in the programme area; and

(ii) funding arrangements including adapted lending instruments. Institutional strengthening will

involve: (i) capacity building for loan officers in the area of credit appraisal, credit management

and products development; accredited trainers under the Rural Financial Services Project (RFSP)

would be engaged to train credit officers using adapted modules developed under the RFSP; for

clients under the NRGP, the Credit With Education (CWE) module would be used by Freedom

From Hunger Ghana (FFHG) during the scaling up of the model to all RCBs Banks in the

programme area; (ii) training supervisory staff of Apex Bodies such as ARB, Apex Bank and

Credit Unions Association (CUA) in the programme area; and (iii) logistic support would be

provided to Implementing Partners (IPs) involved in the implementation of these activities. The

logistics would include: motor bikes for loan officers to follow-up on clients and bicycles for

Community Agents (CAs) that would be engaged by the PFIs to follow-up on their clients to

ensure effective recoveries and higher loan assets quality. Matching Grants Funds (MGs) and

Micro Leasing (ML) will be adapted from RTIMP to suit clients acquiring productive assets such

as pumps, construction of aquaculture ponds and housing for livestock, donkey carts, and

processing equipments. At least, 80% of CBP projects will receive funding.

Component D: Programme Management, Coordination, Monitoring and Evaluation

(US$4.79m): The objective of this component is the efficient management of the Programme.

Coordination of the implementation of the Northern Rural Growth Program at national level is

anchored in the Projects Coordination Division under PPMED of MOFA. The Programme

Implementation Team (PIT), including a National Programme Coordinator (NPC), a Financial

Controller, a M&E Specialist, a Marketing Specialist, a Rural Engineer, an Environmentalist, a

Sociologist specialized in POs and IPBs, a Gender Specialist, a Rural Rural Financial Specialist,

a Procurement Specialist and support staff have been competitively selected from relevant

implementing agencies. The Project management team is stationed in Tamale. NRGP is expected

to finance activities of the National Programme Steering Committee (NPSC), the Programme

Development and Implementation Partnership (PDIP), cover the costs of a thorough mid-term

review, a project completion review, annual external audits, and contributions towards the cost of

external evaluations, impact assessments and thematic studies.

The NRGP Development Process is presented in Fig.1


3

Fig 1: NRGP Development Process

The Northern Rural Growth Program

Development Process

Self Help Process

Activities of beneficiariesOutset Situation Future situation

A B

Others

IFAD, AfDB etc

Co

mm

od

ity C

hain

Develo

pm

ent

Rura

l Infra

stru

ctu

re

Imp

rovin

g a

ccess to

finance

Data generation

(Impact assessment)

Baseline

Studies

Other Partners

(DADU, RADU,

ACDEP, SNV,

DFR, GIDA ,

EPA, PFIs)

NRGP (Ministry of Agriculture)

Contributing

Technical & Fin.

Assistance

Supervision &

Impl. Support

P

r

o

j

M

a

n

The Northern Rural Growth Program

Development Process

Self Help Process

Activities of beneficiariesOutset Situation Future situation

A B

Others

IFAD, AfDB etc

Co

mm

od

ity C

hain

Develo

pm

ent

Rura

l Infra

stru

ctu

re

Imp

rovin

g a

ccess to

finance

Data generation

(Impact assessment)

Baseline

Studies

Other Partners

(DADU, RADU,

ACDEP, SNV,

DFR, GIDA ,

EPA, PFIs)

NRGP (Ministry of Agriculture)

Contributing

Technical & Fin.

Assistance

Supervision &

Impl. Support

P

r

o

j

M

a

n


1

2.0 THE THEORY OF CHANGE AND INFORMATION COMPONENTS

OF THE NORTHERN RURAL GROWTH PROGRAMME

This Chapter presents an explicit statement of the logic underlying the design of the Northern

Rural Growth Programme. It also demonstrates the way in which this logic is linked to the

identification of indicators that will be measured in the course of monitoring and evaluation

activities, outputs and outcomes of the project.

The approach used in the preparation of the M&E system for the Northern Rural Growth

Programme (NRGP) is based on the analysis of the logic behind the design and implementation

of NRGP itself.

The theory of change of the NRGP centres around four (4) theories. These are as follows:

Theory 1: If informal producer organizations are identified, registered and provided with

requisite training; if commodity- specific professional bodies of producers are formalized

through training etc; if commodity business plans are elaborated and commodity Development

Funds are established, an increased number of producer organizations would be strengthened and

become more professional. Also, clear strategies and approaches for the value chain and reaching

the poor would be defined. This in turn would result in the ability of POs to join commodity apex

bodies and co-manage supply chain facilities with private sector operators, surplus agricultural

production would be generated and increased incomes realised. This would subsequently

contribute to poverty reduction in the project area.

Theory 2: If selection of competent consultants and contractors for rural infrastructure

development is undertaken, there would be increased number of rural infrastructure facilities

constructed. This would result in an increased number of producers benefitting from improved

access to markets and increased incomes. Subsequently there would be poverty reduction in the

project area.

Theory 3: If training is provided for loan officers in the area of credit appraisal, credit

management and products development, there would be increased outreach for both savings and

loans for the productive poor. This would result in surplus agricultural production and increased

incomes. Subsequently there would be poverty reduction in the project area.

Theory 4: If the project Management Unit plans, implements, monitors and evaluates project

activities efficiently, there would be timely access to project services by targeted project

population. This would subsequently result in surplus agricultural production and increased

incomes. Subsequently there would be poverty reduction in the project area.

NRGP logic model is presented in Fig. 2

Figure 2: NRGP Logic Model


2

`

In the light of the stated aims and objectives of the NRGP, the types of information that are

required to achieve the objectives of M&E activity and to observe the progress of the project‘s

achievements for management action are summarised into a logical progression as:

Inputs outputs outcomes-- goals

Operating on this basis, a detailed logic model analysis of NRGP yielded the following

information components for each step of the logical progression.

2.1 Project Goals

These, by definition refer to the overall development direction and contribution of the

programme to district, national and sector development goals. This, for the NRGP is:

a) Increased incomes

b) Reduced Poverty

2.2 Project Outcome

By definition, project outcome refers to the desired effect we hope the project will have. It

describes how the world of beneficiaries will be changed as a result of producing the project‘s

outputs. It is the basic reason why the project is being undertaken. When project beneficiaries

use the physical facilities and services that have been provided by project components, then it is


3

expected that these will have an effect and impact on their livelihoods. We can look at the project

outcome as effectiveness or results in terms of access, usage and stakeholder satisfaction from

goods and services generated by the program.

Information components identified at the outcome level for NRGP are as follows:

2.2.1 Identified Programme Outcomes

a) POs are enabled to join commodity Apex bodies and co-manage the supply chain facilities with

the private investor

b) POs are enabled to join Country-level representative Inter-professional bodies established

and functional c) Surplus agricultural production generated for increased incomes

d) Producers benefitting from improved access to markets

2.3 Project Outputs

By definition these are the immediate results of project component activities that become

available for use by project beneficiaries. They may be a physical output or service facilities

developed by the program for use by beneficiaries. For the NRGP the logical framework analysis

yielded the following key outputs for the various program components.

2.3.1 Commodity Chain Development Component - Outputs

a) Increased number of Producer Organisations strengthened and become more professional,

enjoy better and more transparent governance

b) Selected Producer Organisations actively participate in the Commodity Business Plans and

in the governance of commodity chains

c) Information on issues related to selected commodity development is effectively

disseminated

d) A formal and functioning inter Professional Body (IPB) is established in each value

chain

e) Representation between deprived areas and non – deprived areas in IPB is balanced

f) Improved legal framework for professional organizations/inter-professional bodies

developed

g) Linkages between POs and other stakeholders (NGOs) strengthened

h) Commodity inter-professional bodies established i) Clear strategies and approaches for developing the value chain and for reaching the poor

defined

j) Funding support provided to commodity chain development activities identified in

the CBPs

2.3.2 Rural Infrastructure Component - Outputs

a) Small scale irrigation facilities constructed b) Communal/public owned water distribution systems constructed

c) Beneficiaries sensitized on small scale irrigation systems

d) Water User associations strengthened

e) Flood recession schemes constructed

f) Increased number of farmers participate in Farmer field schools on water control structures

g) Farm access tracks constructed


4

h) Feeder roads rehabilitated

i) Access to transport facilities increased

j) Storage facilities constructed

2.3.3 Improving Access to Rural Financial Services

a) Increase in outreach for both savings and loans for the productive poor

2.3.4 Project management component

a) Efficient management of project activities

2.4. Project Activities

Are the things that must be done to achieve the results under NRGP. The logical framework

analysis isolated the following activities for implementation under the various components of

NRGP

2.4.1 Commodity Chain Development Component – Activities

a) Provide legal advice to FBOs to facilitate recognition as legal entities

b) Identify and register informal Producer Organisations/Farmer Based Organisations

c) Conduct Training and Capacity needs assessment of Producer Organisations

d) Organise workshops to identify representatives of producer organizations that participate in

e) the elaboration of the CBP

f) Conduct District Value chain working committee meetings

g) Train POs/FBOs on planning and advocacy

h) Organise radio broadcast programmes to improve information dissemination

i) Provide support for the formalization of commodity-specific professional bodies (PB)

j) of producers through a) training on organization, rules communication and financial

k) sustainability (b) institutional strengthening and (c) office installation

l) Conduct study to analyse sub-regional and best suited regulation frameworks for IPBs

m) Organise meetings at national level between POs and other stakeholders

n) Provide training to IPBs on: participatory decision making, joint management of strategic issues,

o) elaboration of commodity development plans, M&E tools, post harvest measures, meeting quality

p) and export requirements, management of the distribution networks, commodity chain facilities

q) and marketing techniques

r) Organise visits to and from countries with successful experiences on inter-professional bodies creation

s) Provide establishment cost of a secretariat of the IPBs

t) Identify private operators (processors, exporters, wholesalers) interested in collaborating

u) with NRGP in establishing commercial ventures with small farmers

v) Select commodities within the four identified windows


5

w) Select areas for intervention related to specific commodity chains

x) Select producer groups to engage in the CBP programme

y) Select facilitating institutions

z) Elaborate Commodity Business Plans

aa) Conduct market assessment, value chain analysis, geographic analysis of production basis

bb) Establish a Commodity Development Fund for private goods and public goods windows

cc) Establish financial management procedure for the fund

dd) Facilitate alternative source of funding for commodity chain improvements.

2.4.2 Rural Infrastructure Development Component – Activities

a) Select Consultants and contractors for design and construction of small scale irrigation schemes

b) Select Consultants and contractors for design and construction of communal/public owned

c) water distribution systems.

d) Organise forums to sensitize beneficiaries of the small scale irrigation systems

e) Train Water Users‘ Associations

f) Select Consultants and contractors for design and construction of flood recession schemes/simple

g) water control structures (eg dykes, bunds, open earth drains for crops and/or fisheries production)

h) Organise demonstrations and training of farmers in appropriate land preparation techniques

i) and utilization of mulch and livestock manure

j) Select Consultants and contractors for design and construction of farm access tracks

k) Select Consultants and contractors for design and improvement of feeder roads

l) Select Consultants and contractors for design and improvement of trunk roads

m) Select Consultants and contractors for design and construction of bridges

n) Procure appropriate group transport facilities for farmers

o) Select consultants and contractors to design and construct simple storage facilities at existing

p) market centres for use by

2.4.3 Access to Rural Financial Services Component – Activities

a) Provide training for loan officers in the area of credit appraisal, credit management and products

Development

b) /Provide logistics (motorbikes) for loan officers and bicycles for Community Agents that are

engaged by PFIs

2.4.4 Programme Management, Coordination, Monitoring and Evaluation Component –

Activities

a) Prepare Annual Work Plan, Budget, Procurement Plan

b) Prepare Annual M&E Plan

c) Engage stakeholders through fora, reviews etc


6

d) Prepare project reports

e) Conduct annual review workshops, district planning workshops and meetings,

f) National Project Steering Committee meetings etc

g) Organise Mid term review

h) Organise project completion review

It would be necessary to further develop Sub-Activities on annual basis during the Annual Work

Planning Cycle to give more clarity to detailed actions that would be taken at the Implementing

Agency level.

2.5 Project Inputs

By definition, project inputs are the resources, working tools or facilities required and delivered

to program components, departments and implementing agencies to equip and provide them with

the means to undertake the functions and activities required of them in the Project Design

Document. A summary of the project inputs is provided below:

Transport - Vehicles

Equipment - Office equipment

- Machinery

Buildings - Offices

Funds - AfDB/IFAD

- Government of Ghana

- Cost of human resources

Incremental staff of NRGP, INCLUDING Implementing Agency staff.

Based on our review of the Project Document, the output to outcome review of the NRGP

revealed the details presented in Table 1

Implementation Manual-M&E System Designed for the NRGP 7

GOG- MINISTRY OF FOOD AND AGRICULTURE–


OUTPUT TO OUTCOME REVIEW

Table 1: Output To Outcome Review

COMPONENT 1: COMMODITY CHAIN DEVELOPMENT

SUB-COMPONENT 1: STRENGTHENING OF PRODUCERS‘ ORGANISATIONS

ACTIVITIES OUTPUTS OUTCOMES ASSUMPTIONS

Provide legal advice to FBOs to facilitate

recognition as legal entities

Increased number of Producer

Organisations strengthened and

become more professional, enjoy

better and more transparent

governance

POs are enabled to

join commodity

Apex bodies and co-

manage the supply

chain facilities with


POs are enabled to

join

POs remain cohesive.

POs provide useful services,

improve income and are

affordable and efficient

Members understand the value

of professional Organisations

(POs)

Identify and register informal Producer

Organisations/Farmer Based Organisations

Conduct Training and Capacity needs

assessment of Producer Organisations

Organise workshops to identify representatives

of producer organizations that participate in the

elaboration of the CBP

Selected Producer Organisations

actively participate in the

Commodity Business Plans and in

the governance of commodity chains Conduct District Value chain working

committee meetings

Train POs/FBOs on planning and advocacy

Organise radio broadcast programmes to

improve information dissemination

Information on issues related to

selected commodity development is

effectively disseminated

Provide support for the formalization of

commodity-specific professional bodies

(PB) of producers through a) training on

organization, rules communication and

financial sustainability (b) institutional

strengthening and (c) office installation

A formal and functioning

producer Professional

Body (PB) is established

in each value chain

Representation between

deprived areas and non –

deprived areas in PB is

balanced






SUB-COMPONENT 2: ESTABLISHING COMMODITY INTERPROFESSIONAL BODIES


Conduct study to analyse sub-

regional and best suited

regulation frameworks for IPBs

Improved legal framework for

professional organizations/inter-

professional bodies developed

Country-level

representative Inter-

professional bodies

established and

functional.

Cordial relationship exists between

the inter-professional bodies

Organise meetings at national

level between POs and other

stakeholders

Linkages between POs and other

stakeholders (NGOs) strengthened

Provide training to IPBs on:

participatory decision making,

joint management of strategic

issues, elaboration of

commodity development plans,

M&E tools, post harvest

measures, meeting quality and

export requirements,

management of the distribution

networks, commodity chain

facilities and marketing

techniques

Commodity inter-professional bodies

established

Organise visits to and from

countries with successful

experiences on inter-

professional bodies creation

Provide establishment cost of a

secretariat of the IPBs





COMPONENT 1: COMMODITY CHAIN DEVELOPMENT SUB-COMPONENT 3: PREPARING AND IMPLEMENTING COMMODITY BUSINESS PLANS


Identify private operators (processors, exporters,

wholesalers) interested in collaborating with

NRGP in establishing commercial ventures with

small farmers

Clear strategies and

approaches for

developing the value

chain and for reaching

the poor defined

Surplus agricultural

production

generated for

increased incomes

Farmers adopt improved technologies

Favourable climatic conditions

Adequate access to finance, market, TA

and infrastructure Select commodities within the four identified

windows

Select areas for intervention related to specific

commodity chains

Select producer groups to engage in the CBP

programme

Select facilitating institutions

Elaborate Commodity Business Plans

Conduct market assessment, value chain analysis,

geographic analysis of production basis






SUB-COMPONENT 4: ESTABLISHING A COMMODITY DEVELOPMENT FUND


Establish a Commodity

Development Fund for private

goods and public goods

windows

Funding support provided to

commodity chain development

activities identified in the CBPs.

Surplus agricultural production

generated for increased incomes

Farmers adopt

improved technologies

Favourable climatic

conditions

One-off capitalization

investments that

generate revenue and

higher cash flows

Investments are

commercially viable

Establish financial management

procedure for the fund

Facilitate alternative source of

funding for commodity chain

improvements.





COMPONENT 2: RURAL INFRASTRUCTURE

SUB-COMPONENT 1: SMALL SCALE IRRIGATION DEVELOPMENT


Select Consultants and contractors for design and

construction of small scale irrigation schemes

Small scale irrigation facilities

constructed

Surplus

agricultural

production

generated for

increased

incomes

Farmers adopt improved technologies

Infrastructure investments are based

on value chain opportunities and are

affordable and institutionally sound


construction of communal/public owned water

distribution systems.

Communal/public owned

water distribution systems

constructed

Organise forums to sensitize beneficiaries of the

small scale irrigation systems

Beneficiaries sensitized on

small scale irrigation systems

Train Water Users‘ Associations Water User associations

strengthened


construction of flood recession schemes/simple water

control structures (eg dykes, bunds, open earth drains

for crops and/or fisheries production)

Flood recession schemes

constructed

Organise demonstrations and training of farmers in

appropriate land preparation techniques and

utilization of mulch and livestock manure

Increased number of farmers

participate in Farmer field

schools on water control

structures





COMPONENT 2: RURAL INFRASTRUCTURE SUB-COMPONENT 2: MARKETING INFRASTRUCTURE



construction of farm access tracks

Farm access tracks

constructed

Producers benefitting

from improved access

to markets

Increased incomes

Infrastructure investments are

based on value chain

opportunities and are affordable

and institutionally sound


improvement of feeder roads

Feeder roads rehabilitated


improvement of trunk roads

Trunk roads rehabilitated


construction of bridges

Bridges constructed

Procure appropriate group transport facilities for

farmers

Access to transport

facilities increased

Select consultants and contractors to design and

construct simple storage facilities at existing market

centres for use by

Storage facilities

constructed





COMPONENT C: IMPROVING ACCESS TO FINANCIAL SERVICES ACTIVITIES OUTPUTS OUTCOMES ASSUMPTIONS

Provide training for loan officers in the area of credit

appraisal, credit management and products development

Increase in outreach for

both savings and loans for

the productive poor.

Surplus agricultural

production generated

for increased incomes

Willingness of producers to

access loans,

Willingness and ability to

repay

Trust transparency,

opportunity and TA are

well linked

Macro economic

framework improves

Provide technical assistance for cash flows





COMPONENT 4: PROJECT MANAGEMENT


Prepare Annual Work Plan, Budget,

Procurement Plan

Project implementation is

efficiently kept on track

Increased access to project

services by clients

Beneficiary involvement in

project processes is sustained

Adequate M&E and

knowledge management

Evidence based decision-

making

Prepare Annual M&E Plan

Engage stakeholders through fora,

reviews etc

Prepare project reports

Conduct annual review workshops,

district planning workshops and

meetings, National Project Steering

Committee meetings etc

Organise Mid term review

Organise project completion review


3.0 ESTABLISHMENT OF INDICATORS FOR THE NRGP

COMPONENTS.

Indicators are the means for establishing what conditions will signal successful achievement of

the objectives of the program. They define quality standards that a program must meet; they

clarify the Goal, the outcome, the outputs and activities of the program. They provide an

objective basis for monitoring and evaluation of programmes.

The results chain developed for the project in Chapter 2, which outlined the key activities,

outputs, outcomes and impacts formed the basis for indicator selection.

Key issues which were considered in selecting indicators for the NRGP included the following:

The selected indicators should measure what is important in the hierarchy of results

rather than what is easy to measure

Indicators must measure change that is attributable to the program

Indicators and the corresponding data collection methods they imply must be cost-

effective.

Indicators are well targeted (refer to chapter 4 for indicator targets)

The targets for the indicators should be realistic and time bound (refer to chapter 4)

Indicators measure performance at the appropriate level of the results hierarchy


Table 2: List of Indicators and their Definition

INDICATOR RIMS

INDICATOR

DEFINITION

Output: Capacities of POs strengthened

1 Number of Farmers trained

by MoFA & Other Training

Service Providers on:

a. Post Harvest Management

& Handling of Grains

b. Farm Management &

Record Keeping (eg. FBB)

c. Good Agronomic Practices

d. Soil & Water Conservation

e. Conservation Agriculture

No Total number of farmers trained on all or each

of the topics specified.

2 Number of Farmer Groups

formed, Registered & trained

in group dynamics, cohesion

& leadership skills (RIMS)

Yes Total number of groups trained every year

3 Nb of members in PO/FBOs

(sex disagreggated) (RIMS)

Yes Total number of Individuals of the PO/FBOs

4 % of Women holding

leadership positions in

POS/FBOs

Yes Number of women holding executive

positions in an FBO divided by the total

number of executives

5 No. of Households

benefitting from Programme

interventions (RIMS)

Yes Total number of households with at least one

person participating in at least one activity of

the program

6 Number of farmers (males &

females) benefitting from the

Programme using improved

planting materials (RIMS)

Number of farmers using improved planting

materials

Output: Commodity Inter-Professional Bodies established

1 Number of IPBs/Apex bodies

established (RIMS)

Yes Total number of Apex bodies established

2 Number of Meetings held by

each IPB

No number of meetings held by IPBs

3 No. of District Value Chain

Committees (DVCC) formed

No Number of DVCCs formed

4 No of DVCCs Functional

(rate DVCCs from a scale of

1-7 e.g legal framework etc)

NB-Please develop a criteria

for evaluation

No Functionality is defined with the scale of

1.No of meetings (at least 4 meetings)

2. Availability of Minutes

3. Constitution/Governance Structure

4. Office with employees

5. Operational Bank Account


INDICATOR RIMS

INDICATOR

DEFINITION

6. Successful linkages with other actors

(tractor services, extension, financial,

marketing)

7. Repayment of leverage credit by members

by due date (100% repayment)

5 % women represented on the

DVCCs

Number of women on DVCC expressed as a

% of total membership

Output: CBPs prepared and implemented

1 Number of CBPs prepared No Number of CBPs prepared

2 No of value chain businesses

established

No Number of value chains businesses

established

3 % of CBPs budgets

implemented

No Proportion of total budget implemented

(disbursed)

4 % of CBPs Projects being

financed

No

Proportion of CBP projects financed by CDF

5 No of value chain actors

trained on entrepreneurial and

business management skills

No

Number of actors trained on entrepreneurial

and business skills

6 No of value chain actors at

each level of the chain linked

to each other

No

Number of actors at each level linked

vertically or horizontally

9

Output: Small scale irrigation developed

1 Land (Area) under irrigation

schemes rehabilitated (ha)

(RIMs)

Yes

Area (ha) of land irrigated by rehabilitated

schemes

2 % of developed area of

irrigation schemes used

No Proportion of developed areas of Irrigation

Schemes used

3 Area of flood recession

schemes constructed (ha)

No Area (ha) of flood recessions schemes

constructed

4 Number of WUAs

established and functional

No Total number of WUAs established and

operational

5 % contribution of WUAs

towards the maintenance of

irrigation facilities

No

Proportion of maintenance cost contributed by

WUAs

6 No of clients sensitized on

small scale irrigation schemes

No Total number of clients sensitized of irrigation

schemes

7 no of clients participation in

farmer field schools (FFS)

No

Total number of clients participating in FFS

Output: Market Infrastructure developed


INDICATOR RIMS

INDICATOR

DEFINITION

1 Km of farm access tracks

rehabilitated/constructed

Yes Total Km of access tracks


2 Km of Feeder roads


Yes Total Km of feeder roads


3 Number of storage facilities

(Warehouses & pack houses)

constructed (RIMS)

Yes

Total number of storage facilities constructed

and handed over

4 % of beneficiary District

Assemblies that have

allocated adequate funds for

the maintenance of new

infrastructure

No

Proportion of beneficiary DA that have

allocated adequate funds to maintain new

infrastructure

Output: Capacities of PFIs built

1 Savings and credit groups

formed and/or strengthened

(RIMs)

Yes Number of groups formed/strengthened with

the view of making saving or getting credit

from PFIs

2 People in savings and credit

groups formed and/or

strengthened (RIMS)

Yes

Total number of people in groups

trained/Strengthened

3 Number of PFIs participating

in the Programme (RIMS)

Yes Total number of Financial Institutions

participating in the prog either by way of

getting trained or leveraging farmers

investments

4 Staff of PFIs trained (RIMS) Yes Total number of PFIs staff trained

5 Active borrowers (RIMS) Yes Total number of people borrowing from PFIs

in a given year

6 Number of voluntary savers

(RIMS)

Yes Number of people having savings accounts

with PFIs

7 Value of voluntary savings

(RIMS)

Yes Total amount of savings made by savers

within a given period

8 Outreach of partner financial

institutions expanded

No

9 • % increase in agric

portfolio of RCB

No Proportion of RCBs total portfolio that goes to

agric

10 • Value of loans

borrowed increased (GHC)

No Total amount of loans given by PFIs to agric

in a given year

11 • Number of additional

branches established

No Total number of new branches of PFIs

established

12

% of the overall loan amount

repaid

No Proportion of the amount of the loans

advanced repaid by beneficiaries according to

schedule

13 % of loans defaulted (by No Proportion of total loans advanced unpaid


INDICATOR RIMS

INDICATOR

DEFINITION

Gender) according to schedule

14 % of Agric portfolio at risk at

30 days (RIMS)

Yes Proportion of total agric portfolio at risk for >

30 days

OUTCOME INDICATORS

1 % increase in productivity

Yes Change in Production/unit area (ha) against

base year

Industrial Commodity Window

Maize (Mt/ha)

Soya (Mt/ha)

Sorghum (Mt/ha)

Rice (Mt/ha)

High Value Vegetables

Chilli (Mt/ha)

Okra (Mt/ha)

Buuternut Squash (Mt/ha)

Women Commodity Window

Shea

Sesame

Moringa

Animal Based Window

G. fowl

Small Ruminant

Pigs

Fish

2 Volumes of commodities

produced by commodity

No Total production in metric by commodity

from clients

Industrial Commodity Window

Maize (Mt)

Soya (Mt)

Sorghum (Mt)

Rice (Mt)

High Value Vegetables

Chilli (Mt)

Okra (Mt)

Butternut Squash (Mt)


INDICATOR RIMS

INDICATOR

DEFINITION

Women Commodity Window

Shea

Sesame

Moringa

Animal Based Window

G. fowl

Small Ruminant

Pigs

Fish

3 % increase in incomes by

actors along the value chain

Yes Change in incomes of clients along the chain

over a period of time

4 % change in business profits

of clients

No Change in net revenues of business (farmers

and enterprises)

5 % of clients consolidating

their businesses by category:

No a. Bunkrupt (out of business)-(0%)

b. Start Up level (15%)

c. Survival/Consolidation (50%)

d. Growth (30%)

e. Strong Growth (5%)

6 % post harvest losses

No

The difference between total production and

what is available for consumption

7 Number of jobs created

(gross) as a result of

enterprise development

(Youth & gender

disaggregated) (RIMS)

Yes Change in number of full-time employees in

clients businesses (farm + non-farm)


3.1. The Performance Framework of the Project

The Performance/results framework has been developed in order to give life to the project. The

completed matrix of the first, second and third level of results, indicators, baselines and targets

becomes the performance/results framework. It defines the results, and plans for the design of a

results-based M&E system that will in turn begin to provide information on whether interim

targets are being achieved on the way to the longer-term outcome.

The performance framework becomes the basis for planning and resource allocation. It should be

frequently consulted and considered during the process of managing towards the desired

outcomes.

Target setting took into consideration the baseline situation, the expected funding and resource

levels – existing capacity within MOFA and implementing agencies, budgets, personnel, funding

sources and the like during the target period.

It is recommended that the targets within the results framework should be reviewed periodically

to reflect current realities with regards to resource and capacity changes.

Details of the Indicators and targets set for the NRGP are shown in table 3.


22

Table 3: INDICATORS AND TARGETS FOR COMMODITY CHAIN DEVELOPMENT COMPONENT

TARGET Data source

INDICATOR Indicator

Definition

2012

Current

2013 2014 2015 2016 2017

Output: Capacities of POs

strengthened

1 Number of Farmers trained by

MoFA & Other Training Service

Providers on:

a. Post Harvest Management &

Handling of Grains

b. Farm Management & Record

Keeping (eg. FBB)




Total number of

farmers trained

on all or each of

the specified

topics 39102 43015 55206 60728 66810

Training reports of

MOFA and other

training Providers‖

Farmers Business

Books

2 Number of Farmer Groups

formed, Registered & trained in

group dynamics, cohesion &

leadership skills (RIMS)

Total number of

groups trained

every year

2961 3257 3583 3941 4335

Technical Service

Providers‖ records

Farmers Business

Books

3

Nb of members in PO/FBOs (sex

disagreggated) (RIMS)

Total number of

Individuals of

the PO/FBOs

65170 71692 78865 86754 95442

Technical Service

Providers records

Farmers Business

Books

4

% of Women holding leadership

positions in POS/FBOs

Number of

women holding

executive

positions in an

FBO divided by

the total number

of executives

42 45 45 45 45 45

Technical Service


DVCC records


23

TARGET Data source

INDICATOR Indicator

Definition

2012

Current

2013 2014 2015 2016 2017

5

No. of Households benefitting

from Programme interventions

(RIMS)

Total number of

households with

at least one

person

participating in

at least one

activity of the

prog

50000 60000 65000 86754 90000

Technical Service


DADU records

6 Number of farmers (males &




Number of

farmers using

improved

planting

materials

65170 71692 78865 86754 95442

DADU records

Farmers Business

Books


TABLE 3: INDICATORS AND TARGETS FOR COMMODITY CHAIN DEVELOPMENT COMPONENT CONTD. TARGET Data source

INDICATOR Indicator Definition 2012

Current

2013 2014 2015 2016 2017

Output: Commodity Inter-

Professional Bodies

established

1 Number of IPBs/Apex bodies

established (RIMS)

Total number of Apex bodies

established 1 2 3 1 0 0 PCU records

2

Number of Meetings held by

each IPB

number of meetings held by

IPBs

DVC Records

TSP Records

DADU records

RADU records

3 No. of District Value Chain

Committees (DVCC) formed Number of DVCCs formed 35 8 0 0 0 0

TSP Records

4 No of DVCCs Functional

(rate DVCCs from a scale of

1-7 e.g legal framework etc)

NB-Please develop a criteria

for evaluation

Functionality is defined with

the scale of

1.No of meetings (at least 4

meetings)


3. Constitution/Governance

Structure



6. successful linkages with

other actors (tractor services,

extension, financial, marketing)

7. Repayment of leverage credit

by members by due date (100%

repayment)

43 43 43 43 43

.TSP Providers

and

DADU records

Farmers

Business Books

5 % women represented on the

DVCCs Number of women on DVCC

expressed as a % of total

membership

30 40 40 40 40 40

.TSP Providers

Farmers

Business Books


Table 3 CONTD: INDICATORS AND TARGETS FOR COMMODITY CHAIN DEVELOPMENT COMPONENT CONTD. TARGET Data source


Current

2013 2014 2015 2016 2017

Output: CBPs

prepared and

implemented

1 Number of CBPs

prepared Number of CBPs prepared 2 0 2 0 0 0

PCU records

2 No of value chain

businesses

established

Number of value chains

businesses established

20 30 40 50 60

Technical Service


DADU records

DVCC records

3

% of CBPs budgets

implemented

Proportion of total budget

implemented (disbursed)

40 50 60 65 70 80

Technical Service


DADU records

DVCC records

4

% of CBPs Projects

being financed

Proportion of CBP projects

financed by CDF

40 50 60 65 70 80

Technical Service


DADU records

5 No of value chain

actors trained on

entrepreneurial and

business

management skills

Number of actors trained

on entrepreneurial and

business skills

5000 10000 20000 30000 50000

TSP Records

DADU records

RADU records

6 No of value chain

actors at each level

of the chain linked

to each other

Number of actors at each

level linked vertically or

horizontally

2 0 2 0 0 0

TSP Records

DADU records

RADU records

DVC records


TABLE 4:INDICATORS AND TARGETS FOR RURAL INFRASTRUCTURE DEVELOPMENT COMPONENT

TARGET Data source


Current

2013 2014 2015 2016 2017

Output: Small scale

irrigation developed

1 Land (Area) under

irrigation schemes

rehabilitated (ha)

(RIMs)

Area (ha) of land irrigated by

rehabilitated schemes

2828.6 0 0

GIDA Records

DADU records

RADU records

2 % of developed area

of irrigation schemes

used

Proportion of developed areas of

Irrigation Schemes used

GIDA Records

DADU records

RADU records

3 Area of flood

recession schemes

constructed (ha)

Area (ha) of flood recessions

schemes constructed

0 0 1000 0 0 0 GIDA Records

DADU records

RADU records

4 Number of WUAs

established and

functional

Total number of WUAs established

and operational

69 35 41 54 0 0 GIDA Records

DADU records

RADU records

5 % contribution of

WUAs towards the

maintenance of


Proportion of maintenance cost

contributed by WUAs

10 15 20 20 20 GIDA Records

DADU records

RADU records

6 No of clients

sensitized on small

scale irrigation

schemes

Total number of clients sensitized

of irrigation schemes

5000 10000 15000 20000 30000 GIDA Records

DADU records

RADU records

7 no of clients

participation in

farmer field schools

(FFS)

Total number of clients

participating in FFS

5000 10000 15000 20000 30000 GIDA Records

DADU records

RADU records


TABLE 4 CONTD: INDICATORS AND TARGETS FOR RURAL INFRASTRUCTURE DEVELOPMENT COMPONENT TARGET Data

source INDICATOR Indicator Definition 2012

Current

2013 2014 2015 2016 2017

Output: Market

Infrastructure developed

1

Total km of roads


(RIMs)

Total Km of feeder roads &


154 492 0 0 0 0

DFR

Records

DADU

records

RADU

records

2

Km of farm access tracks


Total Km of access tracks


0 0 150 50 0 0

DFR

Records

DADU

records

RADU

records

3

Number of storage facilities


constructed (RIMS)

Total number of storage

facilities constructed and

handed over

0 0 14 0 0 0

DFR

Records

DADU

records

RADU

records

4 % of beneficiary District


allocated adequate funds for

the maintenance of new

infrastructure

Proportion of beneficiary DA

that have allocated adequate

funds to maintain new

infrastructure

100 100 100 100 100 100

DADU

records

RADU

records


TABLE 5: INDICATORS AND TARGETS FOR ACCESS TO RURAL FINANCIAL SERVICES COMPONENT

TARGET Data source


Current

2013 2014 2015 2016 2017

Output: Capacities of

PFIs built

1

Savings and credit

groups formed and/or

strengthened (RIMs)

Number of groups

formed/strengthened

with the view of

making saving or getting

credit from PFIs

2961 3257 3583 3941 4335

PFI Records

DVCC records

DADU records

RADU records

2 People in savings and

credit groups formed

and/or strengthened

(RIMS)

Total number of people

in groups

trained/Strengthened

65170 71692 78865 86754 95442

PFI Records

DVC records

DADU records

RADU records

3

Number of PFIs

participating in the

Programme (RIMS)

Total number of

Financial Institutions

participating in the prog

either by way of getting

trained or leveraging

farmers investments

24 30 30 30 30 30

DFI Records

DVC records

DADU records

RADU records

4

Staff of PFIs trained

(RIMS)

Total number of PFIs

staff trained

75 80 100 120 150 0

DFI Records

DVC records

DADU records

RADU records

5

Active borrowers

(RIMS)

Total number of people

borrowing from PFIs in

a given year

65170 71692 78865 86754 95442

PFI Records

6

Number of voluntary

savers (RIMS)

Number of people

having savings accounts

with PFIs

65170 71692 78865 86754 95442 PFI Records


TARGET Data source


Current

2013 2014 2015 2016 2017

7

Value of voluntary

savings (RIMS)

Total amount of savings

made by savers within a

given period

0.14 0.2 4 4.5 5 6 PFI Records

8 Outreach of partner

financial institutions

expanded

9

• % increase in

agric portfolio of RCB

Proportion of RCBs

total portfolio that goes

to agric

5 10 15 20 25 PFI Records

10 • Value of loans

borrowed increased

(GHC)

Total amount of loans

given by PFIs to agric in

a give year

1.4 1.8 2 2.2 2.5 2.8 PFI Records

11

Number of additional

branches established

Total number of new

branches of PFIs

established

5 5 5 5 PFI Records

12

% of the overall loan

amount repaid

Proportion of the

amount of the loans

advanced repaid by

beneficiaries according

to schedule

98 100 100 100 100 100 PFI Records

13

% of loans defaulted (by

Gender)

Proportion of total loans

advanced unpaid

according to schedule

0 0 0 0 0 0 PFI Records

14

% of Agric portfolio at

risk at 30 days (RIMS)

Proportion of total agric

portfolio at risk for > 30

days

1 1 1 1 1 PFI Records


TABLE 6:INDICATORS AND TARGETS FOR PROJECT MANAGEMENT COMPONENT

TARGET Data source


Current

2013 2014 2015 2016 2017

Project Management

Component Outputs

1

No of NPSC meetings held

Total number of

NPSC Meetings held 7 2 2 2 2 1 PCU reports

2 AWP&B prepared and

approved by NPSC by 1st

November of the year

AWP&B prepared &

approved by NPSC

PCU M&E reports

3 AWP&B prepared and

submitted to Financing

Agencies for approved by

1st December of the year

AWP&B prepared &

submitted to

Financing Agencies

for approval

PCU FM reports

4 % of AWP&B disbursed Proportion of total

AWP&B disbursed

(by quarter)

85 85 85 85 85 85 Project review

reports

5 Number of monitoring

visits to project sites

conducted

Total number of M &

E visits to Project

sites conducted

16 4 4 4 4 4 Staff training reports

6 Number of Quarterly,

Annual and Audit reports

submitted on time

Proportion of reports

submitted on schedule

by total number of

report

5 5 5 5 5 5 Workshop/meetings/

conference reports

7

Programme receive

satisfactory rating from

Missions

Programme

receiveing overall

rating of at least 4

from Supervision

missions

4 4 4 4 4 4 Database

management report


TABLE 7: INDICATORS AND TARGETS FOR OUTCOMES

TARGET Data source


Current

2013 2014 2015 2016 2017

1

% increase in

productivity

Change in

Production/unit area

(ha) against base year % % % % %

Crop yield

survey Reports

Industrial Commodity

Window

Maize (Mt/ha) 2.2 15 15 15 15 15

Soya (Mt/ha) 1.3 20 20 20 20 20

Sorghum (Mt/ha) 1.08 15 20 10 10 10

Rice (Mt/ha) 1.7 20 15 15 15 15

High Value

Vegetables

Chilli (Mt/ha) 4 10 10 10 10 10

Okra (Mt/ha) 4 10 10 10 10 10

Butternut Squash

(Mt/ha) 20 10 10 10 10 10

Women Commodity

Window

Shea

Sesame

Moringa

Animal Based

Window

G. fowl

Small Ruminant

Pigs


TARGET Data source


Current

2013 2014 2015 2016 2017

Fish

2 Volumes of

commodities

produced by

commodity

Total production in

metric by commodity

from clients

Area

measurement

and crop yield

survey reports

Industrial Commodity

Window

Maize (Mt) 19055.74

25,001.46

31,626.85

40,007.96

50,610.07

64,021.74

Soya (Mt) 949

5,840.64

7,709.64

10,176.73

13,433.29

17,731.94

Sorghum (Mt) 183.384

1,949.94

2,573.92

3,114.44

3,768.48

4,559.86

Rice (Mt)

7,254.24

9,176.61

11,608.42

14,684.65

18,576.08

High Value

Vegetables

Chilli (Mt) 320

1,267.20

1,533.31

1,855.31

2,244.92

2,716.36

Okra (Mt) 12 633.60

766.66 927.65

1,122.46

1,358.18

Butternut Squash (Mt) 54

4,180.00

5,057.80

6,119.94

7,405.12

8,960.20

Women Commodity

Window

Shea 14445 19260 21180 23300 25640 28200

Sesame

Moringa


TARGET Data source


Current

2013 2014 2015 2016 2017

Animal Based

Window

G. fowl

Small Ruminant

Pigs

Fish

3 % increase in

incomes by actors

along the value chain

Change in incomes of

clients along the chain

over a period of time 20 30 30 35 35

Income survey

reports

4 % change in business

profits of clients

Change in net revenues

of business (farmers

and enterprises) 20 30 30 35 35

Survey Reports

5 % of clients

consolidating their

businesses by

category:

. Bunkrupt (out of

business)-(0%)

b. Start Up level (15%)

c.

Survival/Consolidation

(50%)

d. Growth (30%)

e. Strong Growth (5%)

Survey Reports

6 % post harvest losses The difference between

total production and

what is available for

consumption 30 25 20 15 15 10

Post harvest

survey Reports


TARGET Data source


Current

2013 2014 2015 2016 2017

7 Number of jobs

created (gross) as a

result of enterprise

development (Youth

& gender

disaggregated)

(RIMS)

Change in number of

full-time employees in

clients businesses (farm

+ non-farm)

3000 3500 5000 6000 8000 10000

Survey Reports


3.2. Sources of Data

At the heart of the M&E system is a set of processes in which a variety of stakeholders gather

data, turn this data into useful information and then use it to make action decisions. It is

important that in analyzing data collected, we understand the source of data. In real life, data will

be collected from more than one group of people. This makes it possible to compare data from

various sources and check their reliability.

For the NRGP M&E system various data sources have been identified for the various indicators.

A summary of data sources identified for NRGP is shown in Box 1: For a one- on-one matching

of data sources to information requirements of the NRGP, please refer to Table 7.

Box 1: Data Sources for NRGP

1) Training reports of NRGP

2) Training reports of PFIs

3) Consultants reports on small irrigation schemes and marketing infrastructure works

4) Technical Service Providers Records/Reports

5) District Value Chain Committee Reports

6) NRGP Procurement reports

7) NRGP Coordination meeting reports

8) DADU Reports

9) RADU Reports

10) Stakeholder forum reports

11) GIDA Reports

12) Department of Feeder Roads records

13) Reports/Records of Participating Financial Institutions

14) Workshop/Conference reports

15) NRGP PMU reports.

16) District Value Chain Committee Reports

17) Farmers Business Book


4.0 DATA COLLECTION METHODOLOGIES FOR NRGP

The data gathered for monitoring and evaluation have three purposes: description, explanation

and prediction. These primary uses of information – description, explanation and prediction –

affect the overall design, scope and modes of data collection and the analysis. More specifically,

the data generated in monitoring and evaluation will be used:

To monitor physical and financial progress. The data required for physical and

financial monitoring are usually available in project records and documents. This will

involve collection at the district level and collation at the project level.

To examine the responses of the project beneficiaries to the services and inputs being

provided by the project. To do this requires structured surveys designed to answer

questions on beneficiaries‘ knowledge of, reaction to, and future use of project inputs

and services. Here the data collection methodology is the principal issue;

To study specific implementation problems facing the project so as to diagnose the

cause and suggest practical solutions. A blend of data collection methods such as

questionnaires and interviews may be appropriate but qualitative information will

certainly be required.

To assess (or predict) the effects of project interventions on job creation, incomes and

economic growth. Studies may have to be conducted to determine the change in

livelihood conditions of beneficiaries.

To assess effectiveness, efficiency and sustainability of specific inputs

The list of Data Collection methods identified for the NRGP is as follows:

Box 2: Data Collection Methods for NRGP

1) Record nb. of producer organizations trained on specified topics

2) Record nb. of groups formed, registered and trained in group formation skills

3) Record nb. of male and female in POs/FBOs

4) Record nb. of women in leadership positions. Divide by total no. of persons in leadership

position and multiply by 100.

5) Record nb. of Households with at least one person benefitting from at least one activity of

the program

6) Record nb. of male and female farmers benefitting from the program, using improved

planting materials

7) Record nb. of IPB/Apex bodies established

8) Record nb of meetings held held by each IPB.

9) Record nb. of District Value Chain Committees formed

10) Prepare a rating scale from 1 to 5 and rate on specified criteria:

11) Record nb. of women on DVCC. Divide by total nb of DVCC members and multiply by

100

12) Record value of CBP budgets implemented; Divide by total value. of CBP budgets and

multiply by 100

13) Record nb of value chain actors able to develop business linkages with upstream and

downstream partners


14) Record nb. of small dams constructed

15) Record proportion of area of irrigation schemes used

16) Record hectares of recession schemes constructed

17) Record nb. of Water Users Associations

18) Record proportion contribution of WUAs towards maintenance.

19) Record nb. of Water Users sensitized

20) Record nb. of Water Users participating in farmer field schools (FFS

21) Record nb. of feeder roads constructed/rehabilitated

22) Record nb. of farm access tracks constructed/rehabilitated

23) Record nb. of farm access tracks constructed/rehabilitated

24) Record nb. of beneficiary District Assemblies that have allocated funds for the

maintenance of new infrastructure

25) Record nb. of savings and credit groups formed

26) Record nb. of persons in credit groups formed

27) Record nb of PFIs participating in the program

28) Record nb of PFI staff trained

29) Record nb. of borrowers

30) Record nb. of people having savings account

31) Record proportion of PFIs total portfolio that goes into agric

32) Record nb. new branches of PFIs established

33) Record proportion of loan repayment by clients

34) Area measurement and crop yield survey

35) Income Survey

36) Profitability studies

37) Client Survey

38) Post harvest Survey

39) Record nb. of jobs created as a result of enterprise development

Data collection methods, matched with the corresponding Indicators, is presented in the Project

Information Matrix in Tables 12-13, pages 52-62.


5.0 ORGANISATION AND IMPLEMENTATION OF THE NRGP M&E

SYSTEM

5.1. Levels of Monitoring

The M&E system of the NRGP is organized on the premise that management decisions taken as

close as possible to the activity motivates personnel, makes them react faster to changing needs

and situations and encourages economic use of resources. For this reason, it is crucial to ensure

that the level that records information should be able to use it. This will improve the chances that

the data will be collected carefully and put to use.

Monitoring of NRGP project activities would be conducted from the implementing agency level

to the PCU level. As a management tool, monitoring would be organized at each level of

management. The implementing agencies (stakeholders) of the project that will be conducting

monitoring activities are:

Ministry of Food and Agriculture

55 District Agricultural Development Units of MOFA

4 Regional Agricultural Development Units of MOFA

Association of Churches in Development Project (ACDEP)

Netherlands Development Organisation (SNV)

Department of Feeder Roads (DFR)

Ghana Irrigation Development Authority (GIDA)

District Value Chain Committees (DVCs)

Participating Financial Institutions

5.2 Specification of Roles and responsibilities of various actors of the M&E

process

5.2.1 Roles and Responsibilities of PCU M&E

The PCU M&E will be responsible for the following:

1) Establishment of an M&E System: The PCU M&E will oversee development of an

integrated M&E system. This will include procedures and processes that will be

documented in either an M&E Manual or other format, to be used by all PCU staff and

program implementers.

2) Provide M&E Orientation and Capacity Building for Stakeholders: The M&E Unit will be

responsible for communicating the M&E System to all Key Stakeholders involved in the

NRGP to ensure there is a common understanding of the overall process. This will take the

following forms:

a. Reviewing and validating indicators, data collection methods and sources, and

timing/frequency of data collection and reporting;


b. Target setting and review

c. Data quality controls and verification procedures;

M&E Orientation and Capacity Building for Stakeholders will be an ongoing activity and

will be rolled out as the situation demands.

3) Operate an Effective Documentation System: Based on the M&E framework and

application software developed by the M&E consulting firm, the M&E Unit will ensure

that an effective documentation system is operational at the project level by populating the

indicator tables at regular intervals for effective decision making purposes.

4) Disseminate Information and Findings: The M&E Unit will develop and implement a

systematic dissemination approach to ensure participation of all the stakeholders, and to

facilitate feedback of lessons learned into the program implementation process. Different

approaches to information packaging and dissemination will be employed depending on the

Stakeholders being targeted.

5) Conduct Data Quality Reviews: Data quality reviews will be conducted on a periodic basis

to assess the quality of data reported by various implementing institutions.

6) Participate in Program Monitoring: The M&E Unit will participate in Project Monitoring

through field visits, review of Project reports and analysis of Performance Monitoring and

other data. Project Monitoring will be an on-going exercise beginning from the start of

actual implementation of activities. In order to keep track of program activities effectively

and initiate corrective action promptly, all staff of the PCU will be required to provide

feedback to the Project Manager, reporting on observations made during field visits. For

this purpose, staff will use the ‗Field trip Report format‘ in Section 11 of this manual. The

format will be completed and submitted to the Project Manager on return from field visits

for prompt remedial action when necessary

7) Formulate an M&E Work Plan: Update the M&E work plan annually.

8) Coordinate and Supervise activities of M&E Consulting firms.

9) Initiate and manage the conduct of various studies that will be conducted under the project.

10) Provide leadership/guidance in analyses, studies and research

5.2.2. Responsibility for M&E at the Implementing Agency level – (DADUs, RADUs, ACDEP,

SNV, DFR, GIDA, PFIs)

1) Plan implementation of project M&E activities at the Agency level

2) Planning fine-tuning, packaging and scaling up


3) Collect and analyse data relevant to technical area of expertise, using prescribed

formats

4) Compilation and submission of project reports to NRGP

5) Participate in project review meetings

6) Regular field meeting to project sites

7) Submission of field monitoring reports to NRGP using prescribed formats

8) Work Planning and creating results framework

5.3 Communicating M&E findings and Providing feedback

Monitoring findings would be used to make managerial decisions at each level of

implementation of the NRGP. In addition to direct use by the level collecting the data, feedback

would be given to personnel at each level regarding the results of the data collected and the

analysis made at higher levels.

Where findings are not used at the level of collection, data reporting can become irregular and of

poor quality. Every effort would therefore be made to equip data collectors with the capacity to

utilize data at their level of operation.

Monitoring results, including field trip reports, would be summarized and discussed during

project review meetings and also incorporated in the Quarterly Reports. Suggested revisions

would be incorporated in the Plan of Action for the succeeding period. In addition, the review

would identify new evaluations and studies to be conducted and revise/ update the evaluation

plan.

5.3.1 Presentation of Performance data

Performance data of the NRGP would be presented in comparison to earlier data and to the

baseline. Data would be presented in a simple, clear and easily understandable format. Only the

most important data should be presented. Acronyms and jargons should be avoided. A minimum

of background information should be provided to establish the context. Major points should be

stated upfront. Findings and recommendations should be organized around key outcomes and

their indicators. A separate appendix or report can be used to convey detailed data. In table 8, we

present points of analysis and questions that should be answered in the presentation of

performance data.


Table 8: Data Analysis Procedures to be used

Focus of

Analysis

Technique of Analysis Questions to be Answered

Description of

project

Performance

Compare actual

performance against targets

Compare current

performance to baseline

Analyze trends in

performance

Comparison between

sites/ groups

Is the Program on track?

Did we meet our target? Why and why not?

How does the period‘s performance compare to last

periods?

What happened that we did not expect?

Are new targets needed or do we have to review the

target?

Are we adequately reaching all the required target

groups/ sites?

What are the weaknesses of the programme that

need to be improved or phased out?

Do we need additional funding or expansion of the

programme? etc.

Example: During Project Year 3, hectares under irrigation schemes developed commercial

exceeded the Annual Work Plan and budget (AWPB) estimate by 20%. Cumulative hectares

developed by PY3 is 80% of appraisal targets. This shows a steady progress towards the targets

set at appraisal.

Table 9: Performance Indicator Report

INDICATOR AWPB

Target

Actual % of

AWPB

Appraisal

Target

Cumulative

Actual

% of

Appraisal

Land under

irrigation schemes

rehabilitated (ha)

10000 12000 120% 50000 40000 80%

Four dimensions of reporting would be used under the NRGP.

These are;

a) Written reports:

b) Executive summaries

c) Oral Presentations

d) Visual presentations: charts, graphs and maps - are very helpful in highlighting key points

and performance findings. They illustrate directions and trends at a glance. The purpose

of charts and tables is to describe, explore, tabulate and compare. Charts and tables

should present data simply and accurately and make the data coherent.

A good performance measurement system is intended to surface problems- not only to bring

good news. Performance reports should include explanations about poor outcomes and identify


steps taken or planned to correct problems. Instilling fear of bringing forth bad news will not

encourage reporting and use of findings.

5.3.2. Quality of Information presented in reports

Data collection system for all indicators (implementation and results) of the NRGP M&E system

will possess three key criteria: reliability, validity and timeliness. For this purpose data quality

assessments will be undertaken regularly.

NRGP Data Quality Reviews will assess data collection, analysis, and dissemination systems to

determine the utility, objectivity, and integrity of the information. The recommendations

resulting from the reviews will help to constantly improve collection, processing, and

dissemination of data. Additional elements will include capacity building efforts for project

implementers and others responsible for collecting and reporting data. The capacity building

initiatives will be upstream interventions aimed at strengthening implementers‘ data collection

systems and controls to reduce the possibility of data quality problems occurring when data are

actually collected and reported. A third element is encouraging constant use of data that are

gathered and reported to the NRGP. Widespread use will quickly highlight data discrepancies

thereby identifying areas where improvements are required.

Criteria for Data Quality Reviews

In conducting a Data Quality Review, performance indicators will be assessed based on the

following criteria:

1. Validity

Are the data gathered consistent with the documented definition of the indicators?

Is there a verifiable source for the data gathered?

2. Reliability

Is there:

Consistency: Is the same data gathering process (including instrument and sampling

process) being employed over time and across locations?

Quality Control: What are the procedures in data collection to guard against bias? Are

procedures reviewed periodically? Are there random checks at each stage?

Transparency: Are there procedures in writing and are problems reported?

3. Timeliness

Are data collected and reported regularly and are they relevant?

Is reported data the most recent?

Is the date of data collection clearly identified?

4. Precision

If sampling is used, is the margin of error reported?

Is the margin of error less than expected change in the indicator?

Is the margin of error acceptable for decision-making, given cost/benefit?

5. Adequacy


To what extent do the indicators for a particular expected result fully measure it?

Are they sufficient to characterize and/or measure the result?

5.3.3. M&E Structure & Information Flow

Staff capacity at the district levels for data generation is inadequate. The M&E Structure in place

at the various implementing agencies needs to be strengthened to ensure effective

implementation of the M&E process.

Producers, Input dealers, Marketers, Processors, Transporters as well as staff benefiting from

various capacity building interventions are the primary stakeholders of the programme and

therefore the point of primary data collection by other relevant actors of the M&E process.

District Agricultural Development Unit (MOFA) staff will collect relevant programme - related

information from identified stakeholder groups, process this information and share with the

Regional Agricultural Development Unit and the Northern Rural Growth Programme (NRGP).

The NRGP will in turn analyse the information and share with the Minister (MOFA). A feedback

is expected between the various information-sharing points.

Regional MOFA Offices will collect relevant project information from identified stakeholder

groups and share with NRGP, and the Minister (MOFA). A feedback is expected between the

various information-sharing points.

Project Technical Service Providers (ACDEP, SNV) will collect relevant programme – related

data from beneficiaries, analyse the information and share same with NRGP. A feedback is

expected between the various information-sharing points

.

Implementing agencies (notably, GIDA, DFR, EPA) will provide information to NRGP in

respect of their respective implementation domains relevant to the project. NRGP will analyse

the information and in turn share information with Ministry of Food and Agriculture, and their

respective Headquarters.

NRGP PCU will collect relevant non-routine data from all categories of project beneficiaries.

This may be done with the assistance of Consultants. This will be analysed and shared with

MOFA, MOFEP and the implementing agencies.

The Information flow chart of the NRGP is presented in Fig 3.


Figure 3: Flow Chart of NRGP

INFORMATION FLOW CHART FOR NRGP

Minister of

Agric

ACDEP

SNV

.

NRGP PMU

GIDA

DFR

EPA

Research Institutions

Beneficiaries

DADUs

RADUs

MOFEP.


5.3.4 Strategies for sharing Information

A good communication strategy is essential for disseminating information and sharing it with

key stakeholders. Results-based information would therefore be shared with all internal and

external stakeholders and interested parties.

Apart from dissemination through reports, other specific strategies that would be adopted under

the NRGP for sharing information include the following:

The Media: There are currently 193 FM stations, 9 free on air TV and 6 Pay TV stations

operational in Ghana. As part of the information sharing strategies of the NRGP, discussion

sessions would be held on some of these networks to inform citizens on progress that has been

made towards the attainment of program objectives. Furthermore feature articles on project

implementation would be placed in the print media to inform the public on NRGP activities and

results.

Use of MOFA website: The Ministry of Food and Agriculture currently operates a website

(www.mofa.gov.gh). Performance information of the NRGP will be placed on the website to

serve as an effective way of disseminating information.

Engagement of civil society and citizen groups: Fora will be created for the engagement of civil

society and citizen groups as part of the information sharing strategy. The PMU will lead this

effort.

5.3.5. Reporting Deadlines

The following reporting deadlines will be observed.

Table 10: Reporting deadlines

Who Reports To whom Frequency When

DADUs RADU Quarterly Last week of reporting

quarter

RADU PMU Quarterly

Beneficiary Implementing

Agencies

PMU Quarterly Last week of reporting

quarter

Beneficiary TSPs PMU Quarterly Last week of reporting

quarter

PMU MOFA/AfDB/MOFEP Quarterly Third week of succeeding

quarter

http://www.mofa/


6.0. Organising Critical Reflection Events. It is important to plan for and organize critical reflection events in order to manage for impact.

Making analysis critical means moving beyond collecting, processing and reviewing data. ―After

asking what is happening‖, it is pertinent to also discuss

―Why is it happening‖

―So what are the implications for the project‖

―Now what do we do next‖.

Making the project reflective will require planning more consciously when and how to deal

critically with information.

The critical reflection events under the NRGP will be classified into three categories.

1) Reflection events at Field Level

a) Frequent visits by the project team to communities/project sites to help understand

community reactions to project activities: In order to keep track of program activities

effectively and initiate corrective action promptly, all staff of the PCU will be required to

provide feedback to the Project Manager, reporting on observations made during field

visits. For this purpose, staff will use the ‗Field trip Report format‘ in Appendix 1 of this

manual. The format will be completed and submitted to the Project Manager on return

from field visits for prompt remedial action when necessary

b) Quick follow up by PMU to problems and other issues that emerged in implementing

agencies to allow for more feedback to ensure quicker learning of what worked and what

didn‘t.

c) Bi-annual action plan reviews with field level implementing teams

d) Annual regional meetings with stakeholder groups that provide community reactions to

share progress and problems.

2) Reflection events at the Program management level

a) Project Steering Committee meetings for adaptive management: PCU will organize

project steering committee meetings quarterly. It is recommended that steering committee

meetings should be used to assess dilemmas and problems and find solutions – rather

than to report progress, as progress can be shared in documents beforehand. It is also

useful to invite steering group members to visit the field at several moments during the

project life and interact with field staff and primary stakeholders.

b) Project team meetings: Will be organized by the PMU. Meetings should be long enough

apart so that there is new material for reflection, and yet frequent enough to allow for

timely decisions to be made. Fortnightly meetings are proposed at the PCU level.

c) Participatory reviews with communities, district teams, external teams and the project

team

d) Periodic, targeted reviews e.g. Annual Project Review (APR): the purpose is to reach

conclusions about achievements and failures in order to improve ongoing program

quality. It can help to ensure that the overall project goals, results and implementation

strategy remain appropriate, review the operational and management effectiveness and


efficiency of implementation and identify lessons and actions to improve the succeeding

year‘s implementation and performance.

In order to make effective use of reflection events at the project team level, the following

attitudes must prevail:

Team is open to feedback from each other

Program team must have good attitude towards listening

Not being afraid to try new ideas

Problems are valued – not seen as mistakes but as learning opportunities

3) REFLECTIVE EVENTS BASED ON EXTERNAL OPPORTUNITIES

Besides internal self-evaluation and learning events, external reflective events are very valuable

moments for project stakeholders to focus on key issues and strategic changes. Outside

perspectives and experience can help raise questions what is taken for granted and bring out

issues that might be sensitive yet critical. Some of the external reflective events identified for

the NRGP are as follows:

a) Supervision missions: Will be organized by the African Development Bank and IFAD at

least once a year. These will regularly examine the relevance of project activities and

suggest modifications, review implementation status of approved AWPB, review primary

stakeholder participation in M&E activities, monitor and secure government compliance

with project covenants among others. The Project Management team will prepare

relevant documentation and sites for the supervision team.

b) Mid Term Review /evaluation: This will be done by Consultants with participation of the

project team and the African Development Bank and IFAD at project mid-term.

c) Interim evaluation – prior to completion to draw out key lessons and prepare a possible

second phase: It is recommended that the project team engages the services of a

Consultant to prepare the interim evaluation six months before project closure.

d) Consultants‘ recommendations: Workshops should be organized by the PMU to share

Consultants‘ recommendations to enrich project implementation status.

Once the external mission arrives, senior management of the project will need to coordinate the

visits so that it involves stakeholders fairly and appropriately. For this purpose it is necessary to:

Plan several field visits to give the opportunity to the team to see what is happening on

the ground.

Make all logistics arrangement

Promote dialogue between project stakeholders and the external reviewers as much as

possible.

Ask that the reviewers present draft findings to project staff, staff of implementing

partners and primary stakeholder representatives.

When external reviews work well, they contribute to providing independent and constructive

criticism that helps to:

reflect on and identify lessons learned that can improve action


identify priorities for the remaining time of the project to support the rational use

of resources

unite diverse stakeholder perspectives

7.0. Necessary Conditions and Capacities for M&E Implementation.

7.1. Technological and Human Capacity Needs for M&E

Technological Capacity Needs: The PMU of the project is fairly well resourced. There is one

desktop computer, a printer and internet connectivity for staff of the M&E Unit. Apart from that,

there is a scanner and a photocopier in the project office, which the M&E staff have access to.

There will however the need to upgrade the technological capacity of the M&E Unit by

providing other technological requirements for implementing the M&E system in the form of

statistical data analysis packages such as Statistical Package for Social Sciences (SPSS) and

Microsoft Project Software.

Human Resource Capacity needs for M&E: Skills of Implementing Agency staff (DADUs,

RADUs) in data management (data capture, processing, analysis and reporting) would require

significant improvement through an intensive training program. It should be possible for

Implementing Agency staff to carry out data entry into simple data capture templates, such as the

Indicator Tracking Table to ensure prompt decision making on project implementation. These

trainings should be organized in local institutions that conduct training on Monitoring and

Evaluation, Data Management and Analysis.

Staff of the PMU are highly trained professionals in their areas of specialization with academic

degrees ranging from BSc/BA to MSc/MA. Knowledge of staff in M&E is quite high, but so far

the monitoring function of the Unit has been largely restricted to activity and output level

monitoring. In order to further develop the capacities of staff to initiate, design and implement

studies on effectiveness of development interventions that have taken place in the agricultural

and rural development space, we recommend that the M&E Specialist of the project and the

Project Manager be sponsored with project funds to participate in a four-week training program

of the International Program for Development Evaluation Training (IPDET), which is organized

yearly by the World Bank and Carleton University in Ottawa, Canada in June – July each year.

Details of training content can be found on www.ipdet.org.

http://www.ipdet.org/


7.2. The M&E Work Plan/Calendar

The M&E calendar provides a synthesis of the key M&E activities that are to be implemented

during the remaining period of the project with the corresponding timelines and key actors. We

recommend that the M&E Unit makes adjustments to the workplan if deemed necessary after the

first year of implementation to take cognizance of changes that are taking place in the project

environment.

Details are provided in Table 11.

TABLE 11: NORTHERN RURAL GROWTH PROGRAMME -M&E CALENDAR

ACTIVITIES TIME FRAME

2012 2013 2014 2015 2016 ACTORS

Main Implementation

Ensure information needs

of management are met

Ongoing on

weekly basis

Ongoing on

weekly basis

Ongoing

on weekly

basis

Ongoing

on weekly

basis

Ongoing

on weekly

basis

M&E

Specialist

of PMU

Coordinate information

gathering and

management

Ongoing on

weekly basis

Ongoing on

weekly basis

Ongoing

on weekly

basis

Ongoing

on weekly

basis

Ongoing

on weekly

basis

M&E

Specialist

of PMU

Conduct field monitoring

visits

Last week of

every month

Last week of

every month

Last week

of every

month

Last week

of every

month

Last week

of every

month

PMU

staff/MOF

A

Follow up visits on

emerging issues raised by

implementers

As and

when issues

arise

As and when

issues arise

As and

when

issues arise

As and

when

issues arise

As and

when

issues

arise

PMU

staff/MOF

A

Organise project team

meetings

Once every

two weeks

Once every

two weeks

Once every

two weeks

Once every

two weeks

Once

every two

weeks

PMU staff

Organise regular quarterly

review meetings and

processes with all

implementers

Last month

of quarter in

3rd

week

Last month

of quarter in

3rd

week

Last month

of quarter

in 3rd

week

Last month

of quarter

in 3rd

week

Last

month of

quarter in

3rd

week

PMU

staff,

Implemen

ting

Agencies

Prepare for supervision

missions

As and

when

supervision

missions are

planned by

Bank and

IFAD

As and when

supervision

missions are

planned by

Bank and

IFAD

As and

when

supervision

missions

planned by

Bank and

IFAD

As and

when

supervision

missions

are

planned by

Bank and

IFAD

As and

when

missions

are

planned

by Bank

and IFAD

AfDB/

IFAD/PM

U staff

Prepare for and facilitate 2nd

Week in 2nd

Week in 2nd

Week 2nd

Week 2nd

Week PMU staff



2012 2013 2014 2015 2016 ACTORS

the annual project review December December in

December

in

December

in

December

Conduct focused studies

on emerging questions

Last month

of 3rd

Quarter

Last month

of 3rd

Quarter

Last

month of

3rd

Quarter

M&E

Specialist

of PMU

Communicate M&E

results to stakeholders

using media, forums and

MOFA website

4th

week of

succeeding

quarter

4th

week of

succeeding

quarter

4th

week

of

succeeding

quarter

4th

week

of

succeeding

quarter

4th

week

of

succeedin

g quarter

PMU staff

Organise Project Steering

Committee meetings

End March

End June

End October

End

December

End March

End June

End October

End

December

End March

End June

End

October

End

December

End March

End June

End

October

End

December

End

March

End June

End

October

End

December

End

March

End June

End

October

End

December

Prepare Quarterly

Progress Reports

3rd

week of

succeeding

quarter

3rd

week of

succeeding

quarter

3rd

week

of

succeeding

quarter

3rd

week

of

succeeding

quarter

3rd

week

of

succeedin

g quarter

M&E

Specialist

of PMU

Prepare Annual Progress

Reports

4th

week of

succeeding

month

4th

week of

succeeding

month

4th

week of

succeeding

month

4th

week of

succeeding

month

4th

week

of

succeedin

g month

M&E

Specialist

of PMU

Mid Term Review

Collate information for

the Mid Term Review

October

2012

PMU staff

Facilitate the internal

review process to prepare

for the external review

process

November

2012

PMU staff

External MTR (IFAD) December

2012

ADB/IFA

D/PMU

staff

Help respond to MTR

feedback

January

2013

PMU staff

Adjust the M&E system,

as necessary

February M&E

Specialist

of PMU



2012 2013 2014 2015 2016 ACTORS

Phasing Out and

Completion

Assess what the

implementers can do to

sustain impact and sustain

M&E after project closure

and implement these ideas

June to

July 2016

PMU

staff,

Implemen

ting

Agencies

Hold workshops and do

field studies with key

stakeholders to assess

impacts

June to

July 2016

PMU

staff,

Implemen

ting

Agencies

Identify lessons learned

for the next phase and/or

other projects

June to

July 2016

PMU

staff,

Implemen

ting

Agencies

Prepare Project

Completion Report

August to

Septembe

r 2016

M&E

Specialist

of PMU

Details of the Monitoring plan for NRGP are shown in the Information Matrix for the Program

below (Pages 52-62)

52



Table 12: INFORMATION MATRIX FOR OUTPUT INDICATORS

NARRATIVE

FOR

OUTPUTS

OUTPUT INDICATORS Level of

Disaggregation

Method of

Data collection

Data Source Who

collects

data

Who will

analyse and

Report

Frequency


Output:

Capacities of

POs

strengthened

Number of Farmers trained by

MoFA & Other Training Service

Providers on:


Handling of Grains


Keeping (eg. FBB)




Region/ District/

Record nb. of

producer

organizations

trained on specified

topics

Training

reports of

MOFA and

other training

Providers‖

Farmers

Business

Books

MOFA

and other

Training

Providers

MOFA

and other

Training

Providers

Quarterly

Number of Farmer Groups

formed, Registered & trained in

group dynamics, cohesion &

leadership skills (RIMS)

Region/

District/Male,

Female/ Commodity

Record nb. of

groups formed,

registered and

trained in group

formation skills

Technical

Service

Providers‖

records

Farmers

Business

Books

TSP

Providers

DVCC

TSP

Providers

DVCC

Quarterly

Nb of PO/FBOs (sex

disagreggated) members in

RIMS)

Region/

District/Commodity

Record nb. of male

and female in

POs/FBOs

Technical

Service

Providers

records

Farmers

Business

Books

TSP

Providers

DVCC

TSP

Providers

DVCC

Quarterly

53

NARRATIVE

FOR

OUTPUTS


Disaggregation

Method of

Data collection

Data Source Who

collects

data

Who will

analyse and

Report

Frequency


% of women holding leadership

positions in POs/FBOs

Region/ District

Record nb. of

women in

leadership

positions. Divide

by total no. of

persons in

leadership position

and multiply by

100.

Technical

Service

Providers‖

records

DVCC

records

TSP

Providers TSP

Providers Quarterly

No. of Households benefitting

from Programme interventions

(RIMS)

Region/ District

Record nb. of

Households with at

least one person

benefitting from at

least one activity of

the program

Technical

Service

Providers‖

records

DADU

records

TSP

Providers

DADU

TSP

Providers

DADU

Quarterly

Number of farmers (males &




Region/

District/Commodity/

Record nb. of male

and female farmers

benefitting from the

program, using

improved planting

materials

DADU

records

Farmers

Business

Books

DADU

DADU Quarterly

54



INFORMATION MATRIX FOR OUTPUT INDICATORS

NARRATI

VE FOR

OUTPUTS

OUTPUT

INDICATORS

Level of

Disaggre

gation

Method of

Data collection

DATA

SOURCE

Who

collects

data

Who will

analyse and

Report

Frequency


SUB-COMPONENT 2:ESTABLISHING COMMODITY INTER-PROFESSIONAL BODIES

Output:

Commodity

Inter-

Professional

Bodies

established

Number of

IPBs/Apex bodies

established (RIMS)

National Record nb. of IPB/Apex bodies established PCU records NRGP

M&E

NRGP

M&E

Quarterly

Number of Meetings

held by each IPB

National/

Regional/

Record nb of meetings held held by each

IPB.

DVC Records

TSP Records

DADU records

RADU records

TSP/DA

DU

TSP/DA

DU/RA

DU

Quarterly

No. of District Value

Chain Committees

(DVCC) formed

National/

Regional/

District/

Record nb. of District Value Chain

Committees formed

TSP Records

TSP/DA

DU

TSP/DA

DU/RA

DU

Quarterly

No of DVCCs

Functional (rate

DVCCs from a scale

of 1-5 e.g legal

framework etc) NB-

Regional Prepare a rating scale from 1 to 5 and rate on

the following criteria: 1>No of meetings

(at least 4 meetings)


3. Constitution/Governance Structure



6. Successful linkages with other actors

(tractor services, extension, financial,

marketing)

7. Repayment of leverage credit by

members by due date (100% repayment

.TSP Providers

and

DADU records

Farmers

Business Books

DADU DADU Quarterly

% women

represented on the

DVCCs

District/R

egional

Record nb. of women on DVCC. Divide by

total nb of DVCC members and multiply by

100

.TSP Providers

Farmers

Business Books

TSP TSP Quarterly

55




NARRATIVE FOR

OUTPUTS

OUTPUT

INDICATORS

Level of

Disaggregatio

n

Method of

Data collection

DATA

SOURCE

Who

collects

data

Who will

analyse

and

Report

Frequency

COMPONENT 1: COMMODITY CHAIN DEVELOPMENT TSP/DADU

SUB-COMPONENT 3: PREPARING AND IMPLEMENTING COMMODITY BUSINESS PLANS

Output: CBPs prepared and

implemented

Number of CBPs

prepared

Region/District

/commodity

Record number of

CBPs prepared

PCU records PCU PCU Quarterly

No of value chain

businesses established

Region/District

/commodity

Record nb. of value

chain businesses

established

Technical

Service

Providers‖

records

DADU records

DVCC records

TSP/DA

DU/DV

CC

TSP/D

ADU/

DVCC

Quarterly

% of CBPs budgets

implemented

Region/District Record value of

CBP budgets

implemented;

Divide by total

value. of CBP

budgets and

multiply by 100.

Technical

Service

Providers‖

records

DADU records

DVCC records

TSP /

DADU

TSP /

DAD

U

Quarterly

% of CBPs Projects

being financed

Region/District Record nb CBP

projects financed;

Divide by total nb.

of CBP projects

and multiply by

100.

Technical

Service

Providers‖

records

DADU records

TSP/DA

DU

TSP /

DAD

U

Quarterly

No of value chain

actors trained on

entrepreneurial and

business management

skills

National/Regio

naI/District/co

mmodity/male/

female

Record nb of value

chain actors trained

in specified areas

TSP Records

DADU records

RADU records

TSP/DA

DU

TSP/D

ADU/

RADU

Quarterly

56

NARRATIVE FOR

OUTPUTS

OUTPUT

INDICATORS

Level of

Disaggregatio

n

Method of

Data collection

DATA

SOURCE

Who

collects

data

Who will

analyse

and

Report

Frequency

No of value chain

actors at each level of

the chain linked to each

other

National/Regio

naI/District/co

mmodity/male/

female

Record nb of value

chain actors able to

develop business

linkages with

upstream and

downstream

partners

TSP Records

DADU records

RADU records

DVC records

TSP/DA

DU

TSP/D

ADU/

RADU

Quarterly

57




NARRATIVE FOR

OUTPUTS


Disaggregation

Method of

Data collection

DATA

SOURCE Who

collects

data

Who will

analyse and

Report

Frequency


SUB-COMPONENT 1 : SMALL SCALE IRRIGATION DEVELOPMENT

Output: Small scale

irrigation developed

Land (Area) under

irrigation schemes

rehabilitated (ha) (RIMs)

Region/District/N

ational Project

Area

Record nb. of small

dams constructed

GIDA Records

DADU records

RADU records

GIDA/DA

DU

GIDA/DA

DU/RAD

U

Quarterly

% of developed area of

irrigation schemes used

Region/District/N

ational Project

Area

Record proportion of

area of irrigation

schemes used

GIDA Records

DADU records

RADU records

GIDA/DA

DU

GIDA/DA

DU/RAD

U

Quarterly

Area of flood recession

schemes constructed (ha)

Region/District/N

ational Project

Area

Record hectares of

recession schemes

constructed

GIDA Records

DADU records

RADU records

GIDA/DA

DU

GIDA/DA

DU/RAD

U

Quarterly

Number of WUAs

established and functional

Region/District/P

roject Area

Record nb. of Water

Users Associations

GIDA Records

DADU records

RADU records

GIDA/DA

DU

GIDA/DA

DU/RAD

U

Quarterly

% contribution of WUAs

towards the maintenance of


Region/District/P

roject Area

Record proportion

contribution of

WUAs towards

maintenance.

GIDA Records

DADU records

RADU records

GIDA/DA

DU

GIDA/DA

DU/RAD

U

Quarterly

No of clients sensitized on

small scale irrigation

schemes

Region/District/P

roject

Area/male/female

Record nb. of Water

Users sensitized

GIDA Records

DADU records

RADU records

GIDA/DA

DU

GIDA/DA

DU/RAD

U

Quarterly

No of clients participation

in farmer field schools

(FFS)

Region/District/P

roject

Area/male/female

Record nb. of Water

Users participating in

farmer field schools

(FFS

GIDA Records

DADU records

RADU records

GIDA/DA

DU

GIDA/DA

DU/RAD

U

Quarterly

58



NARRATIVE FOR

OUTPUTS


Disaggregation

Method of

Data collection

DATA

SOURCE Who

collects

data

Who will

analyse and

Report

Frequency


SUB-COMPONENT 2: MARKETING INFRASTRUCTURE

Output: Market

Infrastructure developed

Total km of roads


(RIMs)

Region/District/P

roject Area

Record nb. of

feeder roads

constructed/rehab

ilitated

DFRRecords

DADU records

RADU records

DFR/DA

DU DFR/DA

DU/RAD

U

Quarterly



Region/District/P

roject Area

Record nb. of

farm access

tracks

constructed/rehab

ilitated

DFR Records

DADU records

RADU records

DFR/DA

DU DFR/DA

DU/RAD

U

Quarterly

Number of storage

facilities (Warehouses &

pack houses) constructed

(RIMS)

Region/District/P

roject Area

Record nb. of

storage facilities

constructed.

DFR Records

DADU records

RADU records

DFR/DA

DU DFR/DA

DU/RAD

U

Quarterly

% of beneficiary District


allocated adequate funds

for the maintenance of new

infrastructure

Region/District/P

roject Area

Record nb. of

beneficiary

District

Assemblies that

have allocated

funds for the

maintenance of

new

infrastructure

DADU records

RADU records DADU DADU/R

ADU Quarterly

59

MINISTRY OF FOOD AND AGRICULTURE



NARRATIVE FOR

OUTPUTS


Disaggregation

Method of

Data collection

DATA

SOURCE Who

collects

data

Who will

analyse and

Report

Frequency

COMPONENT 3: IMPROVING ACCESS TO FINANCIAL SERVICES

Output: Capacities of PFIs

built

Savings and credit groups

formed and/or strengthened

(RIMs)

Region/District/P

roject

Area/male/female

/commodity

Record nb. of

savings and

credit groups

formed

PFI Records

DVCC records

DADU records

RADU records

PFI/DAD

U PFI/DAD

U/RADU Quarterly

People in savings and

credit groups formed

and/or strengthened

(RIMS)

Region/District/P

roject

Area/male/female

/commodity

Record nb. of

persons in credit

groups formed

PFI Records

DVC records

DADU records

RADU records

PFI/DAD

U PFI/DAD

U/RADU Quarterly

Number of PFIs

participating in the

Programme (RIMS)

Region/District/P

roject

Area/male/female

/commodity

Record nb of

PFIs participating

in the program

DFI Records

DVC records

DADU records

RADU records

PFI/DAD

U PFI/DAD

U/RADU Quarterly

Staff of PFIs trained

(RIMS)

Region/District/P

roject

Area/male/female

/commodity

Record nb of PFI

staff trained

DFI Records

DVC records

DADU records

RADU records

PFI/DAD

U PFI/DAD

U/RADU Quarterly

Active borrowers (RIMS) Region/District/P

roject

Area/male/female

/commodity

Record nb. of

borrowers

PFI Records

PFI/DAD

U PFI/DAD

U/RADU Quarterly

60

NARRATIVE FOR

OUTPUTS


Disaggregation

Method of

Data collection

DATA

SOURCE Who

collects

data

Who will

analyse and

Report

Frequency

Number of voluntary

savers (RIMS)

Region/District/P

roject

Area/commodity

Record nb. of

people having

savings account

PFI Records

PFI/DAD

U PFI/DAD

U/RADU

Quarterly

Value of voluntary savings

(RIMS)

Region/District/P

roject

Area/commodity

Record total

amount of

savings made

with PFIs

PFI Records

PFI/DAD

U PFI/DAD

U/RADU Quarterly

Outreach of partner

financial institutions

expanded

% increase in agric

portfolio of RCB

Region/District/P

roject Area

Record

proportion of

PFIs total

portfolio that

goes into agric

PFI Records

PFI/DAD

U PFI/DAD

U/RADU Quarterly

Value of loans

borrowed increased

(GHC)

Region/District/P

roject Area

Record total

value of loans

that go into agric

PFI Records

PFI/DAD

U PFI/DAD

U/RADU Quarterly

Number of

additional branches

established

Region/District/P

roject

Area/male/female

Record nb. new

branches of PFIs

established

PFI Records

PFI/DAD

U PFI/DAD

U/RADU Quarterly

% of the overall loan

amount repaid

Region/District/P

roject

Area/male/female

Record

proportion of

loan repayment

by clients

PFI Records

PFI/DAD

U PFI/DAD

U/RADU Quarterly

% of loans defaulted (by

Gender)

Region/District/P

roject

Area/male/female

Record

proportion of

loan default by

clients

PFI Records

PFI/DAD

U PFI/DAD

U/RADU Quarterly

% of Agric portfolio at risk

at 30 days (RIMS)

Region/Project

area

Record

proportion of

agric portfolio at

risk for >30 days

PFI Records

PFI/DAD

U PFI/DAD

U/RADU Quarterly

61



INFORMATION MATRIX FOR OUTPUT INDICATORS COMPONENT 4: PROJECT MANAGEMENT

NARRATIVE FOR OUTPUTS OUTPUT

INDICATORS

Level of

Disaggregation

Method of

Data collection

DATA

SOURCE Who

collects

data

Who will

analyse and

Report

Frequency

Project Management

Component Outputs

No of NPSC meetings

held

National

Programme

Office

Record no. of

NPSC meetings

PCU

reports

NRGP

M&E

NRGP

M&E

Quarterly

AWP&B prepared and

approved by NPSC by

1st November of the

year

National

Programme

Office

Record no. of

AWPB approved

by NPSC

PCU M&E

reports

NRGP

M&E

NRGP

M&E

Quarterly

AWP&B prepared and

submitted to Financing

Agencies for approved

by 1st December of the

year

National

Programme

Office

Record no. of

AWPB approved

by financing

Agencies

PCU FM

reports

NRGP

M&E

NRGP

M&E

Quarterly

% of AWP&B

disbursed

National

Programme

Office

Record

proportion of

AWPB disbursed

Project

review

reports

NRGP

M&E

NRGP

M&E

Quarterly

Number of monitoring

visits to project sites

conducted

National

Programme

Office

Record Nb. of

monitoring visits

conducted

Staff

training

reports

NRGP

M&E

NRGP

M&E

Quarterly

Number of Quarterly,

Annual and Audit

reports submitted on

time

National

Programme

Office

Record no. of

audit reports

Workshop/

meetings/

conference

reports

NRGP

M&E

NRGP

M&E

Quarterly

Programme receive

satisfactory rating from

Missions

National

Programme

Office

Record ratings

given by

supervision

missions

Database

manageme

nt report

NRGP

M&E

NRGP

M&E

Quarterly




Table 13: INFORMATION MATRIX FOR OUTCOME INDICATORS

NARRATIVE FOR

OUTCOMES

OUTCOME

INDICATORS

Level of

Disaggregation

Method of

Data collection

DATA

SOURCE

Who

collects data Who will

analyse and

Report

Frequency

% increase in

productivity

Region/District/c

ommodity

Crop yield survey Crop yield

survey

Reports

DADU/radu Annual

Volumes of

commodities produced

by commodity

Region/District/c

ommodity

Area measurement

and crop yield

survey

Area

measuremen

t and crop

yield survey

reports

DADU DADU/R

ADU Annual

% increase in incomes

by actors along the

value chain

Region/District/C

ommodity

Income Survey Income

survey

reports

M&E

Survey

Consultant

M&E

Survey

Consultan

t

Annual

% change in business

profits of clients

Region/District/C

ommodity

Profitability

studies

Survey

Reports

M&E

Survey

Consultant

M&E

Survey

Consultan

t

Annual

% of clients

consolidating their

businesses by category:

Region/District/C

ommodity/male/f

emale

Client Survey Survey

Reports

M&E

Survey

Consultant

M&E

Survey

Consultan

t

Annual


NARRATIVE FOR

OUTCOMES

OUTCOME

INDICATORS

Level of

Disaggregation

Method of

Data collection

DATA

SOURCE Who

collects data Who will

analyse and

Report

Frequency

% post harvest losses Region/District/C

ommodity/male/f

emale

Post harvest Survey Survey

Reports

M&E

Survey

Consultant

M&E

Survey

Consultan

t

Annual

Number of jobs created

(gross) as a result of

enterprise development

(Youth & gender


Region/District/C

ommodity/male/f

emale

Record nb. of jobs

created as a result

of enterprise

development

Survey

Reports

M&E

Survey

Consultant

M&E

Survey

Consultan

t

Annual

Annual


8.0 EVALUATION FRAMEWORK FOR THE NRGP

Evaluation can be defined as ―The systematic and objective assessment of an on-going or

completed project, programme or policy, its design, implementation and results”. In essence,

evaluations offer a learning opportunity to find out about what is working, what isn‘t – and what

needs to be improved. Evaluations demonstrate integrity and objectivity in identifying valid,

balanced and accurate results that are supported by the evidence assessed.

The Evaluation Questions which would be focused on at Mid-term and Project completion are

categorized under (i) development results and (ii) success factors as follows:

I. DEVELOPMENT RESULTS

1.A Achievement of results at Output level

A. What progress was made towards the achievement of results at the output level?

a) To what extent were results achieved under the commodity chain development

component in comparison with planned, targeted results?

b) To what extent were results achieved under the improvement of rural infrastructure

development component in comparison with planned, targeted results?

c) To what extent were results achieved under the improvement of access to rural financial

services component in comparison with planned, targeted results?

d) What unintended results, if any were attributable to NRGP investments (both positive and

negative)

1.B Achievement of results at Outcome and Impact levels

B. What progress was made towards the achievement of results of the outcome and impact

levels? (To what extent did these results contribute to increased income of beneficiaries?)

a) To what extent did the development of commodity chains result increased agricultural

production and subsequently, increased incomes?

b) To what extent did the improvement in rural infrastructure (small scale irrigation and

marketing infrastructure) result in increased production and improved market access?

c) To what extent did the improvement in rural financial services result in increased

production and incomes?

d) Were beneficiaries clearly identified and targeted for benefits throughout

implementation?

2. Cost-Effectiveness of Results

Is the relationship between costs and results reasonable?

a) Comparison of costs with relevant benchmarks, where feasible, taking into consideration

results achieved.

b) Did actual expenditures correspond to planned expenditures or significant variances fully

justified

3. Relevance of results

Has the NRGP been responsive to development challenges, priorities and objectives of the

Government of Ghana?


a) Did NRGP investments make sense in terms of meeting the challenges taken on?

b) Was there consistency with the needs and priorities of the Government of Ghana?

c) Were efforts co-ordinated with other developmental initiatives?

4. Sustainability of results

To what extent will the results and benefits continue after NRGP involvement ends?

a) How did NRGP programming contribute to the sustainability of results?

b) How will the development of commodity chains continue when NRGP ends?

c) How will the infrastructure provided under NRGP be maintained after NRGP

involvement?

d) How will the provision of rural financial services to actors of the value chain continue

when NRGP ends?


II. SUCCESS FACTORS

5. Partnership

To what extent have partnerships and/or linkages between institutions and organizations been

encouraged and supported?

a) What partnerships and/or linkages were facilitated?

b) Is `there shared responsibility and accountability for results?

c) What methods were successful?

6. Appropriateness of resource utilisation

Were human, financial and physical resources used appropriately and financial information

accurately and adequately maintained?

a) What was the management effectiveness of the project team with regard to planning,

execution and control?

b) Were management structures effective in responding to on-going challenges and in

promoting creativity and innovation?

c) What were the strengths and weaknesses of management structures?

d) Were resource levels adequate?

e) Were the accounting and financial systems adequate (complete, accurate and reliable) for

effective program management? (Sound financial management policies and procedures

including budgeting, accounting and reporting systems and practices)

f) Were Contracting and contract management in accordance with sound contracting

policies and practices

g) Are prudence and probity adequately exercised?

7. Information Management and timely Action.

Did the project anticipate and respond to change based on adequate information?

a) Were there appropriate and adequate information systems in place to identify emerging

risk, developing issues and project performance levels?

b) Was there effective sharing of information?

III. FUTURE DIRECTIONS

8. What needs to be done to achieve accelerated increased production and incomes in adopting

the value chain approach?

a) What foci should be brought to AfDB, IFAD and GoG funding?

b) How should development co-operation be carried out to best advantage?

c) What are the core constraints to realizing such development co-operation opportunities?

d) How should these constraints be overcome?

Details of the Evaluation Framework of NRGP are presented in the Evaluation Design Matrix

below.


NORTHERN RURAL GROWTH PROGRAMME – MINISTRY OF FOOD AND AGRICULTURE

Table 14: Evaluation Framework

DEVELOPMENT RESULTS AND SUCCESS FACTORS: ACHIEVEMENT OF RESULTS

Evaluation Question

What progress was made towards the achievement of results at the output level?

Sub- Questions (To what extent did these results contribute to increased income of beneficiaries?)

a) To what extent did the development of commodity chains result increased agricultural production and subsequently,

increased incomes?

b) To what extent did the improvement in rural infrastructure (small scale irrigation and marketing infrastructure) result

in increased production and improved market access?

c) To what extent did the improvement in rural financial services result in increased production and incomes?

d) Were beneficiaries clearly identified and targeted for benefits throughout implementation

Type of Question Normative Data Sources Beneficiaries; project participating DADUs,

RADUs, Technical Service Providers, District

Value Chain Committees, GIDA, DFR,


Design

Time series

Data Collection Document review; interviews; key informant

interviews; focus group;, site visits

Indicators

% achievement of commodity chain

development interventions

% achievement of rural infrastructure

development interventions

% achievement of improving access to rural

financial services interventions

.

Sample Random

Target

Data Analysis Quantitative and Qualitative



EVALUATION FRAMEWORK

DEVELOPMENT RESULTS AND SUCCESS FACTORS: ACHIEVEMENT OF RESULTS

Evaluation Question What progress was made towards the achievement of results of the outcome and impact levels? (To what extent did these results

contribute to increased income of beneficiaries?)

Sub- Questions e) To what extent did the development of commodity chains result increased agricultural production and subsequently,

increased incomes?

f) To what extent did the improvement in rural infrastructure (small scale irrigation and marketing infrastructure) result

in increased production and improved market access?

g) To what extent did the improvement in rural financial services result in increased production and incomes?

a) Were beneficiaries clearly identified and targeted for benefits throughout implementation

Type of Question Impact Data Sources Beneficiaries; project participating DADUs,




Design

Before and after



Indicators

Nb. of POs that have joined a commodity apex

bodies and co-manage supply chain facilities with


Productivity of selected value chain commodities

Production of selected value chain commodities

% farmers benefitting from reduced travel time

to/from market

Volume of produce marketed

% farmers with decreased storage losses

% reduction in post harvest losses

% increase in incomes of value chain actors

Change in food sufficiency levels

Sample Random

Target

Data Analysis Quantitative and Qualitative




DEVELOPMENT RESULTS AND SUCCESS FACTORS: COST- EFFECTIVENESS OF RESULTS

Evaluation Question Is the relationship between costs and results reasonable?

Sub- Questions

a) Comparison of costs with relevant benchmarks, where feasible, taking into consideration results

achieved?

b) Did actual expenditures correspond to planned expenditures or significant variances fully justified?

Type of Question Normative Data Sources

Beneficiaries; project participating

DADUs, RADUs, Technical Service

Providers, District Value Chain

Committees, GIDA, DFR,


Design

Before and after

Data Collection

Document review; interviews; key

informant interviews; focus group;,

site visits

Indicators

Expenditure incurred on various project

activities Sample Random

Target

Data Analysis Cost-effectiveness analysis




DEVELOPMENT RESULTS: RELEVANCE OF RESULTS

Evaluation Question

Has the NRGP project been responsive to development challenges, priorities and objectives of the

Government of Ghana?

Sub- Question a) Did NRGP investments make sense in terms of meeting the challenges taken on?

b) Was there consistency with the needs and priorities of the Government of Ghana?

c) Were efforts co-ordinated with other developmental initiatives?

Type of Question Descriptive Data Sources Beneficiaries; project participating DADUs,




Design One shot



Indicators

Ability to address the real needs of

beneficiaries

Degree to which NRGP

programming is aligned with

priorities of the Ghana Government

Sample Random

Target

Data Analysis Quantitative and qualitative




DEVELOPMENT RESULTS: SUSTAINABILITY OF RESULTS

Evaluation Question

To what extent will the results and benefits continue after NRGP involvement ends?

Sub- Question

e) How did NRGP programming contribute to the sustainability of results?

f) How will the development of commodity chains continue when NRGP ends?

g) How will the infrastructure provided under NRGP be maintained after NRGP involvement?

a) How will the provision of rural financial services to actors of the value chain continue when

NRGP ends?

Type of Question

Descriptive

Data Sources

Beneficiaries; project participating DADUs,




Design One shot



Indicators

Extent of local ownership of project

activities

Evidence of functioning Producer

Organisations, producer professional

bodies and commodity inter-

professional bodies

Commitment of adequate resources for

continuation of development activities

Evidence of management and

maintenance of small scale irrigation

infrastructure

Evidence of management and

maintenance of marketing infrastructure

Sample Random

Target





SUCCESS FACTORS: PARTNERSHIPS

Evaluation Question To what extent have partnerships and/or linkages between institutions and organizations been

encouraged and supported

Sub- Question a) What partnerships and/or linkages were facilitated?

b) Is there shared responsibility and accountability for results?

c) What methods were successful?

Type of Question Descriptive Data Sources Beneficiaries; project participating





Design One-shot

Data Collection Document review; interviews; key


site visits

Indicators

Active participation of development

partners, recipients and beneficiaries

in project implementation,

monitoring and evaluation

Evidence of project collaboration

Clear definition, understanding and

acceptance of roles and

responsibilities of project

participants

Partners in management have the

appropriate authority and tools they

need to make decisions and take

action

Sample Random

Target





SUCCESS FACTORS: MANAGEMENT EFFECTIVENESS AND APPROPRIATENESS OF RESOURCE UTILISATION

Evaluation Question Were management structures effective in responding to on-going challenges and in promoting

creativity and innovation?

Sub- Question a) What were the strengths and weaknesses of management structures?

b) To what extent did the project develop, encourage and support new approaches and

practices?






Design One shot



site visits

Indicators

Experience with new project

procedures

Application of lessons from

development experience

Applications of lessons learned from

innovations recorded, reported and

disseminated

Success of systems in responding to

change

Compliance with loan covenants

Sample Random

Target





SUCCESS FACTORS: APPROPRIATENESS OF RESOURCE UTILISATION Evaluation Question Were human, financial and physical resources used appropriately and financial information accurately and adequately maintained?

Sub- Question

a) Were resource levels adequate?

b) Were the accounting and financial systems adequate (complete, accurate and reliable) for effective programme management?

c) What was the management effectiveness of the project team with regard to planning, execution and control?

d) Were management structures effective in responding to on-going challenges and in promoting creativity and innovation?

e) Are prudence and probity adequately exercised?




Committees, GIDA, DFR, Participating

Financial Institutions Design Time series


informant interviews; focus group;, site

visits Indicators

Evidence of resource adequacy at the project

level to meet the requirements set out in planning

Evidence of sound financial management

practices.

Evidence of contract management in accordance

with sound contracting policies and practices

Evidence of prudence and probity being

appropriately exercised

Evidence of effective management performance

(planning, execution and control)

Evidence of management response to emerging

challenges.

Sample Random

Target





SUCCESS FACTORS: INFORMATION MANAGEMENT

Evaluation Question

Did the NRGP project anticipate and respond to change based on adequate information?

Sub- Question

a) Were there appropriate and adequate information systems in place to identify emerging risk, developing

issues and programme performance levels?

b) Was there effective sharing of information?




Committees, GIDA, DFR, Participating

Financial Institutions

Design Time series


informant interviews; focus group;, site

visits

Indicators

Number and nature of systems in place

Evidence that systems function and are

used effectively

Evidence of timeliness of using

information to manage effectively;

Appropriateness of actions taken

Evidence of monitoring and reporting

systems in place for timely response to

risks and opportunities as well as to

share information with collaborating

institutions, civil society organizations,

partners and other donors

Sample Random

Target





FUTURE DIRECTION

Evaluation Question

What else needs to be done to achieve accelerated gender equitable socio-economic growth?

Sub- Question

a) What foci should be brought to IDA and GoG funding?

b) How should development co-operation be carried out to best advantage?

c) What are the core constraints to realizing such development co-operation opportunities?

d) How should these constraints be overcome?






Design One-shot



site visits

Indicators

N/A Sample Random

Target



9.0 Framework for Beneficiary Assessment of NRGP.

Beneficiary assessment (BA) is a qualitative research tool used to improve the impact of

development operations by gaining the views of intended beneficiaries regarding a planned or

ongoing intervention.

The objective of BA under NRGP is to assess the value of project activities as perceived by

project beneficiaries and integrate these findings into project activities. It is intended to provide

reliable qualitative, in-depth information on the socio-cultural conditions of beneficiary

populations – information that would be of immediate use to managers and policymakers

responsible for improving peoples‘ lives.

The beneficiary assessment of NRGP would provide beneficiaries with the opportunity to have

their voices heard in the development process. The increased participation of beneficiaries in turn

would lead to ownership, whereby beneficiaries become the key actors in producing the needed

and desired changes in their own development. The beneficiary assessment would thus be used

as a management tool.

9.1 Focus of NRGP Beneficiary Assessment

Issues which would form the focus of NRGP beneficiary assessment include the following.

The nature and degree of beneficiary satisfaction with project interventions

The degree, and increasing rate of participation

The degree to which project support reached the targeted population (e.g. poor,

unemployed, women and other vulnerable groups)

Willingness of beneficiaries to contribute to the operation and maintenance of sub-

projects in order to increase the likelihood of sustainability.

Beneficiary appreciation for local institutions, public and private

Determining the level of awareness of the existence and nature of the project and

ways to relate to it.

Discovering and examining factors underlying motivation (or lack thereof) to

maintain works supported by the project.

9.2 Selecting institutions and field researchers for Beneficiary Assessment

It is recommended to select an M&E Consultant to be responsible for conducting beneficiary

assessments of NRGP. The use of an external agency – the M&E firm - for the conduct of the

beneficiary assessment has the advantage of making the findings credible since the assignment

would be implemented by an external as opposed to an internal entity. It is however

recommended that District Schedule Officers of DADU and the NRGP management team should

participate in the assessment process to enhance the level of internalization that is associated

with in-house involvement.

The conduct of beneficiary assessment would be done once in a year.


9.3 Preparing terms of reference for beneficiary assessment implementation:

The terms of reference for BA implementation should elaborate on the following areas:

Brief note on background and justification (rationale);

Specific purpose and objectives;

Methodology—techniques to be used;

Research issues and themes to be addressed (including the preparation of an interview

guide);

Sample size;

Reporting (form, frequency, to whom);

Time frame for implementation (four weeks is recommended);

Budget

9.4 Sampling frames:

In determining the sample size, the primary concern is that the beneficiary population

interviewed should be large enough to serve as the basis for management decision-making.

Salmen (1995) stated: ―While statistical sampling procedures may serve as a general guide, these

will suggest sample sizes greater than those needed for beneficiary assessment. Because of the

in-depth, qualitative methodology employed in this approach, long conversational interviews,

often complemented by participant observation, can provide a great deal of understanding from a

relatively small number of beneficiaries.‖

Purposive sampling techniques, based on the coverage of the programme, the variability of target

beneficiaries, and the complexity of the program, would be used. Depending on variability of the

client group for the programme, the sample should be stratified according to sub-projects. Within

the stratified sample groups, sampling will be random.

9.5 Preparing interview guides:

The interview guide plays an important role in the implementation of the BA. Given that this is

the main instrument used to obtain information from the assessment, the development of its

content should be a collaborative effort largely between the M&E firm and the M&E Co-

ordinator of the e- Ghana project. The BA interview guide should use themes based on areas of

interest and operational relevance to project management. Open-ended questions should be used.

This technique allows for a smoother flow of information, and often brings to light new

information that was not previously considered by programme management.

9.6 Methodology:

Conversational interview will be the basic tool of inquiry for the BA. The objective is to gain in-

depth information on beneficiary views in relation to a planned or ongoing activity, by

encouraging beneficiaries to speak freely and bring to light issues of concern to project

management. Interviews may be conducted on a one-to-one basis or in focus groups. The

advantages of individual interviews are that people are likely to speak more freely, without


worrying what peers or other community members may think. Lower-status or introverted

members of communities may not feel comfortable speaking out in groups. In undertaking

conversational interviews, the interviewer should establish trust and good rapport with the

respondent to enhance the likelihood of gaining unsolicited information. The timing of the

interview, its duration, and the time of day, should all depend on what is most convenient for the

intended beneficiary. Interviews should be completed in less than one hour (both to

accommodate interviewees and to facilitate recall). Note-taking should be kept to a minimum,

and should be completed as soon after the interview as possible. Asking direct questions on

sensitive topics can put people on the defensive; responses given may be ones that the

respondent feels the interviewer wants to hear. The use of indirect questioning is meant to elicit a

more valid expression of opinion, or of fact.

Focus groups: Use of focus group interviews would permit a wider coverage of people, and may

provoke insightful commentary stimulated by peer interaction. Focus groups are, however, more

difficult to quantify, and attribution of responses to specific individuals more difficult.

9.7 Training of field Researchers:

The training of local researchers should take from two to five days depending on the experience

of team members. The training takes the form of orientation, because BA is a simple-to-use

technique, and should be relatively easy to implement.

9.8 Report preparation:

The final beneficiary assessment report is a critical part of the BA process, because it

summarizes the findings of the field research and also because the recommendations it provides

serve as a guide to project management. Given the goal of serving a wide range of users, two

kinds of final reports for the BA may be considered: the comprehensive for discussion with

donors, and the abbreviated for local use. The comprehensive final report should attempt to

quantify findings to the greatest extent possible. Responses to a few key questions should be

categorized according to thematic areas of the interview guide and presented as percentages. The

findings of focus group discussions should be summarized by groups and by the districts or

zones where they took place. The report should focus as much as possible on issues of relevance

and importance to programme management.

The comprehensive final BA report should contain the following:

An executive summary;

An introduction that gives background information on the objectives of the BA, and a

description of the methodology used;

Findings of the BA as they relate to the interview guide (this section should include

tabular data);

Any other relevant information; and

Conclusions and recommendations.

The abbreviated report should contain only the essentials of sample size, interview guide,

conclusions (as related to key findings), and recommendations.


The length of final reports will vary according to the subject matter, need, and context (5-10

pages for abbreviated, and 25-40 pages for comprehensive).


10.0 M&E DATABASE DEVELOPMENT

In order to enhance the data capture, storage, analysis and reporting of information in respect of

the Northern Rural Growth Programme, an M&E system is to be set up as part of this

Consultancy. This system will be used at the Project Headquarters and Regional levels.

Details of services being rendered by the Consultant involve the following:

a) Development of a user-friendly computerized database model and structure for the

capture, storage, processing, analysis and reporting of data on all indicators of the

Northern Rural Growth Programme

b) Conceptualise a robust and secure front–end for the database

c) Design relevant protocols for data collection, management and integration at various

levels of project management.

d) Define protocols for periodic updates and regular dissemination of data.

e) Develop a user–manual for the use, management and maintenance of the database.

f) Train staff on the use of the database system that has been developed

g) Propose training and institutional capacity building programme on the use, maintenance

and the content management of the database.

h) Propose necessary equipment to run the database.

.


11.0 PROGRESS REPORTING FORMATS

In order to standardize information gathering for the NRGP, progress-reporting formats have

been prepared for use at various levels of management.

The outline of quarterly and annual reports which will be submitted by Implementing Agencies

include the following:

i. A list of specific objectives and activities that were to be accomplished during the

quarter

ii. The degree to which each was completed with figures

a) Compare actual performance against targets on component basis

b) Compare current performance to baseline

c) Analyze trends in performance

d) Carry out comparison between sites/ groups

In analyzing performance the following Questions must be asked and duly answered.

a) Is the Program on track?

b) Did we meet our target? Why and why not?

c) How does the period‘s performance compare to last periods?

d) What happened that we did not expect?

e) Are new targets needed or do we have to review the target?

f) Are we adequately reaching all the required target groups/ sites?

g) What are the weaknesses of the programme that need to be improved or

phased out?

iii. Identification of obstacles or constraints that explain why certain objectives were

not completed as planned (if applicable)

iv. Identification of additional resources, training etc needed to help overcome these

constraints

v. Recommendations for program improvement

vi. Lessons Learnt

vii. Updated list of objectives /activities planned for the next period

viii. Financial accounting: what was budgeted and spent during the reporting period and any

proposed changes for the next period

ix. Items to be followed up during the next reporting period.

The reporting formats will be reviewed periodically and fine – tuned when necessary to

continuously reflect the views of M&E stakeholders.

The Project Indicator report sheet is shown in Table 16 below.


83

GOVT. OF GHANA – MINISTRY OF FOOD AND AGRICULTURE

NORTHERN RURAL GROWTH PROGRAMME

TABLE 15: INDICATOR REPORT SHEET FOR COMPOPNENT 1

INDICATOR AWPB Target Actual % AWPB Appraisal

Target

Actual % Appraisal

COMPONENT 1: COMMODITY CHAIN DEVELOPMENT COMPONENT

Output: Capacities of POs strengthened

1 Number of Farmers trained by MoFA &

Other Training Service Providers on:


Handling of Grains


Keeping (eg. FBB)




2 Number of Farmer Groups formed,

Registered & trained in group

dynamics, cohesion & leadership skills

(RIMS)

3 Nb of members in PO/FBOs (sex

disagreggated) (RIMS)

4 % of Women holding leadership

positions in POS/FBOs

5 No. of Households benefitting from

Programme interventions (RIMS)

6 Number of farmers (males & females)

benefitting from the Programme using

improved planting materials (RIMS)

7

8


INDICATOR REPORT SHEET FOR COMPOPNENT 1 CONTD. INDICATOR AWPB

Target

Actual % AWPB Appraisal

Target

Actual % Appraisal

COMPONENT 1: COMMODITY CHAIN DEVELOPMENT COMPONENT CONTD

Output: Commodity Inter-Professional

Bodies established

1 Number of IPBs/Apex bodies established

(RIMS)

2 Number of Meetings held by each IPB

3 No. of District Value Chain Committees

(DVCC) formed

4 No of DVCCs Functional (rate DVCCs

from a scale of 1-7 e.g legal framework

etc) NB-Please develop a criteria for

evaluation

5 % women represented on the DVCCs

6

Output: CBPs prepared and

implemented

Number of CBPs prepared

No of value chain businesses established

% of CBPs budgets implemented

% of CBPs Projects being financed

No of value chain actors trained on

entrepreneurial and business management

skills

No of value chain actors at each level of

the chain linked to each other


TABLE 16: INDICATOR REPORT SHEET FOR COMPONENT 2

INDICATOR AWPB Target Actual % AWPB Appraisal

Target

Actual % Appraisal

COMPONENT 2: RURAL INFRASTRUCTURE DEVELOPMENT COMPONENT

Output: Small scale irrigation

developed

Land (Area) under irrigation schemes

rehabilitated (ha) (RIMs)

% of developed area of irrigation

schemes used

Area of flood recession schemes

constructed (ha)

Number of WUAs established and

functional

% contribution of WUAs towards the

maintenance of irrigation facilities

No of clients sensitized on small scale

irrigation schemes

no of clients participation in farmer

field schools (FFS)


INDICATOR REPORT SHEET FOR COMPONENT 2 CONTD INDICATOR AWPB

Target


Target

Actual % Appraisal

RURAL INFRASTRUCTURE DEVELOPMENT COMPONENT CONTD

Output: Market Infrastructure

developed

Total km of roads

rehabilitated/constructed (RIMs)



Number of storage facilities


constructed (RIMS)

% of beneficiary District

Assemblies that have allocated

adequate funds for the maintenance

of new infrastructure



INDICATOR AWPB

Target


Target

Actual % Appraisal

COMPONENT 3: ACCESS TO RURAL FINANCIAL SERVICES COMPONENT

Output: Capacities of PFIs built

Savings and credit groups formed and/or

strengthened (RIMs)

People in savings and credit groups

formed and/or strengthened (RIMS)

Number of PFIs participating in the

Programme (RIMS)

Staff of PFIs trained (RIMS)

Active borrowers (RIMS)

Number of voluntary savers (RIMS)

Value of voluntary savings (RIMS)

Outreach of partner financial institutions

expanded

• % increase in agric portfolio of

RCB

• Value of loans borrowed

increased (GHC)

Number of additional branches

established

% of the overall loan amount repaid

% of loans defaulted (by Gender)

% of Agric portfolio at risk at 30 days

(RIMS)

/



INDICATOR AWPB

Target


Target

Actual % Appraisal

Project Management Component No of NPSC meetings held

AWP&B prepared and approved

by NPSC by 1st November of the

year

AWP&B prepared and submitted

to Financing Agencies for

approved by 1st December of the

year

% of AWP&B disbursed

Number of monitoring visits to

project sites conducted

Number of Quarterly, Annual and

Audit reports submitted on time

Programme receive satisfactory

rating from Missions


TABLE 19: INDICATOR REPORT SHEET FOR OUTCOMES

INDICATOR AWPB

Target


Target

Actual % Appraisal

% increase in productivity

Volume of production

% increase in incomes by

actors along the value chain

% change in business profits of

clients

% of clients consolidating their

businesses by category:

% post harvest losses

Number of jobs created (gross)

as a result of enterprise

development (Youth & gender



APPENDICES

APPENDIX 1: FIELD TRIP REPORT

REPORTING FORMATS

Government of Ghana

NRGP

Date(s) of Visit ________________

Name of Officer Undertaking Visit________________

Date of Report __________________ Cost (If Applicable) ______________

1. Program/Project/Activity visited:

2. Objective(s) of Visit:

3. Location(s) visited:

4. Activities Undertaken:

5. Persons Interviewed:

6. Key findings of the field Trip

7. Overall, Implementation Has Been:

a) Implementation Is / Is Not On Schedule (Circle One)

b) If Implementation is not on schedule, what reasons were given for this?

8. List Significant Achievements:

a) Expected

b) Unexpected:

9. List Problems and /or Principal Constraints:

10. Follow up Action Recommended: (Specify Staff / Institution expected to take recommended

action)

11. Additional Comments:

12. Name, Comments, Signature of Supervisor:

91



District………………………. Reporting Period………………………..

FORM: NRGP/CCD/1

APPENDIX 2: PRODUCER ORGANISATION FORMATION SUMMARY SHEET

Name of Producer Organisation

formed

Location Type of

Producer

Organisation

(eg. Production,

Marketing,

Processing)

Total no. of

farmers in

group

Distribution by gender Participation

of group in

Commodity

Business

Plan

(Yes or No)

Participation

of group in

governance of

commodity

chains

(Yes or No) Male Female

To be completed by TSP Field Officer and DADUs

District MIS Officer to collate district information into this format

92



Name of group ______________ Name of Village_____________

Type of group_______________ District____________________

Date first Contact was made with group by AEA/TSP Field Officer__________________________________________

Name of AEA/TSP Field Officer ____________ Operational Area_____ Reporting Period____________

FORM: NRGP/CCD/2

APPENDIX 3: GENERAL INFORMATION ON PRODUCER ORGANISATION MEMBERS

Name of group members Position in

group

Marital

status

Age Sex No. of

dependants

Commodity Farm

size

Current yield

of farmer

Land

Ownership

Land Ownership (for example, freehold; leasehold; Rent; Own land)

93



District………………………. Reporting Period………………………..

Name of Supervisor…………………

FORM: NRGP/CCD/3

APPENDIX 4: MONTHLY PERFORMANCE SUMMARY SHEET ON PRODUCER ORGANISATION FORMATION

Name of TSP Field Officer

Number of

groups formed

Total no. of farmers

in group

Distribution of

group members by

gender

Cumulative total

number of groups

formed

Cumulative no. of

farmers in groups

Male

Female

Planned

Actual

Planned

Actual Planned Actual Planned Actual

Total

To be completed by District Supervisor (TSP)

District MIS Officer to summarise at District level

94



Name of Officer__________________ District________________________

FORM: NRGP/CCD/4

APNDIX 5: Producer Professional Bodies Format

Name of Producer Professional

body

Name of Value chain

No. of

representatives

from deprived areas

on professional body

No. of

representatives from

non-deprived areas

on professional

body

Total no. of

representatives on

producer

professional body

To be completed by TSPs

95



Name of Officer __________________ District________________________

FORM: NRGP/CCD/5

APPENDIX 6: Commodity Inter-professional bodies format

Name of Commodity Inter-

Professional body

Commodity

No. of

representatives

from programme

areas on

Commodity inter-

professional body

body

No. of

representatives on

Commodity inter-

professional body

No. of meetings of

commodity inter-

professional bodies

held

To be completed by TSPss

96




FORM: NRGP/CCD/6

APPENDIX 7: Formation of Value chains format

Commodity

Type of value chain

No. of value chains

formed

No. of value chains

functioning

No. of youth

involved in

value chain

activities

No. of women

involved in value

chain activities

Total no. of

persons

involved in

value chain

activities

Shea

Industrial crops

Export crop

Animal/Fishery

To be completed by TSP/DADU

97




FORM: NRGP/CCD/7

APPENDIX 8: Implementation of Commodity Business Plan Format

REPORT PERIOD: ………………………….

Planned Actual Reasons for deviation

No. of Producer Organisations that have

access to fair trade markets

Membership of Producer Organisations that

have access to fair trade markets

M F M F

No. of Producer Organisations that have

access to organic markets

Membership of Producer Organisations that

have access to Organic markets

M F M F

No. of Shea SMEs set up

No. of shea SMEs functioning profitably

% Profit of shea SMEs

No. of value chain actors trained in

entrepreneurial and business management

skills

M F T M F T

No. of value chain actors able to develop

business linkages with upstream and

downstream partners Centres

M F T M F T

To be completed by TSP/DADU


98




FORM: NRGP/CCD/9

APPENDIX 9: Support for Public Goods window Format


Item Supported Quantity Location Amount

Allocated

Amount Spent Spent as % of

allocated

Status of Completion

Research activities

No. of technologies developed

by Research

List technologies

developed

Extension

Regional exchange program

Planned Actual

No. of participants in exchange

program

M F T M F T

Post Harvest Improvement

List type of Post harvest

improvement

Export certification

List type of export

certification

To be completed by DADU/Research FORM: NRGP/RID/1


99

APPENDIX 10: Small Scale Irrigation Development Format

REPORT PERIOD: ……………………… Name of District…………………………..

Planned Actual Reasons for

deviation

Amount

budgeted

Amount

spent

Indicate progress of work

(Specify % completion if

possible)

No. of Small scale irrigation

facilities constructed

Hectares under small scale irrigation

schemes

No. of dug-outs constructed

No. of public owned water

distribution systems constructed

No. of flood recession schemes

constructed

Hectares of flood recession schemes

constructed

Hectares of inland valleys

developed

Number of beneficiaries sensitized

on small irrigation schemes

M F T M F T

No of water Users Associations

strengthened

Membership of water user

Associations strengthened

M F T M F T

No. of demonstrations established

on land preparation techniques

No. of farmers participating in

farmer field schools on appropriate

land preparation techniques

To be completed by GIDA/DADU


100

FORM: NRGP/R1D/2

APPENDIX 11: Marketing Infrastructure Format

REPORT PERIOD: ……………………… Name of District…………………………..

Planned Actual Reasons for

deviation

Amount

budgeted

Amount

spent

Indicate progress of work

(Specify % completion if

possible)

Km. of farm access tracks

constructed

Km. of feeder roads rehabilitated

No. of bridges constructed

No. of storage facilities constructed

To be completed by DFR/DADU


101



Name of Credit/Savings Group__________ Village /

Community___________

District________________ Reporting Period____________

Name of Financial Institution________________________

FORM: NRGP/ARF/1

APPENDIX 12: CREDIT -GENERAL CLIENT INFORMATION FORMAT - BORROWERS

Name of Beneficiary Sex No. of

dependants

Age Commodit

y

Acreage/

size of

enterprise

Date of

credit

request

Date of

credit

approval

Amount

requested

Amount

approved

Amount

disbursed

Date of

disburse

ment

CBP

Project?

Yes or

No

Land Ownership (for example, Freehold; Leasehold; Rent; Own land;)

To be completed by PFI/ TSP quarterly; To be completed for each beneficiary group


102


Name of Group__________ Village / Community___________

District________________ Reporting Period____________

Name of F Institution________________________

FORM: NRGP/ARF/2

APPENDIX 13: CREDIT - GENERAL CLIENT INFORMATION FORMAT - DEPOSITORS

Name of

Beneficiary

Sex No. of

dependants

Age Commodity Date of

deposit

Amount

deposited

Date of

credit

approval

Land ownership

Land Ownership (for example, Freehold; Leasehold; Rent; Own land;)


103

To be completed by PFI/ TSP quarterly; To be completed for each beneficiary group



District______________ Name of Reporting Officer_________ Reporting

Period______________

FORM: NRGP/ARF/3

APPENDIX 14: CREDIT DISBURSEMENT AND REPAYMENT SUMMARY SHEET

Name of beneficiary

group

Terms of

Credit

Number of beneficiaries Credit Disbursed

Due Date of

loan

repayment

Loans Repayment

Men Women Total Men Women Total Due

Loans

Repaid

% Repaid

To be completed by PFI/ TSP


104


NORTHERN RURAL GROWTH PROGRAMME

FORM: NRGP/ARF/5

APPENDIX 15: CREDIT REPAYMENT MONITORING FORM

District______________________________Region_______________________ Reporting Date___________________

Name of group_____________________________________________________Village /Town__________________________

Membership of group: Male____________Female__________Total______________

1

Name of beneficiary

Amount disbursed

in cedis (Principal)

Amount repaid in

cedis

% Repaid

Date of credit

uptake

Date on which

loan repayment

is due

Total


105

Government of Ghana



FORM: NRGP/ARF/6

Appendix 16 Financial Services Training Format


CATEGORY OF

TRAINEES

TYPE OF TRAINING

VENUE OF

TRAINING

No of staff trained by

Sex

DATE OF

TRAINING

TRAINING

EVALUATION

BY TRAINEES

HIGH - (H)

MEDIUM - (M)

LOW - (L)

Amount

budgeted

Amount

spent

Plan

Actual

M F T

Loan Officers of

Participating

Financial

Institutions

Credit Appraisal

Credit Management

Products Development

Participating

Financial NGOS

Credit Appraisal

Credit Management


Financial inter-

professional

Bodies

Credit Appraisal

Credit Management


ement

Clients under

NRGP

Credit Management

To be completed by Financial Services Training Provider.


106

Government of Ghana



FORM: NRGP/ARF/7

APPENDIX 17: CBP Financing Format

Name of Financial Institution____________


List Commodity Business Plan Projects Identified

List of Commodity Business Plan

Project Financed

No of beneficiaries

Amount

Disbursed per

CBP financed

Plan

Actual

M F T

To be completed by PFIs.


107



FORM: NRGP/PMC/1

Name of Officer __________________

APPENDIX 18: Project Management format

Quantity

Date

No. Of Participants by

Sex

M F T

No. of Project Steering Committee

meetings

No. of Project Review meetings

No. of project staff trained

No. of Project Supervision Missions

No. of M&E Reports Produced

No. of Quarterly Project Progress

Reports produced

No. of Anual Project Reports produced

No. of Financial Management Reports

No. of Adit Reports

No. of project staff trained on project

management skills

No. of conferences, workshops,

meetings attended by project

management staff

To be completed by PMU M&E


108



Name of Officer __________________ _______________________

FORM: NRGP/PMC/2

APPENDIX 19: Contract Management format

Name of

contract

Name of

contrator

Date of

advertis

ement

Closing

date of

advertise

ment

Date of

bid

evaluati

on

submissi

on to

Bank

DATE

OF

bank’s

No

objectio

n to

evaluati

on

report

Date of

contract

Award

Contra

ct start

date

Contract

end date

Contr

act

amoun

t

Contra

ctAmou

nt paid

%

contra

ct sum

paid

Physical

Status of

contract

impleme

ntation

%

completion

To be completed by PMU M&E


109




APPENDIX 20: Project Development Indicators Format


Planned Actual Reasons for deviation

No. of Country-level representative inter-

professional bodies established and

functional

List of country-level

inter-professional bodies

established

% farmers benefitting from reduced travel

time

M F M F

Yield of selected value chain commodities:

a) Shea

b) Industrial crops (soy, maize,

sorghum)

c) Export crops (fruits, vegetables

d) Animal/Fishery

Production of selected value chain

commodities:

a) Shea

b) Industrial crops (soy, maize,

sorghum)

c) Export crops (fruits, vegetables)

d) Animal/Fishery

% reduction in post harvest losses

Incomes of value chain actors


110




APPENDIX 21: Sustainability Format


Rating

(1=very weak)

(2=weak)

(3=Modest)

(4=moderate)

(5=strong)

(6=Very strong)

Remarks. Give supporting information to

support your rating.

Likelihood of sustainability of

Producer Organisations


producer professional bodies


commodity inter-professional

bodies


Commodity Development Fund

Likelihood of sustainability of small

dams constructed

Likelihood of sustainability of dug-

outs constructed

Likelihood of sustainability of water

user associations formed

Likelihood of sustainability of flood

recession schemes constructed


inland valley moisture conservation

developed

Likelihood of sustainability of farm

access tracks constructed


feeder roads rehabilitated


storage facilities constructed

Sustainability: improved

performance of the financial

institutions


111

Explanatory notes for Sustainability ratings

Very weak= None of the supporting factors are in place. Sustainability is very unlikely

Weak = Hardly any of the supporting factors are in place. Sustainability is unlikely.

Modest= Some of the supporting factors are in place but they are not sufficient to ensure sustainability.

Sustainability is unlikely.

Moderate= Some supporting factors are in place but additional support is required to ensure sustainability.

Strong= The most important supporting factors are in place. Sustainability is likely.

Very strong= All supporting factors are in place that will ensure sustainability. Sustainability is very likely.


Documents

NRGP M&E MANUAL - FINAL