TRACKING PERFORMANCE OF KENYA

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TRACKING PERFORMANCE OF KENYAS DEVELOPMENT PLAN

• James Mwanzia
• CE Monitoring and Evaluation Directorate

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Content

• Background
• Performance Tracking Issues
• NIMES Institutional Set up
• NIMES products
• NIMES reporting Arrangements
• Use of NIMES products
• Challenges Faced
• Way forward

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Background

• Kenya has been involved in development planning
  since independence
• A Ministry of Planning has been in existence
  since then either as a separate entity or in a
  marriage of convenience with the Ministry of
  Finance
• The planning function has always been
  successfully executed
• However, complaints of highly ambitious plans
  have always been there.even to date

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Background..contd.

• Performance measurements have always been
  identified as critical in the countries Dvt.
  Plans
• However, execution of the same has remained
  elusive over the years because of weak or non
  existent M E Systems
• Projects financed by Development partners have
  had good M E systems and as such their
  performance is easily assessed

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Background .. Contd.

• The Government in 2003 developed and launched the
  Economic Recovery Strategy (ERS) for Wealth and
  Employment Creation
• The ERS recognized the role of M E in
  addressing governance issues and proposed
  formation of a comprehensive M E system to
  address this
• Arising from this the National Integrated
  Monitoring and Evaluation System (NIMES) was
  established in 2004

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Background ..contd.

• The NIMES has been evolving since 2004 and has
  helped track performance in implementation of two
  Medium Term Development Plans i.e.
• The ERS 2003-2007
• The Medium Term Plan of the Kenya Vision 2030
  (2008-2012)

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Objectives of NIMES

• The specific objectives of the National
  Integrated ME system are
• To build an ME system for reporting at both
  central government and the lower devolved levels
  (the district level).
• To promote a culture and practice of ME at all
  levels of government and civil society, i.e.
  institutionalizing the application and use of ME
  throughout the government for planning and
  implementation of development programmes.

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NIMES Objectives

• To provide timely and reliable feedback to the
  budgetary preparation process through the
  preparation of reports (MTEF, MPER/ PER and APR).
• To provide regular, timely and reliable reporting
  on the effectiveness of government programmes and
  projects to government itself, and also to the
  wider stakeholder group and to development
  partners.
• To ensure active participation of the civil
  society - (CSOs, NGOs, the academic community,
  private sector etc.) in the National ME System.

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Components of NIMES

• NIMES framework is aligned to five broad
  development areas
• Enhanced policy coordination and Capacity
  Development within the NIMES framework to manage,
  communicate, evaluate and make revisions to the
  implementation of the framework.
• Development of an integrated data acquisition and
  data management framework to support research and
  evaluation of results as well as other government
  policy actions and programs.

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Components of NIMES ..contd.

• Research and Results analysis issues
  interrogation of key report findings is important
  for informing policy and budgetary preparations
• Enhanced Project Monitoring and Evaluation
  Systems at central and devolved levels to support
  Public value and results based Service delivery.
• 5) Integrated dissemination and feedback
  mechanisms to support streamlined reporting on
  the governments national and global commitments
  to a wide cross-section of stakeholders and
  strengthen capacity (within government and
  non-government sectors) to be more effective in
  using ME information.

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Institutional arrangements and Coordination

• The NIMES covers national and devolved level
  structures
• The Ministry of State for Planning, National
  Development and Vision 2030 (MPND) is
  functionally responsible for coordination,
  monitoring and evaluation of all of Government
  policies, programmes and projects.
• Within the MPND, responsibility for the
  implementation and oversight of the NIMES
  Framework has been charged to the ME Directorate
  (MED).
• (MED oversees preparation of various M E
  reports including Annual Progress Report, Public
  Expenditure Review, etc)
• Within the MED, there are 5 technical advisory
  Groups (TAGs) that essentially act as the NIMES
  Secretariat to ensure proper representation and
  redress of all ME issues of national interest.

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Institutional Arrangements and Coordination
..contd.

• The current set of TAGs include -
• Research and Results Analysis This TAG generates
  research agenda, focusing on government policy
  issues and carrying in-depth analysis of the
  surveys, census etc.
• Quantitative and Qualitative indicator
  development, data collection and storage This
  TAG is responsible for coordination of
  development and storage of indicators used to
  facilitate preparation of key reports such as
  annual progress reports, mid-term review reports
  of development blue prints such as the Medium
  Term Plan (MTP) of Kenya Vision 2030 and the MDG
  programme.
• Project Monitoring and Evaluation This TAG is
  responsible for designing a set of harmonized
  standards as a guide to appraisal, planning,
  monitoring and evaluation of all projects and
  developing a centralised project information
  system. It also coordinates tracking of
  implementation of public sector projects

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Institutional Arrangements ..contd.

• Dissemination for Sensitisation and Advocacy The
  TAG is responsible for establishing an
  Information, Education and Communications (IEC)
  strategy aimed at ensuring easy access to a wide
  range of ME information generated from the
  NIMES, increased level of awareness and knowledge
  of NIMES its outputs and their utilisation and
  behaviour change towards ME Practice through
  advocacy and capacity building.
• Capacity development and Policy coordination.
  This TAG is charged with the responsibility of
  developing a national monitoring and evaluation
  policy, and a national strategy for the
  development of capacities for the sustainability
  of NIMES.

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Institutional Arrangements contd.

• Technical Oversight committee (TOC) Is the
  primary body responsible for setting the
  conceptual direction for the development and
  implementation of the NIMES. TOC is chaired by
  the Economic Planning Secretary
• National Steering Committee (NSC) Is the
  primary body responsible for providing general
  overall policy direction of NIMES. NSC is chaired
  by the PS, MPND

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Institutional Arrangements contd.

• Ministerial Monitoring and Evaluation Committees
  (MMECs) Provide guidance on operationalisation
  of NIMES/ M E function at ministry/ sector
  levels. The Central Planning and Project
  Monitoring Units (CPPMUs) form the secretariat
  for MMECs.
• Asses performance of implementation of Sector/
  Ministry specific blue prints and prepare
  quarterly and Annual progress reports

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Institutional Arrangements ..contd.

• District Monitoring and Evaluation Committees
  (DMECs) Offer M E technical and professional
  guidance to districts. They are chaired by the
  District Commissioner. The District Development
  Officer is the secretary to DMECs
• Asses performance in implementation of District
  Development Plans and Prepare quarterly and
  Annual M E reports.

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Tracking of performance

• Performance of the MTP of Kenya Vision 2030 is
  tracked through the various institutions of
  NIMES.
• Each government Agency is supposed to track and
  report performance internally and to the MED
  which then analyses and prepares reports for
  national consumption/ reporting.

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NIMES Products

• Annual Progress Reports Are prepared on an
  annual basis by the MED in collaboration with
  Ministries, Departments and Agencies (MDAs)
• The APR is prepared through deep interrogation of
  Ministerial Monitoring and Evaluation Reports
  (MAMERs), and District Annual Monitoring and
  Evaluation Reports.
• Interviews are also conducted with select MDAs to
  validate the information.
• The reports are then presented to Stakeholders
  for final validation, and finalisation of their
  preparation

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NIMES Products contd.

• The APR is then published and launched in a
  national stakeholders forum where feedback is
  received and the findings are shared with the
  citizenry.
• The APR is then forwarded to Government agencies
  for informing policy formulation and budgeting.

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NIMES Products contd.

• Public Expenditure Review Is prepared on a
  yearly basis to provide information on how public
  funds are being used and their impact in
  developmental work.
• Ministerial Public Expenditure Reports (MPER)
  provide the raw materials for preparation of the
  PER.
• PER preparation is coordinated by the MED and
  involves other MDAs and development partners like
  WB, GTZ, etc
• The reports are then launched and forwarded to
  MDAs to inform budgeting

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NIMES Products contd.

• Mid-Term Reviews Conducted after 2 and half
  years of implementation of the MTP. Mainly to
  asses whether outcomes are being realized.
• The MTR is expected to lead to a review of the
  strategies and re-tooling to hasten
  implementation of the Development Plan.

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NIMES Products contd.

• End Term Reviews Conducted at the end of the
  five years. Provides information on performance
  over the whole plan period.
• The reports inform the next phase of medium term
  planning, as well as a demonstration of results
  to stakeholders.
• Note A Mid Term Review of the MTP is currently
  ongoing

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NIMES Products..Contd.

• Quarterly Ministerial and District M E reports
  Are prepared by ministries and districts on a
  quarterly basis and provide much needed
  information on progress in a 3 month period. It
  easier to take corrective action when the period
  is short.
• Project Analytic Reports These reports are
  prepared on quarterly and Annual basis. At
  present the reports are being prepared using the
  eProMis (Electronic Projects Management
  Information System)

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NIMES products ..contd.

• National Indicators Identified at the
  beginning of implementation of the countries
  development blue print. The various reports are
  prepared on the basis of how the indicators are
  changing overtime.
• The MTP has - 56 indicators for national
  reporting ---- gender indicators and 16
  district indicators All these are mainly for
  national reporting

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NIMES products ..contd.

• MDAs are however free to use other indicators
  specific to their areas of operation.
• The indicators are reviewed and reported on once
  in a year as part of the Annual Progress Report

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NIMES products.Contd.

• M E Policy A draft M E policy has been
  developed mainly to define the roles of various
  actors, their reporting mechanisms, and sanctions
  on NIMES operationalisation.
• The M E policy is at its final stages of
  preparation and will serve to strengthen the way
  performance is tracked in the country.
• It will assist MED to execute its coordination
  work properly without relying too much on moral
  suasion

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NIMES products ..contd.

• Projects M E and Indicators Data-Base An M
  E database is undergoing development.
• A lot of the information is derived from the
  e-ProMis and KenInfo database managed by Ministry
  of Finance and Kenya National Bureau of
  Statistics Respectively.

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NIMES Products contd

• Communications Strategy Has been developed to
  help communicate results to all stakeholders
  including the Kenyan Citizenry.
• This strategy mainly focuses on communicating M
  E information mainly on performance and
  feedback.

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NIMES Products ..contd

• Methodological and Operational Guidelines
  Developed in 2004/05 to guide ministries in
  executing the M E function. Most of the issues
  in the MOGs are currently being addressed through
  the draft M E policy
• Projects M E Guidelines Guide Ministries,
  Departments and other agencies in conducting M
  E for projects.
• NIMES master-plan 2008-2012 The Master-plan was
  developed and launched in 2007 to provide
  direction on NIMES implementation

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Reporting/ Utilization Arrangements

• All Ministries, Departments and Agencies prepare
  their progress/ M E Reports in a participatory
  manner
• The reports are disseminated within the sector
  and then forwarded to the MED for preparation of
  National reports PER, APR, etc
• Districts also prepare District M E reports and
  disseminate them locally before forwarding a copy
  to MED for incorporation into the National Reports

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Reporting/ Utilization Arrangements

• The APR, PER and other national reports are
  disseminated in a national stakeholders forum and
  then forwarded to ministries for informing
  budgetary and other development processes
• The reports are also hosted in websites for wider
  consumption (www.monitoring.go.ke or
  www.planning.go.ke )

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Challenges faced in Tracking performance

• Capacities for performance tracking are
  inadequate in terms of enabling infrastructure,
  skills, etc
• A culture for performance and M E is still
  insufficient M E is still being viewed as a
  policing/ investigation tool for corruption
  related issues and not a management tool
• Resources for performance tracking/ M E are
  insufficient

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Challenges faced

• Linkages with other reform programmes are weak
  eg. Performance contracting, anticorruption
  initiatives, etc
• Vast territory to covereg there are many
  districts that need to execute the M E/
  performance tracking function
• Performance based training not readily available
  in local training institutions

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Way Forward

• A Capacity Development Programme (CDP) has been
  developed and is addressing some of the
  challenges
• M E Policy is being finalised and will
  strengthen reporting and adherence to performance
  best practices
• Collaboration with development partners and M E
  practitioners is helping to strengthen NIMES
  operationalisation

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Way forwardContd.

• Close working relations with institutions
  involved in management for development results
  are being forged
• More training and sensitization across government
  on performance tracking and M E is ongoing
• The AfCoP/ Kcop initiatives are also helping to
  bolster the M E function across government

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