53 and governance initiatives and local communities relative to co-management of the fisheries
resources and management of critical coastal habitats.. The WorldFish Center’s West Africa regional team has provided targeted technical support for the
fisheries work and will be leading many of the actions aiming to: provide a legal and practical means for piloting co-management of the fisheries; improving the livelihoods of fisherfolk and; identifying
measures for building resilience in the coastal communities. SustainaMetrix was instrumental in Year 1 in training the Initiative team and partners to conduct
baseline surveys and to understand and assess governance issues in the coastal districts. During Years 2 and 3, they provided a critical support role for communications and periodic ME reviews. They
will continue to provide significant backstopping to communications activities, notably in the development of the “Capstone Document” that will serve as the final report.
Finally, the ICFG has worked in close collaboration with the development and initial planning of several other donor programs that will be focusing in the Western Region. These include: investment
from the World Bank in the WARFP through the Ministry of Food and Agriculture and the Fisheries Commission, orienting DFID’s future investments to build capacity in the region and districts to
address challenges with oil and gas; and with NORAD on spatial planning and implementation in the coastal districts of the Western Region.
Collaborative programs and MOUs have also been developed with evolving USAID investments in the Western Region, notably: The LOGODEP Governance Project implemented by Management
Systems International on capacity building of district assemblies and civil society groups; the Behavior Change Project led by Johns Hopkins University and the Local Governance and Decentralization
Project led by Management Systems International, the US Peace Corps currently 5 Volunteers serving with ICFG, and the BUSAC Advocacy Fund four grants to ICFG partners. .
The following table estimates the percentage of time that key local project staff will devote over the year to the main project components.
4.3 Monitoring, Evaluation, Performance Management and Reporting
A mid-term evaluation was conducted during the third quarter of Year 3, including an assessment of the monitoring and evaluation system by the Monitoring, Evaluation and Technical Support Services
METSS. A number of recommendations were made for standardizing the language used in the indicators to match Feed the Future requirements, improve indicator data collection and storage, and
address data quality concerns. Hen Mpoano staff worked with METSS in the last quarter of Year 3 to address the concerns and make necessary changes that were immediately implemented. The revised
ICFG ME indicator reporting to USAID can be found in Annex A of this document. The summary of results to date FY 10 to FY 12 and target indicators for FY 13 can be found in Annex B.
The goal of performance management and evaluation is to encourage adaptive management and learning within the Program and to report results to USAIDGhana. This requires collecting timely
information using indicators selected to provide meaningful information on progress towards stated objectives. The Program’s Performance Management Plan PMP includes key results, refined
54 performance targets disaggregated by year, specific monitoring parameters, and sources of data for
each indicator. Time-bound targets have been refined at the end of Phase 1 through the work planning process and in consultation with local partners and beneficiaries. These targets will be
reviewed annually and adjusted as necessary based on Program progress, experience and lessons learned.
Semi-annual performance monitoring reports PMRs are submitted to the USAID AOTR Agreement Officer Technical Representative which document progress on achieving results. These
reports include: 1 a comparison of actual accomplishments against the targets established for the period; 2 explanation of quantifiable outputs generated by Project activities; 3 reasons why goals
were or were not met. The data reported is supported by evidence collected and filed in the Main field office. CRC’s Monitoring and Research Officer is responsible for collection of performance
management information vis-a-vis each indicator including keeping on file evidence supporting the results reported, and maintaining quality control assurances on data and information collected. The
CRC home office provides quality control measures to ensure the PMP system is properly implemented through periodic internal auditing of PMR systems.
The ICFG Program invests resources in monitoring and reporting to foster learning and adaptive management. Learning and sharing occurs across implementation sites and with other projects and
programs. An internal self- assessment is conducted annually in conjunction with the work- planning events.
Regular Program management and annual reporting activities are carried out by the Program’s senior management team. Main tasks and reporting requirements include:
• Preparation and submission of semi-annual progress reports to USAIDGhana AOR Agreement
Officer Representative •
Timely and regular input of data into the USAID TrainNet for all training activities •
Annual self-assessment of progress and annual workplan preparation and submission by CRCWWF for approval by USAID
• Collection, analysis and reporting of data to USAID on Program indicators and targets for
Program performance monitoring, submitted semi-annually as part of the standard semi- annual progress report
• Financial reports submitted to USAID AO Agreement Officer and AOR from URI
• Key Project Documents and reports prepared in 508 compliant format and submitted to the
Development Clearinghouse Project Documentation
All technical and outreach documents will be collected and organized in electronic and paper form as a complement to performance monitoring plan and as part of information organization for use during
and after the project. This will include a bibliography and classification of all documents in terms of their association with main tasks, quality, and level of completion and acceptance.
55
4.5 International Travel Schedule
