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S U P P O R T T O A N D C A P I T A L I Z A T I O N O N T H E E U L A N D G O V E R N A N C E P R O G R A M M E I N A F R I C A
MONITORING AND EVALUATION FRAMEWORK
(M&E FRAMEWORK)
D E C E M B E R 2 0 1 6
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This activity/product has been funded by the European Union through the Support to and Capitalization on the EU Land Governance Programme. The contents of this publication can in no way be taken to reflect the views of the European Union.
The designations employed and the presentation of material in this information product do not imply the expression of any opinion whatsoever on the part of the Food and Agriculture Organization of the United Nations (FAO) concerning the legal or development status of any country, territory, city or area or of its authorities, or concerning the delimitation of its frontiers or boundaries. The mention of specific companies or products of manufacturers, whether or not these have been patented, does not imply that these have been endorsed or recommended by FAO in preference to others of a similar nature that are not mentioned.
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Acknowledgement This Monitoring and Evaluation Framework was prepared under the guidance of the FAO
transversal project ‘Support to and Capitalization on the EU Land Governance Programme in
Africa’ Phase I, which coordinates the implementation of the EU Land Governance programme
for country level integrated implementation of the Voluntary Guidelines on the Responsible
Governance of Tenure of Land, Fisheries and Forests in the Context of National Food Security
(VGGT) and the AU Declaration on Land Issues and Challenges though the Framework and
Guidelines on Land Policy in Africa (F&G). Current in-country projects are in Angola, Burundi,
Cote d’Ivoire, Ethiopia, Kenya, Malawi, Niger, Somalia and Swaziland. Under a Phase II of the
project the following countries are also participating: Brazil, Cameroon, Columbia, Ghana, Guinea
Bissau, Pakistan, Sudan and Uganda. The framework provides guidance for monitoring the
implementation of the projects at national, transversal and Pan-African level (where applicable).
It provides a framework with convergence of 80 percent of indicators for transversal level
monitoring and 20 percent for country specificities. Country level projects can adapt the
framework.
FAO is grateful to Mr Beyene Gizaw, the consultant who developed the initial framework.
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List of acronyms AAU Addis Ababa University
ADGs African Development Goals (Agenda 2063)
AfDB African Development Bank
APRM African Peer Review Mechanism
AU African Union
AUC African Union Commission
CAADP Comprehensive Africa Agriculture Development Programme
CFS Committee for World Food Security
CSO Civil Society Organization
DSA Daily Subsistence Allowance
EGM Expert Group Meeting
EU European Union
EU-LGP European Union – Land Governance Programme
F&G Framework and Guidelines on Land Policy in Africa
FAO Food and Agriculture Organization of the United Nations
Fisheries and Forests in the Context of National Food Security
FSTP Food Security Thematic Programme
ICRISAT International Crop Research Institute for the Semi-Arid Tropics
IDPs Internally Displaced Persons
IE Implementing Entity
ILC International Land Coalition
INTRAC International NGO Training and Research Center
KM Knowledge Management
LGAF Land Governance Assessment Framework
LGI Land Governance Indicator
LPI Land Policy Initiative
LSLBI Large Scale Land-Based Investment
M&E Monitoring and Evaluation
MEF Monitoring and Evaluation Framework
MOU Memorandum of Understanding
NEPAD New Partnership for Africa’s Development
NGO Non-Governmental Organization
NLAA National Land Administration Agency
NRC Natural Resource Conservation
NSO National Statistical Office
OECD/DAC Organization for Economic Co-operation and Development's Development
Assistance Committee
REC Regional Economic Community
SDC Swiss Agency for Cooperation and Development
SDGs Sustainable Development Goals
UNECA United Nations Economic Commission for Africa
VGGT Voluntary Guidelines on the Responsible Governance of Tenure of Land,
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Table of Contents Acknowledgement .................................................................................................................................... 3
List of acronyms ........................................................................................................................................ 4
Table of Contents ...................................................................................................................................... 5
1. Introduction ............................................................................................................................. 7
1.1. Background ........................................................................................................................................ 7
1.2 The Project .......................................................................................................................................... 8
1.3 The Monitoring and Evaluation Framework ....................................................................................... 8
1.4. Scope of the M & E System ................................................................................................................ 9
1.5. Methodology ...................................................................................................................................... 9
1.6. Participants and Stakeholders of the M&E Framework ................................................................... 11
1.7. The Overarching Project Objectives for Monitoring and Evaluation ............................................... 11
1.8 M&E Information Map ...................................................................................................................... 12
2. The M&E Framework and African and Global Initiatives ....................................................... 14
3. Project Risk Management ......................................................................................................... 15
4. The Project Management and Implementation Arrangements ................................................. 15
5. M&E Framework Implementation Budget ............................................................................... 16
6. The M&E Framework Design .................................................................................................. 16
6.1. Tools and Instruments of the M&E Framework .............................................................................. 17
6.1.1. M&E Matrix ............................................................................................................................... 17
6.1.3. M&E Timetable ......................................................................................................................... 18
6.1.4 Data Collection Template ........................................................................................................... 18
7. Resources and Capacity Required for the M&E Framework ................................................... 18
8. M&E and Reporting Structure .................................................................................................. 18
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9. M&E Framework Implementation ............................................................................................ 19
10. Conclusion .............................................................................................................................. 20
References ..................................................................................................................................... 21
Annex I.......................................................................................................................................... 23
Table 1: Key Results Areas to Track in the F&G and the VGGT ............................................................... 23
Annex II. M&E Matrix ................................................................................................................. 24
Table 2a: M&E Matrix for Integrated Implementation of the VGGT and F&G ....................................... 24
Table 2b: Six key VGGT and F&G thematic issues at Transversal Level M&E Matrix ............................. 27
Table 3: M&E Timetable to Track in the F&G and the VGGT .................................................................. 31
Table 4: Indicator Reference Sheet Template for the Transversal Project and the 10 In-country Projects ................................................................................................................................................................ 32
Table 5: Indicator Performance Reporting Template ............................................................................. 35
Annex III. Table 6: Logical Framework of the Action / Transversal Project ............................. 36
Table 7: Project Implementation Plan .................................................................................................... 40
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1. Introduction The Voluntary Guidelines on the Responsible Governance of Tenure of Land, Fisheries and
Forests in the Context of National Food Security (VGGT) are the first globally negotiated
document on governance of tenure of land, fisheries and forests. It provides more emphasis on
bringing change in the governance of tenure of land, fisheries, and forests in the context of poverty
reduction and food security through promoting participatory and all-inclusive, transparent and
accountable tenure structures and administrations. It provides essential principles for improving
responsible governance of tenure of land, fisheries and forest by individual countries. It is founded
on five core principles of recognition and respect for all legitimate tenure right holders and their
rights; safeguarding legitimate tenure rights against threats and infringement; promoting and
facilitating the enjoyment of legitimate tenure rights; providing access to justice to deal with
infringement; and preventing tenure disputes, violent conflicts and corruption. Implementation of
the VGGT is also founded on principles including human dignity, non-discrimination, equity and
justice, gender equality, holistic and sustainable approach, consultation and participation, rule of
law, transparency, accountability and continuous improvement through monitoring. At the global
level, the VGGT are being mainstreamed into policy, legal and institutional processes through
awareness raising, capacity development, technical facilitation, strengthening of partnerships, and
monitoring and evaluation. In Africa, implementation in close collaboration with the Land Policy
Initiative (LPI) which was established in 2006 and successfully developed the Framework and
Guidelines on Land Policy in Africa (F&G), to facilitate national land policy formulation,
implementation and monitoring processes.
1.1. Background In July 2009, the Heads of State and Government of the African Union issued the Declaration on
Land Issues and Challenges in Africa. This declaration endorsed the Framework and Guidelines
on Land Policy in Africa (F&G) as a unique reference to guide land policy processes in African
countries. Also in 2009, FAO began a global consultation to develop the Voluntary Guidelines on
the Responsible Governance of Tenure of Land, Fisheries and Forests in the Context of National
Food Security (VGGT).It was finally adopted by governments through the Committee on World
Food Security (CFS) in May 2012. This was the first time that such a detailed and internationally
accepted guide to best land governance practice has been drawn up, and endorsed by the
international community.
Both documents give new direction and authority to government institutions and civil society
organizations (CSOs) seeking to improve land governance policy and practice on the continent.
They create an opportunity for stakeholders to work together to promote land policy change in
Africa that is people-centered, sustainable, and that responds to the needs of the majority of women
and men, in particular those in poverty.
In 2012, the United Nations General Assembly adopted the resolution on agriculture development
and food security encouraging countries to give due consideration to implementing the VGGT and
requesting their speedy dissemination and promotion. The F&G, as well, clearly mentions the
importance of effective land governance in order to strengthen land policy formulation,
improvement, development, and implementation in Africa. Many of the considerations in the
VGGT, reciprocally, address issues that are fundamental elements of land policies. The
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institutional strength and political legitimacy of the LPI process and the strong ongoing partnership
between this process and the work on Governance of Tenure call for an articulate strategy for
coherent and integrated implementation of the VGGT and the F&G.
1.2 The Project The project entitled “Support to and capitalization on the EU Land Governance Programme in
Africa” (GCP/GLO/539/EC) funded by the European Union (EU) and the Swiss Agency for
Cooperation and Development (SDC) aim at enhancing the integrated implementation of the
VGGT and the F&G at Pan African level and at supporting and consolidating the implementation
of the EU Land governance programme in ten African countries (Angola, Burundi, Côte d’Ivoire,
Ethiopia, Kenya, Malawi, Niger, Somalia, South Sudan and Swaziland). It has a strategic objective
of contributing to the eradication of hunger, food insecurity and malnutrition through enhancing
land tenure security of all vulnerable groups including women, the poor, the youth, and other
indigenous people.
Project implementation started in May 2014 and is expected to end in September 2019. The core
outcomes are: Pan African integrated implementation of VGGT and F&G; and Core elements of
VGGT – F&G implementation in the ten in-country projects are supported at the transversal level
particularly in areas capacity development, knowledge sharing and monitoring and evaluation. The
project design demands that the systematization of knowledge sharing and aggregation of the
lessons learnt amongst the 10 In-country projects will feed the support for integrated
implementation at Pan African level. On the other hand, the Pan African component will focus on
fostering political leadership on land governance, elaborating the monitoring and evaluation core
system, and preparing tailor made tools for integrated or joint implementation.
1.3 The Monitoring and Evaluation Framework A monitoring and evaluation framework is a tool to assess whether intended objectives of the
policy are achieved; a means to learn from experiences to improve service delivery, allocate
resources more efficiently and demonstrate results as part of accountability to key stakeholders
(OECD, 2002; The World Bank, 2004). As a requirement for the project, an M&E system is
designed so as to enable and serve the needs of the 10 In-country projects at country level to track
the progress of the implementation of the project. The system also captures best practices in
implementation, experiences and information on improving land governance system in
implementing countries through the integrated implementation of the VGGT and F&G. These are
shared at transversal level and at the Pan African level through bi-annual capitalization meetings.
Hence, this M&E system has been designed to equip the Transversal project and the 10 in-country
projects with appropriate tools for tracking progress and changes brought about by implementation
of the project.
The general objective of the M&E Framework of the project “Support to and capitalization on the
EU Land Governance Programme in Africa” is to provide a mechanism for continuous and
systematic assessment of progress towards the achievement of the project objectives. It will also
assist to improve the tenure security system and implementation of the 10 In-country projects in
particular and the Transversal project to provide informed support to the projects. The specific
objectives of the framework include:
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Enable the 10 In country projects and the Transversal project to monitor and track progress
and the results of the implementation of the VGGT and F&G
Promote learning and knowledge sharing by providing a network and systematic linkages
for the 10 In country projects, the Transversal project, the Pan African level and the project
key stakeholders
Bring about accountability and transparency in project implementation
Provide a platform for identifying and sharing challenges for corrective action, success
stories and best practices on the integrated implementation of the VGGT and F&G to
increase efficiency and sustainability of the land policy review or formulation,
development and implementation in the 10 countries
Support evidence based and informed decision-making in planning and budgeting and the
overall resource allocation and management of the project implementation and take
appropriate measures to ensure effectiveness of integrated implementation of VGGT and
F&G for land policy development, implementation, monitoring and review;
Provide key stakeholders with relevant information for program planning, management
and evaluation of the land policy review or formulation, development and implementation
in the 10 countries.
In the context of the above main and specific objectives, the monitoring and evaluation (M&E)
framewok will therefore:
1) be used in collecting and analyzing data to assess performance of the implementing
entities (IEs);
2) assess the outcomes and impact of the land policies and land reforms of countries where
In-country projects operate; and
3) measure the overall progress of the 10 in-country projects towards integrated
implementation of the VGGT and F&G at country level and at Transversal level.
Lessons learnt will be shared and fed to the LPI at Pan African level.
1.4. Scope of the M & E System The scope of the M&E System reflects the scope of the project: “Support to and capitalization on
the EU Land Governance Programme in Africa”. The five key thematic issues are indicated in the
Annex I Table 1.They are awareness raising, capacity development, support to countries,
partnerships and effectiveness of the M&E system. The project M&E framework identifies, selects
and develops indicators for monitoring the five key VGGT and F&G thematic issues. It suggests
tools, and processes that enable the 10 In-country projects and the Transversal project partners and
stakeholders to systematically generate, capture, and disseminate data on performance of and
results achieved from integrated implementation VGGT and F&G. The project document requires
that the M&E indicators should have 80% convergence at the transversal level and 20% for country
specifics.
1.5. Methodology Participatory principles were adopted in the design of the M&E Framework. Emphasis was placed
on cost-effective and effective yet efficient methodologies in accessing inputs. The design process
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requires building consensus & commitment and maintaining effective relationships with intended
users. Stakeholders particularly the 10 in-country projects participated in selecting appropriate
indicators and setting targets, thereby enabling them have a clear understanding of the goals and
the objectives of the program, understand how the objectives will be measured and regularly
review M&E results.
In general, the methodology adopted included:
Consultation with relevant stakeholders: These included the LPI and the 10 in-country
projects implementers. Both provided information on and review of the tools and
instruments of the Framework.
Questionnaires: A data assessment form was developed and emailed to the 10 In-country
projects to be filled and returned to the Transversal Project Coordination Office. Emailing
methods was used because it was found to be more feasible and cost effective. Information
was provided on what to monitor / indicators, data collection methodologies, frequency of
M&E events, responsible body to implement the M&E system or plan- data collection,
analysis, reporting and others for tracking and measuring changes on the performance of
the project. Project implementers at the country level were required to contextualize the
information supplied with their countries’ situation by adding a few indicators to track,
specific to the country or project. This has enhanced the participation of and to achieve
consensus among stakeholders / the In-country projects in the design of M&E framework.
Document Review: documents available within and outside the transversal project were
reviewed during the design. These included the Transversal project document, the country
level projects documents, LPI publications including ‘Tracking the land policy initiatives
in Africa’ (Background Document), several references on M&E system design, and other
documents relevant to the design of policy / program / project M&E System. The full list
is included in the references. The program / project documents with stated goals and
objectives were reviewed so as to ensure that key factors that may influence program
implementation and success are identified, and the selection of indicators and setting of
targets of the project maintained realistic.
Assessment of the information systems capabilities of the 10 in country projects and the
transversal project to address strategic information needs of the project: This is to ensure
that information/ data relevant for tracking the changes or results can be collected and
analysed through such a system particularly on indicators for the integrated implementation
of VGGT and F&G.
Determination of the methods by which data will be collected, analyzed and reported:
Based on the indicator data type demanded for measuring, different methods and tools
relevant to the required information has been determined. For example data on measuring
the change on awareness of the project stakeholders on the land policy issues, will be
collected through the use of questionnaires and interviews.
Determination for any need for special study and design to be used: Indicators are of
qualitative, quantitative or combination of both. They are required for measuring and
tracking changes. For example, the key thematic issues on the integrated implementation
of VGGT and F&G: tracking the efficiency and sustainability of the integrated
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management of the tenure security of land, forest, and fisheries requires survey, which
involves interview of stakeholders including the vulnerable people.
Validation: The M&E Framework was validated by the key stakeholders during the third
capitalization meeting held in May 2016.
1.6. Participants and Stakeholders of the M&E Framework The stakeholders and beneficiaries, as stated in the Transversal project document, are international,
regional and national organizations and governments.
The stakeholders are:
(i) at global level: CFS, FAO, other UN agencies, multi-lateral and bilateral
development partners, international NGOs (ILC, LANDESA, etc.);
(ii) at regional level: Regional Economic Communities (RECS), regional CSO
movements and farmer organizations, regional academic and research networks;
and
(iii) at national level: the governments, national CSOs and farmer organizations, private
investors, academia and research organizations.
These stakeholders participate in the M&E framework implementation with different forms and
roles. Stakeholders at global and regional levels are usually information users of the M&E system.
The Transversal project will directly report to the global and regional level stakeholders, and, in
response, the stakeholders provide feedback and the necessary support.
1.7. The Overarching Project Objectives for Monitoring and Evaluation The overarching objectives relevant to monitoring the principles of integrated implementation of
VGGT-F&G and for the development and monitoring of the Transversal project are clearly shown
in the Transversal project logical framework (see Table 8).
The project has one impact, two outcomes, and five outputs to measure the progress on the
implementation of the principles of integrated implementation of VGGT-F&G and for the
development and monitoring of the Transversal project at both the 10 In-country projects and the
Transversal project level. The impact, the outcomes, and the outputs are described below:
Impact: Improved governance of tenure of land, fisheries and forests contributing to the
eradication of hunger and poverty, to sustainable development and use of the environment in
Africa.
Outcomes:
Outcome 1: Pan–African Integrated (and, where possible, joint) implementation of the VGGT and
F&G. The specific outputs that will contribute to this outcome are Output 1, with Outputs 2 and 5
contributing partially. The outputs are indicated in the outputs section below.
Outcome 2: Increase in core elements of the VGGT–F&G implementation in the 10 In-country
projects through the support provided at the Transversal level, particularly in areas of capacity
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development, knowledge sharing, and monitoring and evaluation. The specific outputs that will
contribute to this outcome are Outputs 3 and 4, with Outputs 2 and 5 contributing partially.
Outputs:
Output 1: Awareness of the convergence and synergy of VGGT and F&G raised.
Output 2: Support to capacity development on governance of tenure and land policies in Africa
provided.
Output 3: ad hoc support for the start-up of the In-country projects provided.
Output4: Support to 10 In-country project, strengthening partnerships and exchanges delivered.
Output 5: Support to Transversal & Pan-African levels and overall Action communication
development provided.
1.8 M&E Information Map A M&E Information map has been prepared as part of the M&E framework depicted in Figure 1
below. The map is a visual tool for knowledge management. It is extremely important in making
sure that monitoring and evaluation activities inform future decision making and feedback to the
project.
M&E information maps can take on many different shapes, however, all should include:
Proposal documents (for example, Budget, Log Frame)
Project documents (for example, Work Plan, M&E Plan, Baseline)
M&E data collection sources (for example, Reports, Surveys, Meetings)
M&E reports (for example, Annual Report, Mid-term Evaluation, Final Evaluation)
M&E stakeholders (for example, Transversal project staff, partners (LPI), Beneficiaries,
Donors, and others).
The purpose of the M&E information map is to ensure that the proper documents and information
are disseminated and correctly used throughout the project cycle. In short, it’s a diagrammatic
representation of the gathering, processing, exchange, and feedback of data within the project.
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Figure 1: Project M &E Information Mapping Template
Project Proposal: Logic Model, Budget Sheet
Project Document: Work Plan, M&E plan, Base Line report, and others
Data Collection Sources Output, outcome and process
Periodic Activity Reports – Monthly, Quarterly, Annual based reports for output monitoring
Semi structured Interviews for output and outcome Monitoring
Activity implementation documents like training / demonstration attendant sheet, procurement documents, for output monitoring
Performance review and reflection meeting minutes and documents for output monitoring
Field observation reports for output and outcome monitoring
Pre and post test reports for output monitoring
Project Pilot Documents for output monitoring
Midterm Evaluation and Final Evaluation
M&E and Periodical Reports Review meetings minutes
Project Periodic Review Reports
Field and Panel Monitoring Reports
Annual Evaluation Reports
Midterm Review Reports
Midterm Evaluation Reports
Final Evaluation Reports
M&E and Project Stakeholders In country projects, Implementing partners / Technical Partners, CSOs, Donors /SDC, EU, Project Beneficiaries, Government Land Administration and Relevant agencies Offices, Project Office including Staff, LPI, FAO VGGT,
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2. The M&E Framework and African and Global Initiatives The M&E Framework design is primarily based on the draft LPI M&E Framework, developed to
track the implementation of the African Union Declaration on Land Issues and Challenges in
Africa. It refers and adapts many of the proposed tracking result areas of the integrated
implementation of VGGT and F&G of the LPI MEF to which it has developed proposed indicators
and an M&E matrix. The M&E framework has clear linkages with the country level, regional level
and global initiatives on land policy at large and tenure security in particular. These include
CAADP results framework, LGAF, SDGs, African Union Agenda 2063, etc. For instance, the
framework is aligned to the LGAF indicators, which contains principles laid out in the VGGT and
the F&G.
The VGGT and F&G are the two instruments which provide frameworks for good land governance
in Africa, and for improving agricultural production and achieving food security on the continent.
The M&E Framework thus has a link with the CAADP result framework objective 3.1: Effective
and inclusive policy design, implementation and evaluation capacity (policy practice). The M&E
framework is also linked to and its implementation will contribute to at least four of the SDGs (1,
2, 5, and 11):
SDG 1: End Poverty in all its forms everywhere, and target 1.4: By 2030 ensure that all men and
women in particular the poor and vulnerable, have equal rights to economic resources as well as
access to basic services, ownership and control over land and other forms of property inheritance,
natural resources, appropriate new technology and financial services including micro finance.
SDG 2: ‘End hunger, achieve food security and improve nutrition and promote sustainable
agriculture’. Target 2.3: By 2030, double the agricultural productivity and incomes of small-scale
food producers, in particular women, indigenous peoples, family farmers, pastoralists and fishers,
including through secure and equal access to land, other productive resources and inputs,
knowledge, financial services, markets and opportunities for value addition and non-farm
employment.
SDG 5: Achieve gender equality and empower all women and girls. Target 5.1: End all forms of
discrimination against all women and girls everywhere.
SDG 11: Make cities and human settlements inclusive, safe, resilient and sustainable. Target 11.1:
By 2030 ensure access for all to adequate, safe and affordable housing and basic services, and
upgrade slums. Target 11.3: By 2030, enhance inclusive and sustainable urbanization and
capacities for participatory, integrated and sustainable human settlement planning and
management in all countries. SDG 11 is included in this analysis because of the delicate interface
between urban and rural land uses and the transformation of agricultural lands to urban land uses
particularly in the peri-urban interface. Also some of the in-country project such as Angola deals
with both urban and rural land issues.
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Further analysis of the link of the M&E system with other African initiative shows that the system
has a link with Agenda 2063, Aspiration 4: A Peaceful and Secure Africa 33rd sub aspiration:
Africa will be a Peaceful and Secure Continent, with harmony among communities starting at
grassroots level ….... One of the importance of the implementation of VGGT and F&G is to enable
states to handle conflicts in respect of tenure of land, fisheries and forests: the VGGT principle
which justifies the system link with the above indicated African Aspiration. It is concluded that
the M&E system of the Transversal project has immense links with and contributions to several
development initiatives on the continent.
3. Project Risk Management The M&E system is affected by all risks affecting the project. Hence, the project risk as identified
in the Transversal Project document will automatically reflect the risk associated with the M&E
system. The key assumption is that there is a broad consensus that the VGGT provide balanced,
useful and practical guidance to the government, civil society and the private sector, and that this
stems from the breadth of the process involved in their preparation and negotiation. The main risk
to implementation of the VGGT at country level is that, in spite of the broad consensus on the
importance and usefulness of the Guidelines, individual powerful key stakeholders who benefit
from weak governance will be reluctant to join others in the consensus. More specifically the
successful implementation of the VGGT at country and local level strongly depends on the
political will of decision makers as well as on the attitudes and influence of private investors. The
project will therefore focus on awareness raising as well as on an inclusive approach to the
implementation of the VGGT in order to balance different stakeholders’ interest. Concerted action
by those stakeholders in favor of achieving responsible governance of tenure is needed. This will
be addressed, among other things, by supporting the establishment of national platforms which
include all stakeholders, including civil society organizations and academia.
Apart from the role powerful key stakeholders can play, the whole public sector is vulnerable to
corruption, especially in the area of land leasing. Targeted anti-corruption measures and control
mechanisms will therefore be supported, such as transparency standards, publication of guidelines,
public hearings, standards for participation and complaint and dispute resolution mechanisms etc.
With regard the risk internal to the M&E system, the main assumption is the cooperation of the In-
country projects to adapt and implement the M&E system. To minimize this risk, the Transversal
project will plan and periodically follow up the M&E system implementation by the in – country
projects.
4. The Project Management and Implementation Arrangements The M&E system will be implemented within the overall structure of the transversal project. The
project has an institutional framework, anchored by the MoU between the UNECA and FAO on
the integrated implementation of the VGGT and F&G and which forms the main institutional
relationship between LPI and FAO.
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The Project steering committee provides overall guidance for implementation of the Action. The
steering committee meets once a year, for the Action (Pan -African and Transversal levels). The
members are the LPI secretariat members, UNECA, the AUC, FAO, SDC and EU.
The relationship between FAO and LPI is intended to create a soft coordination process by constant
interaction between FAO headquarters and regional offices, LPI, and the two FAO officers based
in LPI premises.
The Transversal Project is responsible for the coordination of the 10 in-country Projects which
implement the VGGT and F&G at country level so as to bring about change in the tenure security
of land, fisheries and forests. The coordination will be done as per the cooperation with the projects
and described in the project document. This will extend to other implementing agencies which
have direct linkage with the country projects and therefore indirectly linked to the Transversal
Action.
The project has two officers who are under the supervision of the FAO – OPCL division with a
regular follow up by the FAO regional office in Addis Ababa. They are directly responsible for
the implementation of the Project. They prepare and submit to FAO - OPCL monthly activity
reports and an annual technical and financial report. They are responsible for the preparation of
the technical and financial planning and reporting of the Action activities for the Pan African level
and the Transversal level. They will be responsible for the implementation of this M&E
framework.
5. M&E Framework Implementation Budget The project "Support to and capitalization on the EU Land Governance Programme in Africa” is
financed under two sources: the European Union (EU) and the Swiss Agency for Cooperation and
Development (SDC) aimed at enhancing the integrated implementation of the VGGT and the F&G
at Pan African level and at supporting and consolidating the implementation of the EU Land
governance programme in 10 African countries (Angola, Burundi, Cote d’Ivoire, Ethiopia, Kenya,
Malawi, Niger, Somalia, South Sudan and Swaziland).
The M&E framework at the transversal level will be financed under the same sources allocated for
the M&E of the project at Transversal level. At the country level, the projects are responsible for
financing the M&E activities and events.
6. The M&E Framework Design The M&E framework is built on the key parameters of the project. It has thoroughly reviewed and
adopted the overall goal or desired change and effect, the main beneficiaries or audience that the
project seeks to benefit, the hypotheses or assumptions that link the project objectives to specific
interventions or activities, the project scope and size, the extent of participation in and capacity for
M&E, the project duration, and the overall budget of the project.
The framework and its implementation is to measure the progress of the Transversal Project
“Support to and capitalization on the EU Land Governance Programme in Africa” and focuses on
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tracking the progress on the integrated implementation of the LPI F&G and the VGGT.
Accordingly, the M&E framework develops an M&E matrix at two thematic areas: M&E matrix
for Key Result Areas of Integrated Implementation of VGGT and F&G, and M&E matrix for Six
Key Thematic Issues of the Transversal project. The matrices are elaborated further below.
The M&E system has designed different tools and instruments that will be put to use during the
framework implementation. The tools and instruments are described below:
6.1. Tools and Instruments of the M&E Framework
6.1.1. M&E Matrix
The M&E matrix is constructed to show what to monitor, the baseline, the data source,
methodology for data collection, frequency of M&E, who is responsible for data collection,
analysis, reporting, and M&E event coordination/ organization (see Annex II Tables 2a and 2b for
the detail). As stated above, the M&E matrices are: M&E matrix for Key Result Areas of
Integrated Implementation of VGGT and F&G, and M&E matrix for Six Key Thematic Issues of
the Transversal project.
The integrated implementation of the VGGT and the F&G, based on the LPI draft M&E
Framework (MEF), has six key result areas with 10 criteria / principles (indicators) for tracking:
relevance, effectiveness, efficiency, sustainability, empowerment, gender responsiveness,
adequacy, participation and inclusiveness, performance, and impact (see Annex Ia). The M&E
framework is thus directly linked to the LPI draft MEF. The framework also take into account
indicators proposed by the LGAF and the Land Governance Indicators (LGI). The main M&E
matrix is indicated in Annex II: The M&E matrix for integrated implementation of VGGT and
F&G (Table 2a) and the M&E matrix for the six key thematic issues for the transversal project
(Table 2b).
The matrix suggests a participatory approach to implementation, depending on the type of
indicators and its data requirements. Data collection methods suggested include document review
(project performance reports, M&E Reports, etc.), special studies, expert assessment, survey, and
stakeholders interviews. The framework suggests the frequency of undertaking monitoring events
(every quarter) and suggests the project to undertake indicator/ project evaluation in the midterm
and the end of the project period. Additionally, the framework suggests that the project
(specifically M&E officer, and the project manager), stakeholders, and M&E consultant (whenever
necessary) be responsible for M&E event organization, coordination, data collection, analysis, and
reporting of the M&E results depending on the selected indicator.
The M&E matrix for the Six Key Thematic Issues of the Transversal project (Annex II Table 2b)
has 17 indicators for tracking. These indicators were selected and developed to have at least 80%
convergence across the 10 In-country projects. The remaining 20% are for country specificities.
The country specific indicators are Land tenure and Natural Resources / Stock identified /
Registered, and Database on the land and natural resource stock developed. They form the last two
rows of the matrix shown in Annex II Table 2b. The matrix shows all the M&E activities, the
methodology to be followed, responsible persons, and frequency of the M&E events. The
18
framework is designed to enable sufficient information to be collected for realistic and evidence
based assessment on the progress of implementation.
6.1.3. M&E Timetable
The M&E framework includes a timetable which schedules and summarizes the period the M&E
events will occur, the stakeholders to involve in the M&E Events, and the indicators to track. It
helps to alert the project M&E coordinators to plan and implement the M&E activities. The
proposed M&E timetable is attached to this report in Annex II Table4.
6.1.4 Data Collection Template
The framework includes a data collection and indicator reporting templates. While the data
collection template is used for collecting data and reporting on the progress of a single indicator
performance, the indicator reporting template is used for periodic and cumulative reporting on
progress of implementation of the project for both the Transversal Project and the in-country
Projects. The templates are provided in Annex II Table5 and Table 6 of the report.
7. Resources and Capacity Required for the M&E Framework The M&E framework implementation requires technical capacity, financial and material
resources. M&E units should have specifically assigned individuals who are motivated,
committed, competent and carrying out M&E activities. There should be project resources to cover
costs related to data collection and information dissemination. Other resources like indicator
guides, manuals, communication tools are required. Capacity of in-country projects will be
developed in the use of the framework particularly during capitalization meetings. They will
include concepts and basic knowledge particularly on data collection, analysis, reporting, and
dissemination of M&E findings and learning. Use will also be made of the knowledge management
platform, transversal project missions, and any other possible opportunities to build the capacity
of the in-country projects.
8. M&E and Reporting Structure Data generated through the M&E Framework will be used to compile progress reports in
implementation both at the in-country and transversal levels, particularly on the VGGT and F&G
principles in implementation. In-country projects will report on M&E activities and file date
through the KM platform which will then be accessed by the transversal and Pan African
components. Thus the M&E framework is expected to cascade from the transversal level to the in-
country project level. Primarily the M&E expert and the project coordinators are responsible for
organizing the M&E activities and events and for filing the reports on the KM platform. Both are
responsible for data collection, analysis, reporting and dissemination of M&E results on the project
behalf except for the M&E events which are led by external consultants. Only data validated by
the projects will be uploaded on the KM platform and disseminated beyond the project confines.
The Transversal project will have two roles in the implementation of the M&E system. One is that
it directly exercises a monitoring function of the 10 In-country projects in terms of VGGT and
19
F&G application and report the results / findings to the respective in-country projects and
stakeholders. Secondly, the Transversal project will aggregate and consolidate in one report the
project progress reports of the 10 In-country projects to provide the overall picture of progress
made in VGGT and F&G implementation. The report will be disseminated to the funding partners
and other Global, regional and country level stakeholders through flagship events and the
knowledge management platform.
M&E Framework and the Knowledge Management Platform
The M&E framework will be an integral part of the web-based knowledge management platform
developed for the project (www.africanlandpolicy.org/eulandgovernance). Access to M&E reports
and data will be in the private space of the platform which will require authorization to access. All
information and documents on the project will be uploaded and made available on the Knowledge
Management platform. A final evaluation of the project will be undertaken and the report will be
uploaded on its knowledge management platform to make them available for in country projects,
LPI, and anyone interested and allowed to access. Moreover, the map shows the source, the flow,
supply of inputs/ exchange, the kind, and use of information for M&E activities – for output/
outcome/process monitoring, conducting different levels of evaluation, and dissemination of
results.
9. M&E Framework Implementation Implementation of the M&E Framework will be led by the transversal project with active
participation from the stakeholders at national level. For instance, CSOs working on land issues at
country level will be involved in the M&E activities and events. They will participate in M&E
system design, system piloting, system validation, indicator selection, M&E activities: data
collection, analysis, reporting, and provision of feedback and technical support (capacity building,
financial and material support) at the country level. They are also the main actors to advocate and
urge for participation and inclusiveness on progress tracking during implementation. In the same
way, development partners working in the in-country projects will support the system
implementation largely by participating in the M&E activities that are coordinated under either the
Transversal or the country level projects. Similarly, academia and research institutions will support
the M&E system implementation with the provision of primary/ secondary data and undertaking
relevant research. Policy makers, law makers, advocates and others who are working on land
governance improvement initiatives at country, regional, and global level are users of the M&E
result. Moreover, the M&E result at the transversal level will feed the LPI for continental / pan
African / level with the experiences, best practices, and lesson learned gained through the
Transversal project and the 10 In-country level project implementation.
The Transversal project has drawn two strategies for implementation of the system:
Cascading the M&E system to in-country project level: The M&E Framework is expected to
be used by in-country level projects. The transversal project will provide technical support to the
in-country projects to adopt the M&E framework and develop their own project level system. This
will include mentoring, access to M&E documents, professional advice, review of draft
frameworks, and other.
20
Piloting the M&E system: Piloting is a means of learning what works and what does not. It is a
way of making small mistakes early rather than big mistakes later. Piloting the M&E System in
selected 10 In-country projects is planned to further validate and field-test the system
implementation. Piloting of indicators and the information requirements behind them is important
to avoid risk involved in the future implementation of the system. A pilot alerts managers with
some indicators for which data do not exist, or for which data is too costly, time consuming, or
complex to obtain, providing opportunity to set an indicator on the basis of existing secondary data
that are already being collected across an organization or government as opposed to creating a new
indicator that needs its data collection mechanism. Hence, the project will attempt a thorough
testing of the data sources, collection and analysis strategies, and means of reporting. Two of the
in-country projects will be selected for the pilot. A separate pilot strategy has been prepared for
this activity (Appendix ….).
10. Conclusion The M&E framework provides the Transversal project with a good monitoring mechanism. All
components of a robust M&E system are present including the M&E matrix and the M&E
information map. It is suitable for cascading to the current in-country projects and subsequently
any other in-country project that will be implementing projects on VGGT and F&G. The M&E
matrix shows the what, when, how and by whom to monitor all the indicators of the Transversal
project and the in-country specific indicators. The M&E information map guides the M&E system
implementers on how the flow of information on both the M&E results and the source of data for
the Transversal project and the in-country projects specific indicators flow among all the M&E
framework implementers and data users.
Project implementers at transversal and in-country level, development partners, civil society
organizations and other key stakeholders have a monitoring framework that responds to the needs
of the project. It is very useful for monitoring performance at output and outcome levels and
contribute to the achievement of overall goals of the projects.
21
References
The In country level projects documents on Land Policy and Governance System Improvement,
(2014).
AAU, Draft Measure Evaluation, (2006), How to Develop - Implement an M-E Plan.
AU, (2015), Agenda 2063, the Africa We Want, Final Edition, AUC-ECA-AfDB Consortium,
2010, Framework and Guidelines on Land Policy in Africa, Land Policy in Africa: A Framework
to Strengthen Land Rights, Enhance Productivity and Secure Livelihoods, Addis Ababa, Ethiopia.
Chaplowe, Scott G. 2008. “Monitoring and Evaluation Planning” American Red Cross/CRS M&E
Module Series. American Red Cross and Catholic Relief Services (CRS), Washington, DC and
Baltimore, MD.
Concept Note on the VGGT and the F&G’s relationships and synergies that call for their joint and
integrated implementation in Africa, LPI, AFDB, ECA and FAO.
CRC, Creative Research and Evaluation Centre, (no date), Kampala, Uganda.
FAO UN, (2012), Voluntary Guidelines on the Responsible Governance of Tenure of Land,
Fisheries and Forests in the Context of National Food Security (VGGT).
First Capitalization Meeting Minutes and Presentations, (February, 2015).
Second Capitalization Meeting Minutes and Presentations, (November, 2015).
Framework for effective monitoring and evaluation to measure ICRISAT’s impact, (no date).
International Federation of Red Cross and Red Crescent Societies (IFRC), (2011),
Project/programme monitoring and evaluation (M&E) guide, Geneva, www.ifrc.org
International Land Coalition (ILC), (2013), Benchmarks for land governance in Africa,
International Land Coalition Secretariat at IFAD, Rome, Italy: [email protected]
www.landcoalition.org.
Jody Z. Kusek, Ray C. Rist, (2004), A Hand Book of Development Practitioners: Ten Steps to a
Results-Based Monitoring and Evaluation System, The World Bank, Washington DC.
LPI, (2012), Tracking Progress in Land Policy Formulation and Implementation in Africa,
Background Document, Addis Ababa.
LPI, (2015), Monitoring and Evaluation Framework for the implementation of the African Union
Declaration on Land Issues and Challenges in Africa (DRAFT).
NEPAD Planning and Coordinating Agency, (2015), the CAADP Results Framework (2015-
2025).
Simister N., (2009), Developing M&E Systems for Complex Organizations: A Methodology,
INTRAC, Oxford, UK.
Support to and capitalization on the EU Land Governance Programme in Africa / EU Project
document, (2014).
22
The World Bank, (2004), Some Tools Methods and Approaches, Monitoring & Evaluation,
Washington DC.
The World Bank, (2013), Land Governance Assessment Framework, Implementation Manual,
Version: October 2013, Washington DC.
The World Bank, (no date), Monitoring &Evaluation: www.worldbank.org/html/oed, Washington,
D.C.
Uganda Bureau of Statistics (UBOS), (2009), National Statistical System (NSS), Monitoring and
Evaluation Framework 2009 – 2012, UBOS, Uganda.
UKaid–DFID, Search for Common Ground, and US Institute of Peace, (no date), Monitoring and
Evaluation Plan Module.
UN. (2015). Resolution adopted by the General Assembly on 25 September 2015, 70/1.
Transforming our world: the 2030 Agenda for Sustainable Development.
Welsh N., (2005), Monitoring & Evaluation Systems Manual (M&E Principles), A joint UNDP
Mekong Wetlands Biodiversity Conservation and Sustainable Use Programme, The World
Conservation Union, Asia Regional Office, Wattana, Thailand Web: www.mekongwetlands.org.
23
Annex I
Table 1: Key Results Areas to Track in the F&G and the VGGT Result Area (RA) Themes in the F&G Themes in the VGGT* Criteria/Principles to
track
Result Area 1 Effective use of resources (5) Holistic and sustainable
approach
Efficiency/Sustainability
Result Area 2 The extent of organized
consultative and other
participative processes
(2) Non-discrimination
(6) Consultation and
participation
Participation and
inclusiveness
Result Area 3 Effective institutional
capacities
Capacity development/Policy,
legal and organizational
frameworks related to tenure
Effectiveness/Adequacy
Result Area 4 Equality of access to
decision-making by all
stakeholders, particularly
women
(2) Non-discrimination
(3) Equity and justice
(4) Gender equality
(8) Transparency
Participation,
Empowerment and
gender responsiveness
Result Area 5 Rate of delivery of services/
outputs
(10) Continuous improvement Performance
Result Area 6 Adequacy of outcomes (3) Equity and justice Relevance
Result Area 7 Achievement of desired
impacts
(5) Holistic and sustainable
approach
Effectiveness, impact
and sustainability
* The numbers in brackets () refer to the numbering of the principles in the VGGT. The key Result Areas are shown as
they are shown in the LPI MEF.
Source: Monitoring and Evaluation Framework for the implementation of the African Union Declaration on Land Issues
and Challenges in Africa (June 2015)
24
Annex II. M&E Matrix
Table 2a: M&E Matrix for Integrated Implementation of the VGGT and F&G Result
Area
Themes of the
F&G
Themes of the
VGGT
Criteria/
Principles to
be tracked
Indicators Baseline /
before the
project
intervention
Data Sources (from
where data is
collected)
Information
Required
Data Collection
methodology
M&E events
/ Frequency
Responsible
person
1 Effective use of
resources
(5) Holistic and
sustainable
approach
Efficiency
Sustainability
# of persons with
secured land tenure
rights under the
implementation of
VGGT and F&G by
the in country
project intervention
# of policies
developed and
implemented
# of vulnerable
group, IDPs,
community,
disaggregated by
gender and
# of CSOs involved
in land, forest, and
Fisheries tenure
security issues
Current
/Existing # of
people with
secured land
tenure right
# of Existing
policies
Performance reports of
projects, Government
and non-government
Land and natural
resources protection
agencies etc
M&E Reports
# of people with secured
land tenure right, Forest
and Fisheries –holding /
tenure right and use
# and type of policies
developed # and type of
policies developed and
implemented
# , type, responsibility,
declaration of institutions
established
# of vulnerable group,
IDPs, community, ,
segregated by age and sex
# and list of CSOs
involved in land, forest,
and Fisheries tenure
security issues
# and type of awareness
raising
# and type of CB support
provided
# and type of decisions
passed over on natural
resource issues by
participants Resource
used, # of peoples
addressed, land tenure
right secured etc.,
# and type of VGGT
principles deployed, # of
decisions passed over on
natural resource issues
by participants
Participatory
method of data
collection
Document
Review, special
studies, Expert
assessment,
survey,
stakeholders
interview,
structured
questionnaire
Monitoring every
quarter
Evaluation –
Every year,
midterm, end
evaluation
The project
(M&E officer,
and the project
manager)
Stakeholders &
M&E consultant
25
Result
Area
Themes of the
F&G
Themes of the
VGGT
Criteria/
Principles to
be tracked
Indicators Baseline /
before the
project
intervention
Data Sources (from
where data is
collected)
Information
Required
Data Collection
methodology
M&E events
/ Frequency
Responsible
person
2 The extent of
organized
consultative and
other participative
processes
(2) Non-
discrimination
(6) Consultation and
participation
Participation
and
inclusiveness
# and % of
vulnerable people/
women, men, IDPs,
traditionally
marginalized/
disaggregated by
gender
# of peoples who
have legitimate land
right engaged in land
administration
policies
development,
implementation and
major decision
making
Existing #
and % of
vulnerable
people who
lacked access to
land tenure
security
disaggregated
by gender
Existing # of
peoples who
have legitimate
land right
disaggregated
by gender
Performance reports of
projects, Government
and non-government
Land and natural
resources protection
agencies etc
M&E Reports
# of vulnerable people
disaggregated by sex, age
and # of peoples who
have legitimate land right
engaged in management
of land, forest and
fisheries, in land
administration policies
development,
implementation and
major decision making
Participatory
method of data
collection
Document
Review,
structured
questionnaire
Monitoring every
quarter
The project
(M&E officer,
and the project
manager)
3 Effective
institutional
capacities
Capacity
development/
Policy, legal and
organizational
frameworks related
to tenure
Effectiveness # of land policies,
legal and
organizational
frameworks
developed directly
linked to VGGT,
F&G.
# of persons
trained directly in
relation to VGGT
and F&G
Existing # of
policies, legal
and
organizational
frameworks
developed with
elaboration on
their fairness to
all, and
existing # of
people who had
been trained
land tenure
security
Performance reports of
projects, Government
and non-government
working on Land and
natural resources
M&E Reports
# and nature of policies,
legal and organizational
frameworks developed;
# of persons trained
directly linked to tenure
security improvement on
land, Forest and Fisheries
Participatory
method of data
collection
Document
Review, survey,
Expert
assessment,
special studies,
structured
questionnaire
Monitoring every
quarter
The project
(M&E officer,
and the project
manager)
Stakeholders &
M&E consultant
4 Equality of access
to decision-
making by all
stakeholders,
particularly
women
(2) Non-
discrimination
(3) Equity and
justice
(4) Gender equality
(8) Transparency
Participation,
Empowerment
and gender
responsiveness
# of women /
vulnerable people
participating in land
tenure system
improvement
initiatives under
VGGT and F&G,
during the project
implementation
# of women/
vulnerable
people
participating in
tenure right
issues of the
government
before the
project
intervention
Performance reports of
projects, Government
and non-government
working on Land and
natural resources,
national statistics office,
etc.
M&E Reports
Information on Non-
discrimination, Equity
and justice, Gender
equality, Transparency
and Equality of access to
decision-making by all
stakeholders, particularly
women and
# of women / vulnerable
participating in land
Participatory
method of data
collection
Document
Review,
qualitative
survey, Expert
assessment,
special studies,
Monitoring every
quarter
Evaluation –
Every year,
midterm, end
evaluation
The project
(M&E officer,
and the project
manager)
Stakeholders
with an
assistance of
M&E consultant
26
Result
Area
Themes of the
F&G
Themes of the
VGGT
Criteria/
Principles to
be tracked
Indicators Baseline /
before the
project
intervention
Data Sources (from
where data is
collected)
Information
Required
Data Collection
methodology
M&E events
/ Frequency
Responsible
person
tenure system
improvement through
VGGT /F&G
implementation during
the project
implementation
structured
questionnaire
5 Rate of delivery of
services/ outputs
(10) Continuous
improvement
Performance
/Efficiency
Effective M&E
system developed
and implemented to
track progress in the
10 in-countries and
the Transversal level
none The projects,
Government and non-
government
organizations working
on Land and natural
resources, national
statistics office, etc
M&E Reports
Robustness of the M&E
system. Implementation
results of the M&E
Systems on lesson
learned, best practices,
improvements on tenure
system and new policies
implementation
Survey, Expert
assessment,
special studies,
Stakeholders
interview
Monitoring every
quarter
Evaluation –
Every year,
midterm, end
evaluation
The in country
project (M&E
officer, and the
project manager)
Stakeholders &
M&E consultant
27
Table 2b: Six key VGGT and F&G thematic issues at Transversal Level M&E Matrix Key VGGT and
F&G thematic
issues
Indicators Dimensions of the Indicators Baseline
(base year)
Data Sources
(from where
data is collected)
Target (5yr.) Data
Collection
methodology
Information
collected or
Required
M&E
events
Frequency
Responsible
Awareness
raising
Production of
material on the
VGGT and F&G
integrated
implementation
# of Leaflets/ guides presenting both
approaches and their convergence and
synergies disseminated
Road map for integrated
implementation prepared by the end of the
inception phase
VGGT and F&G documents translated
in to different language (Portuguese,
French, etc)
0
Project
performance
reports, M&E
reports
M&E system
Report
Leaflets/ guides on convergences
and synergies ready by the end of
the first year.
Road map prepared by the end of
the inception phase.
3 trainings delivered at pan-
African and national levels
200 persons trained at pan-
African level.
At least 2 high level meetings
attended per year.
At least 2 presentations of the
VGGT–F&G integration.
M&E System for integrated
implementation defined by the end
of the inception phase.
Participatory
method of
data collection
Document
Review on
performance
and
procurement,
structured
questionnaire
Print types and
quantity, high
level meeting
minutes,
presentation,
M&E system
report etc.
# and type of
language
VGGT and
F&G
documents
translated
Monitoring
Every
quarter
The project-
includes the
project
manager,
M&E officer
Integrated
implementation
workshops organized
Number of awareness raising
workshops delivered.
Number of participants disaggregated
by gender.
# of trainings
and topics
covered and
participant by
gender
Mainstreamed of
VGGT–F&G in
flagship / continental
level conferences,
work shop /
initiatives.
Number of participation in high level
meetings.
Number of presentation on VGGT–
F&G convergence.
# of high level
meeting
participated and
# of minutes,
# of
presentations
on VGGT–
F&G
convergence.
The
Transversal
project
The
Transversal
project
Common set of
indicators to address
the implementation of
VGGT–F&G in
Africa developed
An M&E system for VGGT and F&G
integrated implementation in place and
agreed at Transversal and Country level
projects
M&E system
presence and
content
28
Key VGGT and
F&G thematic
issues
Indicators Dimensions of the Indicators Baseline
(base year)
Data Sources
(from where
data is collected)
Target (5yr.) Data
Collection
methodology
Information
collected or
Required
M&E
events
Frequency
Responsible
Capacity
Development
Contextualized
capacity development
tools prepared and
disseminated
Number of contextualized capacity
development tools prepared by the 10 In
country projects.
0
Project
performance
reports,
M&E reports
At least 3 contextualized capacity
development tools ready at the end of
year 2.
Contextualized capacity development
delivered to relevant 10 country team
for their work on the areas covered by
the tools by the end of year 2.
At least half of the tools adapted and
ready by the end of the inception
phase.
At least one event of lesson learnt
sharing per year
At least 300 persons trained by the
end of the Programme
Participatory
method of data
collection
Document
Review,
performance
report,
structured
questionnaire
# and type of
contextualized
tools prepared,
# and type of
contextualized
tools
disseminated
# and type of
contextualized
capacity
development
tool adapted.
List of persons
categorized by
gender,
expertise &
institutions and
topics of
contextualized
capacity
development
delivered
# of event
for lesson
learnt sharing
# of
participants on
the lesson
learnt sharing
event by
gender
Monitoring
Every
quarter
The In
country
project
(M&E
officer, and
project
Manager)
Tools standardized
for dissemination at
national workshops
# of tools standardized and disseminated
at the national workshop
Lessons learnt
exchanges Number of persons participating in the
lesson learnt sharing experiences
disaggregated by gender.
ad hoc support
provided for the start-
up of the In country
projects
Opening capitalization meeting is held.
Regular contacts with the 10 In-country
project partners.
Support to
countries
provided
Templates for
harmonized reporting
designed
# of templates designed
0 Project
performance
reports
One Capitalization meeting held
in the first quarter.
One mission in each of the 10
countries during the first year.
Document
Review on
performance
report
List of
Countries and
participant,
minutes of
meetings, main
issues
discussed, # of
meeting and
minutes
Monitoring
at the
beginning
of the
project
The
Transversal
project
29
Key VGGT and
F&G thematic
issues
Indicators Dimensions of the Indicators Baseline
(base year)
Data Sources
(from where
data is collected)
Target (5yr.) Data
Collection
methodology
Information
collected or
Required
M&E
events
Frequency
Responsible
Support to
countries the 10
In country
projects,
strengthening
Partnerships and
exchanges to 10
In country
projects provided
Support provided to
10 In country projects
to design their own
M&E system
M&E system of the transversal level
cascaded to the 10 In country projects.
# of inputs delivered for the 10 In-
country projects to develop M&E systems
0
In country
projects
performance
report
Transversal
project
performance
reports
The consultant’s
report
One template for harmonized
reporting prepared by the end of the
inception phase.
10 In country projects cascaded
the M&E system of the transversal
project
Technical inputs delivered for 10
in-country projects to develop their
M&E system
A Web-based knowledge
management platform
operationalized by the end of the
first year.
2 capitalization meetings a year
Document
Review on
performance
reports and
capitalization
meeting
minutes
KM consultant
report review
# of templates
designed
Monitoring
every
quarter
The
Transversal
project
The project
(M&E
officer, and
the project
manager
The
Transversal
project
Knowledge
management web
platform on land
governance
developed and
operationalized for
the 10 in country
projects
Information uploaded for access by the 10
in country projects
Cascaded M&E
system report
and its content
# and type of
inputs provided
Activities of the In
country projects
coordinated at
Transversal level
# of Capitalization meetings conducted per
year.
KM consultant
report and its
content
M&E system for
transversal level
designed, piloted and
implemented
A report on the outcome of the pilot
presented and validated
Regular (quarterly) M&E reports
produced by the 10 in country projects in
line with the system
# of actions on M&E findings taken by
the 10 in country projects and the
transversal project
# and content of
meeting s and
minutes
Effectiveness of
the M&E system
of the Transversal
project assured
Stocktaking of
existing
communication tools
and process
completed
A report on the existing communication
tools, target audiences and key messages
prepared
0
Transversal
project
performance
reports and the
consultant’s
report
An M&E system designed at the
transversal level and implemented at
In country project level beginning
the 3rd capitalization meeting
Project
performance
reports review
Or Interview
M&E reports and its
content (results,
actions taken)
Number of areas
M&E system piloted.
M&E system pilot
report
Information on M&E
system adherence,
use, implementation,
strength and
weakness
Monitoring
every
quarter
Evaluation
after the
M&E
system
developed
The in
country
project
(M&E
officer, and
the project
manager)
The
Transversal
project
30
Key VGGT and
F&G thematic
issues
Indicators Dimensions of the Indicators Baseline
(base year)
Data Sources
(from where
data is collected)
Target (5yr.) Data
Collection
methodology
Information
collected or
Required
M&E
events
Frequency
Responsible
Communication
Strategy
developed
Existing
Communication
Strategy tools
Reviewed
# of existing communication strategy
tools reviewed
existing communication strategy tools
review document produced
0 project
performance
reports and the
consultant report
Existing communication strategy
tools review document delivered on
3rd capitalization meeting
Project
performance
report review
Content of the
report Monitoring
every
quarter
The
Transversal
project
Communication
Strategy developed
with required
definitions and
implemented
Communication strategy document
validated by July 2016
Communication plan for the action
prepared for both Pan African and
Transversal levels
0 project
performance
reports and the
consultant report
One Finalized Communication
strategy document implemented by
the fourth capitalization meeting
Project
performance
report review
Communication
strategy content Monitoring
every
quarter
The
Transversal
project
Legitimate tenure
rights/ Natural
Resources stock
recorded
(Country specific
monitoring
indicator)
# of persons with
legitimate tenure
rights recorded as a
result of the VGGT
and F&G
Number of community land/ parcels geo
referenced, demarcated, recorded.
Areas of natural resources geo
referenced, demarcated, registered,
cadaster developed etc.
0 project
performance
reports
2 GIS at provincial/ community level
prepared
Project
performance
report review
and the record
document
-List and size of
natural
resources geo
referenced,
demarcated by
type of use and
ownership (by
gender),
registered,
cadaster
developed,
-Classification
of the rural
people by
livelihood and
land tenure and
natural resource
landholding by
gender
Monitoring
every
quarter
The 10 in
country
projects
project
31
Table 3: M&E Timetable to Track in the F&G and the VGGT
General and
Specific activity
M&E Events
Time
Stakeholders to involve in the
M&E Events
Indicators To Track
M&E System in
place
May 2016
By the In country
project
Every Quarter
Beginning June 2016
The in-country Project Partner,
the community, the relevant
Gouvernement Agencies working
on Land Issues of the country
On selected indicators with the
transversal project, the
stakeholders, the in country
project from those indicated in the
M&E Matrix
By The Transversal
Project
Semiannually
Beginning
June 2016 (combined
with mission visit)
The in-country project, the
community, the relevant
Government Agencies working
on Land Issues of the country
On selected indicators by the
transversal project as per the M&E
Matrix
Annual internal
Evaluation
August 2016 All stakeholders of the in-country
Project Partner including the
community in the project area by
the relevant Government
Agencies
On selected indicators of those,
but not limited to indicators shown
in the M& E matrix for evaluation
based on the evaluation criteria*,
the stakeholders and the project
can suggest
Midterm Evaluation August 2017 All stakeholders of the in-country
Project Partner, the community,
the relevant Government
Agencies led an External
consultant
On the overall performance in the
midterm of the project sticking to
the common evaluation criteria
and ToR of the evaluation
developed by the transversal
project and the LPI
Annual Evaluation August 2018 All stakeholders of the in-country
Project Partner, the community
led the relevant Government
Agency
On those selected indicators, but
not limited to indicators shown in
the M& E matrix for evaluation
and sticking to the common
evaluation criteria, the
stakeholders and the project can
suggest
Terminal
Evaluation
August 2019 All stakeholders of the in-country
Project Partner, the community,
the relevant Government
Agencies and an External
consultant
On the overall performance of the
project sticking to the common
evaluation criteria and ToR of the
evaluation developed by the
transversal project and the LPI
* Evaluation Criteria are relevance, efficiency, effectiveness and sustainability
32
Table 4: Indicator Reference Sheet Template for the Transversal Project and
the 10 In-country Projects Indicator : For EXAMPLE Number of people who secured tenure right during the implementation of the project in last quarter
In Country Project: For EXAMPLE - Promoting Responsible Land Governance for Sustainable Agriculture in Malawi OR Securing of Pastoral Land Systems in Niger By Strengthening the Land Governance
Project Objective: For EXAMPLE - Improve the Livelihoods of the Population, Particularly In The Rural Areas of the Country, through Sustainable Agricultural Development in Malawi OR Contribute to Securing Pastoral Land Systems in Niger
Project Area: All the regions of Niger
Project / programme Element: Component One
Name of Indicator (1.1) on the M&E Matrix for tracking: For EXAMPLE Indicator number xx, Key Result area XX to Track in INTEGRATED IMPLEMENTATION of the F&G and the VGGT M&E Matrix or of the five Core Elements / KEYVGGT and F&G thematic issues at Transversal Level M&E Matrix
Is this a quantitative or qualitative Indicator? For EXAMPLE - quantitative
DESCRIPTION
Precise Definition(s) of the Indicator: For EXAMPLE the number of people who secured tenure right with the government in the last quarter
Unit of Measure of the Indicator: For EXAMPLE number
Disaggregated by (gender, or other): M__________ F______________
Justification & Management Utility of the Indicator: For EXAMPLE- It is one if the indicator to show the performance of the project. It will inform the management the number of people with tenured secured right, and the progress in the land governance issue of the country
Plan for data acquisition BY The Transversal Project: For Example, Every quarter within Five days of the beginning of the next quarter
Data Collection Method: For Example; Document Review
Data Source: For example; Government record on Land
Frequency and Timing of Data Collection: For example; Quarterly basis, at the last week of the end of the quarter
Individual Responsible Data Collection, Analysis, and Reporting: For Example; M&E Specialist
Individual Responsible for Providing Report to Transversal project Coordination Office: For Example; The In- country project manager
Indicator Performance (Performance in Relation to the progress; for example- #of persons who secured tenure right, Hectare of land recorded/ registered / cadaster by the government by this quarter): For EXAMPLE ; xx number of persons secured tenure right in this quarter, yy hectare of land distributed to the vulnerable, zz hectare of land registered by the government in the last government.
OTHER NOTES (for example- unintended results occurred during the implementation of the project in this quarter): ): For EXAMPLE; Increase in the number of vulnerable people due to internal migration
Notes on Baseline/Target: For Example; Baselines-Total /WWW) number of persons with no secured tenure right before the project intervention, Target- XXX number of persons will secure tenure right in the next four years.
33
Achievement over the Target and the Baseline) (X% of the target, Y% Over the Base Line): For Example, X% of the target= (xx/XXX)*100 ; Y% Over the Base Line=(xx/WWW)*100
Location of Data Storage (for example at the project data base, Knowledge Management Platform of the Transversal Project and LPI): For Example – in the project Data Base/ MAY BE EXCEL or other/ or Knowledge Management Platform
Other Notes ( for example, challenges, lessons learned during the project implementation at this quarter): For Example; logistic services (no vehicle to go field and collect data…) , data access problem with the agencies, community resistant etc
This sheet last updated on: dd/mn/yr
34
35
Table 5: Indicator Performance Reporting Template
Result Area Indicator Baseline (2014)
Data Sources
Progress of the
indicators implementation
Milestone /yr.
Cumulative Achievement/ Progress of the
indicators implementation
to date
Target (4yr)
% of achievement
36
Annex III. Table 6: Logical Framework of the Action / Transversal Project
Results Chain
Indicators
Assumptions
Indicators Target Means of verification
Impact
Improved governance of tenure of land,
fisheries and forests contributing to the
eradication of hunger and poverty, to
sustainable development and to the
sustainable use of the environment in
Africa.
Improvement of the governance of
tenure contributing to the eradication of
hunger and poverty, to sustainable
development and to the sustainable use
of the environment.
CFS monitoring of the
implementation of
the Voluntary
Guidelines.
Survey
Outcome 1
Pan–African Integrated implementation
of VGGT and F&G
# of member states practiced the
integrated implementation of the VGGT
and F&G under the leadership role of
LPI in the process of VGGT and F&G
implementation in African countries in
2019 ( by the end of the project year)
All African countries with the means that
LPI has to support countries in the integrated
implementation of the VGGT and F&G by
the end of the project year.
Programme records
LPI activities report
Publication on VGGT–
F&G integrated
implementation.
Assumption: There is a broad
consensus that the VGGT and the FG
are moving along the same line and
heading towards a same goal of
providing balanced, useful and
practical guidance to governments,
civil society and the private sector.
Risk: In spite of the broad consensus,
individual powerful key stakeholders
who benefit from weak governance
will be reluctant to proceed with the
implementation of the VGGT and
F&G.
Risk: Due to financial crisis at
national or international level VGGT
and F&G implementation are not
given priority.
Outcome 2
Increased in core elements of VGGT–
F&G implementation in the 10 In-
country projects through the support
provided at the Transversal level,
particularly in areas of capacity
# of the core elements of the VGGT
and F&G practiced by the 10 In country
projects in the implementation of the
VGGT and F&G with African nations
under process lead of by the LPI in
2019.
10 countries practiced all the core
elements of VGGT and F&G by the end of
the project year
Programme reports
Projects records
National and
Transversal Steering
committees’ reports.
Assumption: collaboration
mechanisms amongst the 10 In
country partners are functioning and
feeding the transversal process.
Risk: Some executing agencies may
have higher difficulties to implement
37
development, knowledge sharing, and
monitoring and evaluation
the VGGT – F&G and, thus, may have
difficulties to feed into the
harmonization process.
Output 1
Awareness of the convergence and
synergy of VGGT and F&G increased.
Integrated (and, where possible, joint)
implementation of VGGT and F&G
strengthened.
Business plan for VGGT F&G
integrated implementation placed,
M&E indicators for integrated
implementation defined and filled
Plan for VGGT F&G integrated
implementation is prepared by the end of
the first year
System for monitoring and evaluation of
governance of tenure in Africa and
integrated implementation of VGGT and
F&G is operational by the end of the Action
Programme records.
CFS monitoring at
pan-African and country
levels.
Risk: modalities to have the M&E
indicators endorsed have not been
defined. Official endorsement may
request more than one year.
Output 2
Support to capacity development on
governance of tenure and land policies
in Africa provided.
Number of change agents / relevant
persons who have developed their
capacities through training, receiving
guides or participating to the lessons
learnt sharing
At least 300 change agents / relevant
persons have developed their capacities
through training, receiving guides or
participating to the lessons learnt sharing
Projects
records/reports.
Programme records.
Output 3
ad hoc support for the startup of the In
country projects provided Coordination mechanisms planned and
ad hoc support provided.
The 10 In country projects are
operational for the integrated
implementation of VGGT and F&G by the
end of the Inception phase
Programme records.
10 In-country Project
reports.
Back to office reports.
Output 4:
Support to 10 In-country Project,
strengthening partnerships and
exchanges delivered.
information sharing, lesson learnt
exchanges and cross fertilization
amongst In country projects enhanced
Operational tools (meeting, web
knowledge management platform, …) for
information sharing, lesson learnt
exchanges and cross fertilization amongst
In country projects are prepared and
operational within the first year of the
Action
Programme records.
10 In-country Project
reports.
Assumption: the 10 In-country
Projectlog frames are to contain
outputs and activities on coordination
Risk: the 10 In-country Projects
cannot agree on a principle of
coordination
Output 5 Number of persons reached by the
communication actions.
At least 2000 persons reached by the
VGGT F&G integrated communication
Programme records.
38
Support to Transversal & Pan-African
levels and Overall Action
communication provided
10 In-country Project
reports.
Surveys
Output 1: Awareness of the convergence and synergy of VGGT and F&G increased. Integrated (and, where possible, joint)
Activity 1.1
Production of the material on the VGGT
F&G integrated implementation
Leaflets/ guides presenting both
approaches and their convergence and
synergies to be diffused
road map for integrated
implementation to be prepared
Leaflets/ guides on convergences and
synergies to ready by the end of the first
year.
Road map to be prepared by the end of
the inception phase.
Programme records.
Leaflets/ guides.
Activity 1.2
Integrated implementation planning
through training meetings
Number of trainings delivered.
Number of participants.
3 trainings delivered at pan-African and
national levels
200 persons trained at pan-African
level.
Programme records.
List of participants.
Activity 1.3
Mainstream of VGGT–F&G in flagship
initiatives.
Number of participation in high level
meetings.
Number of presentation on VGGT–
F&G convergence.
At least 2 high level meetings attended
per year.
At least 2 presentations of the VGGT–
F&G integration.
Programme records.
List of the meetings.
Activity 1.4
Common set of indicators to address the
implementation of VGGT–F&G in
Africa. M&E system for VGGT and F&G
integrated implementation in place and
agreed.
M&E system for the VGGT–F&G
integrated implementation is designed
by the end of year 1.
Draft M&E indicators for integrated
implementation are defined by the end
of the inception phase.
Draft M&E reporting procedures are
defined by the end of the inception
phase.
Consultant on M&E
system reports.
Report of the M&E
system
Output 2: Support to capacity development on governance of tenure and land policies in Africa
39
Activity 2.1
Preparation & dissemination of
contextualized capacity development
tools
Number of contextualized capacity
development tools.
Contextualized capacity development
tools are available for the 10 In-country
projects.
At least 3 contextualized capacity
development tools ready at the end of year
2.
Contextualized capacity development
delivered to relevant 10 country team for
their work on the areas covered by the tools
by the end of year 2.
Contextualised
capacity development
tools.
Programme reports.
Activity 2.2
Standardize tools for dissemination of
national workshops.
Tools are adapted and ready to be
used
At least half of the tools adapted and
ready by the end of the inception phase.
Programme reports
Activity 2.3
Lessons learnt exchanges
Number of persons participating in
the lesson learnt sharing experiences.
Number of events of lesson learnt
sharing
At least 300 persons by the end of the
programme
At least one event of lesson learnt
sharing per year
40
Table 7: Project Implementation Plan
Source; “Support to and capitalization on the EU Land Governance Programme in Africa” Project
Document.
Activities Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
1.1: production of material on VGGT - F&G Elaboration of the draft road map for integrated implementation 1.2: integrated implementation planning 1.3: mainstream integrated implementation VGGT - F&G 1.4: common set of indicators to monitor VGGT - F&G
2.1: preparation and dissemination of contextualized capacity development tools 2.2: VGGT F&G awareness raising national workshops systematize tools 2.3: lessons learnt & experience sharing
3.1: ad hoc support for the start up of the In-country projects Draft report of inception phase Transversal coordinator support missions to 10 I- country projects
4.1: preparation of standardized information 4.2: support to design M& E systems Draft consolidated M&E system Consolidated M&E systems finalization 4.3: knowledge management web platform Draft structure of the platform Establishment of the platform Functioning of the platform 4.4: coordination and harmonization of the activities Bi yearly capitalization meetings
5.1: stock taking exercise of already in place communication 5.2: definition of communication strategy and implementation Elaboration of the communication strategy Communication strategy validation Communication actions and strategy implementation
Output 2: support to capacity development on governance of land tenure and land policies in Africa
Output 3: Projects inception phase
Output 4: transversal support to projects
Output 5: Support to transversal & pan-African Actions and global Overall programme communication
Year 4 Year 1 Year 2 Year 3
Output 1: awareness of the convergence and synergy of the VGGT and F&G increased