project number: submitted to: caritas ghana …
TRANSCRIPT
RAPID PARTICIPATORY EVALUATION REPORT
PROJECT TITLE:
COMPREHENSIVE EMERGENCY RESPONSE INTERVENTIONS ON COVID-19 IN GHANA
PROJECT NUMBER:
SUBMITTED TO: CARITAS GHANA
FACILITATED BY: DAVID YIRIDONG ISSAKA
M&E Expert
DECEMBER, 2020.
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TABLE OF CONTENTS TABLE OF CONTENTS ................................................................................................................................................... 1
LIST OF ACRONYMS ................................................................................................................................................. 2
EXECUTIVE SUMMARY ............................................................................................................................................. 3
1.0 BACKGROUND INFORMATION ........................................................................................................................... 5
1.1 TERMS OF REFERENCE ........................................................................................................................................ 6
1.2 METHODOLOGY .................................................................................................................................................. 7
1.3 SPECIFIC EVALUATION METHODS ...................................................................................................................... 7
1.4 SAMPLING ........................................................................................................................................................... 8
2.0 CONTEXT AND RELEVANCE OF THE PROJECT................................................................................................... 9
3.0 PROJECT EFFECTIVENESS................................................................................................................................... 9
STATUS OF THE PROJECT OBJECTIVES ................................................................................................................. 14
4.0 PROGRAMME EFFICIENCY AND VALUE FOR MONEY .................................................................................... 15
5.0 PROJECT IMPACT .............................................................................................................................................. 15
6.0 PROJECT SUSTAINABILITY............................................................................................................................... 16
7.0 LESSONS AND RECOMMENDATION ................................................................................................................ 17
7.1 LESSONS LEARNT .............................................................................................................................................. 17
7.2 RECOMMENDATIONS ....................................................................................................................................... 18
APPENDICES............................................................................................................................................................ 19
APPENDIX 1: GENERAL DATA COLLECTION TOOLS .............................................................................................. 19
APPENDIX 2: SAFEGUARDING ASSESSMENT DATA COLLCTION TOOL ............................................................... 23
LIST OF TABLES
TABLE 1 : LIST OF SAMPLED ARCHDIOCESES AND BENEFICIAIRES ............................................ 8
TABLE 3 : STATUS OF THE PROJECT OBJECTIVES ...................................................................... 14
LIST OF FIGURES
FIGURE 1: BENEFICIARIES REACHED THROUGH THE PROJECT ................................................ 10
FIGURE 2: BENEFICIARIES REACHED WITH FOOD, SHELTER AND MEDICINE ......................... 11
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LIST OF ACRONYMS
PWD Persons Living with Disability
DPIHD Dicastery for Promoting Integral Human Development
PPEs Personal Protective Equipment
SitReps Situational Reports
CI Caritas Internationalis
W.H. O World Health Organization
GHS Ghana Health Service
SBCC Social and Behavioral Change Communication
ToR Terms of Reference
SPSS Statistical Package for Social Sciences
SDGs Sustainable Development Goals
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EXECUTIVE SUMMARY
At the peak of the COVID-19 pandemic in Ghana which triggered a partial lockdown in densely
populated cities in Ghana and the imposition of restrictions to the general public which
resulted in the lost of livelihoods for the poor and vulnerable especially the street hawkers
and head porters (kayaye). Caritas Ghana which is a charity organization of the Ghana Catholic
Bishops’ Conference made a humanitarian call for assistance from multiple funding agencies
to enable the provision of critical humanitarian services such as dry foods, shelter, beddings,
hand washing facilities, and personal protection equipment to help avert a humanitarian crisis.
In response to the call of Caritas Ghana, the Dicastery for Promoting Integral Human
Development (DPIHD) in the Vatican and Caritas Internationalis provided financial assistance
to Caritas Ghana to implement its COVID-19 response plan in Ghana.
Caritas Ghana implemented the COVID-19 response plan through four (4) Archdioceses
namely; Accra, Kumasi, Cape Coast and Tamale. The four archdioceses implemented their
humanitarian response actions targeting Persons Living with Disabilities (PWD), head porters
(kayaye), street children, the Lepers homes, catholic health facilities and staff of Caritas Ghana
and the National Catholic Secretariat.
Prior to the implementation of the humanitarian assistance project, Caritas Ghana organized
a virtual training on safeguarding for its staff and implementing partners to forestall any
incidence of vulnerable and child abuse in the course of providing these emergency services.
The Caritas Ghana implementation team adopted a partnership model in the implementation
of the project in order to leverage on the strengths of various partners and provided an
opportunity for joint learning among the partners. In order to ascertain the level of
achievements of the project objectives and outcomes as well as extract lessons to guide
similar future interventions, a real time evaluation was commissioned to undertake the end
of project evaluation.
The general approach for the evaluation process was participatory, with the view of
promoting self-reflections and learning among the various actors of the project. The ‘Theory
of Change’ provided theoretical insights which guided the execution of the assignment, in
terms of seeking to understand the changes that the project sought to accomplish and the
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routes used to accomplish these outcomes and why. This provided the basis to assess the
extent to which these outcomes have been accomplished or the efficacy of the various
interventions to eventually achieve the intended outcomes. Within the participatory
framework of the evaluation, specific methods that were used in flexible and complementary
manner were:
Review of relevant documents
Key informant interviews
Focus group discussions
Direct observation
Feedback sessions/ validation meeting with key project staff and implementing
partners
The evaluation found that the project has achieved all of its objectives. The project reached
out to the following direct and indirect beneficiaries:
ACTIVITY PROJECT NUMBER OF
BENEFICIARIES
ACTUAL NUMBER OF
BENEFICIARIES REACHED
VARIANCE Percentage in
Variance
Young girls (Kayaye) 800 1,390 +590 173.75%
Displaced women and
children
800 1,282 +482 160.25%
Persons Living with
Disability
200 574 +374 287%
Indirect beneficiaries 10,000 11,600 +1,600 116%
Additionally, the partnership model used in the project implementation enhanced the
operational efficiency of the project by leveraging on the strengths of these partners.
In view of the efficacy of the COVID-19 humanitarian assistance interventions in delivering
livelihood protection services such as food, beddings, PPEs, etc, the evaluation recommends
the setting up of an Emergency Response Fund in anticipation of future pandemics and
disasters. It is also recommended that success stories and key lessons learnt are properly
documented shared widely with key stakeholders including government agencies to enable
them adopt this approach in their emergency response service delivery.
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1.0 BACKGROUND INFORMATION
Following the weekly Situational Reports (SitReps) on COVID-19 incidence in Ghana with the
attendant threat to lives and livelihoods, Caritas Ghana implemented the Comprehensive
Emergency Response Interventions on COVID-19 in Ghana Project with funding support from
the Dicastery for Promoting Integral Human Development (DPIHD) and Caritas
Internationalis (CI). The project aspired towards an overall goal of “To guarantee access to
basic livelihood security services (food, shelter, medicine) for the poor and vulnerable,
technical/logistics support to Catholic Health facilities and coordinated dissemination of
authentic COVID-19 information using W.H.O and Ghana Health Service approved guidelines
to influence Social and Behavioural Change in Ghana”
Caritas Ghana implemented the project to achieve the following objectives:
i. To guarantee access to basic livelihood security services (food, shelter, medicine) for
the poor and vulnerable.
ii. Provide technical/logistics support to Catholic Health facilities in the remote regions.
iii. To coordinate dissemination of authentic COVID-19 information using W.H.O and
Ghana Health Service approved guidelines to influence Social and Behavioural Change
in Ghana.
iv. Embark on an awareness campaign to raise community awareness to avoid the
infection of COVID-19
v. Strengthen Catholic health systems to improve their capabilities for health care
services for adequate and rapid response to COVID-19
The project was implemented in partnership with four (4) Catholic Archdiocese namely:
Accra Archdiocese
Kumasi Archdiocese
Cape Coast Archdiocese
Tamale Archdiocese
The project design was anchored on a strong Monitoring and Evaluation framework, Caritas
Ghana carried out the routine monitoring activities as an internal control mechanism to
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assessing project performance. The project design also envisaged an end of project real time
evaluation aimed at an assessment on the performance of the project.
1.1 TERMS OF REFERENCE
The purpose of the evaluation as captured in the ToR was to provide an assessment of the
performance of the project, highlighting any achievements and impact as well as distil
lessons to guide future project design. Specifically, the evaluation sought answers to
questions on the following:
RELEVANCE:
1. To what extent were the interventions important for the poor and vulnerable?
2. Are the activities and outputs consistent with the objectives?
EFFECTIVENESS:
1. To what extent the Project objectives were achieved.
2. To what extent the project planned activities were implemented? If deviations occurred
then why?
3. Do all Archdioceses have appropriate COVID-19 protective facilities?
4. Were all stakeholders identified as relevant involved in the project? Were other
stakeholders relevant? What role did they play?
EFFICIENCY:
1. Do the invested resources correspond to the achieved outcomes?
2. What evidence is there to indicate that the project was implemented with due efficiency
and in an economical and cost-conscious way? (parameters on which this assessment is
based)
3. Have the implemented activities efficiently contributed to the achievement of the project
goals?
4. Did the personnel capacity support the efficient implementation of project?
IMPACT:
1. Have the indicators identified for this project phase proven as valuable to measure the
impact?
2. Which other factors contributed to the changes generated, and to what extent the
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changes are attributed to the project activities?
3. To which extend did the project influence living habits of the families and communities?
SUSTAINABILITY:
1. To what extend are the benefits of the project likely to continue once donor funding has
ceased?
1.2 METHODOLOGY
The general approach for the real-time evaluation process was participatory, with the view of
encouraging self-reflections and learning among the various actors of the project, such that
lessons could be extracted to guide possible future project design. This participatory
approach to evaluation also had the added advantage of promoting ownership of the
outcomes of the evaluation and commitment to implement the associated recommendations.
As a result, the evaluation actively engaged various stakeholders, like the project staff,
beneficiary archdioceses, vulnerable beneficiary groups among others.
The ‘Theory of Change’ provided broad framework which guided the execution of the
assignment, in terms of seeking to understand the changes that the project was attempting
to accomplish and the strategies used to accomplish the outcomes and why. This provided
the basis to assess the extent that these outcomes have been accomplished or the efficacy of
the various interventions to eventually achieve the intended outcomes.
1.3 SPECIFIC EVALUATION METHODS
As part of the participatory framework of the project evaluation, specific methods that were
used in flexible and complementary manner during the evaluation assignment included the
following:
i. Review of Relevant Documents: This involved a critical review of relevant
documents like the project design, project reports, as well as other relevant
documents that guided project implementation. Such documentary review
provided sound contextual information to the project, which facilitated the field
analysis.
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ii. Interviews and focus group discussions: The secondary data analysis was
complemented with primary data obtained by conducting interviews with key
informants and focus group discussions with a cross section project staff and
beneficiaries. A semi-structured questionnaire and interview guide was
prepared, along the various themes of the assignment, and used to facilitate the
interviews and focus group discussions.
iii. Direct Observation: There was also direct observation on how the relief items
were distributed to poor and vulnerable groups.
iv. Data Analysis: Data were collected and analyzed using spreadsheets and the
Statistical Package for Social Sciences (SPSS). The digital data collected were
analyzed using thematic coding techniques by organizing the data under various
thematic areas so as to establish any patterns. Descriptive statistics in the form
of frequency and percentages were used to present quantitative information.
v. Feedback and Validation Session: After the field analyses, a draft report was
prepared and presented at a stakeholders’ virtual meeting for their validation
and to fill in any gaps in the findings. The feedback was used to prepare the final
report for submission.
1.4 SAMPLING
The evaluation used a Stratified Sampling technique to target 10% of project beneficiaries
under the project. The stratified Sampling ensured that the sample reflected and captured
diverse perspectives. Table 1 show the Archdioceses sampled under the project..
TABLE 1 : LIST OF SAMPLED ARCHDIOCESES AND BENEFICIAIRES
No. NAME OF ARCHDIOCESE
1 Accra Archdiocese
2 Cape Coast Archdiocese
3 Kumasi Archdiocese
4 Tamale Archdiocese
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2.0 CONTEXT AND RELEVANCE OF THE PROJECT
Since the global outbreak of COVID-19 in December 2019, the virus has threatened health
systems and broken-down fragile economies especially in the developing world of Africa. The
spread and devastation of the virus moved from being described as an epidemic to pandemic.
The government of Ghana heavily relied on Development Assistance from the World Bank and
International Monetary Fund to provide relief services such as free water, electricity and
personal protection equipment for frontline health workers.
A contextual analysis of the coverage area of Caritas Ghana points to the fact that COVID-19
contributed to denying already poor people their livelihoods. The Caritas Ghana strategic plan
Objective six which focuses on enhance capacity for emergency and crisis response also
provided a sound context for the implementation of this project.
The implementation of the COVID-19 emergency response project by Caritas Ghana gave life
to the government of Ghana’s COVID-19 response plan resulting in the provision of relief
services to the poor in hard-to-reach communities.
The state remains committed to the provision of emergency services and alternative
livelihood opportunities for affected population. This is considered a key pillar to achieving
the Sustainable Development Goals (SDGs) in Ghana. The evaluation has therefore concluded
that the Caritas Ghana led COVID-19 emergency response interventions are relevant in
addressing local challenges emanating from COVID-19 and filling the void created by the
failure of the government of Ghana to implement a comprehensive emergency relief policy.
3.0 PROJECT EFFECTIVENESS
The Comprehensive Emergency Response Interventions on COVID-19 in Ghana Project
effectiveness was assessed in terms of the extent the project achieved its objectives. Caritas
Ghana and its partners pursued the project objectives under five (5) specific themes, as
summarized in the project Implementation Plan. This implementation plan provided the basis
for assessing the extent of achieving the five (5) set of objectives. Subsequent sections
provide assessment under each of the project objectives as well an overview of the status of
the implementation plan. Following the extensive desk study and field analysis, the evaluation
is of the view that the project has fully achieved its planned objectives.
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FIGURE 1: BENEFICIARIES REACHED THROUGH THE PROJECT
The chart in the text above represents beneficiaries reached through the emergency relief
response project. In a broader assessment, the evaluation concludes that all the project
objectives were achieved fully. The following are the objectives and highlights of the extent
to which each objective performed.
Objective 1: To guarantee access to basic livelihood security services (food, shelter,
medicine) for the poor and vulnerable.
Objective one (1) of the project was to ensure that access to basic livelihood security services
such as food, shelter and medicine is guaranteed. The achievement of this objective required
working towards guarantee the availability of these basic but critical services by Caritas Ghana
through the project. A cursory review of project reports and backed by data collected and
analysed reveals the project remained very effective in executing its mandate towards
guaranteed access to basic livelihood security services.
The project aspired to reach 1,800 beneficiaries under this objective. The actual number
reached in various ways within the first six (6) months stands at 3,246 vulnerable beneficiaries
such as persons living with disability, head porters (kayaye), and other vulnerable
constituents.
Feedback collated from the project stakeholders suggested the project have contributed to
guaranteeing poor people access to basic livelihood security services in the form of food,
0
200
400
600
800
1000
1200
KAYAYEI PERSON WITHDISABILITY
DISPLACED WOMENAND CHILDREN
INDIRECTBENEFICIARIES
Direct & Indirect beneficiaries
CAPE-COAST KUMASI TAMALE ACCRA
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shelter and medicine. The figure below visualizes a general improvement in of the poor and
vulnerable access to the services outlined under the objective. This is a key achievement that
can be associated to Caritas Ghana intervention.
FIGURE 2: BENEFICIARIES REACHED WITH FOOD, SHELTER AND MEDICINE
FIGURE 3: CARITAS GHANA/NATIONAL CATHOLIC SECRETARIAT STAFF REACHED WITH
VARIOUS SERVICES
Objective 2: Provide technical/logistics support to Catholic Health facilities in the remote
regions.
0 200 400 600 800 1000 1200
KAYAYEI
PERSONS WITH DISABILITY
DISPLACED WOMEN AND CHILDREN
INDIRECT BENEFICIARIES
Number of beneficiaries reached with Shelter, food and medicine
ACCRA TAMALE KUMASI CAPE-COAST
Caritas Ghana / National Catholic Secretariat Staff beneficiary
ST PAULINE CLINIC CANTEEN CATHOLIC MEDICINES CENTRE
QUALITY INSURANCE COMPANY QUALITY FINANCIAL TRUST SECURITY
MECHANIC WORKSHOP NCS CARITAS GHANA
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Under the project, Caritas Ghana provided logistics to eighteen (18) catholic health facilities
under the four Archdioceses to help protect frontline staff from contracting the deadly
COVID-19 virus. The logistics supplied to these eighteen health facilities includes veronica
buckets to facilitate proper handwashing, hand gloves, nose mask, hand sanitizers, liquid
soap, among others. These logistics significantly contributed in protecting the lives of health
workers and patients visiting the respective health facilities. Below is a list of health facilities
supported under the project:
Archdiocese of Cape Coast
St. Francis of Xavier Hospital – Assin Fosu
Mercy Women Hospital – Mankessim
Our Lady of Grace – Breman Asikuma
St. Luke Hospital – Apam
St. Gregory Hospital – Buduburam
Infant Jesus Health Centre – Kasoa
Archdiocese of Kumasi
St. Patrick’s Hospital – Offinso Maase
Hope Exchange Medical Center – Kumasi
Holy Ghost Clinic – Nyamebekyere
St. Peter’s Clinic – Ntobroso
Archdiocesan Hospital Pharmacy – Kumasi
Archdiocese of Tamale
St Lucy Polyclinic
Salaga Health Centre
Kayereso Health Centre
Archdiocese of Accra
Battor Catholic Hospital - Battor
St. Andrew Catholic Hospital - Kodiebe
St.John of God Hospital - Armeahean
Immaculate Heart of Mary clinic – Koluedor
Objective 3: To coordinate dissemination of authentic COVID-19 information using W.H.O
and Ghana Health Service approved guidelines to influence Social and Behavioural Change
in Ghana.
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Under the project framework, Caritas Ghana disseminated authentic COVID-19 safety
protocols information as approved by the World Health Organization and the Ghana Health
Service. This information disseminated were aimed at positively influencing Social Behavior
using the projects Social and Behavioral Change Communication (SBCC) strategies using
printed materials and social media. Caritas Ghana reached at least 10,000 beneficiaries with
the SBCC messages thereby contributing in improving public behavior towards complete
adherence to the COVID-19 safety protocols.
Objective 4: Embark on an awareness campaign to raise community awareness to avoid the
infection of COVID-19
Caritas Ghana embarked on aggressive awareness creation campaign at the community level
to reduce the spread of the COVID-19 virus. These campaigns were delivered in various local
Ghanaian languages aimed at ensuring that the campaign messages reached all persons
irrespective of their educational background. These campaigns reached at least 100
communities spread across the four archdioceses targeting a population of over 10,000
people. These campaign messages were also integrated into homilies during mass
celebrations.
Objective 5: Strengthen Catholic health systems to improve their capabilities for health
care services for adequate and rapid response to COVID-19
Caritas Ghana through the project strengthened the capacity of eighteen Catholic health
facilities to improve their institutional capability to provide quality health care services as a
response to COVID-19. This was done through training and supporting them to develop a rapid
response plan. These eighteen catholic health institutions are now better positioned to
provide rapid response services during COVID-19 and future pandemics.
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STATUS OF THE PROJECT OBJECTIVES
Caritas Ghana developed the M&E framework below with targets to measure the extent of achievement of the various project objectives.
Table 3 captures the status of the targets which gives a summary reflection on the level of achievement of the project objectives.
TABLE 2 : STATUS OF THE PROJECT OBJECTIVES
KEY to colour code:
Green : On Track ( 75% and above)
Amber: Requires Attention (50%-74%)
Red: At Risk because of operational or external factors beyond the implementers control (Below 50%)
Grey: Unreported
No. Objectives Color Code
Status
1.
To guarantee access to basic livelihood security services (food, shelter, medicine) for the poor and vulnerable.
On track
2. Provide technical/logistics support to Catholic Health facilities in the remote regions. On track
3.
To coordinate dissemination of authentic COVID-19 information using W.H.O and Ghana Health Service approved guidelines to influence Social and Behavioural Change in Ghana.
On track
4.
Embark on an awareness campaign to raise community awareness to avoid the infection of COVID-19
On track
5.
Strengthen Catholic health systems to improve their capabilities for health care services for adequate and rapid response to COVID-19
On track
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4.0 PROGRAMME EFFICIENCY AND VALUE FOR MONEY
The project efficiency and value for money was measured by matching the cost of the various
interventions and facilities to the benefits derived by the beneficiary population using these
facilities. The table below provides a summary of this information. The key issues under
efficiency include the extent to which project resources were used in prudent manner
towards the achievement of objectives, partnerships and management arrangements. The
design of the project has been clearly articulated and made provision for the role of each of
these stakeholders.
Description Units Amount (Euros)
Total Project budget
99,785.56
Total number of beneficiaries
(Direct +Indirect)
11,800
Average Cost per beneficiary
99,785.56 ÷ 11,800 = 8.46 Euros
The Table above shows that the proposed interventions were properly implemented by
Caritas Ghana and are very beneficial to committees, thereby justifying the costs in providing
these services. For example, when you consider that a budget of Euros 99,785.56 by the
project to facilitate poor and vulnerable people access to food, temporal shelter, medicine
and information reaching about 11,800, then one will argue that this is smart spending, as the
benefit cost ratio is high.
The functional partnership arrangement for the execution of the project with the four
archdioceses enhanced the operational efficiency of the project, as it was able to leverage on
the potentials and resources of various archdioceses.
5.0 PROJECT IMPACT
The project impact was assessed by gauging the level of fulfillment of the project objectives.
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The project Theory of change envisaged that the project interventions will lead to increased
capacity of catholic health facilities and improve poor and vulnerable people access to food,
shelter and medicine. This will then go a long way to reduce COVID-19 infections and deaths.
The evaluation revealed that the project has indeed increased the capacity of the four
archdioceses and eighteen catholic health facilities through various training and services. The
evidence is reflected in the low spread of the virus in the targeted communities. The other
significant change triggered by the project is the fact that COVID-19 behavioral changes were
noted in over 80% of communities.
6.0 PROJECT SUSTAINABILITY
To ensure that the interventions and services continue to deliver benefits over time, the
demand driven and local ownership approach was built into the project from the planning
stage through implementation, until projects are handed over to the Archdioceses. A proxy
indicator to gauge the sustainability of the interventions in the is the level of functionality of
the project structures used to deliver the humanitarian assistance project.
Furthermore, the project has contributed to strengthening the capacities of the four
archdioceses and 18 catholic health institutions. The other initiative that can enhance
sustainability of the project interventions is the fact that Caritas Ghana has documented the
efficacy of their interventions in the form of reports. These reports, if widely publicized and
promoted will ensure that the interventions are adopted by other stakeholders, including
government.
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7.0 LESSONS AND RECOMMENDATION
7.1 LESSONS LEARNT
The evaluation exercise distilled some lessons from the project to guide future project
design and implementation and further satisfy other knowledge management
considerations for Caritas Ghana. The following lessons were learnt and worth sharing:
i. The configuration of communities and culture in Ghana hinders the effective
dissemination and implementation of COVID-19 safety protocols due to the
communal spirit. Therefore, enforcement of the safety protocols will only become
a reality after a prolonged use of SBCC strategies.
ii. An effective way of promoting rapid response in future pandemics is the setting up
of an emergency relief fund given that time is of the essence in the delivery of
humanitarian assistance services.
iii. In rural communities, grounding hygiene and sanitation education within their
socio-cultural contexts provides citizens with better conceptual understanding of
good hygiene and sanitation thereby triggering the desired behavioural changes.
iv. The adoption of effective COVID-19 safety protocols practices by citizens is a
process that requires longer periods of systematic engagement with communities
to achieve the desired attitudinal and behavioural changes. Whilst losing time on
the process you gain on strengthening capacities towards self-help and ownership
which are more enduring than rushing the process to meet project timelines.
v. Mutually beneficial working relationships as well as respect and flexibility are
important ingredients for building effective project partnership. This was amply
demonstrated between Caritas Ghana and the Archdioceses.
vi. When the indicators for tracking project performance are too many and not jointly
owned by the key stakeholders, it becomes difficult to effectively monitor these
indicators and distill lessons to guide appropriate decisions and actions.
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7.2 RECOMMENDATIONS
The following recommendations are being put forward for the consideration of the various
stakeholders that played a catalytic role in the implementation of the project such as the
Ghana Catholic Bishops’ Conference, Communities, Catholic Health facilities, beneficiary
communities, project managers and funding partners:
i. The four Archdioceses and the 18 Catholic health facilities that were capacitated
under the project are critical bodies for the sustainability of the interventions
initiated by Caritas Ghana. This evaluation recommends a model to build the
capacity of these important stakeholders to enable them attract both government
and development partner assistance to support their activities.
ii. In view of the efficacy of the interventions in delivering hygiene and sanitations
services towards the fight against COVID-19, the evaluation recommends up-scaling
of this approach to cover the remaining Dioceses in future crisis situation.
iii. To effectively track the project performance and distil lessons to guide appropriate
decisions and action, it is desirable to focus on a few mutually agreed indicators
among the key stakeholders as well as making adequate resources available to
track and report on these indicators. This will enable the Caritas Ghana partners
and even beneficiaries to jointly track their performance and distil lessons to guide
appropriate decisions and action.
iv. The Caritas Ghana Strategic Plan envisaged Public Health promotion as a strategic
area of focus. Given that COVID-19 is a Public Health crisis, Caritas Ghana should
continue to engage project interventions that addresses COVID-19 and its
implications on the poor and vulnerable.
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APPENDICES
APPENDIX 1: GENERAL DATA COLLECTION TOOLS
DICASTERY FOR PROMOTING INTEGRAL HUMAN DEVELOPMENT & CARITAS INTERNATIONALIS COVID-19
RESPONSE FUND
COMPREHENSIVE EMERGENCY RESPONSE INTERVENTIONS ON COVID-19 IN GHANA PROJECT
SEMI-STRUCTURED QUESTIONAIRE TO GUIDE INTERVIEWS OF KEY STAKEHOLDERS
END OF PROJECT EVALUATON
A: BIODATA
1. Name of Respondent…………………………………………………………………
2. Diocese/Archdiocese ………………………………………………
3. Marital Status…………………………………………………………
4. Sex ………………………. ( M or F)
B: QUESTIONS ON RELEVANCE AND ADEQUACY OF PROJECT ACTIVITIES
5. Kindly identify the various activities Caritas Ghana and the DPHID/CI Project on COVID-19
has undertaken since project commencement and explain why those activities were
undertaken, who the beneficiaries are and what has changed as a result of those
activities? The information should be summarized in the Table below
Activities Why the Activities were
Undertaken? (Objectives)
Who are the
Beneficiaries?
What Changed,
directly/ indirectly;
positive/negative, as
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a Result of the
Activities
6. How many beneficiaries did Caritas Ghana reach with the COVID-19 interventions?
No Activity implemented No of beneficiaries
reached
7. To what extent are the Project Objectives and activities relevant and appropriate to the
National context and the context of the Catholic Church in Ghana?
……………………………………………………………………………………………
...........................................................................................................................................
.............................................................................................................................................
8. What is your assessment of the processes used in carrying out the various activities? (e.g
how the activities were undertaken, choice of beneficiaries, partnership etc)
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………………………………………………………………………………….......................................
..................................................................................................................................................................
9. Based on your perspectives on the Project activities that can generate the greater
impact, which of the current Project activities should be continued, which activities
should be dropped and which activities were not undertaken but you think should be
started? Summarize your responses in the table below.
Activities to
Maintain
Activities to Drop Activities to Start
Doing
Reasons
C: PROJECT EFFECTIVENESS
10. What is the theory of change underpinning the project design? (How the project
activities will trigger various levels of results)
……………………………………………………………………………………………………….
11. To what extent were the project objectives achieved?................................................
……………………………………………………………………………………………………….
12. What would you consider to be concrete major achievements of the Project?
………………………………………………………………………………………………………...
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13. What were the major factors influencing the achievement or non-achievement of the
objectives?
…………………………………………………………………………………………
14. What M&E system is used to track the performance of the project implementation and
distilling lessons to feed into decisions that can improve project performance? (probe for
evidence from project staff)
15. How were partner organizations/dioceses and external experts involved in the project
implementation?
……………………………………………………………………………………….
.....................................................................................................................................
16. What challenges did you encounter during the project implementation?
……………………………………………………………………………………..
17. How did you address these problems encountered?
……………………………………………………………………………………..
18. What suggestions will you offer to improve the performance of a future project?
……………………………………………………………………………………..
D: EFFICIENCY
19. What is the organogram and management system used for the implementation of this
Project? E.g decision-making process, staffing, performance assessment, synergies with
Diocesan structures of the church etc. (Probe for evidence)
…………………………………………………………………………………………………………..
20. What would you have wished the Project should do and they are not doing?
………………………………………………………………………………………...............................
..................................................................................................................................................................
21. What suggestions will you offer in terms of future direction of the Project as well as
towards enhancing the work of the project?
………………………………………………………………………………………...............................
..................................................................................................................................................................
.................................................................................................................................................................
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E: QUESTIONS ON SUSTAINABILITY
22. What mechanism is in place to sustain the interventions of the Project?
………………………………………………………………………….................................................
...............................................................................................................................................................
23. Which project stakeholder has taken over the COVID-19 interventions? (name of
stakeholder, district, diocese, required)
..........................................................................................................................................................
.........................................................................................................................................................
24. What is the future of COVID-19 interventions in the Caritas Ghana strategic plan?
...........................................................................................................................................................
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APPENDIX 2: SAFEGUARDING ASSESSMENT DATA COLLCTION TOOL
DICASTERY FOR PROMOTING INTEGRAL HUMAN DEVELOPMENT & CARITAS INTERNATIONALIS COVID-19
RESPONSE FUND
COMPREHENSIVE EMERGENCY RESPONSE INTERVENTIONS ON COVID-19 IN GHANA PROJECT
SAFEGUARDING ASSESSMENT
END OF PROJECT EVALUATON
A: BIODATA
25. Name of Respondent…………………………………………………………………
26. Diocese/Archdiocese ………………………………………………
27. Marital Status…………………………………………………………
Sex ………………………. ( M or F)
SAFEGUARDING
24
1. Did you receive safeguarding training prior to the commencement of this
humanitarian relief assistance on COVID-19 Project?
YES NO
2. If yes, in what form did the training take? Who were the
facilitators?...........................................
………………………………………………………………………………………………………………………
………………………………………………………………………………………………………………………
Did your Archdiocese record any safeguarding issue during the project implementation?
YES NO
3. If yes, then kindly share the safeguarding issue recorded. …………………
………………………………………………………………………………………………………………………
………………………………………………………………………………………………………………………
4. How did you address the safeguarding issues recorded?.................................................
………………………………………………………………………………………………………………………
………………………………………………………………………………………………………………………
5. What are your recommendations on integrating safeguarding in future humanitarian
response
projects……………………………………………………………………………………
…………………………………………………