Report template for annual performance review and Report

1. Functional Unit name:

M&E/Grievance Unit

2. Functional Unit objective:

The M&E Unit is to ensure that the CC is able to monitor and report on the Citizens’
Charter Program overall and the intermediate objectives as stated in the Results
Framework (RF). It is set up to respond to all qualitative reporting for the CC, from both
internally handled and externally contracted monitoring activities, evaluations and
studies.

3. Program outputs for which the department is responsible and its related
Intermediate Results:
a. Project Intermediate Results: % of grievances received which are resolved
The Unit is responsible to design and implement the Grievance Handling Mechanism
at community level and ensure that the grievance is registered and resolved according
to the set mechanism.

4. Program outputs for which the department is contributing and its related
Intermediate Results:
a. Project Development Objective: Urban communities meeting all minimum service
standards
The Unit is responsible to implement the Minimum Service Standards Scorecard at
facility level and identify those communities which are meeting MSS through the
facility.

b. Project Intermediate Results: Number of rural and urban CDCs reporting semi-
annually on service standard targets
The Unit is responsible to implement the Minimum Service Standards Scorecard at
facility level in CCNPP urban area, identify the urban communities which do meet or
do not meet MSS and report relevant line ministries on both scenarios.

c. Project Intermediate Results: % of sampled community respondents (male/female)

satisfied with subproject/grant investments
The Unit is responsible to monitor 20% of the communities covered by the
program/with subprojects under implementation and report back on satisfaction of
people on subproject/grant investment.

d. Project Intermediate Results: % of sampled community respondents (male/female)

satisfied with CDC's performance in their mandated roles
The Unit is responsible to monitor 20% of the communities with established CDCs
and report back on satisfaction of people on CDCs’ performance.

5. Department’s core managerial function and core technical functions and major
activities supporting the achievement of the department IRS:
 Supporting the management in review and feedback of any revisions in the Results
Framework during the CCAP life time due to program expansions, the program new
adhered sub-programs, additional financing etc.
  Ensuring that each indicator in the Results Framework has a corresponding tool for
data collection internally or is included as part of one of the planned external studies
and evaluations.
 Ensuring that the monitoring tools are prepared to adequately capture all requirements
of the Results Framework for internal data, and also reviews policy adherence,
program implementation quality, etc on a regular basis.
 Ensuring that the monitoring tools are finalized and approved and implemented in a
timely manner.
 Ensuring that all monitoring data is systematically captured and recorded in a
database module that links to the main database module by community and/or
subproject as required.
 Compiling, reviewing data and preparing all regular qualitative reports of the IDLG
CC.
 Compiling, reviewing data and preparing all monitoring (regular, CPM, IMI, score
cards etc) related reports of the IDLG CC.
 Supporting management in preparing annual reports, CC Conference reports, and any
special reports on the urban CC for the President, CEO, Cabinet, Parliament, special
donor missions, embassies etc as requested.
 Ensuring liaison with the ARTF TPM and the various units within the PIU to respond
to observations and reports in a timely manner.
 Supporting preparation of training materials and trainings of all field level monitoring
staff.
 Supporting PMUs in performance evaluations of the field monitors based on their
reporting inputs to the Unit.
 Supporting the PIU HQ Units on selection of samples and sample direct monitoring of
their own technical areas.
 Working with the MRRD GH team in designing a functional grievance handling
mechanism, forms and tools and MIS database unit for the CCAP.
 Ensuring that there are sufficient numbers and functional update mechanisms for
grievances at all levels of the urban CC
 Supporting the M/D/PCCMCs in grievance handling at their respective levels.
 Investigating and responding to all grievances raised to the HQ level. Reviewing
grievances addressed at lower levels on a small sample basis.
 Reporting on all IDLG CC grievance related issues to the management and donors as
required.
 Close cooperation and coordination with the PIU HQ units while they are performing
field level monitoring activities and sharing experiences, findings, recommendations
and reports.
 Collecting achievement reports of all CCAP HQ units and PMUs and circulating
among the donors, relevant governmental institutions and stakeholders while required.

Department’s set annual performance targets and activity plan for past year:
Monitoring and Evaluation
 Develop and revise 17 CCAP data collections forms based on urban requirements
 Develop two monitoring tools for monitoring of community mobilization and
subproject implementation called Monitoring Form I and II.
 Monitor 20% of the CDC according developed forms
 Field monitoring visits by Kabul M&E team
  Revise and finalize Score Card for minimum service standards
 Regularly prepare and update the monitoring plan, sub-committees’ establishment
plan and CDCs’ Social Audit, CPM, Scorecard and Linkages plan.
 Follow-up with the related units regarding deviations found by TPM

Grievance Handling
 Revise the Grievance Handling Mechanism
 Develop and revise the grievance handling mechanism and grievance registration
form based on feedbacks and comments received from the fields.
 Design complaint boxes and install in the CDCs for collecting the complaints
(grievances) from CDCs.
 Establish Central Grievance Handling Committee comprised of eight members
including the DLG Director General, DLG Grievance Unit Head, Minister of MRRD,
MRRD Grievance Unit Head, Minister of MoE, Minister of MAIL, Minister of
MoPH, and FP Program Manager.
 Receive grievances and resolve the grievances through an assigned committee
 Draft mechanism for a helpline center to receive the citizens’ complaints through
telephone, and activate the helpline center with a telephone code (3330)
Analysis and Reporting
 Revise PIU Internal Monthly Progress Report
 Prepare four times the program quarterly report in World Bank format
 Prepare four times the program quarterly report in MoEC format.
 Prepare four times the program quarterly report in IDLG/M&E Department format.
 Prepare 12 times the PIU internal monthly progress report
 Develop a software using ODK for data collection and processing of monitoring form
1, form 2 and scorecards
 Close work with the CCAP HQ units for updating of ISM action points on regular
basis.
 Close work with MIS units for updating of RF.
 Prepare presentation regarding grievance handling activities for the Implementation
Support Mission (ISM) of World Bank and circulated among the PMUs, FPs and
CDCs for using along with grievance handling mechanism.
 Prepare two analysis analytical reports of Monitoring Visits findings
 Prepare an analytical report on scorecard result
Other Activities
 Recruit 12 M&E staff for PMUs
 Training of PIU and PMUs M&E staff on the subject of M&E, Reporting and
Grievances.
 Train the provincial and PIU colleagues regarding grievance handling mechanism.

6. Past year achievements of planned performance targets as % of the overall targets

or % of planned activity completed:
The M&E Unit is newly merged into PIU structure during the fiscal year 2018, previously the
monitoring and evaluation of the program were responsibility of Oversight Consultant (OC),
so numerous key issues needed tremendous attention for creation, revision and improvement.
Followings are the key achievements during the year 2018:
 Recruitment of Staff (83.3%): 10 qualified M&E staff out of 12 staff recruited through
transparent and merit-based recruitment procedure for four cities. Recruitment of three
M&E staff is under process.
 Capacity Building (50%): The Kabul and provincial M&E staff capacity in monitoring,
data collection, data cleaning, data analysis and writing analytical reports were improved
through on the job trainings and off of the job trainings. Two interns were also introduced
to us and we have worked with them in terms of improving their monitoring and
evaluation knowledge and career. In percentage 50% the staff capacity has been built in
monitoring of CCAP and other related knowledges.
 Developing/Revision of M&E Tools (50%):
o As part of the program requirement, a Monitoring Form developed which is used to
monitor the CDCs’ decision-making process, subcommittee functionality, subproject
implementation and scorecard completion, this form has finalized and roll-out in
provinces and currently is using by Provincial M&E Officers.
o Based on lessons-learned, the scorecard has been revised in July-2018, and the revised
format with revised instruction has been implemented in the field, as result we have
collected 40 scorecards from the provinces. Once again based on lessons-learned, the
problems of scorecard exercise have been discussed in Sep-2018 ISM, as result in the
ISM it is decided to change the scorecard to be completed at facility level and make
two formats for health and education separate. Based on ISM actions points the
Scorecard has been revised with new instruction guideline in October-2018 and sent
for World Bank NoL.
o The internal monthly report has been revised based on PIU need, the revised one has
quantitative and narrative progress feature.
o The planning format for subcommittee establishment and M&E activity
implementation have been revised and communicated with provinces and FPs.
o ODK software for data digitization of Monitoring Form 2 and Scorecard has been
designed and implemented.
o Based on Sep-2018 ISM action points the Grievance Handling mechanism has been
revised and sent to World Bank for NoL.
 Data Collection (80%):
o 213 Monitoring Form 1 and 50 Monitoring Form 2 completed and collected from four
cities as end of November-2018, the data is consisting of scan copies of the form and
ODK data.
o 40 Scorecards collected in the new scorecard format (Jul-2018) and 52 scorecards in
the old format collected from four cities and computerized in in ODK by Kabul, the
analysis report is drafted and it is under verification process.
o Eleven times monthly report collected from the PIU units and PMUs (72 reports).
o Two times March-2018 ISM updated and two times Sep-2018 ISM updated.
o 58 grievances in Kabul and 71 grievances in PMUs have been received and 58 in
Kabul and 69 in PMUs have been resolved.
 Reporting and Analysis (80%):
o Three times the CCNPP quarterly report have been written in WB specific format and
submitted to World Bank through Ministry of Finance.
o Three times the CCNPP quarterly report have been prepared in Ministry of Economy
format and submitted to MoEc through Ahmad Sayed Faizi Sahib.
o Three times the CCNPP quarterly report have been prepared in IDLG/M&E
Directorate format and submitted through Ahmad Sayed Faizi Sahib.
o Eleven times the CCAP Internal Monthly Report compiled and circulated to PIU
Management and Units.
o One monitoring analytical report from 114 field visits has been drafted and circulated
to PIU Management and the result has been shared with World Bank through Sep-
2018 ISM. Another monitoring analytical report is drafted and is under verification
process.
 Field Visits (100%):
o 263 field visits have been conducted by provincial M&E Officers
o Twelve times field visits conducted by Kabul M&E team from the provinces.
 Meetings (100%):
o Five CCNPP meetings attended
o Three times meeting attended in Ministry of Finance related to Scorecard, M&E and
MIS.
o Two times meetings attended in World Bank (ISM and EZ-Kar)
o Unknown number of meetings conducted and attended regarding revision of M&E
tools, grievances and other issues attended and conducted.

7. Deviation between planned and achieved performance targets and the reasons why
department could not achieve its planned targets:
 Recruitment of Staff: during the year we were supposed to recruit 12 M&E field staff, we
succeeded to recruit 10 staff and the reason for not recruiting two staff (Nangarhar and
Kandahar Sr. M&E Officers) are due busy schedule of HR and M&E Units, the second
reason not finding a qualified staff for Nangarhar provinces and Sr. M&E Officer for
Kandahar is schedule to be recruited in December-2018.
 Capacity Building: The Unit had plan to deliver M&E training at Kabul level and PMUs
level. At Kabul we couldn’t deliver the training because all the M&E staff were not
onboard, but the Unit could deliver training to PMUs for two times. In addition, the Unit
had delivered on-the-job training to all staff through different ways (in person, phone,
email, skype and field visits)
 Developing/Revision of M&E Tools: Some of the M&E Tools such as Monitoring Forms
and Reporting forms have been developed, but yet analytical forms and feedback
mechanisms should be developed, for establishing a complete M&E system there is a
need from M&E Framework, so far, the program does not have M&E Framework yet; this
document is one of the crucial documents for the CCNPP which will fully equip the
program with M&E functions. For year 2019, the Unit has plan to develop this document
 for a clear M&E System in CCNPP. This document should have been developed prior
program rollout but due to late recruitment of M&E staff, this document is missing.
 Data Collection: The M&E Unit has to do a lot of analysis of the data which are collected
in the program but the MIS does not give all the information to M&E to do the analysis,
for example the MIS does not have monitoring forms, scorecard, IMI, CPM, Grievance,
training and some other information that the M&E do the analysis. Lack of information in
MIS was due to three major issues such as the MIS were not under control of IDLG, the
CCAP forms revised several times which affected the MIS and there was not enough staff
within the MIS to carry their full responsibilities.
 Reporting and Analysis: The Unit had collected number of reports from the units and
produced number of reports for PIU, MoF, World Bank and other counterparts. But due to
lack of skilled staff in reporting section the Unit were not able to do enough analysis, the
unit had only one reporting specialist the two M&E staff who was recruited were not
experienced staff so we could take advantage of them in analysis.

8. Lessons learnt and any innovation made in the departments in improved

department productivity and staff capacity:
Number of initiatives have been taken place but followings are three major initiatives:
 The Internal Monthly Report has been revised based on the need of PIU and has been
converted to measurable indicators to measure the progress of each unit.
 The online MIS was not responsive to scorecard and Monitoring Forms requirement, in
order that we could use the data which is collected through scorecard old and new formats
and monitoring forms, the unit head have instructed the team to develop a database in
ODK and do the data entry in the ODK in order to use the data, otherwise we were not
able to do the analysis of the scorecards and monitoring forms.
 The unit head have focused on improving the knowledge and skills of those staff who
were not meeting the requirement of M&E post in some areas, this was quite challenging
but were effective during last six months. For example, how to compile the data from
different period and different locations, how to analyze data, how to identify problems
and many more.
 The Unit has introduced an easy way of received grievance from the communities as well
from other partner by introducing a hotline 3330 and install complaint box in the CDCs
for communities to drop their complaint in the box.

9. Specify the causes of not achieving the planned target, and recommendations for
their improvements using the PARC model and impacting element of staff and
organizational productivity and stakeholder satisfactions.
There were several major challenges which slow down the achievements and progress:
 The CC does not have Monitoring and Evaluation Framework (a narrative document)
which is a key document describing different units’ responsibilities for a smooth
implementation of M&E functions and the way results of M&E is distributed. The Unit
has plan to develop this document by recruitment of new M&E staff in Kabul.
 All the M&E staff has newly recruited, they had come from different backgrounds so it
was time taking aligning them toward CC M&E objectives. The CCAP management has
to consider this issue as serious mater and arrange several monitoring, reporting, data
 analysis and grievance handling capacity building workshops inside and outside the
country.
 Lack of M&E experts who independently could to do the M&E functions caused delay in
M&E activities. Recruitment of one M&E specialist to assist and support the M&E Head
for reviewing critically the units plan, reports and do critical data analysis.
 Scattered unit staff in different places, small and uncomfortable workspace compared
with density of staff in the office, noisy environment, lack of official privacy due to no
private meeting rooms has caused the small meetings to be unprofessional and with no
privacy of staff. The unit recommends an arrangement of a new office building with
enough office facilities to accommodate all staff and provide friendly working
environment with a privacy environment for unit heads.
 Lack of regular electricity in the office was a major issue which affected the smooth work
progress. Arrangement of a high-quality generator with enough voltage capacity is a
solution during no city-electricity time.
 Lack of transportation facilities at field level have caused delay in conducting monitoring
visits in the field. The Unit recommends that dedicated cars to be contracted to provide
transport facility for field staff for a proper and on-time monitoring. Renting a taxi will be
another disaster for the program in the future.
 Lack of internal communication means (telephone system within the units) was another
time-consuming factor which causes waste of time due unnecessary walk between floors.
The Unit recommends installment of InterCom between units.
 Independent Directorate of Local Governance (IDLG)

Deputy Ministry of Municipalities

Citizens' Charter National Priority Program (CCNPP)
Work Plan for FY 1398/ 2019
M&E Unit Workplan
Annual work plan for FY 1398/ 2019
Respons
Categories

Deliverable First Second Third Fourth

ible
s/ Program Indicators / Quarter Quarter Quarter Quarter
Sr Key Depart
Developme Expected

aSonbul
nSarata

Meezan
#b Activities ment or

Hamal
Dalwa

Aqrab
Jawza
nt outputs

Qaws
Sawr

Asad
Hoot
Jadi
Person
Objectives
(s)

Project Development Objectives

 

Verify
through
monitoring
Number of of 10% of
PDO Level CDCs in urban CDC that
Results areas able to the
Indicators plan and communitie
  M&E Unit 10% the Elected CDCs
1 1- Project manage their s are able in
beneficiaries own planning
2- Female development and
beneficiaries projects managing
their own
developmen
t projects
Number of GAs   Verify M&E Unit 20% the Elected GAs
 through
monitoring
of 20% of
in urban areas GA that the
able to plan Gozars are
and manage able in
their own planning
development and
projects managing
their own
developmen
t projects
Number of
Implement
rural and
the
urban
scorecard
communities
  and identify M&E Unit 700 CDCs       850 CDCs      
meeting all
communitie
minimum
s meeting
service
MSS
standards
Intermediate Level Results Indicators
Component Urban areas -
Verify
1: Service Number/type
through
Standards of urban
monitoring
Grants subprojects
  of 10% of M&E Unit 10% the CDCs completed subprojects
completed
CDCs
(drainage,
completed
streets, street
subprojects
lighting, parks)
Urban areas -   Verify M&E Unit 10% the CDCs' residents benefiting from subprojects
Number of through
urban monitoring
residents of 10% of
(male/female) CDCs that
 benefitting
from each type residents
of subproject benefiting
(drainage, from
streets, street subprojects
lighting, parks)
% of CDCs
initiating
activities to
benefit
Verify
marginalized
through
and vulnerable
  monitoring M&E Unit 10% the CDCs
groups such as
of 10% of
women,
CDCs
IDPs/returnees
(in addition to
service
standards)
% of CDC
Verify
Component members in
through
2: Institution rural and
  monitoring M&E Unit 10% the CDCs
Building urban areas
of 10% of
who are
CDCs
women
% of sampled
CDCs/commun Verify
ities whose through
CDPs include   monitoring M&E Unit 10% the CDCs
at least one of 10% of
women’s CDCs
priority activity
# of Verify
districts/cities through
  M&E Unit 10% the CDCs
where monitoring
Citizens’ of 10% of
 Charter
coordination
meetings are
held between
government CDCs
authorities and
CDC
clusters/Gozar
s
Number of
government
provincial and
municipalities
whose abilities Reflect the
are figures in Q Q Q
  M&E Unit         Q3        
strengthened Result 1 2 4
in engineering, Framework
project
management,
FM and
procurement
Coordinate
Number of with MRRD
evaluations on
  M&E Unit                        
Component and studies evaluations
3: completed and studies
Monitoring conducted
and % of rural and
2 Follow-up
Knowledge urban CDC
with PMU
Learning cross-visits Q Q Q
  and FPs on M&E Unit         Q3        
that include 1 2 4
CDCs cross
women CDC
visit
members
Component % of Register
  M&E Unit  
4: Project grievances grievances
 and address
received which through
are resolved proper
mechanism
Two times
follow-up
Implementat Number of with PMU
ion and rural and and FPs on
Managemen urban CDCs CDCs
t reporting Scorecard second
  M&E Unit first round              
semi-annually implementat round
on service ion and
standard analyze the
targets data
extracted
from MIS
3 ToRs related Revise Monitoring Forms (1 and 2) M&E Unit                        
core Training of M&E Staff (Kabul and
functions PMU) on M&E tools and Grievance M&E Unit                        
(M&E Unit) Handling
Develop M&E Plan (Framework) M&E Unit                        
Prepare four times Quarterly
M&E Unit                        
Report for World Bank
Prepare 12-time Internal Monthly 1 1
M&E Unit 1 2 3 4 5 6 7 8 9 12
Report 0 1
Follow-up of IMI with FPs and PMUs
and analyze the data extracted                      
from MIS
Follow-up of CPM with FPs and   first round second round
PMUs and analyze the data
extracted from MIS
Follow-up of Social Audit with FPs
and PMUs and analyze the data   first round second round
extracted from MIS
At least 12 field mission to four
citizens by Kabul M&E Team 1 1
  1 2 3 4 5 6 7 8 9 12
(monitoring and grievance 0 1
handling)
Two times analyze Monitoring second
  first round              
Form 1 and Form 1 data collected round