DATA TRANSPARENCY AND PERFORMANCE MANAGEMENT

141. Results Monitoring and Evaluation: The Project will ensure a robust Results Framework and M&E system that will enable the effective tracking of results and implementation progress. The progress of the Project will be monitored against the results described in the Result Framework (RF) which will also feed into the Annual Review.

142. Performance management will involve five steps: (i) Developing results targets (ii) Designing data tools and templates, (iii) Creating data collection and collation routines and (iv) Analyzing and synthesizing data and (v) Establishing feedback loops with the respective implementing agency, stakeholders and the public.

143. First the program will select the appropriate indicators and expected trajectory towards achieving the set outcomes. Indicators will comprise a mix of outcome and output indicators. The program will minimize the use of inputs indicators to monitor progress. Examples in other systems show that this is best practice to select a limited number of KPIs that provide critical information on the progress of implementation. 144. Not all possible indicators will be tracked. Every program area already has indicators that are being measured. A sub- set of these indicators that are outcome focused and critical towards determining success of the program and lives saved,

will be selected. These are the indicators that will be tracked by the Program Delivery Unit.

145. Secondly, tools, templates and an integrated MIS system for collection will be developed. This will allow for effective monitoring across project areas. A combination of existing data reports and new databases for handling large amounts of data will be developed. This data collection tools and templates build on the existing HMIS templates and are currently being piloted in the MCH program. Different programs already have data collection templates and tools that will be built on.

146. Most of the data templates are paper-based. In the medium term we aspire to build a mobile data collection platform to create a more robust, reliable and faster system for managing data. This approach will be tested under the enabling component on innovation. In addition, surveys will be conducted periodically to monitor outcomes. The program will also leverage existing surveys where appropriate, such as health facility surveys and the resource tracking surveys.

147. The third step in the process will involve the data collection and reporting routines. For facility based data, they will be reported monthly and simultaneously to the state and Federal levels.This allows the PDU to analyse data faster, while allowing for the state to carry out verification of the information. Where needed, specific, focused surveys will be conducted. At the PHC levels, data officers collaborating with the Local Government M&E offices will have the responsibility for collecting data from the facility. This activity will be monitored by the State M&E officer and the state level PDU officer, who is a federal PDU employee, resident in the state. This person is responsible for assuring the quality of data being presented. Data collection will also be carried out by the agencies implementing the respective programs.

148. At the facility level, data will be compiled and recorded by a dedicated facility data collector that already exists within the State and LGA Primary Healthcare Development agencies. The information will be submitted to the State Liaison Agents from the facility using the standardized templates at the end of every week. Transportation allowances will be provided to the facility collectors pending the installation of a technological and more efficient method of collecting the information remotely.

149. The State Data agent collects and compiles all facility reports and submits to the Regional Coordinators on the first Wednesday of the subsequent month. This allows the State Agent a lag in time to compile a full month’s data from the facility.

150. Creating accountability in the system will be critical to making this program more than just a promise. The national and state level targets and progress against them will be made fully public, which will enhance accountability and create competition amongst states and implementers.

151. Fourthly, the collated data will be analysed and synthesized centrally by the data analysts within the PDU. The key insights will be synthesized and detailed in meaningful ways for the PSC and other audience such as the state government. Quarterly Scorecards for the states will also be developed based on the analysed data.

152. The Regional coordinators work with Data Analysts and the Technical Assistants within each programmatic area of intervention to collate, review, and analyze the reports. There will be a maximum of one month’s lag time between data submission by the facilities to the analyzed and reviewed monthly report at the Federal Level.

153. A program review is carried out every quarter by the Steering Committee to determine progress made, bottlenecks, constraints, propose corrective plans of action. Plans of action are made at the end of the review and implemented at the start of the next cycle. Please see (Annex 10) for a diagram illustrating this process).

154. The PDU will and PSC will then use this information for feedback conversations and discussions with the implementing agencies and the state governments on the progress towards achieving the agreed health targets. It will also provide the basis for problem solving and addressing critical bottlenecks.

FIGURE 2.

155.