"DEVELOPMENT POLICY MANAGEMENT FORUM"
DEVELOPMENT POLICY MANAGEMENT FORUM Institutionalizing Democracy and Deepening Democratic Governance in Africa STRATEGIC PLAN 2006 (CONDENSED VERSION) Contact: Addis Ababa Office: Nairobi Office: C/O UNECA, P.O. Box 1559 – 00606, P.O. Box 3001, Nairobi. Addis Ababa. Tel: +254-20-3754542 Tel: +251-11-55 15 410 / 54 45 277. /37 11 131/2039716 Fax: +251-11-55 15 410 / 55 14 416 Fax: +254-20-3754541 Email: email@example.com Email: firstname.lastname@example.org CONTENT Acronyms………………………………………………………………………….………………………….…..3 Introduction………………………………………………………………………….……………………….…...4 DPMF at a Glance..............................................................................................................................................5-10 SWOT Analysis…………………………………………………………………….………………………...10-11 Integrated Resources ……………………………………………………………….…………………………....12 Programme of Work …………………………………………………………………………………………13-15 Monitoring and Evaluation framework………………………………………………………………………..…16 2 ACRONYMS AAPS – African Association of Political Scientists ACARTSOD – African Centre for Research and Training in Social Development A African Capacity Building Foundation AFSTRAG – Africa Strategic and Peace Research Group AGI - African Governance Institute AISA – African Institute of South Africa AU- African Union CENSAD – Community of Sahel- Saharan States CODESRIA – Council for the Development of Social Science Research in Africa COMESA – Common Market for Eastern and Southern Africa CSOs – Civil Society Organizations EAC – East African Community ECOWAS – Economic Community for West African States IDEA – International Institute for Democracy and Electoral Assistance IDRC – International Development Research Centre IGAD – Inter Governmental Association for Development NEPAD- New Partnership for African Development NGOs – Non- Governmental Organizations OSSREA – Organization for Social Science Research in Eastern and Southern Africa RECs – Regional Economic Communities SADC- Southern Africa Development Community SIDA – Swedish International Development Agency UN – United Nations UNDP – United Nations Development Program UNECA – United Nations Economic Commission for Africa 3 DEVELOPMENT POLICY MANAGEMENT FORUM INTRODUCTION Development Policy Management Forum, hereinafter referred to as DPMF, is a Pan-African non-governmental organization. It is also a non-profit, knowledge-based body established in 1995. It registered a satellite office in Nairobi and in June 2007 DPMF moved the entire office to Nairobi which became its main office. Its members are individuals involved with either the different aspects of the policy process or / and with research and training institutions specializing in development management and public policy. DPMF believes that it can play an important role in Africa’s development process, especially at this time when Africa is making a conscious decision to move toward democracy and good governance and to reduce structural poverty. The future of DPMF is being secured by the legacy of success provided by its leadership and stakeholders. In order that such a future be worthy of its past and present greatness, DPMF creates excellent strategic plans that recognize the extraordinary developments on the African continent, the opportunities presented by regional integrations and bodies and the interrelated challenges of declining natural resources, conflicts and bad governance. For DPMF to successfully manage the strategic issues that are critical to achieving its vision whilst staying relevant and effective in the region, its strategic plans are both creative and innovative. This Strategic Plan, which cover the period 2007-2010, discuses how the DPMF plans position itself, strategically, in order to deliver its mandate better. It is the product of a consultative exercise undertaken in October 2006 with key stakeholders. The main conclusion drawn from this exercise can be summarized as: “DPMF is owned by its stakeholders who understand its core business. While programmes can be enhanced by improved monitoring and evaluation, the outstanding issue facing DPMF is that of inadequate resources which interferes with DPMF’s governance and structures. If the issue of resources is not adequately addressed, DPMF will slowly degenerate and will limp along….Against the backdrop of its Pan- African role, a realistic plan of action needs to be developed.” The Strategy covers three areas under DPMF’s mandate: 1. Research in five thematic areas: democratic governance, conflict and peace-building, regional integration, civil society and leadership and civil service reform. These five themes are also DPMF’s core business focus. 2. Capacity-building, and 3. Information dissemination through various publications. 4 In the said period, DPMF will strengthen its capacity by recruiting two key persons to fill the positions of Program Officer and Resource Mobilization Officer. As information dissemination is a part of its mandate, DPMF will also endeavour to review its management information system and current marketing strategies. Furthermore, DPMF will endeavour to track progress on the implementation of programmes and activities through continous monitoring and evaluation against the backdrop of expected results. DPMF will also endeavour to provide knowledge and sound information for more informed decision-making. Through building the knowledge and technical capacity of both senior policy makers and civil society leaders on critical issues of governance, conflicts and regional integration, DPMF will deepen the democratic process by supporting the efforts of these two stakeholders to bring about change in their respective countries. DPMF AT A GLANCE VISION: A peaceful, democratic, regionally integrated Africa which is also developed economically and socially. MISSION: • To strengthen the institutionalization of the democratic process • To deepen democratic governance • To enhance the institutional capacity for development of policy in sub-Saharan Africa. CORE BUSINESS FOCUS By ‘Institutionalizing Democracy and Deepening Democratic Governance in Africa; DPMF means it will consolidate democracy in Africa’s development processes by focusing its research and capacity building activities around five thematic areas: democratic governance, conflict and peace-building, regional integration, civil society and leadership and civil service reform. 5 DPMF’s STRATEGY FOR ACHIEVING SPECIFIC THEMATIC GOALS / PROGS Research: To increase knowledge as well as enhance the capacity of policy-makers and civil society in the sub-region to contribute to the development of strategies and policy options, DPMF undertakes comparative research. The programmes produce scientific data and analyses. Capacity Building and Training: To build institutional capacity so that stakeholders can participate in policy dialogues, DPMF organizes two kinds of workshops. The first, ‘Sensitization Workshops’, are for senior policy managers from organizations in the sub region and from specific individual countries. Then there are separate workshops for policy makers / implementers and civil society leaders aimed at developing strategies, policies and practical programs to sustainable peace in post-conflict communities. DPMF believes that capacity building will enhance the democratic process, deepen regional integration and improve the efficiency and effectiveness of development policy management. DPMF has also been facilitating the creation of various networks. Knowledge Dissemination & Management: This is an integral part of DPMF’s program of consolidating and institutionalizing democratic governance. Information is disseminated through various types of publications: books, DPMF tri-annual bulletin, policy briefs, occasional papers, workshop reports, online newsletter, conference proceedings and a rooster of African experts in the field of development management. DPMF’s website (http://www.dpmf.org) is regularly updated to provide up-to-date information about the activities of the organization and full-text documents of its publications (with the exception of books). Quality Control for Research: To ensure the production of quality research, DPMF: • Uses an expert ‘selection committee’ that vets all the research proposals • Monitors and evaluates the research process carefully • Organises workshops to discuss research findings with other researchers, policy makers and Civil Society Organisations (CSOs). • Publishes the emerging reports in books or presents the results in policy briefs. • DPMF seeks feedback so as to generate knowledge that is relevant, credible and legitimate when the entire research process ends. OPERATING PRINCIPLES; STRATEGIES In order to address issues of democratic governance relevantly, DPMF: • Builds the capacities of institutions • Delivers high quality research • Disseminates information through publications: policy briefs, books, websites, annual reports and conferences • Forms partnerships with policymakers, civil society and scholars. • Prioritises problematic issues • Uses local knowledge to build useful, extensive networks 6 OBJECTIVES DPMF’s general goal is to enhance institutional capacity for development policy management within the framework of good governance and the democratization process taking place in sub-Saharan Africa. There are also four specific objectives: • To provide a forum for discussion and assessment of the institutionalization of democracy and good governance; • To provide training in good governance, post-conflict peace-building and build the capacity of civil servants, politicians, judicial and security officials and CSOs so that they can improve the way they make and implement policies; • To undertake comparative policy oriented research for use by policy makers and the scientific (academic) community. • To provide a means of communication on institutional development issues and on conflict management which responds to the current needs of researchers and practitioners in Africa; GUIDING VALUES • Professionalism: DPMF values excellence, works systematically, sets and keeps high performance standards, accountability in its actions and in achieving results within its spheres of control • Transparency and openness: DPMF seeks to expand its knowledge base by being open, create, and allowing decisions and the status quo to be challenged. • Sensitivity: DPMF believes that there is more than one way to look at the world and that the diversity of views, experiences, skills, capabilities and beliefs enriches work. • Participation and Inclusiveness: DPMF will improve the quality of decisions by actively involving people in the decision-making process. It will also make sure that decisions are supported. • Resourcefulness: DPMF will always strive to do more with less. GOVERNANCE DPMF has a three-tier structure: a) A General Assembly made up of the Forum’s members; b) Eight elected board members and the executive director as a non-voting member; and c) A secretariat. 7 DPMF’S GOVERNANCE STRUCTURE GAM Governance Board Executive Director Task/specific Resource Mobilization 1 Scientific Committee Program Officer Administrative Officer Assistant Accountant Consultants Secretary Information Technology Visiting Scholars & Interns Temporary Research Assistant Typist Messenger/Driver Research Assistant Research Assistant 1 Shaded positions are temporary and not part of the permanent structure. 8 The General Assembly meets every two years to, among other things, elect board members. The board members, who are expected to meet once annually, are tenured for three years to represent four regions of the continent: i.e. east, west, central and southern regions. Tenures are renewable once. The secretariat staffing includes the executive director, a part-time accountant, an office assistant and from time to time a number of interns who act as research and/or program officers. Staffing is directly related to the level of project funding. DPMF’S COMPETITIVE EDGE Some of the hard-to-duplicate points that set DPMF apart from its competitors and like-minded-partners include its: • Unique expertise and strength in both comparative research and capacity building of CSOs and policy makers in the area of contemporary governance plus the challenges facing the African continent (even universities do not have this). • DPMF is the only organization in Africa that links social science research directly to policy. • DPMF has a reasonable capacity and experience in facilitating debates amongst networks and consortia of research and development partners in its five areas of focus. • DPMF’s expertise in policy analysis is growing. • DPMF has unique databases on experts in its five focus areas and considerable material/ literature from comparative research. OUTSTANDING ACHIEVEMENTS 1. DPMF has developed a unique strategy that brings together three critical groups in African countries: policy makers, CSO leaders and researchers; and provides an independent forum for these groups to: • Exchange views and perspectives on critical issues on democracy and development • Receive (from DPMF) the latest scientific data and knowledge on the critical issues of concern to them • Be trained (for policy makers only) on developmental challenges as African nations attempt democratic governance. 2. DPMF has successfully undertaken comparative research on some important and critical issues along its five thematic areas. 3. DPMF has undertaken important capacity building programmes for policy makers at both the regional (involving six States of Ethiopia, Kenya, Tanzania, India and Brazil) and the sub-regional (from SADC, EAC and IGAD) levels. 9 4. DPMF has developed partnerships and expanded its network to include: major regional inter-governmental organisations, various UN agencies, the major African social science organisations and many national organizations in Eastern, Southern, Western and Northern Africa; and governments of South Africa, Kenya, Tanzania, Uganda, Ethiopia, Sudan, Senegal and Nigeria. 5. With the help of NEPAD, DPMF has established a major Pan-African Network - African Management Development Institutes Network (AMDIN) – currently based in South Africa. In addition we have been actively involved in the creation and establishment of the African Governance Institute (AGI) supported by the AU and UNDP, as well as the Africa Forum for former African Heads of States. EXPECTED CHALLENGES: Many global changes have a direct bearing on DPMF’s programmes, agenda, role and mandate. While changes may be accompanied by new opportunities, it is expected that there will be challenges. Some of the factors and trends that are likely to have a profound influence on DPMF’s programmes include: environmental factors, politics, research and investor influence. • The highly complex, dynamic and uncertain conditions that come with poor environmental policies in transforming societies threatens the transfer and survival of the knowledge generated by DPMF. Sometimes the prevailing environment makes DPMF’s work ambiguous. • Major changes in political direction of donor countries and consequent changes in their priorities may lead to marginalisation of the work and importance of knowledge based NGOs / CSOs especially those that counter external hegemony and domination of foreign powers and Institutions in Africa. • Research-based institutions may be forced to adhere to the broad guidelines and research framework of the MFI and EU who fund their work. Funding may be withdrawn if these institutions overstep their margins. • Investor influence: Foreign donors, who tend to dominate the entire space of research-based NGOs / CSOs, sometimes make unreasonable necessary demands and expectations on their investments without necessarily appreciating the difficulties and complexities involved in the transfer of knowledge in the African context. Such demands pose challenges for DPMF and other organisations. Additionally, the absence of real partnership with shared responsibilities and results accountabilities leads to the development of strained unproductive relationships STRENGTHS, WEAKNESS, OPPORTUNITIES, AND THREATS (SWOT) ANALYSIS Against the backdrop of the October 2006 self-assessment exercise, DPMF will use the SWOT analysis to identify several perceived strengths, weaknesses, opportunities and threats when redesigning its work or refining its strategic plan. Key SWOT Themes identified by the participants can be summarized as follows: 10 SWOT ANALYSIS Strengths Weaknesses • Lack of (core) funds that causes infrequent Board meetings and • A respected Executive Director with a lot of clout regionally limit ‘in-house capacity’ • Stakeholder support • Board lacks in age-diversity • Well understood mandate • Lack of formal code of conduct for board of governors • Goodwill of UNESCA, AU & governments of Kenya and Ethiopia • Poor programming continuity and loss of tacit knowledge due to • Strong Board with active intellectuals nature of staff contract (temporary) • Has a pool of experienced multi-disciplinary researchers • A lot of non-programmed activities Opportunities Threats DPMF’s results progress is fragile and at risk because of several urgent • There are opportunities for DPMF to forge private sector and thus threats; mobilise technical and financial resources within the private sector, for • Declining (core) funding sources for research, with increased training, and program investment. To facilitate collaboration, DPMF will emphasis from donors on visible measurable results. need to develop a framework and guiding principles for engagement. • Balancing the production of International Public Goods (IPGs) • DPMF has a huge opportunity to act as a consultant in its areas of with donor demand for results expertise for AU, UN, governments, civil society etc. • Constantly changing global priorities and diverse donor interests, • Contextual differences across countries that may limit transfer of knowledge, experience and lessons. Delayed disbursements by donors. Uncertainty and unpredictability of short-term and long-term funding, regional and internal conflicts, evolving government structures, high turnover of decision makers and donors impeding on continuity, slow policy development and implementation. 11 INTEGRATED RESOURCES As DPMF has insufficient variable and finite resources to achieve its strategic goals, it will need use four kinds of resources to implement its proposed strategy: staff, a budget, strategic partnerships and accountabilities. Staff: DPMF will: • Hire two new staff, a Program officer and a Resource mobilization officer, • Provide opportunities for local and international internships. • Continue its efforts to identify best practices and to develop indicators of performance • Identify and explore its “niche” within the mandate, within which interventions can be particularly effective. • Recruit the best and most committed to mission. Budget: DPMF will access resources for its programmes from: industries, the private sector, foundations, trusts and philanthropists with whom linkages will be strengthened. Governments in the region will also be approached for their commitment and support. Strategic partnerships: Partnerships are vital to DPMF because the implementation of its strategy will transcend its own capacity. Some of DPMF’s key partners include: • AU, NEPAD, RECs – IGAD, COMESA, SADC, ECOWAS, CENSAD, UNECA, UNDP, • African Governments (parliamentarians and Civil Servants), • Donor Agencies, (UN, Ford Fondation, IDRC, SIDA etc.) • Major Regional African Research Organisations such as CODESRIA, OSSREA, AFSTRAG, AAPS, IDEA, AISA, ACARTSOD, National NGOs/CSOs working on Conflict, Governance, Regional Integration, Gender and on CSOs. DPMF will continue to strengthen and to seek cost sharing opportunities with its wide range of regional and national partners. With these resources, DPMF expects outputs like: a better reputation; increased quality and relevance in the region. It also hopes that the quality and quantity of its research work will improve. DPMF will also develop its information management system and forge stronger ties with strategic partners. The following outcomes will also be expected: Improved policy debates on DPMF’s 5 areas of work, improved governance in CSOs and government, increased efficiency in policy making and implementation and increased access to knowledge for stakeholders. 12 PROGRAMME OF WORK 2007 Tasks Activities Time-Line Deliverables (Outputs) 1. Social Policy Development and 8 Research and workshops Qtr. 1- 2007 x 2 w/s Publication of two books Governance in Kenya, Nbi: FF (Publication & dissemination) Qtr 2 -2007 Policy Briefs Qtr.3- 2007 15 DVD Recordings of the Qtr.4- 2007 workshops 2. Impact of Gender Policies: AA/Nbi: 1 Final workshop Qtr. 2 -2007 1 book DPMF/FF Policy Briefs 3. Consultative meeting of African Event Report of meeting for distribution Parliamentarians on Dafur. Nbi- Qtr 1- 2007 to government and CSOs in OSI/FF Africa 4. Publication of 3 books: DPMF 1 Activity Qtr. 3- 2007 x 2 3 books for dissemination to DPMF books stakeholders, govts. Regional Qtr. 4- 2007 x 1 book institutions and public at large. 5. Pastoralist Conflict Phase 2. Event (conference) Public Presentation, book, policy Dissemination of Policy Briefs and % presentations of books, policy Qtr 3-2007 Briefs and Dialogue with policy Book to Policy Makers AA, Nbi, briefs to policy makers in 5 makers in 5 selected countries Kampala & Khartoum countries 6. Roaster of African Experts in Social Event Qtr. 3 –2007 Roster of experts to be used by Study. (In collaboration with ACARTSOD ACARTSOD) 7. Research Project on “Land Policy, Methodological and Final w/s, Qtr. 3 –2007 Policy Briefs to governments, CSOs, a Development and Governance in Publication & dissemination) book for the scientific community and Kenya)” the public at large. 8. Research project on the Role of AU (Methodological and Final w/s, Report to be presented to AU, sub- and Regional Bodies in Conflict Publication & dissemination) Qtr. 4 -2007 regional bodies, IDRC, DPMF and key Management and Peace Building stakeholders collaboration with AU and Regional Organizations: IDRC 9. Preparation of Curriculum and One event (workshop) Qtr. 4 –2007 Training manual Training of Policy Makers on Peace Building. ACARTSOD and AU 13 10. Annual Conferences Theme-based papers Presentation of scientific based papers Assessing development in Africa Qtr. 4 - 2007 on conference Themes IDS/Dar, since independence IDS/Dar- GAM/DPMF GAM/DPMF Publication of conference proceedings 11. Dissemination of Research Outputs Public presentation of Books and Qtr. 4 - 2007 Brief Public meetings of researchers, to Policy Makers policy briefs to policy makers,& policy makers and CSOs, CSOs Policy Briefs and books Forum for dialogue amongst stakeholders MONITORING AND EVALUATION FRAMEWORK 2007 Outputs Required Time schedule Responsible Cost Estimate Comments Yes No MM YY Monitoring End of 2007 Program Officer N/A This is a progress reports on on-going activities Reports*** Y year 2007 1Review @ US$ --- This is a review on capacity building activities are Mid-Term Y End of Program (Data collection, site contributing to planned outputs & progress on indicators Reviews year Officer/External visits) Consultant After the 2007 This is a learning self-evaluation on what went well or End of Y end of Program Officer & N/A wrong and why? project every Partners (Peer Reviews) reviews project Special N case studies Annual Every Program officer N/A work Plans Y Year Financial Accountant/ N/A Report Y External Auditor Agreed Yearly Program Officer Information from Progress Reports and Reviews will Donor Y on with N/A inform donor reports. Reports each Donor 14 *Note: All DPMF research projects have an in-built self- monitoring aspect in their design. However, the program officer will be expected to prepare end–of - year reports for all projects. PROGRAMME OF WORK 2008 Tasks Activities Time-Line Deliverables (Outputs) 1. Research Project on “Land Policy, Methodological and Final w/s, Qtr. 4- 2008 Policy Briefs to governments, CSOs, a Development and Governance in Kenya) Publication & dissemination) book for the scientific community and the public at large. 12. Capacity Building of CSOs on “their Qtr. 1- 2008 role in Democratization in Kenya” A series of 4 capacity Building Qtr. 2 -2008 A series of workshops A manual for Nbi/FF workshops Qtr. 3 -2008 CSOs Qtr. 4 -2008 13. Comparative Research on -History, performance and parliamentarians in the three EAC Research and workshops Qtr. 2 -2008 effectiveness of parliamentarians countries -Relation of parliament with Executive -Reports to governments, parliaments and CSOs 14. Capacity Building and Research on Research and sensitization Qtr. 1- 2008 x 2w/s Research findings on the ARRM and self- assessment process the “Role of CSOs in the Preparation workshops in countries at Qtr. 2 –2008 x 2w/s and Implementation of APRM in Enhanced awareness of APRM to various stages of the APRM Qtr. 3 –2008x 2w/s CSOs and policy makers in countries Eastern and Southern African Countries” Nbi:Trust Africa and at different stages of the APRM UNDP process 15. Comparative research on political Research and Workshops Structure, governance Ideologies of parties and political culture of the Qtr. 3 –2008 political parties three EAC countries Relations with interest groups and emergence of political culture Reports for public debates by CSOs, party officials and public 16. Training of Policy Makers from A 1 week Training Program Qtr. 1- 2008 x 1w/s Reports of workshops Regional bodies on Regional Qtr. 2 –2008 x 1w/s Manuals 15 Integration, Conflict and Governance Qtr. 3- 2008 x 1w/s Takeaway reading material in Collaboration with AU and RECs. Trained and sensitized senior policy makers from countries of sub-regions 17. To Establish an African Academy on Consultant to undertake feasibility Report on Feasibility study Governance and Leadership for Study Qtr. 1- 2008 Young Africans. 18. Annual Conferences Theme-based papers Presentation of scientific based papers Assessing development in Africa Qtr. 4- 2008 on conference Themes IDS/Dar, since independence IDS/Dar- GAM/DPMF GAM/DPMF Publication of conference proceedings Other themes to be identified for 2008 and 2009 conferences 19. Implementation and Results Report on activities and progress on Qtr. 2 -2008 Monitoring planned outputs Qtr. 4 –2008 End of year Monitoring Reports Data collection on indicators 20. Outcome-Based Evaluation Travel to selected countries for data Qtr. 4- 2008 Evaluation Report collection Report writing Publishing/Printing and distribution of Report to stakeholders. 21. Internal staff Capacity Building Qtr. 1-2008 (Consultants) Training on Results Based Qtr. 2-2008 Reports Planning, budgeting monitoring and Qtr. 3-2008 Manuals evaluation, project management Qtr. 4-2008 Annual Plans Development of manuals 16 MONITORING AND EVALUATION FRAMEWORK 2008 Outputs Required Time schedule Responsible Cost Estimate Comments Yes No MM YY Monitoring End of 2008 Program Officer N/A This is a progress reports on on-going activities Reports*** Y year 2008 1Review @ US$ --- This is a review on capacity building activities are Mid-Term Y End of Program (Data collection, site contributing to planned outputs & progress on indicators Reviews year Officer/External visits) Consultant After the 2008 This is a learning self-evaluation on what went well or End of Y end of Program Officer & N/A wrong and why? project every Partners (Peer Reviews) reviews project Special N case studies To be End of Program officer/ 1 Evaluation This is a comprehensive outcome-based evaluation on decided 2008 External @US $ DPMF’s work. Evaluations Y Consultants (Data collection, site visits) Annual Every Program officer N/A work Plans Y Year Financial Accountant/ N/A Report Y External Auditor Agreed Yearly Program Officer Information from Progress Reports and Reviews will Donor Y on with N/A inform donor reports. Reports each Donor *Note: All DPMF research projects have an in-built self- monitoring aspect in their design. However, the program officer will be expected to prepare end–of - year reports for all projects. 17 PROGRAMME OF WORK 2009 Tasks Activities Time-Line Deliverables (Outputs) 22. Research project on the Role of AU (Methodological and Final w/s, Report to be presented to AU, sub- and Regional Bodies in Conflict Publication & dissemination) Qtr. 2 -2009 regional bodies, IDRC, DPMF and key Management and Peace Building stakeholders AA/IDRC with AU and Regional Organizations 23. Comparative Research on -History, performance and parliamentarians in the three EAC Research and workshops Qtr. 4 -2009 effectiveness of parliamentarians countries -Relation of parliament with Executive -Reports to governments, parliaments and CSOs 24. Capacity Building and Research on Research and sensitization Qtr. 1- 2009x 2w/s Research findings on the ARRM and self- assessment process the “Role of CSOs in the Preparation workshops in countries at Qtr. 2 –2009x 2w/s and Implementation of APRM in Enhanced awareness of APRM to various stages of the APRM Qtr. 3-2009 x 2w/s CSOs and policy makers in countries Eastern and Southern African Qtr. 4 –2009 x 2w/s Countries” Nbi:Trust Africa and at different stages of the APRM UNDP process 25. Comparative research on political Research and Workshops Structure, governance Ideologies of parties and political culture of the Qtr. 4 - 2009 political parties three EAC countries Relations with interest groups and emergence of political culture Reports for public debates by CSOs, party officials and public 26. Training of Policy Makers from A 1 week Training Program Reports of workshops Regional bodies on Regional Qtr 1- 2009 x 1w/s Manuals Integration, Conflict and Governance Qtr. 2 –2009 x 1w/s Takeaway reading material in Collaboration with AU and RECs. Qtr. 3- 2009 x 1w/s Trained and sensitized senior policy makers from countries of sub-regions 27. Annual Conferences Theme-based papers Presentation of scientific based papers Assessing development in Africa Qtr 4- 2009 on conference Themes IDS/Dar, since independence IDS/Dar- GAM/DPMF GAM/DPMF Publication of conference proceedings Other themes to be identified for 18 2008 and 2009 conferences 28. Implementation and Results Report on activities and progress on Qtr. 4 – 2009 Monitoring planned outputs End of year Monitoring Reports Data collection on indicators MONITORING AND EVALUATION FRAMEWORK 2009 Outputs Required Time schedule Responsible Cost Estimate Comments Yes No MM YY Monitoring End of 2009 Program Officer N/A This is a progress reports on on-going activities Reports*** Y year 2009 1Review @ US$ --- This is a review on capacity building activities are Mid-Term Y End of Program (Data collection, site contributing to planned outputs & progress on indicators Reviews year Officer/External visits) Consultant After the This is a learning self-evaluation on what went well or End of Y end of 2009 Program Officer & wrong and why? project every Partners N/A reviews project (Peer Reviews) Special N case studies Annual Every Program officer N/A work Plans Y Year Financial Accountant/ N/A Report Y External Auditor Agreed Yearly Program Officer Information from Progress Reports and Reviews will Donor Y on with N/A inform donor reports. Reports each Donor *Note: All DPMF research projects have an in-built self- monitoring aspect in their design. However, the program officer will be expected to prepare end–of - year reports for all projects. 19