Monitoring & Evaluation
Each of the tasks will be carefully monitored and evaluated on progress of set targets. Management reports will be a key tool for measuring the progress and the reporting will always cover activity, persons in charge, progress, variances, reasons for variation if any, proposals on how the issues can be addressed and lessons/best practices.
The following Strategic and Annual Action Plans will comprise the periodic examination of the inputs, outputs and outcomes of Strategic Goals. It is purposed to enable PAM Rwanda assess achievements, changes and shortfalls and give direction for the improvements.
Results from such assessments and analyses will be produced periodically and disseminated and shared through public presentations and PAM website to keep stakeholders actively informed and involved. Each PAM commission/unit will produce an annual work plan that translates the Strategic Goals into operational activities, expected results, schedules and persons responsible.
Each year, implementation monitoring data will be collected, analyzed and reported to enrich the annual reports. These monitoring and reporting exercises will be internal. Two independent evaluation actions will be conducted throughout the duration of the strategic plan implementation process:
1) A mid-term evaluation in mid-2023 and
2) A summative evaluation in mid-2024.
The mid-term evaluation will measure the level and quality of results, interventions in financial management, the quality of the monitoring and of its implementation. It will highlight changes in the general context and judge whether the strategic goals remain relevant.
The final evaluation will give a measure of the entire Strategic Plan performance. It will account for the use of resources and will report on the effectiveness and efficiency of interventions and the extent to which expected outcomes were achieved.
The primary evaluative and research questions will revolve around: Relevance; Effectiveness; Efficiency; Sustainability.
| Strategic Objective | Output activity | Indicator | Means of verification/source of data | Data collection method | Data collection frequency | Lead responsible | Partners |
|---|---|---|---|---|---|---|---|
| Strategic objective 1: Transform African mindsets & institutions to reflect on continental agendas and promote unity, dignity and solidarity of all the people of African descent | Conduct media programs on Pan African ideology | # & frequency of media programs conducted; | Media news & action plans | Media survey | Annually | Commission in charge of mobilization and Commission for Information | To be selected from Public and Private Sectors and Civil Society. |
| Organize conferences on African Liberation Day and other relevant events | #of annual African Liberation Day and other events organized | PAM Rwanda activity reports | Desk review & interviews | Annually | Commission in charge of mobilization and Commission for Information | To be selected from Public and Private Sectors and Civil Society. | |
| Organize public talks in schools, public and private institutions | # of public talks organised; # of public events organized | Public talks | Desk review | Monthly | PAM bureau/secretariat | Public and private sectors | |
| Writing competitions in schools on 2063 agenda | # of writing competitions are organized; No. of youth involved. | Competitions | Desk review | Quarterly | Commission of Education, Mobilization | Public and private sectors, CSOs | |
| Organizing mass sports and Umuganda | # of mass sport and umuganda are organized events are organized | PAM Rwanda activity reports | Desk review | Quarterly | Commission of Cultural, Mobilization | Public, private, CSOs | |
| Conduct a survey on understanding Pan African ideology and philosophy | # of Rwandans who attended media programs, public talks, conferences & other events | Action plan | Media survey | Annually | Mobilization, academia | Public and private sectors, CSOs | |
| Organise awareness community-based campaigns and engagements | # of community campaigns organized; | Activity reports | Desk review | Quarterly | Mobilization | Public and private sectors, CSOs | |
| Strategic objective 2: Promote integration of African countries | Organise public talks and implementation review meetings on the AU/Regional Blocks Statutes, agreements, protocols | # of Public reviews and talks; | Conference report | Desk review | After two years | Commission for Political Integration & International Relations | To be selected from Public and Private Sectors and Civil Society. |
| Conduct advocacy missions on free movement and visa upon arrival for Africans | # of advocacy missions conducted + mission reports | Mission reports; Advocacy plan & briefs | Media survey & interviews | After two years | Commission for Political Integration & International Relations | To be selected from Public and Private Sectors and Civil Society. | |
| Conduct advocacy missions for equal tuitions for all African students | Mission reports and advocacy plan | Mission reports and advocacy plan | Media survey | Annually | Education Mobilization | Public and private sectors | |
| Strategic objective 3: Promote African cultural values and knowledge | Compile a report on Rwandan cultural values and indigenous knowledge transmission systems | Study roadmap availability; Baseline study report available. | Study report | Survey & research | After 2 years | Commission in charge of academia | To be selected from Public and Private Sectors and Civil Society. |
| Organise an international seminar on African values and indigenous knowledge transmission | # of African countries attending the conference | Conference report | Desk review | After 2 years | Commission in charge of academia | To be selected from Public and Private Sectors and Civil Society. | |
| Organise seminar series and debates on education system that is capable of producing knowledge that is oriented towards finding solutions to African problems | # of seminar series and debates organised; # of higher education curricula changed | Seminar themes & reports | Desk review & interviews | Annually | Commission in charge of academia | To be selected from Public and Private Sectors and Civil Society. | |
| Strategic objective 4: Strengthen principles and practices of governance that are responsive to African problems, people-centered, inclusive, accountable and transparent | Develop Pan African leadership and governance training materials | # and quality of developed materials | PAM Activity & annual reports | Desk review & interviews | After two years | Commission for Politics & Governance | To be selected from Public and Private Sectors and Civil Society. |
| Conduct trainings on African responsive leadership and governance | # of trainings conducted; level of attendance | PAM Activity & annual reports | Desk review & interviews | After two years | Commission for Politics & Governance | To be selected from Public and Private Sectors and Civil Society. | |
| Train Africans on effective leadership and governance principles | # of African countries and PAM chapters involved in the trainings; # % of the youth attending the trainings | PAM Activity, annual reports & training reports | Desk review & interviews | After three years | Commission for Politics & Governance | To be selected from Public and Private Sectors and Civil Society. | |
| Strategic objective 5: Build the capacity of Pan African movement Rwanda chapter to deliver its mandate effectively | Assess the state of governance and management of PAM Rwanda chapter and identify needs that require further actions | Assessment report & list of needs and recommendations | Assessment report | Desk review | Annually | PAM Bureau & Executive Secretariat | To be selected from Public and Private Sectors and Civil Society. |
| Train members of the Executive Secretariat in various areas of interest | # of trainings; # of themes covered and # and positions of participants | Training & activity reports | Desk review; evaluation missions | Annually | PAM Bureau & Executive Secretariat | To be selected from Public and Private Sectors and Civil Society. | |
| Put in place a better facilitation of staff system / Scale up PAM Rwanda to lower administration layers | # and types of localized activities; Administrative & geographical distribution of localized activities | Activity & annual reports | Desk review & interviews | After three years | Bureau Secretariat Mobilization | To be selected from Public and Private Sectors and Civil Society. | |
| Devise means of collecting membership fee | Existence of a database for members; % of members who regularly contribute fee | Annual reports | Desk review | Quarterly | Bureau Secretariat Mobilization | To be selected from Public and Private Sectors and Civil Society. | |
| Invest into opportunities that can generate more income | # of investment projects | Activity and annual reports | Desk review | After three years | Bureau Secretariat Mobilization | To be selected from Public and Private Sectors and Civil Society. | |
| Organize a conference/meeting of all chairpersons of national chapters | Report on the conference or meetings organized and strategies adopted | Activity and annual reports | Desk review | After two years | Bureau Secretariat Mobilization | To be selected from Public and Private Sectors and Civil Society. | |
| Establish a working relationship with other national chapters | Frequency of communication between national chapters. | Activity and annual reports | Desk review | After two years | Bureau Secretariat Mobilization | To be selected from Public and Private Sectors and Civil Society. | |
| Strategic objective 6: To collaborate with other National Chapters to strengthen regional, continental and global PAM leadership structures | Carry out consultations with other Eastern national chapters on the way forward | A report on the consultations | Activity and annual reports | Desk review | After two years | Bureau | Public and private, CSOs |
| organize Africa Expects youth and Women topical discussion series | A strong network of Youth and of Women Pan Africanists in all Countries of Africa. | Activity and annual reports | Desk review | Annually | Youth commission; gender commission | Public and private, CSOs | |
| In partnership with other Eastern Africa National PAM chapters organise an Eastern African Regional Congress | Regional Leadership established | Activity and annual reports | Desk review | After two years | Bureau | Public, private | |
| Advocate for A global PAM Congress to convene. | Firm dates for the Global Congress agreed upon | Activity and annual reports | Desk review | After two years | Bureau | Public, private |
