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Regional Technical Assistance (RETA) 6306 Mainstreaming Mf. DR for Poverty Reduction in South Asia Regional Technical Assistance (RETA) 6306 Mainstreaming Mf. DR for Poverty Reduction in South Asia Islamabad 28 th February 2007

Agenda 10. 00 am Welcome Speech & Outline of RETA 6306. Ziba Farhadian-Lorie 10. Agenda 10. 00 am Welcome Speech & Outline of RETA 6306. Ziba Farhadian-Lorie 10. 10 am Address by Country Director PRM, ADB. Peter Fedon 10. 20 am Address by Member I&M, Planning Commission. Lt. Gen. (R) Muhammad Zubair 10. 30 am Tea Break

Agenda 11. 00 am Mf. DR as a change process. Liam Mc. Millan 11. Agenda 11. 00 am Mf. DR as a change process. Liam Mc. Millan 11. 15 am Requirements for Mf. DR. Bernard Woods 11. 30 am Overview of RETA 6306. Bernard Woods 11. 45 am Findings of the RA at Projects Wing. Aurang Zeb Zia and Khurram Khan

Agenda 12 noon Discussion of RA Issues 1. 00 pm Lunch 2. 00 pm Agenda 12 noon Discussion of RA Issues 1. 00 pm Lunch 2. 00 pm Presentation and Facilitated Discussion on RB-CPS and Linkages with Implementation. Safdar Parvez. 2. 30 pm Discussion of Priority RETA activities 3. 30 pm Tea

Regional Technical Assistance (RETA) 6306 Mainstreaming Mf. DR for Poverty Reduction in South Asia Regional Technical Assistance (RETA) 6306 Mainstreaming Mf. DR for Poverty Reduction in South Asia Islamabad 28 th February 2007

RETA 6306: Organization-Level Results Management RETA 6306: Organization-Level Results Management

Results as an Organization Change Process More than a new system of measurement A Results as an Organization Change Process More than a new system of measurement A long term change process involving n n n reorientation of thinking and planning change at the institutional level change at the management level

Drivers of Change External force Leadership and vision n n Positive Negative Drivers of Change External force Leadership and vision n n Positive Negative

Implementing a Results Focus Two key stages: n Stage 1: Introduction of a results-focus Implementing a Results Focus Two key stages: n Stage 1: Introduction of a results-focus into country planning w creation of logframes and indicators at the sectoral level w sectoral and project accountability w public disclosure of evaluation and results to encourage demand for information n Stage 2: Cascading the philosophy and practices down to the organizations of Government responsible for delivering the planned sectoral results.

Stage 1 Stage 2 • Development Economist • Governance of the State • Relatively Stage 1 Stage 2 • Development Economist • Governance of the State • Relatively small critical mass • Small and knowledgeable team • Central control, centrally driven • Leadership and management of organizations • Involves employees of state organizations • Critical mass is immeasurably larger • Diffuse control • Requires communication and feedback • Complex results agenda • Requires organizational and behavioral change which is likely to run counter to existing culture Few countries have made the jump

Existing Results Focus Important to note ALL organizations are already results-focused. Organizations evolve cultures Existing Results Focus Important to note ALL organizations are already results-focused. Organizations evolve cultures and behaviors in order to deliver a set of results n n These results may now be thought obsolete in the light of the rigorous analysis of Stage One. Stage Two is not the introduction of a results focus to an organization devoid of results, it is the realignment of an entire way of working towards a new set of results: a much more difficult task Task is to realign internal with new external

Requirements for Mf. DR Requirements for Mf. DR

Pakistan and International Convergence Leadership at central level is critical Well formulated, results based Pakistan and International Convergence Leadership at central level is critical Well formulated, results based strategic plan is required Frameworks with results and indicators Consistent budget allocation in line with the priorities of the plan is necessary Plan must be moved beyond just being on paper

Convergence Continued Mf. DR adapted to the country context Country level coalitions of government Convergence Continued Mf. DR adapted to the country context Country level coalitions of government and donors to support Mf. DR Requirements for reporting and accountability

Issues for Consideration at Organization Level An effective M&E system is required with decision-making Issues for Consideration at Organization Level An effective M&E system is required with decision-making processes that extensively use information from the system (demand not supply driven) User led Involvement of elected representatives in results accountability processes Universal incentives supporting Mf. DR behavior at the agency/department level Statutory requirements for reporting and accountability

Other Considerations “Mf. DR implementation is a marathon, not a 100 yard dash” Ultimately Other Considerations “Mf. DR implementation is a marathon, not a 100 yard dash” Ultimately Mf. DR success is not based on the technical aspects Challenges for Mf. DR leaders occur where the system does not deliver or if main elements of Mf. DR are missing

RETA 6306 Planning and Process RETA 6306 Planning and Process

RETA 6306 Readiness Assessment Planning and pilot development Implementation Donor coordination RETA 6306 Readiness Assessment Planning and pilot development Implementation Donor coordination

RA Objectives To provide a descriptive and analytical assessment of the level of readiness RA Objectives To provide a descriptive and analytical assessment of the level of readiness of a particular organization to improve it results management orientation To provide the information necessary to develop a capacity building plan to strengthen its results management approach

RA Dimensions Technical Assessment: n What elements of results management are in place, what RA Dimensions Technical Assessment: n What elements of results management are in place, what needs to be strengthened? Change Management Assessment: n How ready is the organisation to make the changes required? Discussion of Assessment Report with partner organisation At each stage of the process the ‘readiness’ of the particular aspect of the organization is evaluated and capacity gaps are identified.

Readiness Assessment Categories Clarity of Results Adequacy of Resources Management Infrastructure: n n n Readiness Assessment Categories Clarity of Results Adequacy of Resources Management Infrastructure: n n n Strategy and policy Structure Systems and processes Values, culture, vision and leadership Monitoring systems Plus the context – the External Environment

RA Analysis The RA enables the ‘mapping’ of readiness against the six categories of RA Analysis The RA enables the ‘mapping’ of readiness against the six categories of the readiness tool This enables identification and comparison of key areas of capacity weakness RA details provide information required to develop interventions to strengthen capacity in the six categories

Analysis of Assessments. Analysis of Assessments.

Main Issues of RA of Projects Wing, Planning Commission Main Issues of RA of Projects Wing, Planning Commission

Main Issues of RA of Projects Wing, Planning Commission w Emphasis of the Prime Main Issues of RA of Projects Wing, Planning Commission w Emphasis of the Prime Minister on monitoring given impetus to strengthening of PW. n continued emphasis and political stability pre-requisite for reform process to lead to results w Shortage of manpower at professional level n hindering work at all levels w Capacity of executing agencies is limited in execution of projects, and in monitoring and reporting.

Main Issues of RA of Projects Wing, Planning Commission w Capacity of project directors Main Issues of RA of Projects Wing, Planning Commission w Capacity of project directors is often limited. w Improvement and development of knowledge base required w Procurement procedures require upgrading to support objectives of the organization w Civil service structure of Pakistan requires revision to align with a results focus

Main Issues of RA of Projects Wing, Planning Commission w. Knowledge of M&E is Main Issues of RA of Projects Wing, Planning Commission w. Knowledge of M&E is lacking. n Exposure to latest tools of M&E is limited n In-house training/other interventions required for monitoring & evaluation parameters n Requires identification of key issues and investigation of necessary topics

Main Issues of RA of Projects Wing, Planning Commission w Need for improved and Main Issues of RA of Projects Wing, Planning Commission w Need for improved and more meaningful interaction with all stakeholders/clients. w International exposure required to study the other models for monitoring & evaluation and adapt for Pakistan w Frequent transfers do not build institutional memory w Need for IT equipment/systems in some areas w Insufficient management knowledge and skills in MIS Wing

RETA 6306 PW Action Planning: Issues RETA 6306 PW Action Planning: Issues

Discussion of Issues Discussion of Issues

Discussion of RETA Priorities Discussion of RETA Priorities

Assigning Priorities to Issues and Solutions Please discuss and identify Interventions for each issue. Assigning Priorities to Issues and Solutions Please discuss and identify Interventions for each issue. Assign each intervention a timeframe S=Short, M=Medium In ‘Potential RETA Support’ Assign P 1 for Priority level 1, P 2 for Priority level 2 and P 3 for Priority level 3 S P 1