Planning Commission
Content
Planning Commission of Pakistan and Result Based Monitoring(RBM)
Muhammad Nadeem Afzal Sp 11/MSc EM/037
History • Planning Commission – National Development Board
-
1948
– National Planning Board
-
1953
– Planning Commission
-
1958
Planning Commission • Functions – Preparing the National Plan and review and evaluating its implementation – Formulating annual plan and ADP – Monitoring and evaluating implementation of major development projects and programmes – Stimulating preparation of sound projects in regions and sectors lacking adequate portfolio – Continuously evaluating the economic situation and coordinate economic policies – Organizing research and analytical studies for economic decision making
Organogram
Overview • Planning Commission – Occupies central position in the planning machinery in Pakistan – Assumes the role of project evaluator – As per the Rules of Business, 1973 (updated Up to 1985), the evaluation of on-going and completed projects is one of the basic responsibilities of the Planning and Development Division – Projects Wing • Responsible for ensuring that mega development projects are executed as per approved scope, targets and time frame
Project Appraisal and Approval • The approving limits of each forum are:Approving Authority Departmental Development Working Party (DDWP)
Cost Limit Up to Rs.40 M
Central Development Working Party (CDWP)
Up to Rs.500 M
Executive Committee of National Economic Council (ECNEC) Provincial Development Working Party (PDWP) Corporations and Autonomous Bodies/CDA
More than Rs.500 M ^ Rs.5000 M * No Limit
^ other than irrigation sector, provided no federal funding or external financing is involved in the cost of the project
* with 100% self-financing with no government guarantee and involving less than 25% foreign exchange/foreign assistance • Dedicated PD for projs > Rs 100 M
Project Evaluation • It is mandatory that the projects of Infrastructure Sector and Production Sector costing Rs.300.00 M and above should undertake proper feasibility studies before the submission of PC-I
• Reports – Physical/ financial progress
-
monthly basis, PC-III (B)
– Monitoring reports
-
quarterly basis, PC-III (A)
RESULT BASED MONITORING (RBM) • The development partners and the developing countries under Paris Declaration are bound to work together and jointly monitor and evaluate foreign funded development projects and programs to make sure that funds are spent on the approved projects and programs.
RESULT BASED MONITORING (RBM) • To strengthen and streamline the system, the developing countries agreed to introduce Result Based Monitoring (RBM) system. RBM is also known as: – Managing for Development Results (MfDR) – Results Based Monitoring and Evaluation (M&E)
– Result Management – Performance Measurement/ Management – Management by Objective (MBO)
Ten Steps to RBM • Following ten important steps be undertaken in proper sequence to evolve a sustainable M&E system in accordance with the RBM framework – Conducting a readiness assessment – Agreeing on performance outcomes to monitor and evaluate – Developing key indicators to monitor outcomes – Gathering baseline data on indicators – Planning for improvements – setting realistic targets – Building a monitoring system – Analyzing and reporting findings – Collecting and providing evaluative information – Using the findings – getting that information to the appropriate users – Sustaining the monitoring and evaluation system within government/organization
Key Indicators • The key questions concerning indicators are: – For whom should something change?
– To what extent should something change? – By when should something change?
Role and Responsibilities - Project Director/Manager • Focus on results as well as implementation • Clarify expectations for implementation tasks and set major benchmarks • Plan from the outset how, what and when to M&E
• Develop and use indicators in programs • Analyze the situation, keeping track of changes and their implications • In reports, suggest actions for decision-making
• Actively learn from mistakes and successes • Work more closely with external partners • Work with project staff to explain links to outcome
• Contribute in the office to the team concerned with achieving outcomes
RBM incorporation in PC - I • In view of the importance and usefulness of RBM, Planning Commission made RBM a part of the PC-I document – “Result Based Monitoring (RBM) Indicators” have been incorporated under para-12 as 12(b). Under which RBM frame work indicators are to be provided in quantifiable terms in the following format:
Input
Output
Outcome Targets after Baseline Completion of Indicator Project
Targeted Impact
Project Management Life Cycle
THANKS
Muhammad Nadeem Afzal Sp 11/MSc EM/037
History • Planning Commission – National Development Board
-
1948
– National Planning Board
-
1953
– Planning Commission
-
1958
Planning Commission • Functions – Preparing the National Plan and review and evaluating its implementation – Formulating annual plan and ADP – Monitoring and evaluating implementation of major development projects and programmes – Stimulating preparation of sound projects in regions and sectors lacking adequate portfolio – Continuously evaluating the economic situation and coordinate economic policies – Organizing research and analytical studies for economic decision making
Organogram
Overview • Planning Commission – Occupies central position in the planning machinery in Pakistan – Assumes the role of project evaluator – As per the Rules of Business, 1973 (updated Up to 1985), the evaluation of on-going and completed projects is one of the basic responsibilities of the Planning and Development Division – Projects Wing • Responsible for ensuring that mega development projects are executed as per approved scope, targets and time frame
Project Appraisal and Approval • The approving limits of each forum are:Approving Authority Departmental Development Working Party (DDWP)
Cost Limit Up to Rs.40 M
Central Development Working Party (CDWP)
Up to Rs.500 M
Executive Committee of National Economic Council (ECNEC) Provincial Development Working Party (PDWP) Corporations and Autonomous Bodies/CDA
More than Rs.500 M ^ Rs.5000 M * No Limit
^ other than irrigation sector, provided no federal funding or external financing is involved in the cost of the project
* with 100% self-financing with no government guarantee and involving less than 25% foreign exchange/foreign assistance • Dedicated PD for projs > Rs 100 M
Project Evaluation • It is mandatory that the projects of Infrastructure Sector and Production Sector costing Rs.300.00 M and above should undertake proper feasibility studies before the submission of PC-I
• Reports – Physical/ financial progress
-
monthly basis, PC-III (B)
– Monitoring reports
-
quarterly basis, PC-III (A)
RESULT BASED MONITORING (RBM) • The development partners and the developing countries under Paris Declaration are bound to work together and jointly monitor and evaluate foreign funded development projects and programs to make sure that funds are spent on the approved projects and programs.
RESULT BASED MONITORING (RBM) • To strengthen and streamline the system, the developing countries agreed to introduce Result Based Monitoring (RBM) system. RBM is also known as: – Managing for Development Results (MfDR) – Results Based Monitoring and Evaluation (M&E)
– Result Management – Performance Measurement/ Management – Management by Objective (MBO)
Ten Steps to RBM • Following ten important steps be undertaken in proper sequence to evolve a sustainable M&E system in accordance with the RBM framework – Conducting a readiness assessment – Agreeing on performance outcomes to monitor and evaluate – Developing key indicators to monitor outcomes – Gathering baseline data on indicators – Planning for improvements – setting realistic targets – Building a monitoring system – Analyzing and reporting findings – Collecting and providing evaluative information – Using the findings – getting that information to the appropriate users – Sustaining the monitoring and evaluation system within government/organization
Key Indicators • The key questions concerning indicators are: – For whom should something change?
– To what extent should something change? – By when should something change?
Role and Responsibilities - Project Director/Manager • Focus on results as well as implementation • Clarify expectations for implementation tasks and set major benchmarks • Plan from the outset how, what and when to M&E
• Develop and use indicators in programs • Analyze the situation, keeping track of changes and their implications • In reports, suggest actions for decision-making
• Actively learn from mistakes and successes • Work more closely with external partners • Work with project staff to explain links to outcome
• Contribute in the office to the team concerned with achieving outcomes
RBM incorporation in PC - I • In view of the importance and usefulness of RBM, Planning Commission made RBM a part of the PC-I document – “Result Based Monitoring (RBM) Indicators” have been incorporated under para-12 as 12(b). Under which RBM frame work indicators are to be provided in quantifiable terms in the following format:
Input
Output
Outcome Targets after Baseline Completion of Indicator Project
Targeted Impact
Project Management Life Cycle
THANKS
