Result-Based Monitoring and Evaluation

Country’s Experience 

Planning Commission of Pakistan

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Layout

• Organogram of the Planning Commission of Pakistan

• Development Plans

• Traditional Monitoring

• Earthquake 2005

• Issues Confronted

• Policy Shift to RBM

• Projects Wing

• Project Life cycle

• Factors Averting Effective RBM

• Rectification measures taken

• Evaluation in Pakistan

• Recent initiatives

Organogram of Planning CommissionPrime Minister

Chairman

MOS/Deputy Chairman

Policy Board

MemberSocial Sector

MemberChief Econ

Member I & M

MemberDirector

PIDE

Secretary

Member Coord.

MemberEnergy

Member F & A

Member Infrastructur

e

Member S & T

•Infrastructure Management Unit•National Trade Corridor Project•Projects Wing

•Education•Governance•Health & Nutrition•Population Planning•Social Welfare•Women Dev.•Devolution & Area Develop.•Mass Media, Culture & Tourism

•National Vision and Strategic planning•Science & Technology•Industries & Minerals•Higher Education & HRD•ICT

•Power•Fuel•Alternate Energy•Nuclear•Conservation

•Coordination Including Coordination with Bilateral & Multilateral Agencies•Annual PSDP•NEC, ECNEC, CDWP, ECC etc•Admin. & Finance•Capacity Building•DERA•Afghanistan Reconstruct ion•PPMI•JACC

•Transport & Comm.•National Trade Corridor Planning•Water Resources•Rural & Urban Dev.•Housing•Water Supply & Sanitation•Environment•Public Private Partnership•NLC

•Food & Agriculture•Livestock•Irrigation•Fisheries•Forestry & Wildlife•NFDC

•Organizing Research and Analytical Studies for Economic Decision making in addition to normal PIDE functions

•Perspective Plan•Macroecono mics•Int. Trade & Finance•Money, Prices & Fiscal Policy•Investment•Appraisal & coordination of economic policies•Poverty alleviation•Employment & Research•CRPRID

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Development Plans

• Long Term Plano Vision 2030 - Developed, industrialized, just and prosperous

Pakistan through rapid and sustainable development in a resource constrained economy by deploying knowledge inputs

• Medium Term Plano Also called Medium Term Development Framework (MTDF)o A five year plan is a general statement of objectives and targets

relating to the economy as a whole and its various component sectors

o It provides a broad framework for formulation of the plan.• Short Term Plano Also called the Annual Plano Prepared separately for every year

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Traditional Monitoring

• Involves tracking:

o Inputs - finances, resourceso Activities - what actually take place o Outputs - products or services produced

• Focus on physical and financial progress

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• Selective Field Monitoring & Evaluation by monitoring teams

(comprising 2-4 persons)

• Desk monitoring of all projects costing Rs. 40 million and above

• Reports sharing with Ministries / Divisions concerned

Traditional Monitoring

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Earthquake 2005

• A powerful 7.6 magnitude earthquake struck Pakistan in October, 2005.

• More than 75,000 people died and around 2 lac injured.• 3.0 million people became homeless• 630,000 houses destroyed / severely damaged• More than 6,000 km roads destroyed / damaged• More than 7,000 educational institutions destroyed• More than 4,000 water supply schemes destroyed• About 400 health facilities like hospitals / Basic Health Units

destroyed• Thousands of personal business ventures destroyed• Similarly, damages to different kind of other interests were also

witnessed

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Issues Confronted• Field monitoring of all projects were decided on 29th May, 2003 by

the National Economic Council

• PSDP Portfolio enlarged to about 2,500 projects / programmes

• Absence of Infrastructure for monitoring

• Meager budgetary allocation

• Absence of operational procedures

• Non-existence of MIS

• Lack of expertise & professional personnel• Lack of incentives for the employees• Loose arrangement without leadership

Mainstreaming Managing for Development Results

(MfDR)

Policy Shift to RBM

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Projects Wing

• Asian Development Bank provided technical assistance for RBM in

2004

• In 2006, the implementation process was in place

• A fulltime Member (Implementation & Monitoring) was appointed

• A full fledge wing (Projects Wing) consisting Additional Secretary and

05 Director Generals was established under the supervision of

Member (I&M)

• Director Generals were assigned various areas of activities like Social

Sector, Infrastructure, Production, Evaluation and MIS

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Projects Wing

• Trainings for the officials of the Projects Wing were conducted

• Software for Project Monitoring & Evaluation was developed and

operationalized

• Corporate culture was adopted within the Projects Wing

• HR hiring on market based salaries was arranged (staff strength 125)

• Electronic connectivity with main Ministries/Divisions established

• Uniform policy guidelines issued to Line Ministries & Provinces

• The Projects Wing started covering about 80 % of the Public Sector

Development Programme (PSDP)

Projects WingPlanning Commission

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Vision

To be an apex federal agency to coordinate, monitor, evaluate and

ensure effective implementation of public sector development

programme

Mission

Synergizing the nation’s development through coordination, monitoring,

evaluation of policies, programmes and project implementation through

efficient governance

Motto

We facilitate

Assigned Responsibilities

• Monitoring of development projects

• Evaluation of ongoing and completed projects (PC-IV)

• Annual performance evaluation of selective completed projects

(PC-V)

• Ministry-wise portfolio analysis on quarterly basis

• Facilitation in preparation of Cash / Work plans

• Operationalization and improvement of Management

Information System (MIS)

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Project Life Cycle

Factors Averting Effective RBM

• Already approved PC-Is are not addressing the RBM Indicators

• Absence of comprehensive framework

• Institutional resistance to change

• Inadequate capacity of institutions and individuals

• Absence of operational procedures

• Less stringent accountability in Project Management

• Lack of coordination amongst stakeholders

• Participatory methodologies, data collection / analysis tools not in practice

• Inadequate funding & resources

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Rectification Measures Taken

• PC-I amended as per RBM requirements

• Training for stake holders

• Creation of Planning & Monitoring Cells in all Ministries

• Electronic connectivity with main Ministries / Divisions established.

• Necessary arrangements regarding availability of baseline data

• Induction of Directors in the Projects Wing to coordinate monitoring

at Provincial level

• M&E setup established at provincial P&D departments

• PMES being introduced at provincial level

PMES

CW

CW

CW

CW

CW

CW

PD Enters C/W Plan &

progress into PMES.

Automatic E-Mail sent to

P&D

DG/MO checks C/W plan and

Project progress and generate

desired reports through PMES.

Focal person in ministry checks C/W

plan and Project progress and

generate desired reports through PMES.

Followed by signed hard copy

PD

P & D

Ministry

Planning Commission (Technical Sections)

Provincial P&D Departments /Board

Prime Minister

Secretariat Line

MinistriesInternet

Authentication

PMES Operational Mechanism

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Evaluation in Pakistan

• PMES provides base line data for evaluation

• Ex-post Evaluation of the projects of national importance carried out

regularly

• Mid term evaluation is also carried out on recommendations of the

monitoring team

• All stages of projects are evaluated with reference to planned targets.

• The reasons for any deviation are identified

• The results are used for informed decision making

• The lessons learnt through evaluation are used for future planning

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Recent Initiatives

• Mainstreaming Disaster Risk Reduction (DRR) into Planning &

Implementation

• Use of satellite images in project planning and monitoring

• Use of non-destructive testing for construction projects

• Introduction of Business Process Management System (BPM) at

project / program level

• Business being handled by 10 ministries of the Federal Government

is being transferred to the provinces . This step will ensure effective

MfDR

• Finance and Planning & Development Divisions placed under same

minister for better coordination

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The only man who behaves sensibly is my tailor; he takes my measurements anew every time he sees me, while all the rest go on with their old

measurements and expect me to fit themGeorge Bernard Shaw

2121

Thanks