Seminar on policy cycle management for Egypt MTI staff Cairo 15-18 May 2017

© OECD
AjointinitiativeoftheOECDandtheEuropeanUnion,
principallyfinancedbytheEU
The Principles of
Public Administration:
A framework for ENP Countries
Peter Vagi
Cairo, 15 May 2017

Summary
1. What is SIGMA?
2. What are the Principles of Public
Administration?
3. Some “lessons learnt” from working
with our beneficiaries
1

1. What is SIGMA?
• SIGMA - Support for Improvement in Governance and
Management - is a joint initiative of the OECD and the EU,
principally financed by the EU
• Active for 25 years, working with EU accession countries
and, since 2008, European Neighbourhood countries
• Our overall objective is to support public governance
reforms and strengthen the capacity of public
administrations
2

principallyfinancedbytheEU Countries we work with
3

What do we do?
• Since 2014, working closely with the EC to support the
implementation of the enhanced approach to PAR by:
• Development of the Principles of Public Administration
• Doing the first Baseline Measurement of all Enlargement countries and
the first Baseline Measurement in some ENP countries (Moldova,
Jordan) against the Principles
• When working with the countries - taking a long-term
perspective of reforms - we provide countries with short-
term technical assistance that complements other EU
institution building instruments, including:
• Support in preparing strategies and reform plans
• Assistance on drafting and amending laws
• Advice on planning larger technical assistance projects
• Awareness raising events
• Advising key senior and middle managers
4

Why public administration reform matters?
• Public administration reform (PAR) is not a sector in its own
right but comprises horizontal reform areas (building blocks)
critical for all sectors.
• It provides a framework and pre-conditions for implementing
reforms in all sectors (education, health, security, employment,
youth, agriculture etc.).
• PAR supports many horizontal objectives, including:
• Improving the quality of public services
• Making the operations of government more efficient
• Increasing the chances that policies will be effective
• Enabling savings in public expenditure
• Good public administration is a key component of democratic
and economic governance.
5

6
Six key areas of PAR and SIGMA work

2. What are the Principles of Public
Administration?
• The Principles provide a guide for countries in their
reform processes and an analytical framework for
monitoring changes over time
• Derived from EU and OECD requirements, international
standards and good practices in EU/OECD countries
• The Principles include only key requirements for
horizontal aspects of good governance
7

Reasons for developing the Principles
• Each country has its own priorities for public policies
• These change over time
• For a government to deliver on its priorities, good public
administration is a key success factor
• A comprehensive, holistic and cross-sectoral framework
was needed to support public administration reforms in
different countries
8

Cross-sectoral framework
The Principles apply to everything that
government does. They:
• Apply to all sectors and policies (health,
education, security, employment…)
• Describe what is needed to implement
policies
• Provide the building blocks for good
public administration
9

Holistic approach
10
Strategy and
leadership
Legal framework
Organisational
structure
Implementation
Interlinkages
Results

Structure of the Principles
• Key requirements
• Principles
• Subprinciples
• Methodological Annex:
• Quantitative indicators
• Qualitative indicators
• Information sources
11

Use of the Principles so far
To design and implement reforms:
• Guidance for PAR and PFM strategies
• Benchmark for individual reform projects
• Guidelines for strengthening legal frameworks
(e.g. civil service laws)
To evaluate current state and progress over time:
• Baseline measurement assessments
Dialogue with EU and other donors e.g.
• Formulation of sector budget support indicators
12

Six core areas of a
comprehensive framework
13
Policy
development
and
co-ordination
Public service
and human
resource
management
Accountability Service
delivery
Public
financial
management
Strategic framework of public administration reform

Policy development and
co-ordination
Helping governments to make good decisions
14

Public service and human
resource management
People with the skills and knowledge
to get things done
15

Service delivery
Good, accessible public services for citizens
16

Accountability
An administration that allows citizens to get
things done, for their benefit
17

Public financial management
Public administration using money wisely
18

Strategic framework for public
administration reform
An administration focused on constantly
improving its own functioning
19

Use of the Principles in European
Neighbourhood Countries
Each country can decide what to use:
• Full set
• One core area
• One or several Principles
• One or several subprinciples
• One or several indicators
• Any combination of the above
20

Use of the Principles and European
Neighbourhood Policy
The Principles can facilitate dialogue with the EU
and other donors, helping you to:
• Steer dialogue on public administration
reforms
• Define indicators for sector budget support
• Inform discussions on sectoral programmes
• Mainstream public sector-related projects
21

Purpose of the
Methodological Annex to the Principles
• Without knowing the starting point it is hard to
decide what needs to be changed
• Without analysing progress over time it is
impossible to say what has been achieved
• Therefore, the purpose is to provide a
methodological tool which allows countries to
evaluate their current state of affairs and progress
over time
22

What the Methodological Annex includes
• A list of indicators that can be used to support
analysis and monitoring:
• All indicators include descriptions that guide
their application
• There are both qualitative and quantitative
indicators
• An overview of potential sources of information
• A methodological guide for analysis
23

principallyfinancedbytheEU Analysis of current situation and
progress over time
The Methodological Annex:
• Reflects the structure of the Principles
• Provides various indicators for all areas of the
Principles
Examples:
24
2014 2015
Annual turnover of civil servants at the level
of the central administration
18% 16%
Percentage of users satisfied with public
services
42% 44%
Share of public procurement contracts
awarded by competitive procedures
89% 85%

Practical usage
The methodological framework can be used
by the country:
• Independently
• With the assistance of SIGMA
• Through EU Twinning or TA projects
• With the support of other donors or
international organisations
25

3. Some “lessons learnt” by SIGMA (1)
• No “one size fits all” – carefully design according to
country specifics
• PAR is not “green field” – analyse and understand
where you are
• PAR is not a “quick win” or only for some limited
aspects – plan realistically in terms of time of
implementation and results; manage expectations
• PAR is not “everything at once” – prioritise and plan
sequentially; devote time for proper planning
26

Some “lessons learnt” by SIGMA (2)
• PAR is not cheap – plan realistically with your
resources
• PAR is not internal – be inclusive and consult both
during reform development and throughout
implementation
• PAR can be measured – devote time and effort to
develop good targets and measuring progress
• Co-ordination and constant focus pay off – ensure
continuous political commitment and operational
management
27

© OECD
Introduction of the Policy Development
Cycle and General Concept of Policy
Prioritisation
Introduction to overall steps of the
Policy Development Cycle
Timo Ligi
Cairo, 15 May

Policy development cycle
Problem
identification
Policy formulation
(prioritisation and
objective setting)
Action setting and
costing
Policy
implementation
Monitoring and
evaluation
29

1. Problem identification
• Identify and define the undesirable outcome that
calls for intervention
• The most important aspects to analyse:
 Problem itself
 Its causes
 Its effects or consequences
• Use evidence to understand scale of problem
• Based on the problem, causes and effects you
build your policy:
 Objectives
 Activities
30

Question: what is the cause and
effect in the following examples
31
Cause Effect/Consequence
Poor promotion of products in
foreign markets
Poor productivity
Limited availability of skilled labour Labour intensive production
Limited use of IT in production Limited availability of skilled labour
Low wages Decreasing revenues from export
of products

Question: what is the cause and
effect in the following examples
32
Cause Effect/Consequence
1. Poor promotion of products in
foreign markets
1. Decreasing revenues from
export of products
2. Limited availability of skilled
labour 2. Poor productivity
3. Limited use of IT in production
3. Labour intensive production
4. Low wages 4. Limited availability of skilled
labour

2. Policy formulation: objective
setting
• Identify what the policy intends to achieve
• Objectives should target solving the problem
• Objectives should be:
Specific
Measurable
Achievable/Action-oriented
Realistic/Relevant
Time-framed
33

Question
• Would you consider adoption of a law as an
objective in the policy development process?
34

3. Action setting and costing
• Activities should target the problem
• Activities should support and ensure the
realisation of the objective
• Problems, objectives, activities and their
targets should be linked in a Logical
Framework
• Activities should be costed and their sources of
funding identified in order to help ensure
availability of funds
35

Question
• One of the results identified in the MTI
strategy is improving in the business
environment for SMEs.
• What kind of activities would support the
realisation of that objective?
36

4. Policy implementation
• Involves carrying out all of the planned
activities
• Adoption of laws, creation of new
organisations, higher new staff or letting staff
go etc
• Important to ensure good co-ordination during
the process
37

5. Monitoring and evaluation
• Monitoring:
Collection of data on the selected performance
indicators
Identification of progress or of problems
• Evaluation:
Analyses the causes: why results were
achieved or not?
Explores unintended results
Is the first step of the new cycle!
38

© OECD
Prioritisation
Main Features of a Good Policy Making Process
Jolanda Trebicka
Cairo, 15 May 2017

What do you think?
© Presentation- 40

41
FORWARD & OUTWARD
LOOKING
• Goals and outcomes to be
achieved;
• Takes mid to long term view;
• Takes into account influencing
factors in regional, national,
and international situations;
• Draws on experience in other
regions and countries.
JOINED UP
• Holistic view: looking beyond
institutional boundaries towards
strategic objectives;
• Joint working arrangements
with other organisation.

IMPACT ASSESSEMENT
EVIDENCE BASED
• Analyses based on the
best available evidence.
• Relevant data are used
• Policy options are based
on a sound financial
• Output to be delivered are
linked with the financial
plan
• Risks identified and
mitigation actions
considered

principallyfinancedbytheEU INCLUSIVE
• Involve key stakeholders
directly
• Public consultation with
groups benefiting or being
affected by the policy
consulted
CONSULTATION
• Lessons learned - What
worked and what
did/does not?
• Which were the most
influencing factors?

MONITORING &
EVALUATION
REVIEW
Small Changes
Strategic Changes
Evaluate and impact of the
policy / decisions
• Regular monitoring of
performance against
what is planned
• Systematic evaluation
of effectiveness of
policy
• Existing/established
policies which are
constantly reviewed
• Ensure it is really
dealing with problems
it was designed to
address

45

46

© OECD
Prioritisation
Identification of problems
Timo Ligi
Cairo, 16 May 2017

Why important?
A clear understanding of the causes of the
problem is the necessary pre-condition for
setting appropriate objectives and identifying the
suitable measures for achieving them
=
SOLVING THE PROBLEM
48

How to define the problem?
• What is the (extent of the) problem?
• What are the causes?
• What are the consequences?
• Who are affected by the problem and its impacts?
• How are they affected?
• How has the problem developed over time, what
has been done to solve it?
• How would the problem evolve without any
action?
49

The problem tree
50

51

The problem tree of causes for negative
growth in development of industries?
52
Bureaucratic licensing for new industries
Land unavailable for industrial development
Cost of industrial land has increased
Lack of financial incentives for investors
Poor administrative capacities of bodies dealing with licensing
High fees associated with licensing

Negative growth in development
of industries
53
Cost of industrial land
has increased
Land unavailable
for
industrial
developmentPoor administrative
capacities of
bodies dealing
with licensing
High fees
associated
with licensing
Bureaucratic licensing for new
industries
Lack of
financial
incentives
for investors

© OECD
General Concept of Policy
Prioritisation – The art of
saying ‘no’
Peter Vagi
Cairo, 16 May 2017

Key challenges for setting policy
direction
• External pressure
• Own/political
agenda
• Scarce resources
• Keeping focus
55
Problem
identification
Policy formulation
(prioritisation and
objective setting)
Action setting and
costing
Policy
implementation
Monitoring and
evaluation

Key questions to answer
• What are the problems?
• What are the real problems? (How
important are they?)
• What is must have/needed/nice to have?
• What is feasible?
• What is realistically achievable?
• What is affordable?
56

Prioritisation – how to say ‘no’
Prioritisation is the process when decision
makers select what to deal with on the
basis of fine balancing between various
factors of consideration (e.g.
external/internal importance, realism,
resources, risks)
57

Key aspects of Prioritisation
• Targeted information gathering (self-
assessment)
• Facilitated discussion to set agreement
and make decisions
• Collection for ideas on key objectives
• Collection for ideas on main actions
+ setting common ground and sense of
ownership for reform
58

Key Features of a Prioritisation
exercise
• Sets framework for self-assessment
in the main areas of envisaged
reform in a country according to the
major areas of reform
• Provides information on the things
done in past and current state of
play
• Allows to prioritise areas that
require attention according to the
amount of outstanding problems
• Allows to think about steps needed
to solve identified issues
• Results in a prioritised scope of a
new Strategy or policy design

Main Steps
No. Step to be taken Responsibe
body
1. Decide on the recipients of the templates for self-
assessment tool
Strategy Unit
2. Sending out templates with request of filling them in
and invitation to participate in the workshop
Minister ?
3. Gathering filled in templates and analysing replies,
as well as aggregating of information and preparing
for the workshop
Strategy Unit
with local
expert
assistance
4. Parallel screening of the received information and
identifying issues for disscussion at the workshop
SIGMA
5. Presenting results of the self-assessment and
leading discussion on the policy objectives and key
reform actions under identified priority areas
Strategy Unit
6. Assisting in moderating discussion on the policy
objectives, possible key reform actions and
indicators
SIGMA

© OECD
Prioritisation
Defining Strategic Objectives
Jolanda Trebicka
Cairo, 16 May 2017

Introduction
1
2
3
Strategy/ program/
plan are ways for
governments to
express commitments,
benefits and tasks for
various target groups
To be meaningful,
objectives and
results have to be
SMART
Commitments and benefits
are expressed using
objectives, activities and
results

OBJECTIVES
ACTIVITIES
Strategic
elements
RESULTS
Key strategic elements
63

Types of objectives
• Types of objectives:
• Goals vs. objectives (aims vs. objectives)
• General objectives vs. specific objectives
• Strategic objectives vs. operational objectives
• Long-term objectives vs. short-term objectives
• Strategies usually have 2-3 levels of objectives
64
More
general More
specific

SMART Objectives
• Objectives should be SMART:
 Specific: clearly describes the result that we
want to achieve
 Measurable: able to track progress and
measure the result
 Action-oriented: say what you are going to do
 Realistic/ Relevant: able to be implemented
 Time framed: should include a time limit
65

principallyfinancedbytheEU Tips!!
66
• Objectives are meant to be realistic
targets for the policy/program.
• They are written in the active voice
and use action verbs such as,
increase, improve
• Well-written objectives will always
answer the following question:
WHO is going to do WHAT,
WHEN, and TO WHAT EXTENT?

principallyfinancedbytheEU Specific
• Q: What exactly are we going to do?
• The “specific” part of an objective tells us what will
change in concrete terms.
67
Goal
“ Enhance women independence and
economic empowerment”
SO.1
Increase women
participation in the labour-
market
SO.2
Strengthen
entrepreneurship role of
women in the SMEs sector

Measurable
• Q: Is it quantifiable and can WE measure it?
Baseline vs. Target
68
SO.1
Increase women participation
in the labour-market
SO.2
Strengthen entrepreneurship
role of women in the SMEs
sector
SO.1 – Indicator
By increasing women
employment from 24%
(2015) to 58 % in 2020
SO.2 – Indicator
By increasing the SMEs run
by women from 5% (2015)
to 25% in 2020
Labour Market Survey Kosovo Agency for
Business Registration

Attainable/Achievable
• Q: Can we get it done in the proposed time
frame with the resources and support we
have available?
69
Goal

Required key
preconditions
to reach the
Strategy Goal
and Objectives
• Only 5 % of the loans
are taken by women
•Use of collateral very
limited
Social Protection
• Legal framework
supports women rights
to get full social
protections aspects .e.g
6 months maternity
leave , pension etc.
Policy Framework
Strategy on Equal
Opportunity 2020
Agency on Gender
Equality
Access to Property
• Women and Girls
has no write to
property heritage in
the family. Family
Heritage Law
obstacle
Education and Skills
• Access to all level
of education
• Access to training
opportunities
Access to Finance
principallyfinancedbytheEU SO.2
Strengthen entrepreneurship role of women in the SMEs sector
Resources

Relevant
Q: Will these objectives have an effect on the
desired goal or strategy?
71
Goal
“ Enhance women independence and
economic empowerment”
SO.1
Increase women
participation in the labour-
market
SO.2
Strengthen
entrepreneurship role of

Review the legislation on Family Cody
Facilitate women properties’ registration in
the Cadastral System
Support SMEs through SMEs Guarantee
Fund
Provide training to women on
entrepreneurship skills
Time bound
Q: When will this objective be accomplished? By 2020
SO.2
Strengthen entrepreneurship role of
What need to be accomplished ?

What do you think?
1. Increase the annual industrial growth rate
to 8% by 2019/2020
2. Increase the growth rate of export to 10%
annually
73

© OECD
Prioritisation
Role of information and data in
designing policies
Timo Ligi
Cairo, 16 May

Availability of data for policy
development
• Regular statistics may not have data about the
issue at hand
• How to get data for your analysis?
75

Data sources
• Your knowledge and experience (including making
assumptions)
• Knowledge and experience of colleagues
• Consultation with those likely to be affected
• Consultation with experts, academia
• Market reports, official statistics, internet
information
• Comparisons of international data
• Use the new policy to propose improvements
76

How to satisfy data needs?
• Know your data needs as early as possible
• Identify the sources for this data
• Assess how easy/hard it is going to be to
gather data
• Collect data throughout the policy
development process – its an iterative
process 77

How to incorporate data into
analysis?
• Present data clearly in the supporting analysis so a
careful reader can follow how existing data was
used for making estimations
• Make weaknesses transparent and deal with
uncertainties & data gaps openly
• When necessary, use diverse sources to guard
against bias
78

Exercise: assessing data needs
• Main problem under Pillar I of the Industry
and Trade Development Strategy: Negative
growth in non-petroleum industrial sector
(-1.1% in 2016)
• What kind of additional data we could use to
analyse the problem?
• Assess how you might get the information that
you would need and from whom?
79

Policy development cycle
Problem
identification
Policy formulation
(prioritisation and
objective setting)
Action setting and
costing
Policy
implementation
Monitoring and
evaluation
81

Key elements to action setting
• The actions define how outputs will be
achieved, which are necessary for the
outcomes to occur, which are necessary for
the objectives to be implemented
• The relationship between actions and outputs
(as well as outcomes and objectives) must be
realistic
• The relationship between the inputs/resources
and actions must also be realistic (including
identification of responsible units, necessary
funding etc.) 82

principallyfinancedbytheEU Logical Framework Definition
• The Logical Framework (LF) is a methodology
mainly used for designing, monitoring, and
evaluating projects or policies
• The LF is a way of structuring the main elements
in a policy development project and highlighting
the logical linkages between them.
• All project elements are linked by “if – then”
chain:
 If activities are implemented, then outputs will be
achieved
 If outputs are achieved, then outcomes will occur
 If outcomes will occur, then objectives will be
implemented 83

principallyfinancedbytheEU Logical Framework (Program Logic)
84
ACTIVITIES:
actions foreseen to implement
program and to achieve
intended outputs
OUTPUTS:
Direct products and
services provided by the
program
OUTCOMES: Immediate changes
IMPACTS: long-term changes of program
(for society, organisations, etc.)
OBJECTIVE: intended result
PROBLEM:

Example from MTI strategy
85
Problem: Negative growth in non-petroleum
industrial sector (-1.1% in 2016)
PI? PI? PI?
Objective: Increase the
annual industrial growth rate
to 8% by 2019/2020
Improve
business
environment
Improve
availability of
land
Output1
Output2
Action1
Action1

A Strategic document
Breakdown Priority Pillars into Strategic objectives/Measures
S.O/ Measures are detailed in Activities that should be performed,
which then after are materialized into concrete Outputs
Costing Process
Calculating the Cost of priorities starts with individual Outputs costing,
the amount of which determines the cost of each Activity.
Process Costing

The Costing Logic
Pillar
Objective
/Measure 1
Activity 1
Output 1
Action 1
Action 2
Output N
Activity ..N Output 1
Action 1
Action 2
Objective/
Measure ..N
Activity 1
Output 1
Action 1
Action n
Output..N
Action 1
Action ..N
Activity .N

principallyfinancedbytheEU How and Where to start?
• Step I: Clearly define the outputs to be produced
under each action
• Step II: Identify the outputs where implementation
is done by MTI staff /agencies/institutions.
Therefore it will not require additional cost
• Step III For each output identify all core actions
(inputs) required to be carried out in order to
implement/or produce it. Potential types of
activities:
• Soft interventions: technical assistance, workshop,
training, publication, information campaign etc.
• Investment: purchasing or development of IT systems,
construction of public institutions buildings;

Example 1
Project Development of the Procedures and Legislations Regulating
Exporting and Importing Project (EGYTRADE)
Result 1.2: Automated, simplified and transparent procedures for the
allocation of industrial lands and acquiring the licenses.
Activity 1.2.1 : Develop automated
system of issuing land permissions
Outputs:
- A new IT system developed
- A new ICT Unit established to run
the system
- Staff trained on using the new
system
Activity 1.2.2 : Develop new
transparent and simplified
procedures for industrial land
management
Output:
- Administrative order with rules of
procedures issued (procedures)
- Line ministries staff trained on the
use of new procedures

Example 1
Step IV Identify all elements of inputs involved
in the implementation of each activity
Outputs: A new ICT Unit established to run
the system
 How many staff will be hired?
 What about ITCU premises?
 Does it need office furnitures?
 Does it need operation costs?
 Does it need rules of procedures to be developed
 Does it needs training to be provided for the new staff

Example 1 – Unit cost
Step V: Once the required inputs are defined,
reference prices need to be used to
calculate the total cost for the activity.
- Assuming the ICTU will hire 7 people
- Average salary 600 $/month
- Cost for 2017-2020
- 7 people X 12 months X 4 years = 201,600 $
(42,000 $/annually)
- Source Gov. Budget
92

Complex outputs
Output : A new IT system developed (2018)
Actions: Technical Assistance
1. Assistance for preparation of functional system
= 2 international experts 40 WDs/each and
1 local expert 50 WDs
2. Assistance for developing the new ICT system
(software development and hardware)
3. Training of staff in MTI and partner
organisations on how to use the system (100
people)
4. Maintenance for running the new system
93

TA Cost for preparation of
functional system
International Experts
• 2 experts x 40 WDs/each x 1200 $/day =
96,000 $
• 1 local expert 50 WDs X 250 $/D = 12,500 $
Total = 96,000 + 12,500 = 108,500 $
94

principallyfinancedbytheEU Some tips to be considered
Example of
outputs
External
Expert
Local
Expert
Other costs Assistance /
Coaching
1. A simple
manual
10 WD 10 WD 10-20
2. A Complex
manual
30 WD 20 WD 1 workshop 20-30 WD
3. A Simple law 20 WD 30 WD 1 workshop 20 – 30 WD
4. A Complex
law
40-50
WD
30 WD 1-2
workshops
30 – 50 WD
5. Revision of
current
legislation
30-40
WD
50-60 WD 2-3
workshops
50 – 100 WD
6. Development
of strategic /
policy
documents
50-60
WD
80 – 100
WD
20-30 WD
50 – 80
WD
2-3
workshops
100 - 200
WD

Costing– a Phases Approach Process
• Take into consideration that not all costs can be easily assessed at
this stage.
• Some will be easily identified e.g. development of modules,
regulations etc. = includes mainly the TA
• Other activities cannot be priced, as their implementation is
based on sequencing phases. e.g.
Sustainability support for of MTI ICT-infrastructure. Outputs:
1. Introduction of Microsoft System Center basic components,
systematic optimization and
2. Automatization of operational processes with introduction of
standards.
3. Development of IT security according to ISO 27000 standards.
What can be done in this case?

Incremental Cost Method !
• Clarity on cost implication is important
in the costing phase
• If the implementation of a given activity will
be carried out by the staff – no need to
calculate the cost. Administrative budget
(i.e. staff’s wages not to be considered)
• In this case – just indicate “ Administrative
Budget”
97

Budget Resources
• Better planning of the financial
resources
• Effective use of foreign aid - available
donor funded projects must be
identified
• Establish a realistic implementation
action – plan with clear Budget
Financial Plan.

© OECD
Prioritisation
Monitoring of policies – role of monitoring
indicators, institutional and monitoring framework
Jolanda Trebicka
Cairo, 17 May 2017

Key role of monitoring and reporting in the
policy development cycle
• Provide tools for the co-ordinators to
gather relevant data and to be informed
• Provide decision-makers tools to ensure
implementation (make informed
decisions)
• Provide transparency for external
stakeholders
• Provide tool to be alerted and capable of
correction and adjustment
• Provide discipline in the implementation
process
100
POLICY ANALYSIS:
Internal environment
External environment
Problems
POLICY DESIGN:
Vision, Options
Objectives and actions
Performance indicators
POLICY IMPLEMENTATION:
Communication
Co-ordination
MONITORING &
EVALUATION:
Analysis of results
Policy implementation and
improvement
Overall: a key tool for policy dialogue framed by the policy plans
and key objectives

What effective monitoring and evaluation
requires?
• Clear policy direction is set (with SMART
objectives, relevant indicators and targets
and clear direction for action)
• Available and relevant data
• Clear monitoring and evaluation
responsibilities and their understanding by
all involved
• Good assisting tools for measurement and
evaluation (for information collection,
analysis and presentation)
101
• Functioning management structure (that not only reads reports,
but understands them and takes action upon them)
• Capacities across the whole policy cycle, from all involved
(implementers, analysts-monitoring/evaluation staff, decision-
makers)
POLICY ANALYSIS:
Internal environment
External environment
Problems
POLICY DESIGN:
Vision, Options
Objectives and actions
Performance indicators
POLICY IMPLEMENTATION:
Communication
Co-ordination
MONITORING &
EVALUATION:
Analysis of results
Policy implementation and
improvement

Key elements of a monitoring and
reporting framework
• Description of roles in co-ordination and implementation
• Description of the monitoring concept (the principles of
monitoring, logic – results/outcomes/outputs /etc.)
• Description of the monitoring process (with process
map):
• Who? (roles in the process of monitoring)
• What? (types of reports, level/type of information)
• When? (frequency)
• Description/introduction of key tools
• Templates for monitoring information provision, data management and
reporting
• Tools for monitoring and reporting (excels or alike, indicator passport,
data management system, etc.)
102

Types of performance indicators
• Ideally, performance indicators are aligned to
strategy objectives
103
General objectives
Impact level
performance
indicator
Specific
objectives
Outcome level
performance
indicator
Activities
Output level
performance
indicator
Inputs (financial, human,
material)

principallyfinancedbytheEU Examples of Indicators
104
Inputs (inspectors)
Inputs (staff,
studies)
Increased tax audits Regulatory burden
studies introduced
Reduced tax
evasion
Better regulation
Reduced shadow
economy
Enhanced
competitiveness
Inputs
Outputs
Outcome
Impact
Tax collection Business environment
- No of tax audits
- No of high risk group
tax audits
- WB competitiveness index
- Reduction of administrative
Burden (by %)
- Share of evasions from
all audits
- Proportion of business who
pay in time
- No of studies carried out
- Tax gap (in % )
- Size of informal Economy (%
of GDP)

Dimensions of performance
105
QUANTITY (volume):
- # of SMEs receiving support
- # of companies accessing credits
- # of companies recording new patents
- # of employees receiving training
QUALITY (time, satisfaction):
- % of timely procedures
proceedings
- % companies assessing land
market as supportive
- % of trainees who assessed
training as relevant
EQUITY:
- Employment rate of women/ men
in industrial sector
- Proportion of women in managing
positions
EFFICIENCY (unit cost/ labor
productivity):
- Average cost of business registration
Average time spent to issue industrial
license.
- Average time spent to establish
industrial companies.
BALANCED
OUTPUT
INDICATORS

What makes a good indicator
CREAM (when developing
indicators)
Clear: indicators should be precise
Relevant: appropriate to the subject
and evaluation
Economic: can be obtained at a
reasonable cost
Adequate: the ability to provide
sufficient information on
performance
Monitorable: easily monitored, and
amenable to independent validation
106
SPICED (when using indicators)
Participatory: indicators should be
developed and used together with
end beneficiaries (citizens)
Interpreted and communicable:
indicators need to be explained or
interpreted to different stakeholders
Cross-checked and compared: to
increase the validity of indicators
Empowering: the process should
allow stakeholders to reflect critically
on their changing situation
Disaggregated: indicators enable
break downs for different groups,
such as gender, income, etc/

Practical steps
• Defining, verifying and using indicators
107
• Fine-tuning the
results chain
Sketching
the
intervention
logic
• Capturing change
Crafting
indicators
• Ensuring reliable
sources of data
Identify
data
sources
• The starting point
of a given change
Identify
baseline
values
• Setting the extent
of change
Establish
targets
• Contrasting theory
and reality in a
participatory way
Validate
indicators • Establishing
robust M&E
arrangements
Design data
collection
systems

principallyfinancedbytheEU The Indicator Passport
• It is an integral part of performance measurement framework
providing information on the details of each performance indicator
to make performance information more robust and reliable
• Why it has to be developed?
1. To ensure transparency on how the GoE will provide information
about progress against objectives
2. To jointly develop the exact methodology behind indicators and
to realise what needs to be done to ensure measurement (also to
know if additional resources are needed and timing of data
availability)
• What it covers?
1. Only outcome indicators (measurement against objectives) that
are linked to annual monitoring/reporting
2. Baseline (when available), targets
3. Exact method of measurement, responsible institution for data
gathering (and - in several cases - for providing indicator figures),
timing of data provision, frequency of data collection
108

Passport Indicator – NDS Kosovo
109
Title of Indicator Share of licensees simplified and removed
The corresponding
objective
REDUCING ADMINISTRATIVE BARRIERS FOR BUSINESS
Source of data for
monitoring of performance
indicator
Monitoring reports of the Ministry of Trade and Industry
Institution responsible for
gathering data MTI
Frequency of data
publication
Annually
A brief description of the
methodology
Information on baselines
and target values
Baseline Year 2015 480
Target Year 2021 20%

• Which indicators would you use for
monitoring the implementation of the
activities on each group area:
1. Increase access of funding for MSME
2. Increase the MSMEs productivity capacities
3. Reduce discrepancies between the labour
market and VET system
110

Seminar on policy cycle management for Egypt MTI staff Cairo 15-18 May 2017

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Seminar on policy cycle management for Egypt MTI staff Cairo 15-18 May 2017