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BAPPENAS
C I D A
Setting Up the Development Performance Evaluation System
Overview on Current Practices and Future Direction
Dadang Solihin
Indonesia Delegation Indonesia Delegation
Shanghai International Program for Development Evaluation g g p Training-Asia-Pacific Finance and Development Center 200 Panlong Road-Shanghai, October 20, 2008
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Content
• The Need for Integrated Development Performance g p Evaluation System • Present and Future of the Development Performance Evaluation System E l ti S t • Who does what? • Inefficient • Potentials Problems • Future Direction : Develop the M&E System p y
The Need for Integrated Development Performance Evaluation System
The existing Government Evaluation System is to much No connections among the systems g y Duplication of work No care from or attention by different institutions Obstacles for improving the competitiveness in state affairs and public sector.
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Present and Future of the Development Performance Evaluation System (1)
Present
Many rules are requiring sector and local government to make reports to central government Depdagri (MoHA) LAN (State Administrative Institute) Menpan (Government Administrative Ministry) Keuangan (MoF) Bappenas (MoP) Setneg (State Secretariat) Related Sectoral Institutions No impact evaluation activities Very Costly (Money and Time)
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Present and Future of the Development Performance Evaluation System (2)
Present
Increase workload due to the multiplicity of evaluation Dispersed top down evaluation One time fragmentary evaluation Lack of reward system on evaluation result Ambiguity of responsible on evaluation result Passive evaluation based on administration opportunism
Future
One report can be accessed by all institutions both in central and local government level Evaluation can be executed comprehensively. New evaluation system which connects and integrates these evaluation which increases synergy and affects the evaluation by reconnecting these evaluations with other result oriented reform should be constructed More efficient and less costly
Future
Integrated evaluation among related works Introduce integrated, top down and bottom up evaluation system Evaluation for constant organizational learning Disclose evaluation information and secure accountability Create an incentive system based on evaluation result People active evaluation
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Who does what?
• • • • • • • • •
Inefficient
74 Lines Ministries 653 Echelons I 11.240 Echelons II 33 Provinces 990 Services Office at Provincial Unit 441 Districts/Cities / 13.230 Services Office at Districts/Cities Unit Need 225 tons of papers/ year Need 225 tons of papers/ year Cost of delivery cost to Jakarta?
+ 30 Laws and Regulations regarding M&E
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Potentials Problems
1. Not enough MONEV budget allocated 2. Not enough people allocated to MONEV 3. MONEV reporting is an additional burden to already busy managers 4. No feedback from monitoring reports 5. No clear link between indicators used at operational and program levels 6. Not enough training is carried out for MONEV and indicator definition
Future Direction : D l h Develop the M&E S System
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Developing M&E System
National Coordination Group Indicator Resource Group
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Establishment of National Coordination Group C di ti G
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Performance Indicator Data Base IDEC Development new M&E schedules
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• This would essentially consist of formalizing the informal y g cooperation / collaboration methods, in the development and implementation of M&E processes, used by ministries at the present time time. • The task would be to create a Senior (National) Coordination Group, with the mandate to direct the development of performance management and indicators in the GoI, and to report to the Cabinet through a designated Minister on direction progress direction, progress, issues and problems.
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Establishment of an Indicator Resource G R Group
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Establishment of a Performance Indicator D t B I di t Data Base
• In order to develop technical know-how related to the p definition and use of performance indicators, and to ensure maximum benefits are derived from the efforts directed at defining, gathering and using indicators a defining gathering, indicators, performance Indicator Resource Group would be created. • This would be a technical / professional group designed to provide support to ministries / institutions in the development of indicators and M&E processes processes.
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The GoI system is becoming increasingly focused on the longerterm allocation and evaluation of resources and activities. In particular, the MTEF as an influence in the allocation of funds, and the Five Year Program Evaluation and Annual and Five Year Government Work Plan requirements are encouraging this view. G t W k Pl i t i thi i The need to for consistency and relevancy in definitions becomes correspondingly more important in this environment, as the requirement t be able t t k performance over time increases. i t to b bl to track f ti i Whenever the means of measuring the performance of a program or activity changes, it becomes necessary to record the changes to ensure th t definition changes do not affect the interpretation of that d fi iti h d t ff t th i t t ti f results.
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Development of roll-out implementation rollschedules for new M&E processes
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Establishment of Indonesia Development Evaluation Community D l t E l ti C it
• Given the increasing number and complexity of the g p y management functions being devolved onto work unit managers, along with increasingly complex reporting requirements, requirements traditional socialization processes may not adequately prepare managers to provide the necessary quality of reporting. • Furthermore, as the degree of preparation / training needed increases with complexity, it becomes necessary to ensure that the extra time, costs, and resources are time costs effectively used.
• IDEC will consist of
1. Government 2. Business entities 3. 3 Non Government Organizations
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Development of E‐Monev Development of E‐ p and E‐ and E‐Reporting System
go.id BASE
Thank you! 谢谢！
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Dadang Solihin’s Profile
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