A Road Map for PI Development

Develop Core PI Framework Build reliable record management systems for PI Validate selected indicators Draft PI Manual Decide core reporting mechanisms and processes Confirm data availability and collection responsibility Build capacity to manage core system Assess data quality and create processes to verify data for existing PI Upgrade and add indicators and build required data systems Ensure key internal stakeholders are trained at all times Develop electronic record and performance reporting and management systems Develop performance budgeting / other uses of PI Decide strategy for locating PI functions

Organisations may decide to bring forward the development of electronic systems, or to first develop performance budgeting procedures before adding indicators. The location of the development of IT systems only in a final phase of PI System development signals, that IT systems are effective only when they are built on effective underlying organisational business processes.

The organisation should first assess its current systems for managing PI by using the various tools provided in this Handbook, and then map out its PI development in broad phases over the medium term (for the first five year plan) and long term (for the next five to ten years).

Part of the strategy would be the exemptions that the organisation has applied for in terms of the requirements of the Regulations and until when the exemptions are envisaged to remain in place. For example, the organisation might wish to postpone undertaking a full assessment of data quality and the development of verification processes until the outer years of the medium term. This should be indicated and listed in the PI Plan.

6.2.2 Step 2: Who is responsible for PI Organisational Arrangements? Output from Step PI Plan Section Two: Organisational arrangements for

Managing Performance Information

PI Plan: Requirement which is fulfilled:

Designation of responsible manager

Illustrates direct access to accounting officer or Executive Officer Sets out structures and capacity to manage PI throughout organisation

Sets out organisational plans to review PI System and monitor the PI Plan

Select the organisational PI Manager: When drafting the first PI Plan the organisation must decide which unit and manager will have primary responsibility for PI. This does not mean that the full burden of responsibility for deciding, collecting, analysing and reporting on PI will rest with the manager and their unit. The management of PI is an organisation-wide task involving strategic planning, monitoring and evaluation and other business unit managers as well as the Chief Financial Officer. However, the Regulations require that one manager, with direct access to the Accounting or Executive Officer, must have ultimate responsibility for directing, controlling, monitoring and reviewing the PI System.

Depending on organisational need and capacity, organisations may decide that the responsibility for managing PI should be added to the job description of an existing senior manager, such as the CFO or the head of the strategic planning or monitoring unit.

Describe the current strategy, if any, for the management of PI in the organisation: A key decision in this regard will be the degree to which PI responsibility is centralised. Some organisations might pool its PI and M&E capacity in a central unit such as the strategic planning and/or M&E unit, others will prefer that PI and M&E capacity is located in each main programme or each chief and/or regional division. If the organisation has not yet taken a decision in this regard it should weigh the pros and cons of each approach against its circumstances.

Set out a strategy for how the structures to manage PI will be strengthened: If the organisation is planning to shift the primary function for PI, develop or extend structures to manage PI or improve the organisational standing of the PI unit over the five-year plan period, it should (i) set out these strategies in the main document and (ii) list them in the annexure, with an indication of who will be responsible for their implementation. Set out how the organisation intends reviewing the PI Framework and a System periodically and monitor PI Plan implementation: The final part of step two of the PI Plan can describe organisational approaches and systems to reviewing the PI Framework and PI System and monitoring PI Plan implementation. Key parameters are:  How frequently will the organisation review its PI Framework: annually, every two

years, once every five years? When in the organisational planning and budgeting cycle? As the PI Framework is linked to the indicators proposed in the Strategic Plan and the Estimates of National Expenditure, the proposal is that these should come from the core PI Framework. An annual review of the PI Framework will be effective. Updated PI Plans can be submitted with marginal changes.

 How frequently will the other assessments be undertaken, for example on source PI datasets, capacity etc? Will these only be done every five years, given how time-

consuming they are, or will specific datasets be identified in addition to the period between major exercises of assessment and possible inclusion in internal audit and verification programmes?

 Who will be responsible for the review?  How will it be done:

- will it be part of the strategic planning process,

- will an oversight review exercise involving the PI Manager and a core team be undertaken annually supplemented by an organisation-wide thorough exercise every five years,

- Will a thorough review accompanied by data assessments be done every year?

6.2.3 Step 3: Develop PI Framework

Output from Step PI Plan Section Three: Providing a framework of indicators

which the organisation will manage as its PI

PI PLAN