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Strategic Planning & Accountability System (SPAS)

and

Annual Business Plan 2015

(Key facts and Lessons learnt)

Presented by Philippe Athanassiou SPOQDSPOQD

24 June 201524 June 2015

Structure of the presentation

1- Presentation of the SPAS

2 -What is the Annual Business Plan?

3 - Outline of the ABP template

4 - Highlights of the ABPs of the SROs

5 - Positive feedback received

6 - Main critics formulated against the 2015 ABP

7 – Lessons learned

8 – Lessons learned : Moving forward

ECA STRATEGIC PLANNING & ECA STRATEGIC PLANNING & ACCOUNTABILITY SYSTEM (SPAS)ACCOUNTABILITY SYSTEM (SPAS)

• Enables ECA to act as a Enables ECA to act as a single and cohesive entitysingle and cohesive entity in priority setting, programming, budgeting, in priority setting, programming, budgeting, monitoring and evaluation and reporting on resultsmonitoring and evaluation and reporting on results

• Identifies and tracks resultsIdentifies and tracks results contributing to effectively influencing policies for structural contributing to effectively influencing policies for structural transformation across the regiontransformation across the region

• Aligns operational activities and resources (HR, Financial) with the Corporate Strategic Results Aligns operational activities and resources (HR, Financial) with the Corporate Strategic Results of of Policy InfluencePolicy Influence, , CredibilityCredibility, , Accountability and LearningAccountability and Learning, and , and Operational Operational EffectivenessEffectiveness as articulated in the as articulated in the Executive Performance Management DashboardExecutive Performance Management Dashboard

• Entrenches credible business and operational practicesEntrenches credible business and operational practices to reinforce confidence in ECA role to reinforce confidence in ECA role and contribution as a Think Tank of reference on development policy issues in Africaand contribution as a Think Tank of reference on development policy issues in Africa

• Promotes Promotes accountability measures with incentivesaccountability measures with incentives to achieve greater level of performances, to achieve greater level of performances, and facilitates and facilitates communication of resultscommunication of results to external and internal audiences to external and internal audiences

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ECA STRATEGIC PLANNING & ECA STRATEGIC PLANNING & ACCOUNTABILITY SYSTEM (SPAS)ACCOUNTABILITY SYSTEM (SPAS)

• ECA Mission StatementECA Mission Statement is “To be a trusted source and a reference on Africa’s development is “To be a trusted source and a reference on Africa’s development policies”. policies”.

• ECA GoalECA Goal is “To offer innovative thinking for Africa’s structural transformation in line with is “To offer innovative thinking for Africa’s structural transformation in line with continental agreed goals”. continental agreed goals”.

• Business StrategiesBusiness Strategies have been establish to support ECA business model of a Think Tank of have been establish to support ECA business model of a Think Tank of reference i.e., ECA Partnership Strategy, Knowledge Management Strategy, Communication reference i.e., ECA Partnership Strategy, Knowledge Management Strategy, Communication Strategy, Data Management Strategy and Capacity Development Strategy. Strategy, Data Management Strategy and Capacity Development Strategy.

• ECA Research ProgrammeECA Research Programme provides the required orientation on corporate policy research provides the required orientation on corporate policy research priorities aiming at effectively influencing Africa’s transformative development policies. priorities aiming at effectively influencing Africa’s transformative development policies.

• ECA Biennial Strategic Framework and Programme BudgetECA Biennial Strategic Framework and Programme Budget provide for Expected provide for Expected Accomplishments and Outputs currently articulated in nine interdependent and Accomplishments and Outputs currently articulated in nine interdependent and complementary sub-programs where ECA is expected to contribute significant policy options complementary sub-programs where ECA is expected to contribute significant policy options for structural transformationfor structural transformation

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What is the Annual Business Plan? What is the Annual Business Plan? (1/2)(1/2)

• Supports implementation of the ECA business model Supports implementation of the ECA business model of a of a Think Tank of referenceThink Tank of reference on African on African development policy issues development policy issues

• Adopts (to the extend feasible) the Adopts (to the extend feasible) the United Nations United Nations Evaluation Group’s Results Based Management Evaluation Group’s Results Based Management terminology and definition of outcomes and outputsterminology and definition of outcomes and outputs

• Supports the annual implementation of the Supports the annual implementation of the Programme BudgetProgramme Budget outputs outputs

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• Facilitates the alignment of Divisions, SROs and IDEP Outputs with the Facilitates the alignment of Divisions, SROs and IDEP Outputs with the Corporate Strategic Objectives of Corporate Strategic Objectives of Policy InfluencePolicy Influence, , CredibilityCredibility, , Accountability and LearningAccountability and Learning, and , and Operational EffectivenessOperational Effectiveness as as articulated in the articulated in the Executive Performance Management DashboardExecutive Performance Management Dashboard;;

• Generates Generates qualitative informationqualitative information on actual results, which is on actual results, which is used forused for accountability, reporting, and learningaccountability, reporting, and learning through feedback into the design through feedback into the design and delivery of successor planning interventions;and delivery of successor planning interventions;

• Provides the Provides the basis for quality assurance, monitoring, evaluation and basis for quality assurance, monitoring, evaluation and reportingreporting on the Commission’s performance over the year in its annual on the Commission’s performance over the year in its annual report.report.

What is the Annual Business Plan ? What is the Annual Business Plan ? (2/2)(2/2)

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Outline of the ABPOutline of the ABP(as per the template)(as per the template)

• AA summary of each organizational unit’s summary of each organizational unit’s medium term Objectives and medium term Objectives and Expected AccomplishmentsExpected Accomplishments as set out in the Programme Budget; as set out in the Programme Budget;

• The The Outputs (Outputs (and related activities) that the organizational unit intends to and related activities) that the organizational unit intends to deliver and which will support achievement of the deliver and which will support achievement of the Expected Expected Accomplishments (PPB) and ECA Strategic Results (Dashboard)Accomplishments (PPB) and ECA Strategic Results (Dashboard) ;;

• Gender MarkersGender Markers (at output levels); (at output levels);

• Partnership : Partnership : identifying partners and their contributions in achieving identifying partners and their contributions in achieving expected accomplishments; expected accomplishments;

• Budget informationBudget information: A summary of the organizational unit’s proposed : A summary of the organizational unit’s proposed expenditure and the funding requirementsexpenditure and the funding requirements for the year (all sources of for the year (all sources of funds) which will also reveal any funding gaps and serve as an indicator funds) which will also reveal any funding gaps and serve as an indicator that additional fundraising efforts are requiredthat additional fundraising efforts are required

• Risks and mitigations measures.Risks and mitigations measures.

Highlights of the ABPs of the SROs (1/2)Number of outputs and budget per SROs

• SRO-CA PPB: 12 Non-PPB: 6 (18) Budget: 1,355.000 USD• SRO-EAPPB: 11 Non-PPB 30 (41) Budget: 1,452.000 USD• SRO-NAPPB: 12 Non-PPB: 4 (16) Budget: 1,355.000 USDSRO-SAPPB: 13 Non-PPB: 4 (17) Budget : 1,550.000 USDSRO-WAPPB: 18 Non-PPB: 18 (36) Budget : 1,300.000 USD

Highlights of the ABPs of the SROs (2/2)

• ABP 2015 doest not reflect the new ECA business model and the new role of SROs (SROs Data center)

• Formulation of Key activities as well as description of non PPB outputs remain weak

• There are remaining inconsistencies in the Budget (mainly RB, XB)

• “Partnership strategy” is not reflecting the strategic role of SROs in their subregion

• “Risks and mitigation” part not sufficiently articulated around the subregional context (Political, environmental, economic, etc.)

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Positive feedback received

The ABP is flexible, multidimensional and capture all the The ABP is flexible, multidimensional and capture all the outputs of the Divisions (PPB and non PPB).outputs of the Divisions (PPB and non PPB).

The ABP is a “living tool” that can be updated anytime The ABP is a “living tool” that can be updated anytime Divisions deem it necessary Divisions deem it necessary

The ABP is linking the Strategic Results of the DB with the The ABP is linking the Strategic Results of the DB with the outputs and the outcomes of the Divisions (Planning for outputs and the outcomes of the Divisions (Planning for results) results)

The ABP is less “activity driven” The ABP is less “activity driven” The ABP is a major opportunity for collaborative work among The ABP is a major opportunity for collaborative work among

Divisions (TSTs, etc.)Divisions (TSTs, etc.) Daily support of SPOQD to Divisions (several bilateral Daily support of SPOQD to Divisions (several bilateral

meetings, participation to division meetings etc.)meetings, participation to division meetings etc.)

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Main critics formulated against the 2015 ABPMain critics formulated against the 2015 ABP

• ABP is too complicated and not adapted to Divisions’ needs (Name ABP is too complicated and not adapted to Divisions’ needs (Name of the staff responsible to implement activities, timeframe for of the staff responsible to implement activities, timeframe for implementation, etc.)implementation, etc.)

• ABP is too long, confusing and time consumingABP is too long, confusing and time consuming

• ABP is not a Planning tool. We don’t see the difference between the ABP is not a Planning tool. We don’t see the difference between the DASHBOARD and the ABP.DASHBOARD and the ABP.

• ABP is raising new concepts (TSTs, Quality Objectives, New ECA ABP is raising new concepts (TSTs, Quality Objectives, New ECA Business model, etc.) that are not yet owned by Divisions, SROs Business model, etc.) that are not yet owned by Divisions, SROs and IDEP and IDEP

ABP has been developed internally by SPOQD leading to low ownership by Divisions, SROs, IDEP

The launching of the ABP started late (Mid -January 2015 – PIP 2014 started in November)

Extensive engagement with Divisions, SROs, IDEP on the new instruments with limited impact on the quality of the ABPs

Lessons learned (1/3)

Lessons learned (2/3)

Resistance to change and innovation Head of Divisions/Sections did not fully owned

the process and delegated the work to junior staff

Lack of respect of the deadlines and of the recommendations given by PPBS to upgrade their ABP

Most of the ABP have been designed at the sections level without ensuring consistency at the Division level

Lessons learned (3/)

Lack of capacity in the area of programme management and Results-Based Management

Ownership of new ECA Business Model and related strategies not fully owned by staff members across ECA

XB Resources allocation criteria fully aligned to the new ECA Business model (As per the outcome of the proceeding of last ACABM)

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Lessons learned : Moving forward (1/2)

• Start the ABP process earlier (October / Start the ABP process earlier (October / November for Finalization of the ABP, end November for Finalization of the ABP, end of January at the latest)of January at the latest)

• Table ABP 2016 guidelines and template at Table ABP 2016 guidelines and template at the Sounding Board.the Sounding Board.

• Self Assurance of the ABP to be the Self Assurance of the ABP to be the responsibility of head of Divisions as per responsibility of head of Divisions as per ECA Quality PolicyECA Quality Policy

Lessons learned : Moving forward (2/2)

• Responsibilities of leading divisions to ensure Responsibilities of leading divisions to ensure effective engagement of All Staff members on effective engagement of All Staff members on ECA business strategies (CD, knowledge ECA business strategies (CD, knowledge management, communication, Data management, communication, Data management protocole, etc.) management protocole, etc.)

• Criteria for selecting ABP focal points to be Criteria for selecting ABP focal points to be agreed upon (e.g. Seniority, skills on agreed upon (e.g. Seniority, skills on programme management, merging functions of programme management, merging functions of ABP focal point with the DB focal point, etc.) ABP focal point with the DB focal point, etc.)

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Thank YouThank You