Improving the Business Climate in Swaziland

National Commission for Business Climate Reforms IT Self-Assessment Tool

Session 7:
MONITORING & EVALUATION MECHANISMS

Veepin Bhowon
Team Leader ARCA Consortium Royal Swazi - Swaziland
R R

Heerun Ghurburrun
Senior Expert ARCA Consortium

Monitoring & Evaluation

Why Monitor?
The Power of Measuring Results

If you do not measure results, you cannot tell success from failure If you cannot see success, you cannot reward it If you cannot reward success, you are probably rewarding failure If you cannot see success, you cannot learn from it If you cannot recognize failure, you cannot correct it If you can demonstrate results, you can win stakeholder support

Source: Kusek & Rist, Ten Steps to a Results-Based Monitoring and Evaluation System

Improving the Business Climate in Swaziland - Session 7: Monitoring & Evaluation

Why is M&E important?

it provides the only consolidated source of information showcasing project progress; it allows actors to learn from each others experiences, building on expertise and knowledge; it often generates (written) reports that contribute to transparency and accountability, and allows for lessons to be shared more easily; it reveals mistakes and offers paths for learning and improvements;

Improving the Business Climate in Swaziland - Session 7: Monitoring & Evaluation

Monitoring & Evaluation what is Consists it? of the regular systematic collection and analysis of information
to track the progress of program implementation against pre-set targets and objectives Provides records of activities and results, and signals problems to be remedied along the way Provides government officials, the private sector and civil society with better means for:

Learning from past experience, Improving service delivery, Planning and allocating resources and demonstrating results as part of accountability to key stakeholders

Enables the improved management of the outputs and outcomes while encouraging the allocation of effort and resources Plays a crucial role in keeping projects on track, and create the basis for reassessing priorities

Improving the Business Climate in Swaziland - Session 7: Monitoring & Evaluation

Monitoring & Evaluation Mechanisms for improving business climate

Improving the Business Climate in Swaziland - Session 7: Monitoring & Evaluation

National Commission for Business Climate Reforms

National Commission: Functions

IDENTIFICATION of : administrative complexities, bottlenecks, obstacles, inefficiencies, etc and undue delays affecting and stifling investment and business development in Swaziland; Provision of a platform for public-private sector dialogue in identifying priority action areas related to business climate reforms; Propose the strategic orientation and policy reforms to Government through strategies, actions and guidelines to improve and boost the ease of DB in Swaziland; Align all relevant Public Sector agencies on the elimination of administrative barriers in the investment and business process in Swaziland; Propose action plans for the reengineering, streamlining and rationalisation of the processes and procedures of Government institutions and local authorities

Improving the Business Climate in Swaziland - Session 7: Monitoring & Evaluation

National Commission: Functions

Oversee, coordinate, monitor and evaluate the timely implementation of the business climate reforms action plans in Swaziland; Provide regular reports to Government, through the Minister, on progress being made and on specific policy issues Accelerate the implementation of the business climate reform programme

Improving the Business Climate in Swaziland - Session 7: Monitoring & Evaluation

IT Self-Assessment Tools

Project Management System

P

Source: Geeta Batra, 2007, IFC

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Business Reform Project Plan

B

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Reform Project Data

Input for each reform objective a number of specific activities that must be accomplished to achieve the given objective Input for each activity a list of discrete actions to be done to realise the given activity Input for each listed action the planned attributes: the expected start date, the targeted end date, the planned budget, and any useful notes the actual realised attributes the current status of the action (Not started, In Progress, On Hold, Completed), the percentage of completion of the action, the budget spent at the given date, a summary of the main tasks which have been done to realise the given action as at date
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Improving the Business Climate in Swaziland - Session 7: Monitoring & Evaluation

Example of a typical Report

DoingBusiness Indicator g s S tartingabusiness g Date 15-March-2012 Cost (%of t % f Number of r f income per e r DB 2012 Rank Procedures Time (days) capita) B 2 e 144 9 90 148.9 % 9

DBreform B

Make it sim e & easy to start a businessin Z babwe et ple yo t s n im

Objective Owner James Carter s

Reduce the tim to reg r and start a business from90 e e e o ister d t s m 0 so s d e ber f s m o 1 daysto 5 daysand the num r of proceduresfrom9 to 3

Planning
Planned S t d tart Date Activity 1.1 S p a one-stop shop for businessreg etup p p r s istration procedures n Actions 1.1.1 Define services to be provided by the one-stop shop e s o e d y e p James Carter s Robert Conrad t 01/02/12 10/02/12 Targ d eted End Date d 15/07/12 30/04/12 Planned d Budg et 50000 0 Notes S tatus In progress n Completed 100% %com pleted

Monitoring& Tracking g
Budg t used S m y of tasks et d um ary f s @ date done @ date e Rem arks

1.1.2 Define organisational structure of the one-stop shop e l e f e p

20/02/12

In progress n

25%

1. List of services . t f s done on e n 05/03/2012 2. List validated on . t d n 10/03/2012 1. One-stop officers Head of the one. p s d f e identified stop shop to be p p o e 2. One-stop . p determined functional structure l e completed

1.1.3 Amend relevant legislations to operationalise the one-stop shop d t s o e e p

1.1.4 Build capacity & provide training to officers in the one-stop shop d y e go sn e p p
Activity 1.2 Actions 1.2.1 1.2.2 1.2.3 1.2.4 1.2.5

10/03/12 01/05/12

20000

On hold n Not started t

0% 0%

Reeng r the existingbusiness reg ineer e g s istration process n Map the existing business registration process p e g s n Analyse weaknesses in the current process e sn e t Review & Simplify the business name reservation process w y e s e n Submit new streamlined business registration process t w d s n Validate the new business registration process e e w s n

Alice Springs e

01/11/12

3000
Completed In progress n

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UNCTAD E-Regulations SystemeGovernment system to help developing countries and A web-based

countries in transition work towards business facilitation through transparency, simplification and automation of rules and procedures relating to enterprise creation and operation Allows Governments to present administrative procedures online in a detailed and precise way Procedures are detailed step by step, from the user's point of view. For each step, the system shows what is expected at the end of the step, who are the civil servants in charge, the forms and other documents required, the cost if any, the processing time, the legal justification of the step and ways of complaints and recourse in case of disagreement.

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Monitoring & Evaluation

What Gets Measured, Gets Done What Can be Measured, Can be Improved

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The reason why some people are successful in life is because they make decisions and take action Former US President Franklin
Roosevelt

THANK YOU

Improving the Business Climate in Swaziland - Session 7: Monitoring & Evaluation

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