The National Development Plan, Iraq 6 July 2010 “Developing Objectives & Indicators for Strategic Planning” Khaled Ehsan and Helen Olafsdottir UNDP Iraq Programme

PURPOSE OF THE SESSION By the end of this session we would like you to have clarity on: General ideas on the relationship between goals, objectives and indicators for effective results management Concrete set of actionsConcrete set of actions to translate higher level strategic objectives into objective statements that have measurable indicators

GOALS INTERMEDIATE OBJECTIVES (SMART) OBJECTIVES INDICATORS

GOALS & OBJECTIVES Goals are high level statements usually aligned to national priorities that provide overall context for what an intervention is trying to achieve. Objectives are lower level statements that describe the specific, tangible products and deliverables that an intervention will deliver.

1. ENHANCE GROWTH OF THE IRAQI ECONOMY 2. IMPLEMENT INSTITUTIONAL AND LEGAL REFORMS TO SUPPORT NATIONAL DEVELOPMENT 3. ENHANCE SOCIAL PROTECTION AND AVAILABILITY OF BASIC SERVICES 4. COMMITMENT OF SUSTAINABLE HUMAN DEVELOPMENT 5. ENHANCE RURAL DEVELOPMENT AND ENVIRONMENTAL PROTECTION NDP GOALS

1. PROMOTE TRANSPARENCY, ACCOUNTABILITY AND ANTI- CORRUPTION 2. ENFORCE THE RULE OF LAW 3. PROMOTE SOCIAL INCLUSION STRATEGIES 4. IMPLEMENT DECENTRALIZATION AND SUPPORT LOCAL GOVERNANCE NDP INTERMEDIATE GOVERNANCE OBJECTIVES

SMART OBJECTIVES & INDICATORS ARE USED FOR GATHERING INFORMATION ON VERIFICATION AND PLANNING DEFINITION SPECIFIC : REFLECT WHAT A PROJECT INTENDS TO CHANGE MEASURABLE: MUST BE PRECISELY DEFINED WITH OBJECTIVE DATA, INDEPENDENT OF WHO IS COLLECTING DATA, AND COMPARABLE ACROSS PROJECTS ALLOWING CHANGES TO BE COMPARED ATTAINABLE: ACHIEVABLE BY THE PROJECT AND SENSITIVE TO CHANGE RELEVANT: FEASIBLE TIME AND MONEY TO COLLECT DATA USING CHOSEN INDICATORS AND RELATIONSHIP TO THE STRATEGIC GOALS AND HIGHER LEVEL OBJECTIVES TIME BOUND: DESCRIBES WHEN A CERTAIN CHANGE IS EXPECTED “SMART” CRITERIA

EXAMPLES OF “SMART” OBJECTIVES 1.Reform legal and regulatory framework to ensure one- third of judges and courts in Iraq are adequately resourced to perform their duties effectively and held accountable to high standards of professional and ethical conduct. 2.Ensure the poor households in x region have better access to capital and other financial services. 3.Reduce the level of domestic violence against women in x region.

INDICATORS “Indicators describe the way to track intended results and are critical for monitoring and evaluation.” “ A quantitative or qualitative variable that allows the verification of changes produced by a development intervention relative to what was planned”

Types of indicators Factual indicators  Factual (yes/no)  Existence (yes/no)  Classes (x/y/z)  Policy recommendation submitted  Constitution passed by Parliament  Chamber of Commerce established  Existence of free electronic media: free, partly free, not free Numeric indicators  Number  Percentage  Ratio  No. of government officials trained  No. of regional networks on aid effectiveness created  No. of regional CSOs attending regional conference on human rights  % of government budget devoted to social sectors  % of population with access to basic health care  Ratio of female to male school enrolment  Ratio of doctors per people

INDICATORS  Legal and regulatory framework reformed to provide people with better access to information and communication technologies.  Reduced levels of corruption in the public sector  Reduction in level of violence against women Examples: Objectives and Indicators a.# and proportion of the population with access to the Internet, disaggregated by gender b.% of population with computers and telephones c.Extent to which key policies on information technology are revised and promulgated Corruption perception index (usually measured by a composite survey indicator of the perceptions of national/international experts and the general population about corruption in the country) (1) % of women who feel that violence against women has reduced in past 5 years; (2) % of men who believe wife beating is justified for at least 1 reason

STRATEGIC MANAGEMENT Strategic Planning 1. Identifying clear and measurable objectives 2.Selecting indicators 3.Setting explicit targets Performance Measurement 4. Developing performance monitoring systems 5.Reviewing, analyzing and reporting actual results vis-à-vis targets Performance Management 6. Using evaluation findings to generate lessons and increase the understanding of strengths, weaknesses and comparative advantages 7.Using performance information for management accountability, learning, resource allocation decisions including human resources management, and reporting to stakeholders and partners

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