- Evaluation Plan:
- 2005-2010, Serbia
- Evaluation Type:
- Project
- Planned End Date:
- 02/2007
- Completion Date:
- 01/2007
- Status:
- Completed
- Management Response:
- Yes
- Evaluation Budget(US $):
- 1,000
Support to the Deputy Prime Minister's Office
| Document | Type | Language | Size | Status | Downloads |
|---|---|---|---|---|---|
 DPM_Mid_term_Evaluation_SEIO_SIEPA_draft.doc |
report | English | Posted | 879 | |
 |
summary | Posted | 455 |
| Title | Support to the Deputy Prime Minister's Office | ||||||
|---|---|---|---|---|---|---|---|
| Atlas Project Number: | |||||||
| Evaluation Plan: | 2005-2010, Serbia | ||||||
| Evaluation Type: | Project | ||||||
| Status: | Completed | ||||||
| Completion Date: | 01/2007 | ||||||
| Planned End Date: | 02/2007 | ||||||
| Management Response: | Yes | ||||||
| Focus Area: |
|
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| Corporate Outcome and Output (UNDP Strategic Plan 2018-2021) | |||||||
| Evaluation Budget(US $): | 1,000 | ||||||
| Source of Funding: | |||||||
| Joint Programme: | No | ||||||
| Joint Evaluation: | No | ||||||
| Evaluation Team members: |
|
||||||
| GEF Evaluation: | No | ||||||
| Key Stakeholders: | |||||||
| Countries: | SERBIA |
| Lessons | |
|---|---|
| Findings |
| Recommendations | |
|---|---|
| 1 | Challenge in the next period will be to replicate the methodology used for the purpose of the project to the level of the organisation (SEIO/SIEPA) and application of regular activities for both institutions defined by legal basis adopted. In order to strengthen such management approach in the public sector implementation of the effective IT infrastructure is vital for the success of sustainability. IT plays a critical role in making a performance management system possible and enabling organizations to generate, disseminate, analyze, and store more information from various sources, In a more efficient way. The role of leadership, quality of encouragement, guidance and support by the managers is also one of the key elements in the process of introduction of performance management system. Both SEIO and SIEPA are relatively small organisations, flexible and with relatively flat hierarchical structure which enabled easy access to the top managers which can have a critical role in the motivation of employees in the realisation of both project and organisation goals. Such structure should be kept in the process of applying performance management system for "official" activities of SEIO and SIEPA. Key precondition for successful implementation of performance management is adequate financial resources which could enable top management to reward achievers and motivate them to continue their positive behaviour.Sustainability of the project outputs (including performance management and specific project outputs) in the following period can be achieved by adequate combination of national and donor resources in the implementation of the official activities which should be developed in accordance with performance management methodology. In addition, implementation of civil service pay reform, which started at the beginning of this year, should allow relatively progressive decrease of the share of donor funding in the overall package intended for reward system in SEIO and SIEPA. |
1. Recommendation: Challenge in the next period will be to replicate the methodology used for the purpose of the project to the level of the organisation (SEIO/SIEPA) and application of regular activities for both institutions defined by legal basis adopted. In order to strengthen such management approach in the public sector implementation of the effective IT infrastructure is vital for the success of sustainability. IT plays a critical role in making a performance management system possible and enabling organizations to generate, disseminate, analyze, and store more information from various sources, In a more efficient way.
The role of leadership, quality of encouragement, guidance and support by the managers is also one of the key elements in the process of introduction of performance management system. Both SEIO and SIEPA are relatively small organisations, flexible and with relatively flat hierarchical structure which enabled easy access to the top managers which can have a critical role in the motivation of employees in the realisation of both project and organisation goals. Such structure should be kept in the process of applying performance management system for "official" activities of SEIO and SIEPA.
Key precondition for successful implementation of performance management is adequate financial resources which could enable top management to reward achievers and motivate them to continue their positive behaviour.Sustainability of the project outputs (including performance management and specific project outputs) in the following period can be achieved by adequate combination of national and donor resources in the implementation of the official activities which should be developed in accordance with performance management methodology. In addition, implementation of civil service pay reform, which started at the beginning of this year, should allow relatively progressive decrease of the share of donor funding in the overall package intended for reward system in SEIO and SIEPA.
Management Response: [Added: 2009/10/12]
Development of specific IT support system in the next period can support the introduction of SPM in SEIO and SIEPA and other parts of public administration.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| SEIO and SIEPA have not encountered any major obstacles in the project implementation under the current management arrangements, which proved that the decentralised approach to the national execution of the project, has contributed to building national ownership for both institutions.
[Added: 2009/10/12] |
Serbia | 2009/10 | Completed |