QUESTIONS AND ANSWERS ABOUT THE APIGP

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ACTION PLAN FOR THE IMPLEMENTATION OF THE GOVERNMENT PROGRAMME (APIGP)

Result-Based Management

What is the Programme of the Government of the Republic of Serbia?

The Government Programme is a planning document that contains priorities the Government intends to realise during its mandate.

What is the Action Plan for the Implementation of the Government Programme (APIGP)?

The Action Plan for the Implementation of the Government Programme (APIGP) is an operating document of the Government of the Republic of Serbia that elaborates priorities listed in the Government’s Programme through priority objectives, specific results and intermediate results, and that in line with the result-based management principles. The objective of the APIGP is to improve the implementation of the Government’s Programme through facilitated and better coordination, and regular monitoring and elimination of obstacles to the implementation of priority objectives.

How is the APIGP compiled?

The Government Programme (i.e. the inaugural speech that the Prime Minister delivers) defines priorities
Ministers, i.e. Ministerial Groups define priority objectives
The Coordination Body for the Preparation and Monitoring of the Realisation of the APIGP (G6) examines and approves priority objectives that best serve the interests of citizens and the business sector.
State Secretaries and Assistant Ministers, i.e. Implementation Groups propose results and intermediate results for the achievement of priority objectives.

Who develops the APIGP?

On the basis of priorities listed in the Government Programme, the Public Policy Secretariat of the Republic of Serbia (PPS) in collaboration with other state administration bodies prepares the proposal of the APIGP and forwards it to the Government for examination and adoption. The PPS provides support for the organisational mechanism for coordination and development of the APIGP, the monitoring of implementation, and the reporting on achieved results, as well as the revision of the APIGP.

ORGANISATIONAL MECHANISM OF THE APIGP

Coordination Body 6 (G6), Ministerial and Implementation Groups

What is the role of the Coordination Body 6 (G6)?

The Group 6 is a coordination body responsible for the preparation and monitoring of the realisation of the APIGP, which is made up of: Prime Minister, Minister of Finance, leaders of Ministerial Groups (MG), and Director of the PPS. The task of the G6 is to examine and approve in collaboration with the MG the priority objectives of the Government that best serve the interests of citizens and the business sector. The G6 oversees the work of the MG, resolves problems that occur during the achievement of results, and submits the Report to the Government once in six months.

What is the role of Ministerial Groups and who are they made up of?

The Ministerial Groups represent a leadership level for the strategic management of priority results listed in the APIGP. They are formed for each priority area and, jointly with the Group 6, they will define key priority objectives and final outcomes for each of the areas. They are also responsible for the achievement of results within each of the priority objectives. They monitor the progress made in the achievement of priority objectives, eliminate problems that cannot be resolved at lower decision-making levels, and single out issues that need to be addressed at the Government level. Members of Ministerial Groups are ministers who have priority objectives within their remits. Each Ministerial Group chooses the leader of the group who is responsible for the coordination and work of the Ministerial Group.

What is the purpose and the role of Implementation Groups?

They act as operational support to Ministerial Groups and are also set up for each priority area. On the basis of priority objectives defined by Ministerial Groups, Implementation Groups provide proposals of the results and intermediate results and draft reports on the achievement of results and the degree of achievement of priority objectives. Implementation Groups are composed of senior officials at the level of state secretaries and assistant ministers. For each priority objective, in line with the principle of a single accountability point, one person is appointed who will be responsible for the coordination and the work on the achievement of a priority objective. They also coordinate activities within the priority objective, collect information on the results and intermediate results, and report on the degree of achievement of a specific objective. Other appointed members are obliged to collect and process data, and forward them to the responsible person for the purpose of reporting on the priority objective.

What is the role of the Public Policy Secretariat of the Republic of Serbia (the PPS)?

The PPS coordinates the process of the APIGP development, the monitoring of implementation, and the reporting on the achieved results. The PPS also assists with the collection and processing of data, and their preparation for reporting. The PPS prepares a comprehensive report on the achievement of priority objectives and reports quarterly to Ministerial Groups and the Prime Minister on the degree of achievement of priority objectives (through summary assessments on the degree of achievement of priority objectives) and, if needed, even more often on request of the Prime Minister. The PPS also coordinates amendments and/or additions to the APIGP when the need for its revision arises.

THE REPORTING SYSTEM

What is the purpose of reporting?

The reporting serves to monitor the progress made towards the achievement of the APIGP objectives in an easier way. It helps institutions to timely detect risks and problems that hinder the achievement of objectives so that they could devise measures on the basis of which risks will be efficiently managed or problems eliminated.

What are the data collected through reporting used for?

Reporting serves to monitor the progress made in the achievement of objectives set out in the APIGP in an easier way, it helps institutions to timely spot the risks and problems in the achievement of objectives so as to devise measures on the basis of which risks could be efficiently managed or to eliminate the problems that have already occurred. The data collected serve to measure the progress made in the achievement of objectives contained in the APIGP and are the information basis for reporting to Ministerial Groups and to the Cabinet of the Prime Minister. The collected data are also used for the analyses that facilitate evidence-based decision-making at the level of Ministerial Groups, the Group 6, and the Government of the RS.

What is the dynamics of reporting?

Persons responsible for each priority objective deliver a report on its implementation to the PPS within the defined time frame, with proposals for the improvement. The PPS prepares quarterly comprehensive reports, i.e. summary assessments on the achievement of objectives with recommendations for the promotion and overcoming of problems that occur (if needed, even more often on request of the Prime Minister). The reports are delivered to Implementation Groups, Ministerial Groups, and the Cabinet of the Prime Minister.

THE SYSTEM OF ASSESSMENT

What is the purpose of traffic lights assessments?

The traffic lights assessments illustrate how much progress has been made towards the achievement of objectives defined in the APIGP and whether additional activities are needed to eliminate the detected obstacles. Traffic lights assessments are not indicators of the work of individual ministries but rather serve to help all the participants in the implementation of the APIGP to timely react in case risks occur or problems arise in the process of attainment of the objectives contained in the APIGP. They are a confirmation of a sound direction taken and an indicator of the progress made, a signal for cautiousness, they help the selection of measures and activities for the achievement of results, and are a signal for intervention.

Which criteria are used to decide on a traffic lights assessment?

A traffic lights assessment for a single objective is set on the basis of the following criteria:
The progressing of results toward the targeted values,
The existence of an organisational structure for the accomplishment of an objective, the cooperation among ministries, and the involvement of interested parties,
The identification of risks and problems that could hinder the accomplishment of results,
The existence of plans for the elimination of detected risks/problems, and
The existence of data systems that serve to monitor the accomplishment of objectives.

ADOPTION, I.E. AMENDMENTS AND ADDITIONS TO THE APIGP

When is a new APIGP adopted?

After a new Government is formed, the procedure for the development of a new APIGP is initiated.

Can the APIGP be amended and supplemented?

The APIGP can be amended/supplemented once a year at the most, on the basis of collected elaborated proposals for amendment and/or addition. Amendments and/or additions to the APIGP are adopted by the Government, in line with the procedure envisaged for the adoption of the APIGP.

When is amendment and supplementation to the APIGP made?

The APIGP is amended or supplemented once a year at most, and that in case a new Government is formed and before the mandate of the former Government ends if the new Prime Minister makes a decision the revision will be undertaken and if more than 10% of priority objectives need to be amended or complemented. Additional reasons for the revision can be the need to implement an additional objective if the priority objective is prematurely realised, if it has been ascertained that results and intermediary results do not contribute to the achievement of the priority objective, and if circumstances for the realisation of the objective and results have been changed.

What does the process of amending and supplementing the APIGP look like?

The Prime Minister makes a decision on the amendment or supplementation of the existing APIGP. After that the MG and IG prepare elaborated proposals for the amendment and/or addition. These proposals are delivered to the PPS, which processes them and carries out the procedure for the adoption of the revised APIGP, which is adopted at the session of the Government of the Republic of Serbia.

THE ROLE OF THE PPS IN RESULT-BASED MANAGEMENT

How does the PPS help institutions to advance the implementation of the APIGP?

With its capacities the PPS helps the work of institutions in the realisation of priorities listed in the APIGP and in this way supports them to advance its implementation. The support is mirrored in the collection, processing, and the analysis of data, organisation of professional trainings and presentations for relevant topics, and organisation of work meetings at which details from the APIGP are discussed and future activities aimed at the definition of specified objectives agreed. If needed, through the work of Implementation Groups the PPS suggests to institutions which activities need to be undertaken so that there is progress toward the objective. The PPS in collaboration with state administration bodies establishes, develops, and promotes the system of result-based management. In short, the PPS:
coordinates the process of the APIGP preparation, monitoring of the implementation, and reporting on the achieved results, and the process of revision of the APIGP;
provides support for the prioritisation of activities, collection and processing of data needed for reporting, the selection of measurable indicators for the monitoring of realisation of results in the strengthening of planning and analytical capacities of institutions through trainings;
reports on the achievement of priority objectives of the APIGP through the comprehensive Report, and to the Ministerial Group and the Prime Minister.
The PPS develops:
horizontal coordination at the Government level;
continuous communication and the transparency of information;
data management – collection, quality processing and correct usage;
analytical processes for result-based management;
institutional capacities and skills of civil servants.

Why is the result-based management system important?

The main objective is to advance the existing system of strategic planning, strengthen the ‘top-down’ planning, establish the mechanism for result-based management, reinforce accountability for the achieved results, and timely react in case of risks for the achievement of planned objectives.