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Hks evidence based learning
The document discusses evidence-based governance through case studies of various programs, including BISP and Akhuwat, focusing on the impact of IT and social media on governance. Key challenges identified include lack of transparency, trust, and effective feedback mechanisms, while successful governance features transparency, reduced corruption, and evidence-based decision making. It highlights improvements in program efficiency and international recognition, particularly for BISP's social protection efforts and Akhuwat's microfinance initiatives.
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Hks evidence based learning
- 1. Evidence Based Governance CaseStudies: BISP, Akhuwat, IPRE Muhammad Saleem Ahmad Ranjha
- 2. Sequence of thePresentation
- 3. Rise of ITand Social Media Mobile Banking The Traditional Governmen
- 4. Perspective • Rise ofIT and Social Media • Mobile Banking • Impact on World Politics, Economy and Governance • The Traditional Government • Governments also changing and becoming more responsive and proactive • Do or Die 4
- 5. Issues of theGovernance • Lack of transparency • Lack of trust • Corruption • Lack of proper feedback mechanism • Unreliable data 5
- 6. Governments look for? •Transparency in governance • Reducing corruption • Authenticity of data • Monitoring and evaluation of government projects 6
- 7. Evidence Based Learning •NMC training at NSPP • Dr Musadik Malik Workshop • CERP Workshop • Developed by HKS • Main Features
- 8. Evidence Based Policy •Evidence-based refers to any concept or strategy that is derived from or informed by objective evidence • The related modifiers data-based, research- based, and scientifically based are also widely used when the evidence in question consists largely or entirely of data, academic research, or scientific findings
- 9. Definitions of Evidence-based Governance •That Organizations are aware of the effects of their decisions, and takes these into account before taking decisions • That all decisions of organizations are based on a weighing off of the merits thereof, in which the expectations are based on outcomes of empirical research and theories that are collaborated on such research • That organizations are acting in such a way that people and international researchers tell about them being effective, efficient, rational and legitimate
- 10. Decision Making Follow Up Result Measurement Impact Assessment Data Law Rules Regulations InternationalBench Marking International RECOGNITION • Case Studies • Impact Studies • 3rd Party Presentation • Audit • Deliverology • PMU • MS Project • Primavera
- 11.
- 12. BISP in 2015 •Internal dissent between Chairpersons and Secretaries • Dissatisfaction of International Donors/ DFIs • Quality HR was not available • Targets were not being met • Huge Audit Objections • No reconciliation of payments • Many Complimentary Initiatives were closed
- 13. Improvements • Harmonious relationsCP and Secretary • Development of dashboards • Interest free Loans to BISP Beneficiaries • Emphasis on fast track payments • Better HR through deputationists • Working with targets and deadlines • Reconciliations and Setting up of Internal Audit
- 14. Data and Dashboards •Dashboards developed by BISP team • 5.4 Million Beneficiaries and 1.4 M children • All payments with date time and venue • Student Attendances • Geo tagging with support of PITB • NSER based on CAPI • E-Office introduced with 95% file conversion
- 17. Decision Making • EvidenceBased & Collective Decision Making • Committee Based Decisions • Open and candid Discussions • Secretary , First among equals • Financial and Administrative Delegations • Administrative Autonomy to Regional heads • NSER Advisory Committee and New Payment Model
- 18. Follow-up • Based onCommitments and DLIs with International Agencies, Donors & DFIs • Hardly any PMU or viable follow up set up • CP 100 days action Plan • Improvement in Follow up of BISP Board Meetings etc. • NSER Advisory Committee and New Payment Model
- 19. Result Measurement • AllDLIs Achieved • Revival of 450 M $ ADB Project • US $ 100 M New World Bank Project • Marked Improvement in WB & DFID ratings • Disbursement and Students Admission monitored on daily basis ensured – Fastest payments in 8 years – 900,000 additional admissions in Waseela Taaleem – 300,000 loans to beneficiaries
- 20. Impact Assessment • BolsaFamilia Brazil & Oportunidades (Mexico) • Revival of BISP research Department • Data made freely available for research • Shelved Studies were launched • MIT- Harvard-LSE & BISP Programme • Impact Studies and Research Component in Course Correction at Policy and Operational Level
- 21. International Bench Marking •BISP is ranked 5th best social protection programme in the world • How to make it he best? • With the new CAPI Based NSER, use of biometric, WeT new attendance and, Graduation program it is poised to be among the top three
- 22. International Recognition • BISPappreciated by Mr. Bon Ki Moon, Ms. Hilary Clinton, Mr. Gordon Brown, Queen Maxima, PM Theresa May, Ms Christine Lagard of IMF and President World Bank • Ms Marvi Memon given Inaugural British Parliament Speaker Award of Democracy • French Republic Medal
- 23. Theme Based Office •Based on BISP Beneficiaries expertise • Highlighting local and regional handicrafts • In Fusion with modern designs • BISP Wall of Information
- 24. BISP in 2017 •NSER underway on CAPI basis • 70% payments under bio metric • MIS and dashboards available • New Graduation programme underway • BISP E-Commerce
- 25. Akhuwat • Largest Interestfree microfinance in the world • Started in 2001 with Rs. 10,000 US $ 180 • 2.2 million borrowers Rs. 45 Billions disbursement • 298 primary Schools 42,000 students from 4,000 • Akhuwat Cloth bank • Akhuwat University • Akhuwat Health Services • Transgender Programme
- 26.
- 27. Akhuwat in 2014 •12 Billion Loans and 150 branches • No plans of University, Schools and College, only limited to Microfinance • Absence of electronic accounting system • Presence concentrated in Punjab • Not much usage of technology
- 28. Improvements • Database MicrosoftEnterprise
- 29. Data and Dashboards •All Branches and schools geotagged in web • All Data available in Head Office within two days • Plans for all borrowers to be on biometric
- 30. Decision Making • Majordecisions being taken by the Akhuwat Board • Operations decisions by ED and Management • Autonomy of Branch Manager and RM
- 31. Follow-up • Better followup in recovery 99.94% • Manual and personal follow ups • Weak Area except Chairman Secretariat
- 32. Result Measurement • PakistanLargest Microfinance Organization • Highest recovery rate with Lowest Cost • Biggest Presence in Agricultural Loans • Schools performance much better than competitors
- 33. Impact Assessment • ResearchDepartment with Data Availability • Harvard KSG, Tufts Case Studies • Presentation at UNESCAP • Presentation at Cambridge, Oxford & NUS • Virtual University Project • Invitation to Pakistani Universities • M Phil and PHD Dissertations • Pakistan Development Exchange
- 34. International Bench Marking •Position in Microwatch, • Forbes 50 Micro Finance • Microcreditsummit • Hardly any link with ADB, ISDB or World Bank
- 35. International Ranking andRecognition • Akhuwat Registered in US and UK • Akhuwat Branch in Uganda • Plans for Rwanda and Zambia • How to be Among Forbes Top 50
- 36. Theme Based Office •Purpose built Office Traditional Architecture • 7 Floor Solar Powered 27 KVA • Akhuwat College • NJV School • Akhuwat University • Fountain House Lahore and Sargodha • Interior décor yet to be on theme based
- 37. Interest Free (Akhuwat)in 2017 • Now Interest free Economy is a reality • Serious questions about Debt Servicing • NBP changing their YLP to Islamic Finance • Interest Free Agricultural Loans 100 Billion • NRSP and PPAF from competitors to collaborators
- 38. Way Forward • Akhuwatbeing the tool for providing health, education, livelihood in the country • Replications abroad, Africa • Financial Inclusion • Employability of ICT4D – E-Learning – E-Health – E-Agriculture – E-Commerce – E-Entrepreneurship
- 39. FBR Directorate General of Intellectual Property RightsEnforcement (IPRE)
- 40. IPRE in 2015 •No HR – DG & a Driver • No office space • No infrastructure • Customs IPR Rules not notified • 2016 USTR Special 301 Report: Pakistan’s Conditional removal from Priority Watch List
- 41. Improvements • Fully OperationalDirectorate General • DG, Director, Additional Director and Deputy Director are performing duties • Office Infrastructure for DG, Director, Additional Director, Deputy Director with requisite furniture, fixtures and equipment • IPR Themed Galleries at Custom House Islamabad and Karachi • Notification of IPR Enforcement Rules • Development of IPR Module in WeBOC System • Pakistan’s Declassification from USTR Priority Watch List
- 42. IPRE in 2017 •HR – Directorates at Karachi, Islamabad & Lahore • IPR Offices Established • DGIPRE- IPO Connectivity • WeBOC- IPR Module • Customs IPR Rules Notified • 2017 USTR Special 301 Report: Pakistan Removed from Priority Watch List
- 43. Data and Dashboards •Live IPR Connectivity With IPO-Pakistan • WeBOC IPR Module in Operation • Initiation of IPR Data Analysis • Targeted IPR Interdiction • IPR Public Portal (www.customsipr.gov.pk)
- 44. Decision Making • Identificationof Fakes in the Customs Data Pool • Risk Identification Database (RID) • Enforcement Evolution Through Empirical Data • Enforcement Institutionalised • Constant Refinement Through Equal Stakeholder Consultation • Creating linkages with DOT for regular IPR training courses and Research • Request to HEC and various Universities for research on IPR initiatives
- 45. Follow-up • Strategic &Operational Goals • Monitoring of Organisational Responsibilities • Identification of Weaknesses / Vulnerabilities • Rectification / Reversal of Erroneous Actions • Joint Review • Updation of Implementation Strategy
- 46. Result Measurement • GapAnalysis Between Objectives & Operations • Key Indicators of Success / Failure • Upward Revision of Minimum Assessable Values – Autoparts
- 47. Impact Assessment • DeterrenceAchieved • International Recognition • Stakeholder Acknowledgement • Specialized HR Pool • Research-Based Policy Making • FDI • Revenue
- 48. International Bench Marking •Study of successful models of US, EU and Japan IPRE Customs • Product Sheets as by Japanese IPRE
- 49. International Ranking andRecognition • US Chambers of Commerce GIPR Centre Ranking Pakistan 8.37/35 44/45 Countries • WEForum Ranking 122/138 • How to improve the systems and consequently Pakistan Global Ranking
- 50. US CHAMBER INTERNATIONAL IPINDEX 50 Pakistan Overall Rank: 44/45 2017
- 52. Effective border management Civil& Procedural Remedies Public Reporting by Customs Protection of well-known marks OUR Goal 0.25% 1 0.25% 1 0.25% 1 0% 1 2017 2018 2017 2018 2017 2018 2017 2018
- 53. Theme Based Office •IPR Themed Offices • IPR Mural • Ceilings with IPR Infringement items display • Use of paintings with IPR and GI handicrafts • Counterfeit Galleries in Karachi and Islamabad
- 54.
- 55. Way Forward • Regularliaison with Collectorates and Directorates for better enforcement • Improving Pakistan Global IPR Position • IPR Study Centres in Islamabad, Lahore and Karachi • Officers to be send for LLM and PHD IPR
- 58. Decision Making Follow Up Result Measurement Impact Assessment Data Law Rules Regulations InternationalBench Marking International RECOGNITION • Case Studies • Impact Studies • 3rd Party Presentation • Audit • Deliverology • PMU • MS Project • Primavera
- 59. • When thereis will, there is a way • When you believe in something you will definitely achieve it
- 60. Basic Requirements inEvidence Based Decision making • Structured Decisions • Data Required • Data Driven Decision Making Process
- 61. Evidence/Data requirement for Decision Whattype of Decisions are needed? – Nature – Frequency – Level – Time frame Data Needed? Shape Size Format Frequency
- 62. • Consultations withDecision Makers • Their Requirements • Comparison of their requirements with the data available • Available date vis a vis required data • Development of DataBase
- 63. Gap Analysis • BetweenAvailable Data and required Data • After survey and consultations with a generic based field formations • Filling up of Gaps