Results-oriented budgeting in Egypt

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2013
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3.6 Information Driving Decision-Making 
The WB team found strong research capacity within Egypt whereby line ministries outsourced the expertise of 
such centers. In addition, they found a strong statistical base in place; a necessary prerequisite for building a 
results-oriented management system. On the other hand, the team did not find evidence of systematic 
measurement of organizational performance or client
s’
satisfaction. 
3.7 Links to Resource Decisions 
The team found that Egypt’s budget development process including the People’s Assembly budget approval and 
monitoring processes, the MOF’s budget controls and the Central Auditing Organization’s (CAO) oversight 
were focused on financial aspects and outputs with little attention given to outcomes. 
3.8 Implementing a Workable Strategy 
The WB diagnostic mission found a strong interest on the part of several ministers to collaborate on 
strengthening the use of results-based monitoring and evaluation in government. They suggested that the 
government should consider forming a leadership team that would: (a) define objectives and develop a strategic 
vision; (b) provide a time frame and evaluation framework for pilots and other activities; (c) measure, recognize 
and support progress. 
The mission expressed the importance of a dedicated, well organized group that would support the GOE 
leadership team in fulfilling their vision. This cross-ministerial group would be responsible for developing an 
action plan, measuring progress, identifying successful efforts and sharing lessons learnt across organizational 
boundaries. To foster such efforts, “performance enhancement and results orientation” training, as well as 
capacity building activities would be needed. 
3.9 Donor Sponsored Activities 
The mission identified that Egypt was supported by a wide array of donors and their interest in the area of 
results-based monitoring and evaluation was confirmed.
The WB mission recommended the following steps: first, establish a cross-ministerial leadership group to 
promote performance and results-based monitoring and evaluation; second, support the initiative of the National 
Council for Women (NCW) to generate a gender-related plan; third, build capacity to support reform; fourth, 
modernize statistical policy; fifth, increase client focus; sixth, participate in the IMF Special Data Dissemination 
System (SDDS);
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and finally, encourage donor support and the research community
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(World Bank, 2001).