Country Experiences and Context for MfDR

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Several countries presented their experiences focusing on why, who, what and how, struggles, innovation and results of the initiatives and these are outlined below:

Zimbabwe*?

Morocco*

Benin: La reforme budgetaire axee sur les resultants: Le CDMT et les budgets programmes

Progres/Etat davancement:

• Reforme generalisee a tous les ministeres sectoriels;
• Experimentation des sous-programmes a gestion axee sur les resultats dans les domaines deducation de base; sante; environnement; alphabetisation; finances publiques et recettes fiscales

Qui est responsable: Le ministre charge des finances Approche: Globale versus progressive Facteurs de reussite:

• Contexte international, vision concertee des PTFs favorables
• Volonte politique: avenement du gouvernement du changement
• Necessite de faire du Benin un pays emergent
• Mise en place dun dispositif institutionnel efficace (Sui, evaluation, rapportage)

Defis:

• Meilleur encadrement des depenses publiques (utilit, impact delaction publique, reddition de comptes)
• Gnralisation de la culture de la gestion axe sur les resultants toute ladministration
• Refonte de la constitution financire
• Transparence dans la gestion publique et lutte contre la corruption

Lecons:

• Meilleure planification et programmation dans les ministre
• Suivi et evaluation
• Rapports de performance
• DRSP (deuxime generation)
• CDMT et meilleure allocation des ressources

Senagal: Cadre de dpenses moyen terme (CDMT) au Sngal : Un exemple de MfDR

Pourquoi?

• Inefficacit de laide au dveloppement
• Manque de liens entre les budgets, les politiques et les dpenses relles
• Un support financier du DRSP

Objectifs

• Donner une vision moyen terme
• Introduire la logique de budgtisation par objectifs
• Permettre une valuation du rendement
• Rationaliser la dpense publique

Comment?

• Dtermination des objectifs stratgiques
• Dtermination dun cadrage pluri-annuel pour indiquer les ressources ncessaires
• Allouer les ressources diffrentes activits cibles avec une dfinition claire des objectifs
• La dtermination des enveloppes sectorielles
• Dtermination dun systme

Qui est responsable?

• MEF, Sant, Environnement, Justice, Infrastructures, Dveloppement social, etc.

Les succs

• 5 ministres pilotes; largissement 12 ministres
• Bonne matrise de lvolution du PIB
• Bonne prvision des ressources internes et externes
• Disponibilit dun mcanisme de rpartition des ressources entre les programmes
• Renforcement des capacits des acteurs

Les difficults :

• Rsistance au changement
• Capacit insuffisante en suivi et valuation (S&E)
• Exprience perue comme une surcharge de travail

Les succs :

• Sensibilisation et implication des plus hautes autorits
• Forte volont politique
• Leadreship efficace
• Renforcement des capacits des acteurs

Mozambique*

Niger*

Burundi*

Tanzania: MfDR Context in Tanzania:

Tanzanias medium development and poverty reduction goals are articulated in a 5-year strategy known as National Strategy for Growth and Reduction of Poverty (2005/06 2009/10) MKUKUTA. Progress made is measured through MMS (Proxy for MfDR). Status: Gross Domestic Product (GDP) average growth is 6 percent; per capita income in USD 390 and the population living below poverty line is 35.7%. Responsibility: Ministry of Planning Economy and Empowerment (at National level) with information is drawn from MDAs and LGAs at the sectoral level. Approach: Three technical working groups (TWG)- these are survey and routine data, research and analysis and communication. Success factors: MMS produce progress reports on the indicators generated at sector and institution levels

• MKUKUTA Annual implementation report
• Economic survey (annual)
• National statistical surveys
• Status reports on growth and poverty
• Poverty and human development reports

Challenges:

• Uneven data quality and gaps in the M&E system.
• Resource allocation bowed on expenditure reporting
• Inadequate cross-sector linkages
• Inadequate M&E capacity at all levels
• Weak results based management

Lessons:

• Evidence based data for decision-making is crucial
• M&E is an important undertaking so are the usage of its findings

Kenya: Performance Contracts

Objective is to ensure achievement of targeted results from all public sector organizations: What gets measured gets done. A performance contract is freely negotiated contract between the government of Kenya and the relevant public office; performance targets are agreed at the beginning of the financial year and achievements evaluated at the end of the financial year. Monitoring of these targets all done on quarterly basis. Challenges

• Development of measurement indicators
• Managing change
• Culture and practice of public service.

Innovation:

• Cascading performance contracts to individual levels

Results

• Improved service delivery to the public.
• Optimisation of resources
• Increased accountability
• Increased internal co-ordination

Mauritius

The Mauritius MfDR Initiative has witnessed a major paradigm shift 2007 2008 characterised by the introduction of performance management and a move to Programme Based Budgeting (PBB) embedded in a Medium Term Expenditure Framework (MTEF) Its objectives are

• Rethinking structures and procedures in the public service for improved public service delivery
• Results based management.

There are two major strategic reforms underway, namely;

• Performance Management System (PMS) for public officers,
• Program Based Budget (PBB) that has witnessed the creation of dedicated knowledge management and capacity building department.

National Efforts are aligned in a South African Initiative collaborative African Budget reform Initiative (CABRI). Partners in SADC and COMESA are embarking on similar reforms with the following interventions:.

• IT system to monitor and record both quantitative and qualitative data on government receipts and disbursements.
• National Training Programme on PBB for senior and middle management staff.
• Proposed regional Multi Disciplinary centre for Excellence.
• Regional training plan in collaboration with countries in Southern and Eastern Africa.

Ethiopia: Providing Socio-Economic and Demographic Data in a User Friendly Format

Objectives are;

• To expand dissemination of socio economic and demographic data,
• To provide users with a comprehensive set of indicators,
• To avail data to monitor country progress towards achieving National and MDGs targets.

The Central Statistical Agency (under the Ministry of Finance and Economic Development) has developed the Ethioinfo data base which has incorporated the demographic, population and housing census ((DHS) data, WMS, HICES, Manufacturing surveys, labour force surveys etc. The database provided reports in graphs, tables and maps. Challenges faced

• IT infrastructure
• Technical personnel,
• Level of use of information from the data base specially in the lower

Outcomes

• Provided insights into the status of poverty and human development of the country for evidence based planning,
• It has allowed planners to strategise in budgeting resources to different levels federal, regional, Woreda and Kebele

For more information visit WWW.CSQ.GOV.ET

Uganda: Annual Policy Implementation Review

Why: To be able to comprehensively review progress versus National Outcomes

Who: Government, CSOs, development partners, local governments, private sector, academia

What: Determine direction of achievement towards PEAP Pillar Targets

How:

• Linking sector objectives to pillar outcome
• Multi Disciplinary team to conduct assessment

Struggles:

• Taking government as a unit of assessment
• Lifting and linking sector level analysis to pillar level
• Definition of indicators, data gaps and data quality

Innovation:

• Ability to construct a measurement framework with government as a unit of assessment.
• Logic of change of policy review at macro level

Results:

• Methodology available
• Influencing the budget and revision of PEAP, evaluation of the PEAP

Observations from Country Experiences

• The MfDR initiative is starting to emerge with new innovations. The AfCoP will need to support these processes and promote shared learning across the continent.
• The environment for development in Africa is rapidly changing thus offering opportunities for undertaking MfDR.