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Managing an annual cycle of PE work

Managing an annual cycle of PE work . Allister Moon, ECSPE June 17 th , 2002 PREM Learning Week. Handling an expanding PE agenda : a few issues. Whose agenda ? (Bank, donors, Government, civil society) ‘ownership’ in PE work: supporting Government’s agenda, developing domestic oversight

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Managing an annual cycle of PE work

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  1. Managing an annual cycle of PE work Allister Moon, ECSPE June 17th, 2002 PREM Learning Week

  2. Handling an expanding PE agenda : a few issues • Whose agenda ? (Bank, donors, Government, civil society) • ‘ownership’ in PE work: supporting Government’s agenda, developing domestic oversight • Integrated country strategy / focussed, manageable tasks • Work programming : multi year strategy, using the annual budget cycle

  3. Tanzania : an annual process for PE work • Phase 1 • Support to formulating budget strategy options, developing PEM reform agenda • Central agencies,line ministries (sector working groups) • Government managed • Phase 2 • Public annual review of budget strategy & PEM reform program • Validation of donor financing • Open to civil society, catalyst for domestic review capacity

  4. Features of the process • PER working group : (Government, donors, domestic stakeholders) • Annual work program within multi year agenda for all PE work – Govt and donor financed • Work program balances monitoring broad agenda and intensive work in selected new areas • Bank financed work (PER, CFAA, sector work,etc) coordinated in overall annual program • Distinction (as necessary) between Government led work and external review

  5. Current issues • Process maintained, developed over four cycles • Highly complementary to CDF/PRSP/PRSC BUT • Severe capacity constraints, need to rationalise coordination instruments, clarify rules on participatory process • Role of donors : • Overwhelming an open process? • constraints on contestability? • ‘external assessment’ initiatives

  6. Building PE work into annual budget process : some advantages • Predictability for all participants, located in annual budget cycle • Sustainability: designed to enhance long term domestic institutions for budget oversight (with or without donor presence) • Efficiency: legitimate donor assessment demands met as a by product of routine budget process • Contextual : focus on incremental reform, ongoing programs, annually updated, room for adaptation in highly ‘sub optimal’ environments • Capacity building and ‘ownership’: leaves the initiative with the executive, but acts as catalyst for domestic oversight

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