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From National Strategy to Sector Plans …and to Development Outcomes

From National Strategy to Sector Plans …and to Development Outcomes. Federated States of Micronesia 26 June 2007. David Smith, Regional Adviser Development Policy Economic and Social Commission for Asia and the Pacific, Pacific Operations Centre, Suva, Fiji Islands .

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From National Strategy to Sector Plans …and to Development Outcomes

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  1. From National Strategy to Sector Plans …and toDevelopment Outcomes Federated States of Micronesia 26 June 2007 David Smith, Regional Adviser Development Policy Economic and Social Commission for Asia and the Pacific, Pacific Operations Centre, Suva, Fiji Islands

  2. Translating a long term Vision or national plan…….into • Strategic objectives • Sector plans • and how these link to the budget • to expenditure and activities, • and finally to development outcomes consistent with the Vision or national plan.

  3. National Strategy Sector Plans Budgetary allocations Development outcomes

  4. Why do the linkages not work? • Linkages do not exist • Lack of monitoring – which is essential to: • ensure expenditure and activities are spent on priorities/ strategic objectives, and • to adjust activities if circumstances changes • Plan implementation is hampered by poor coordination between ministries & central agencies • Plans have been sidelined by financial management reforms and associated policy processes.

  5. More reasons • Plans are ignored • Plans are too complex to implement • Plans only assist development partners to plans their programmes • Plans don’t have sufficient local ownership • Budget allocations do not reflect plan priorities • NPOs do not have sufficient capacity to coordinate and monitor plan implementation: • NPO switches between ministries; • often takes on low priority functions; • public service pay fails to retain skilled and experienced staff • Plus many more.

  6. National Plan, Vision, Strategy (can contain Development Goals, situation analysis, medium term strategic policy objectives) Sector Plans (often included in national plan) (Policy objectives and strategies for the various sectors of the economy e.g. agricultural policy, education policy) Corporate plans(Ministry operational plans) (Policy objectives and strategies of sector ministries which may be different from sectors above) Budgetary and donor allocations (recurrent budget, development/capital budget, aid resources) Development outcomes (Activities, projects, programmes of government, NGOs, donors, communities)

  7. Vision to Strategic Objectives/Priorities • Vision is established • Next step: review of economic and social progress • Economic progress • Social progress – in some cases measured by achievement of MDGs • Review should identify main development challenges and opportunities for the future (Situation analysis, SWOT) • Strategic Objectives or priorities should address the challenges and opportunities

  8. Some country examples • FSM :Strategic Development Plan 2004-2023, The Next 20 Years: Achieving Economic Growth & Self-reliance • Kiribati: National Development Strategies 2004-2007 • Marshall Islands: Vision 2018,Majuro, RMI, 2002 • Fiji: Strategic Development Plan 2005-2007: “Rebuilding Confidence for Stability and Growth for a Peaceful, Prosperous Fiji” • Vanuatu: Priorities and Action Agenda, 2006 - 2015: An “Educated, Healthy and Wealthy Vanuatu”

  9. FSM: Vision and situation • Vision/theme: “achieving economic growth and self-reliance” • Review of economic and social progress: • in the macro-economic framework (especially on Compact funding); • also in “sector chapters” • and established during various Summits.

  10. FSM: Key Strategic Areas • These have been formulated in the areas of: • The Macroeconomic Framework • Private Sector Development • Agriculture • Fisheries • Tourism • Environment • Health • Education • Gender.

  11. FSM: Mission Statements • Each area has a “Mission Statement” - a broad statement of the sector’s objectives • Examples: • Private Sector Development: “to facilitate the development of an environment supportive of a competitive and growing private sector” • Health: “to promote and maintain a holistic system of health care that will provide an optimum quality of life for its citizenry” • Mission statements are broad statements of principle and will not likely change significantly over the planning period.

  12. FSM: Strategic Goals • Under each mission statement: • “Strategic Goals” - broad areas of critical importance • Private Sector Development: • Strategic goal 1: “to create a sound economic policy environment to support outward-oriented, private sector-led growth” • Strategic goal 2: “to improve the competitiveness of the factors of production to promote private sector development”.

  13. FSM: Policies and Outcomes • For each Strategic Goal there are a set of “Policies” and Outcomes • Policies indicate how a Strategic Goal will be achieved – similar to outputs • Outcomes are quantifiable performance measures – measure achievement of the Strategic Goals (or impact of the outputs and activities) • Outcomes – provide means to monitor SDP implementation.

  14. FSM: Private Sector example

  15. FSM: Implementation • Public Sector Investment Program – PSIP • Provides a process for funding investment projects identified in the SDP • “This process was intended to identify major priorities for investment, link the projects of the state governments to the investment funds likely to be available and ensure consistency and compliance with FSM economic policies and strategies”.

  16. FSM Planning FSM Implementation • Vision • Strategic Areas • Mission Statement • Strategic Goals • Policies • Outcomes • Activities • Outputs • PSIP • Recurrent budget

  17. Kiribati - National Development Strategies • Vision/national objectives • six key policy areas: • Economic growth • Equitable distribution • Public Sector Performance • Equipping People to Manage Change • Sustainable Use of Physical Resources • Protection and Use of Financial Reserves.

  18. Kiribati: NDS • For each KRA; • Key Issues • Strategies • Responsible ministries • Key Activities • Start with issue (or problem), formulate strategies, key activities to implement strategies.

  19. Fiji: Strategic Development Plan • Vision – Peaceful, Prosperous Fiji • Mission and Guiding Principles (Values) • Review of social and economic development progress • Medium Term Strategy: Rebuilding Confidence for Stability and Growth • 12 Strategic Priorities • 31 Statements of sector and cross-sector policies with Key Performance Indicators

  20. Fiji: Implementation • SDP policies “drive” the annual budget • 2 processes • Public Sector Investment Program – for projects and capital expenditure (NPO) • Annual budget preparation • Budget policy statement – sets priorities based on fiscal situation • Ministry corporate plans and budget submissions • Ministerial Budget committee assesses plans and submissions

  21. Fiji: SDP Monitoring • 8 Working Groups meet quarterly • Government and non-government • Assess achievement of KPIs • Annual report to National Economic Development Council (Ministers, private sector, NGOs)

  22. Lessons • Marked differences between PICs in • Time span of plan/vision • Terminology for policy objectives/strategies • Coverage of sectors in the Plan • Political and administrative arrangements • But, many similar problems and issues • Main issue: slow implementation of Plan policies • Key is the processes rather than the document

  23. Problems with operationalising National/Sector plans • Strategic objectives/policies: • Do not necessarily coincide with ministries responsibilities • May not link to ministry/dept responsible in sufficient detail • Sector may cover several depts – creates coordination problems • Sector ministries may have other priorities for various reasons (problem of securing change)

  24. Way Forward Ministry corporate plans/operational plans • Provides link (and consistency) between national strategy and government activities • Specifies relevant plan policies, converts them to ministry outputs/activities • Important to have performance indicators • Monitoring of Plan implementation • If it’s not monitored, it won’t get done! • Should involve Gov and non-Gov.

  25. Are good linkages enough? • Problems remain even with Operational plans and monitoring • All must be addressed for success

  26. Discussion points • Key implementation problems in each country • How can they be addressed? • Country experience of implementing national strategies

  27. United Nations Economic and Social Commission for Asia and the Pacific, Pacific Operations Centre Suva, FIJI ISLANDS Tel: 679 3319669 Fax: 679 3319671 Email: smith27@un.org http://www.unescap.org/epoc/index.asp

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