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Managing for Development Results: Nepalese Experience

Managing for Development Results: Nepalese Experience. Presentation Outline. Country readiness- environment for change Steps taken to change the way work is done Hindrances and obstacles faced Priority needs to meet these Lessons learned. Country readiness (I) environment for change.

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Managing for Development Results: Nepalese Experience

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  1. Managing for Development Results:Nepalese Experience

  2. Presentation Outline • Country readiness- environment for change • Steps taken to change the way work is done • Hindrances and obstacles faced • Priority needs to meet these • Lessons learned

  3. Country readiness(I)environment for change • Nepal has expressed strong commitments to implement MfDR both at the Marrakech and Paris high-level forums

  4. Country readiness (II)environment for change • Motivators • Internal- reform initiatives, Public expenditure reviews, devolution etc. • External- PRSP process, MDGs, donor harmonization • Despite complex political and conflict situation, • Reforms have been made in planning, budgeting and result-based monitoring • Initiated capacity devt of govt institutions

  5. Steps taken to change the way work is done • Advocacy, orientation and basic trainings • Introduction of tools (logical models, policy matrixes, MTEF etc) • Start from small- government leadership, some technical inputs from other actors (eg. MTEF initially in 5 ministries) • Expand coverage- learning by doing approach (eg. MTEF both in recurrent and capital expenditures) • Regular refinement- participatory process ( eg. PRSP policy matrixes, PMAS and PRSP business plans)

  6. Hindrancesand obstacles faced • Management capacity • Change in mindsets from process-orientation to results-based mgmt culture • Internalization and institutionalization • Instability and conflict

  7. Priority needs to meet these • Institutionalization as a regular business rather than one-off activity • Reforms- more focus on behavioral aspects • Experience sharing- inter-agencies, regional and international levels (Networking- CoP is a brilliant idea) • Capacity enhancement in different levels of the government which itself is more resource intensive

  8. Lessons Learned- General • Logical thinking processes and focus on outputs and outcomes (credit goes to application of logical models in devt and project planning) • Ownership building in planning process- (Participatory planning process gets credit) • Budget process- more predicable, realistic, participatory (credit goes to MTEF process) • Performance reporting, reviewing and problem-solving processes contribute to effective implementation

  9. Challenges in RBM • Capacity building at all levels • Strengthening of actions initiated- needs more external support • Expedite decentralization of result based planning and implementation • Effective implementation and strong monitoring (demand of survey-based data)

  10. Thank you

  11. Annex slides

  12. The PRSP process • The PRSP process • Interim Poverty Red. Strategy Paper (IPRSP) • The Tenth Plan, the MTEF I and the IAP I • The PRSP • Poverty Monitoring & Analysis System (PMAS) • PRSP Business Plan • Target setting- both top-down and bottom-up process (Macro targets- by NPC; sectoral targets by sectoral ministries) • These processes were extensively consultative

  13. PRSP Business Plans • Further refine PRSP policy matrixes-for establishing strong linkages between sectoral plans and programmes with poverty reduction goals • PRS at the sector and also a basis for SWAp- expected to harmonize the external assistances in the sector • To provide result based targets-as the donor conditions in the sector instead of project-wise conditionality (form of RBM)

  14. Contribution of MTEF in PRSP process • Link project outputs with PRSP four pillars and outcomes/ impact • Help to maintain fiscal discipline and linked budget with sectoral objectives/strategies • Project prioritization (P1,P2,P3) and funding guarantee to P1 projects • More realistic budget (participatory; unit costing) and performance-based budget release

  15. Poverty Monitoring & Analysis Sys. (PMAS) • Institutionalization of PMAS • Performance indicators of P1 projects for trimester monitoring • Intermediate, outcome/impact indicators for PRSP periodic monitoring • Surveys streamlined and Public Expenditure Tracking survey(improve service delivery) conducted • Annual PRSP progress report (2nd drafted) • Monitoring mechanism for targeted programs • Participatory Poverty Monitoring Initiated

  16. Implementation in Conflict • More resources to districts- based on poverty formula • User’s group activated • Mobilization of NGOs and CBOs • Flexible fund for employment generation • “Security shield” to big projects

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