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Data collection

Data collection. Analysis of needs and processes. Data needs. Data collection mechanisms. Main weaknesses within MINECOFIN. Overlapping requests : different units request the same information to various stakeholders No information sharing : no unit uses information collected by another unit

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Data collection

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  1. Data collection Analysis of needs and processes

  2. Data needs

  3. Data collection mechanisms

  4. Main weaknesses within MINECOFIN • Overlapping requests: different units request the same information to various stakeholders • No information sharing: no unit uses information collected by another unit • Reporting fatigue, non-reporting • Inconsistencies • No quality check of information collected • No common definition/standards • No division of labour: each unit collects all the information they need, even if other units would be more competent to do so • Low quality and incoherent financial information

  5. Main weaknesses outside MINECOFIN • Within donors, between different agencies • Ex: US DoD, Sweden Police • From donors to recipient • Ex: GTZ, China; • Direct payments • Use of national chart of accounts • From public entities to parent ministry • Ex: RRA, NIS • From budget agencies to MINECOFIN • Ex: EC project in support to water in Bugesera • Ex: Small projects

  6. Impact on the budget process • No comprehensive information for budget preparation (budget agencies & MINECOFIN) • transparency • allocative efficiency • alignment • No comprehensive information on Development budget execution • No comprehensive information in Financial Statements

  7. Proposals - MINECOFIN • One entry point in MINECOFIN • Involved every time MINECOFIN is signatory to a project, and systematically informed every time an externally-financed project is signed (by districts, by autonomous agencies) • Unique project identification number • Key background information on each project to be shared with all other stakeholders • Including assessment of « criteria for putting aid on budget »

  8. Proposals – Budget Agencies • Do not by-pass budget agencies • Budget Agencies should be the ones in charge of consolidating all information on the projects under their responsibility and transmit this information to MINECOFIN • They should be systematically involved and signatory to projects under their responsibility • The Chief Budget Manager of the Budget Agency should be the one giving ‘visa’ on project disbursements (not MINECOFIN)

  9. Budget preparation process • Donors/project managers: • Ensure budget agencies have information in time (june) • Ensure project budgets are also presented following national chart of accounts (at signature) • Ensure detailed information on direct payments abroad as well as project expenditures in country is provided on quarterly basis to budget agency • Ensure all entities within a donor are informed and coordinated • NBU: More transparent decisions on « cutting » of externally-financed projects involving CEPEX and recipient budget agencies

  10. Budget Execution process • Best practice: • MINECOFIN to ‘visa’ all donor disbursements to project accounts • Chief budget manager of recipient entity to ‘visa’ all project expenditures including direct payments • Budgetmaster should become the unique tool for collecting financial information on project/programme revenues (donor disbursements) and expenditures • CEPEX to continue supporting project implementation, procurement, and monitoring non-financial implementation

  11. Reporting & accounting • Financial statements • Data collected (in future from Budget master) should allow production of budget execution report • Budget execution report (produced by NBU) to include information on external finance • Possible for CEPEX to use that information ? • Added value of DAD in collecting financial information questionnable

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