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Linking Planning & Budgeting through MfDR MfDR Experience in Maldives

Linking Planning & Budgeting through MfDR MfDR Experience in Maldives. Presented by: Aslam Mohamed Shakir State Minister, Department of National Planning, Ministry of Finance and Treasury, Maldives. Outline. History MfDR Processes Result-based Planning Result-based Budgeting

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Linking Planning & Budgeting through MfDR MfDR Experience in Maldives

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  1. Linking Planning & BudgetingthroughMfDRMfDR Experience in Maldives Presented by: Aslam Mohamed Shakir State Minister, Department of National Planning, Ministry of Finance and Treasury, Maldives

  2. Outline • History • MfDR Processes • Result-based Planning • Result-based Budgeting • Result-based Monitoring and Evaluation • Peformance Management • Capacity Development • Stakeholders • Challenges • Way forward MfDR experience in Maldives By: Aslam Mohamed Shakir

  3. (1) History • MfDR framework is very new to Maldives • Started being applied in March 2010 through the need for formulation of Monitoring and Evaluation framework of the national development plan : The Strategic Action Plan (SAP) 2009-2013. • Hence, work has started to link Planning and Monitoring & Evaluation. • Budgeting Process in 2010 attempted to incorporate MfDR principles: • Formation of program-based budgets • Linking planning to budget through linking SAP to 2011 budget • Core Group and Steering Committee formed for MfDR. Capacity Development of Core Group, Steering Committee and Department of National Development has been started. MfDR experience in Maldives By: Aslam Mohamed Shakir

  4. (2) MfDR Processes • Currently, Maldives is focusing on the areas of result-based (1) Planning (2) Budgeting (3) M&E • However need to address (1) Capacity development (2) Performance Management MfDR experience in Maldives By: Aslam Mohamed Shakir

  5. (3) Result-based Planning 5 pledges of SAP MfDR experience in Maldives By: Aslam Mohamed Shakir • Development Plan of Maldives • Strategic Action Plan 2009-2013 (SAP) • Election manifesto-based operational plan of current government • 5 pledge areas (transport, living costs, housing, health & narcotics) and other major areas (good governance, social justice, economic development, other areas) • Constraints 1) SAP formulated without • Budget Links • M&E Framework 2) 5-yr medium-term plan. Further need for • Long-term national vision (> 5yrs) • Short-term sector/regional/local level plans (1-3 yrs) 3) Capacity limitation (Department, National Planning Council Secretariat)

  6. (4) Result-BasedBudgeting • Historically, Planning and Budgeting process had a disconnect with the processes being mandates of different organizations (Ministry of Finance & Ministry of Planning) • Now, Planning Department now organized under Ministry of Finance • Hence, greater potential for synchronizing planning and budgeting • In September 2010, HEP announced the GoM’s vision to move towards program budgets and work collaboratively to achieve program goals • So, 2012 budgets would be further detailed as program budgets • Constraints: 1) Budgets not prepared for local Governments (to be formed in Feb 2010) 2) Capacity of trained personnel for the process 3) Resource/funding limitations leading to prioritization and no budget allocations for critical developmental areas MfDR experience in Maldives By: Aslam Mohamed Shakir

  7. (5) Result-based Monitoring & Evaluation • Traditionally: mid-term M&E is 5 year review of development plans • Monitoring is carried out in a fragmented manner. By: • National Planning Council • Office for Projects and Programmes (OPP) • Sector Ministries • Donor agencies • Independent entities • Constraints: 1) Communication and Co-operation between government organizations 2) Lack of comprehensive, holistic M&E system in place 3) Limitations of data collection and statistics 4) Lack of relevant information systems to back the M&E framework 5) Technical capacity centrally and especially provincial level MfDR experience in Maldives By: Aslam Mohamed Shakir

  8. (6) Performance Management • Civil Service employee performance (at national, sector, local level) needs to be accounted and measured. • Ministers’ need to be held accountable to ministerial results • This would ensure accountability of the public service management at national and provincial levels. • The national-level programs, to be overseen by President’s Office, endeavor to bring together multi-ministries to gain joint accountabilities and hence joint results. • Constraints: • Lack of system in place to link responsibilities/mandates to results • Need for greater co-orperation in achieving national level results • Many prerequisites: 1) Legal framework to hold ministers’ accountable to results 2) Change in mandate of ministries with focus on results 3) Greater clarity of roles at national, sector and local levels 4) Limited capacity to undertake the process MfDR experience in Maldives By: Aslam Mohamed Shakir

  9. (7) CapacityDevelopment • Capacity Development in the context of change management has been carried out for of Core Group, Steering Committee and DNP. • This process needs to address a mind change of the whole government sector. • All of MfDR processes highlight the need for capacity development of human resources at national as well as regional level. • Especially, with the formation of a decentralized governing system with councils elected for the provinces, capacity development becomes vital. • Constraints: • Financial resources • Lack of capacity audit and business process map for the whole government (national and provincial level) • Need for change of mindset across the civil service MfDR experience in Maldives By: Aslam Mohamed Shakir

  10. (8) Stakeholders MfDR experience in Maldives By: Aslam Mohamed Shakir • Steering Committee • Co-ordination – Department of National Planning • Includes representation from President’s Office (PO), DNP, MoFT, UNDP • Spearheaded by Minister of Finance • Committee guides the Core Group on MfDR process and policy decisions • Core Group • Includes Focal Points from all Stakeholder ministries (identified in the SAP) • Takes relevant technical decisions • These are the MfDR co-ordinators who will ensure that MfDR process is carried out within respective ministries • Guided by (1) Consultants & (2) Steering Committee

  11. (9) Challenges MfDR experience in Maldives By: Aslam Mohamed Shakir • Vibrant political arena • Establishing a good governance structure • Institutional and legislatory constraints (of a new democratic government) • Need for citizens to meet basic necessities/requirements (health care, affordable cost of living, etc) for life before ability to take on board long-term vision • Human Resource capacity constraints • Financial constraints • Lack of proper aid co-ordination mechanism for multi donors and funding agencies

  12. (10) WayForward MfDR experience in Maldives By: Aslam Mohamed Shakir • Roll-out of a phased MfDR framework in 5 areas of MfDR • Focus on good governance, macroeconomic stability, fiscal responsibility and civil service rejuvenation to provide enabling environment MfDR framework implementation • Allocate and utilize donor funds responsibly for MfDR • Improve national aid co-ordination & monitoring mechanism • Garner further assistance of donor agencies through illustrating results achievement through MfDR

  13. Thank you for listening

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