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The Ghana Poverty Reduction Strategy GPRS I (2003-2005), reflected a policy ... In Ghana, the RBME System focuses on observing the results directly from program ... – PowerPoint PPT presentation

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Title: M


1
ME SUPPORT TO PLANNING BUDGET IN GHANA
  • Presentation by CAPT. P.I DONKOR (rtd)
  • National Development Planning Commission, Ghana

2
The National Development Document (GPRS)
  • The Ghana Poverty Reduction Strategy GPRS I
    (2003-2005), reflected a policy framework that
    was directed primarily towards the attainment of
    the anti-poverty objectives including that of the
    UNs Millennium Development Goals (MDGs).
  • Growth and Poverty Reduction Strategy GPRS II
    (2006-2009), is intended to introduce a shift of
    strategic focus, with an emphasis on the
    implementation of growth-inducing policies and
    programmes, which has the potential to support
    wealth creation and sustainable poverty
    reduction.

3
POLICY INTERVENTIONS
GOAL OF THE GPRS
PRIORITIES FOR PRIVATE SECTOR COMPETIVENESS
HUMAN RESORUCE DEVELOPMENT
GOOD GOVERNANCE AND CIVIC RESPONSIBILITY
CROSS CUTTINGISSUES VULNERABILITY EXCLUSION,
SOCIAL PROTECTION ENVIRONMENT, GENDER,EMPLOYMENT
, HIV AIDS,MDGS, NEPAD ETC

4
INDICATORS
  • In all 120 priority indicators have been
    identified for monitoring and evaluation of the
    GPRS II
  • 43 for private sector competitiveness,
  • 35 for human resource development and
  • 42 for good governance and civic responsibility
  • 20 5 District indicators

5
The National ME System
  • The Legal mandate
  • In Ghana, the RBME System focuses on observing
    the results directly from program/ project
    outputs.
  • The system recognizes the entire results chain
    from inputs-outputs-outcomes and impacts
    indicators.
  • Implementing this type of ME System allows the
    sectors/ key stakeholders to modify and make
    adjustments to the implementation processes in
    order to more directly support the achievement of
    desired outcomes and objectives.

6
INSTITUTIONAL FRAMEWORK
GPRS M E
Technical Committee
Parliament Sub
-
com
Office of the
on Poverty
President
Development
Ghana Statistical
Partners
Service
NDPC
RPCU
RPCU
RPCU
M E
RPCU
RPCU
DIVISION
RPCU
from the 10 regions
RPCU
RPCU
2
3
1
RPCU
RPCU
RPCU
National Inter
-
agency
Poverty Monitoring
)
Groups (NIPMG) (5
RPCU
Research
4
5
Institutions
DPCU
DPCU
CSO / NGOs
Private
DPCU
NIPMG
Sector
KEY
MDA
Regional Planning coordinating Unit
MDA
RPCU
-
MDA
DPCU
-
District Planning Coordinating Unit
NDPC
-
National development Planning Commission
CSO
-
Civil Society Organization
NGO
-
-
Non
Governmental Organization
7
ME AND POLITICAL DEMAND
  • Political Commitment and leadership
  • Office of the President
  • Sector Ministers
  • Performance Audit of Government Institutions

8
THE ROLE OF ME IN GPRS II
  • Provide information on whether a policy, program,
    or development strategy is being implemented as
    planned, and achieving its objectives
  • Improve development effectiveness
  • growth poverty reduction goals, targets,
    and indicators
  • Strengthen performance orientation in public
    sector management
  • focus on results, (outputs and outcomes)
  • build demand for accountable and effective
    utilization of public funds based on the
    indicators
  • Strengthen the impact of policies programmes on
    poverty levels

9
ROLE OF ME IN THE BUDGET
  • Use of policy recommendations from APRs to
    support policy advise and planning
  • Use of performance review in the preparation of
    supplementary budget and budget decision making
  • Reports Government output indicators and sector
    performance targets in budget statement

10
OBJECTIVE OF MTEF
  • The main objective of the MTEF is to improve the
    planning and budgeting of public expenditures and
    thus contribute to strengthened fiscal policy
    formulation and implementation.
  • Thus the purpose of MTEF is to ensure that scarce
    resources are deployed to achieve Government
    objectives in the most effective manner.

11
The MTEF process follows the Public Finance
Management Cycle illustrated below
12
Relationship Between The Medium-Term Expenditure
Framework and The GPRS II
  • MDAs objectives are properly aligned to the
    strategic objectives of the GPRS II in the MTEF
  • Outcomes in GPRS II are reflected in MDAs MTEF
    Budget with funds allocated to the outcomes
  • Uses GPRS core national indicators and targets
  • Assesses fund disbursement and utilization on
    programs and projects
  • Reports on implementation progress

13
LINK BETWEEN GPRS THE BUDGET
14
DATA COLLECTION INSTRUMENTS
  • Data collection instruments focus on three main
    issues. These are
  • Indicator and Target achievements
  • Resource Disbursement and Utilization
  • Progress on implementation achievements and
    constraints

15
The Annual Progress Report (APR)
  • The key platform for reporting on progress
    towards the achievements of GPRS targets, as well
    as the outcomes and impact of government
    policies
  • The impact of fiscal policy on sector and
    district performance
  • The status of triggers and targets of the Poverty
    Reduction Support Credit (PRSC-4)/ Multi Donor
    budget Support (MDBS) initiatives
  • The assessment of performance towards the
    attainment of the Millennium Development Goals
    (MDGs), APRM

16
Database Management GhanaInfo
  • National Development Planning Commission (NDPC)
    in collaboration with the Ghana Statistical
    Service (GSS) launched the GhanaInfo Database
    system in 2005.
  • Management tool for ME

17
GPRS Communication Strategy
  • Disseminating the content of GPRS and APRs
    country-wide to inform and educate all
    stakeholders
  • Soliciting stakeholders support and sense of
    ownership
  • Collecting data for the preparation of next
    Annual Progress Report.

18
EVALUATION
  • Participatory Monitoring and Evaluation
  • -Citizens Report Card
  • PSIAs
  • -Structured interview
  • -Focus Group Discussions
  • Evaluation of the GPRS I

19
THE ROLE OF ME AT SECTOR DISTRICT LEVELS
  • Guidelines for
  • ME Plans
  • Sector Annual Progress Reports
  • District Annual Progress Reports
  • Roles responsibilities for Managers

20
CHALLENGES
  • Assistance from DPs in building capacities at all
    levels
  • Links with Civil Society Organizations
  • Increased resources
  • Improved incentives at all levels
  • Evidence based ME

21
CONCLUSION
  • In conclusion, although the ME processes ensures
    cost-effectiveness. Institutional capacities
    should be strengthened in order to continue to
    measure results, promote good governance and
    accountability to the people of Ghana as well as
    credibility to our Partners and the Government.

22
  • THANK YOU
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