Improving spending plan change work in Armenia Perspectives and recommendations radiating from an incorporated investig.


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Making budget reform work better in Armenia Perspectives and proposals emanating from an integrated analysis of the Public Financial Management (PFM) system. Matthew Andrews World Bank. An integrated system. Questions.
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Improving spending change work in Armenia Perspectives and recommendations radiating from an incorporated examination of the Public Financial Management (PFM) framework Matthew Andrews World Bank

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A coordinated framework

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Questions Does Armenia have all the required "procedures" for a solid PFM framework—important to encourage teach, a vital arrangement based introduction, and proficiency? Are the procedure regions associated with guarantee cognizance in the PFM framework, with reliable motivating forces and a solid and steady type of responsibility? On the other hand Is the framework divided, with conflicting motivating forces and responsibility connections? Are these procedure ranges all adequately compelling in presenting a restrained, vital and productive PFM framework ?

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Addressing these inquiries: The premise of surveying the framework Assess PFM framework execution Assess nature of individual process ranges Assess change consistency and coordination Across process territories, given execution Are all procedures mirroring similar sorts of \'objectives\', \'motivating forces\', and responsibility connections?

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Assessment criteria PEFA markers: Focus on "basic" or fundamental pointers A, B, C, D \'Better practice\' markers of solid vital frameworks also A, B, C, D

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First: Analyzing PFM framework execution The \'three level\' objectives: 1. Monetary train 2. Nature of budgetary portions 3. Operational proficiency

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Findings: PFM framework execution

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Basic remark on Armenia\'s PFM execution Armenia\'s general execution Is solid in \'level 1\' monetary teach objectives Is direct in total \'level 2\' portion quality objectives (sectoral level) Is feeble in the more definite regions of \'level 2\' distribution quality objectives (intra-sectoral) and with \'level 3\' operational effectiveness objectives There is a hypothesis that relates PFM framework improvement with these objectives, which would propose that: Armenia ought to solidify a \'control and control framework\' (strengthening its financial train picks up) or potentially Armenia ought to create components that encourage organized attentiveness (moving to a place where assignment and operational productivity is truly cultivated)

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Armenia\'s execution and the phases of change Armenia\'s present execution Question: Do Armenia\'s procedures additionally recommend the same "stage" of change?

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Analyzing PFM handle regions (and associations between territories) Six noteworthy regions, with sub-forms in each Strategic planning: distinguishing (1) national use needs, (2) asset envelopes, (3) key arranges in spending elements, (4) consumption roofs. Spending readiness: including (1) imparting rules for setting up the financial plan, (2) creating spending drafts, (3) authoritative spending audit and confirmation. Asset administration: including (1) money administration—inflows, surges and obligation, (2) obtainment, (3) work force, (4) capital. Inside controls, review and observing Accounting and reporting External review forms

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What do we see through the PEFA scores? B D C A B C/D B A C D B C B

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What do we see through the \'better practice\' scores? C/D B C/D A C/B D C/D B C/D B An A/B C D B D B C B C/D

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What does the appraisal enlighten us regarding change consistency, joining? To begin with notice that the PEFA pointers recount an alternate story to the next \'better practice\' markers PEFA indicates where "rudiments" are set up Largely these are connected with building up a solid \'direction and control\' framework Still some "essential" shortcomings (PEFA C, D): Revenue administration, work force and finance, inside controls and inner review, outer review and oversight \'Better practice\' scores demonstrate how Armenia\'s PFM framework contrasts and more key frameworks, concentrated on results-based responsibility, productivity Many shortcomings in framework, when making such correlation

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Armenia\'s PFM framework and the phases of change Remember we saw that Armenia\'s framework execution proposed it was in the \'control and control\' organize? A few procedures are not even at this stage PEFA C and D Armenia\'s present execution See that a large portion of Armenia\'s procedures mirror this phase also: PEFA An and B (MTEF, Treasury framework, and so on.) Very few are at a more propelled stage A/B for better practice, vital, effectiveness situated framework However, Govt. underlines a move in this bearing and has received noteworthy changes concentrated on responsive, optional government (like the formation of NCEs)

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The present circumstance more or less Armenia\'s PFM framework has "accomplished" teach (to a great extent) The procedures are most appropriate to this "level" or phase of execution Processes are not yet suited to more optional/arrangement based methodologies (there is still no non-money related responsibility, an \'as yet developing\' strategy body electorate, and so on.) However, Armenia has pushed forward with a few changes that suggest more propelled procedures The NCE change expect the presence or something to that affect of \'procurement understanding\' and the capacity to screen non-budgetary "execution" (this could be arrangement of administrations, yields, and so forth.) However, Armenia does not have this procedure capacity…

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\'The nutshell\' contd. Program planning is expected to advance Armenia to a more propelled framework, yet this change is as of now excessively shallow, making it impossible to advance a whole framework There are noteworthy process shortcomings all through PFM that will impede movement More imperatively, there are hierarchical and "social" shortcomings all through the PFM procedure that will frustrate movement It is indispensable the build up a more extensive voting demographic for the change, by making an incorporated approach that traverses the PFM framework

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Two potential change bearings—both requiring some cautious joining Consolidate the \'direction and control\' approach and protect monetary train and spending unwavering quality Build "missing" procedures (PEFA C\'s and D\'s) Recentralize NCE-sort associations (and extend the scope of controls, and exchanges responsibility) Improve controls in the Treasury (and through the financial plan, acquirement framework, and so on.) Improve spending characterizations, and so forth to guarantee successful control NOT A SERIOUS APPRPOACH—GOING BACKWARDS!! Choose to advance towards a more vital framework that settles in responsibility and motivating forces for how cash is utilized (productivity and viability) What could be called an "incorporated" program planning change motivation

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A coordinated way to deal with \'next strides\' in program spending change Basic approach Need to work in more process territories, where openings exist Dual reason: 1. Making specialized/handle upgrades; 2. Assemble \'coalitions of the ready\' over the PFM framework

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Work in the vital planning process Strengthen national use needs Engage political agents (Deputy Minister workshops) Use chance of PRSP redesign Work with PRSP unit to create streamlined item (expand on pointer set) with 20-30 national objectives, with markers Build on these as \'national objectives\' and connect with Cabinet to build up their "proprietorship" Introduce these objectives into the MTEF and spending roundabout Make these objectives a beginning stage for non-monetary reporting/checking Strategic arranges in spending substances Improve techniques, particularly in regards to costing Clarify obligations, for MFE and for SBAs Consolidate work in pilots, yet extend - bit by bit with full \'program planning\' change - yet promptly to all with new program definition Altering the program definition is key—it is at present dubious, attached to GFS 1986 capacity/sub-work characterization New CoA gives a need to reconsider the program definitions, and a chance to hit the nail on the head—to guarantee that a strong definition is set up, and throughout the following three years that all projects are evaluated to guarantee they accommodate with the definition

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Work in the spending readiness handle Improve spending round Introduce national strategy objectives, with pointers Introduce new program definition, and require all projects to show how they connection to a national objective Introduce new clear costing procedure, and upgrade standards Improve order approach De-interface "programs" from capacities and sub-capacities Organize spending plans by managerial unit(s) and program, and utilize useful classifiers for ex-post impression of spending structure Adjust enactment to permit spending portions to associations and projects Clarify the worldwide importance of key classifiers (for the most part financial things) and guarantee they are utilized reliably once more, the development to receive the new CoA gives the chance to these means

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Work in the spending readiness prepare Develop center capabilities In Budget Department, to examine spending entries, particularly for cost effectiveness (contrasting expenses in spending plans and standards) additionally in time for nature of approach objectives (not for objectives themselves) In SBAs: Need to make coordinated units to create MTEFs and spending plans In SBAs: To create trade and acquisition arranges out the last spending period. In SBAs: Introduce \'administration understandings\' amongst SBAs and NCEs (installing administration and effectiveness commitments for NCEs) Work with the National Assembly How to win them over to this approach? Give reports to the NA; give better arrangement data to NA Secure preparing for Committees in NA, on program planning, so they request program-sort data

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Working in asset administration forms Revenue organization Not some portion of program planning, however a fundamental change motivation to be sought after Cash administration Work with Treasury to guarantee early distributions consistently Cash arranging in Treasury and SBAs Work with Treasury to guarantee that framework

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