A short introduction to

the Strengthened Approach

to supporting PFM reforms

Limited progress or little evidence of progress

Large amount of PFM work undertaken, mostly by development agencies and a good deal of knowledge generated.

Limitations

• The duplication and lack of coordination in the work has led to a heavy burden on partner governments.

• With the exception of HIPC benchmarks, it has not been possible to demonstrate whether a country’s PFM performance is improving over time.

• The monitoring of PFM reforms has tended to focus on inputs and activities, rather than on the impact on PFM performance.

Comparison of HIPC Expenditure Tracking Assessment Outcomes of 2001 & 2004

02

9

5

15

19

Little Upgrading Required Some Upgrading Required Substantial UpgradingRequired

Relative Need for Upgrading PEM Systems (Number in Paranthesis indicate total of benchmarks met)

2001 2004

TZA (11)MLI (12)

BEN (8)RWA (8)UGA (8)BFA (9)GUY (10)

GNB (0)GMB (3)ZMB (3)COD (3)BOL (4)MDG (4)MOZ (4)STP (4)GIN (5)MWI (5)NER (5)NIC (6)CMR (7)ETH (7)GHA (7)HND (7)SEN (7)SLE (7)TCD (7)

BEN (8)BFA (8)GUY (8)HND (8)MLI (8)RWA (8)TZA (8)TCD (8)UGA (8)

BOL (5)CMR (4)ETH (6)GMB (5)GHA (1)GIN (5)MDG (7) MWI (7)MRT (7)MOZ (5)NIC (5)NER (3)STP (4)SEN (4)ZMB (3)

Source: Fund-Bank AAP database http://www1.worldbank.org/publicsector/pe/hipcpapers.htmhttp://www1.worldbank.org/publicsector/pe/hipcpapers.htm

Examples of challenges

Types of PFM diagnostic exercises in 2003 (Percentage of total exercises by type)

The average number of reviews for a country in 2003 was 4.6 reviews.

Niger was subject to the most reviews with 10.

Source: SPA Budget Support Alignment Survey 2004

Examples of challenges

PFM diagnostic exercises and action plans

Percentage of total reviews producing PFM Action Plan

Percentage of total reviews

Source: SPA Budget Support Alignment Survey 2004

Most reviews produce PFM Action Plans…..

….and most reviews seem to be drawn together into comprehensive PFM Action Plans….. But we do not know how many are Government-led plans…..

The Strengthened Approach to supporting PFM reforms

1. A country-led reform program – including a PFM reform strategy and action plan

2. A donor coordinated program of support

3. A common framework for measuring and monitoring results over time – The PFM Performance Measurement Framework

Planning and undertaking diagnostic work over time.

Designing reform measures and integrating them in the reform program.

Implementing reforms

Monitoring of progress over time.

1. A country-led PFM reform program

The government-led reform program

• The government reform program reflects country priorities, and is not driven by the donors’ agenda.

• The overall direction and responsibility for the reform program is integrated within the government structures.

No blueprint for the government reform program, but some common defining features:

2. The program of support of the donors2. The program of support of the donors

Coordinated program of support by the donors to support capacity building

A critical condition for the success of the government-led A critical condition for the success of the government-led reform program is that donors align their support. reform program is that donors align their support.

Analytic support

Donor analytic support and advice to government

for (i) PFM diagnosis (through modules), and (ii)

development and implementation of country-led reform

strategy and action plan.

Analytic support

Donor analytic support and advice to government

for (i) PFM diagnosis (through modules), and (ii)

development and implementation of country-led reform

strategy and action plan.

Technical cooperation support

According to the priorities defined in the PFM reform strategy,

donors provide technical and capacity-building assistance and

other support.

Technical cooperation support

According to the priorities defined in the PFM reform strategy,

donors provide technical and capacity-building assistance and

other support.

Financing

Financial support aligned to support

the implementation of the PFM reform

strategy (streamlined conditionality).

Financing

Financial support aligned to support

the implementation of the PFM reform

strategy (streamlined conditionality).

3. The PFM Performance Measurement Framework

A standard set of high level indicators

• Widely accepted but limited in number

• Broad measures of performance relative to key PFM system characteristics

• Enabling credible monitoring of performance and progress over time

A PFM Performance Report• Integrative, narrative report

based on the indicators and assessing performance; based on observable, empirical evidence.

• Updated periodically, depending on country circumstances and operational needs

• Contributing to coordinated assessment

• Feeds into government-donor policy dialogue

The objectives of the Framework are to: • Enable an integrated and comprehensive assessment of

PFM performance.

• Demonstrate progress in PFM performance over time, based on a regular, rigorous, evidence-based monitoring by domestic and international stakeholders

• Provide a common information pool on PFM performance and contribute to streamline donor information requirements, so as to allow increased focus on reform implementation, capacity-building and results on the ground.

Purpose of the PEFA PFM Performance Measurement Framework

Development of the tool involved: • Wide consultation with donors, clients and other stakeholders,

including international professional organizations. • Consultation with OECD-DAC Joint Venture on PFM• Country testing in 25+ countries in Africa, Latin America, Asia. • Workshop with government PFM practitioners from 17 African

countries.

A TOOL FOR PFM PERFORMANCE MEASUREMENT

The PEFA PFM Performance Measurement Framework developed

• Under the initiative and guidance of the PEFA partners, by a joint working group of World Bank, IMF and PEFA Secretariat staff.

• As part of the Strengthened Approach to support PFM reform.

COMPONENTS OF THE FRAMEWORK

• A standard set of high level PFM indicators to assess performance against 6 critical dimensions of a PFM system

• 28 government performance indicators

• 3 donor indicators, reflecting donor practices influencing the government’s PFM systems

• A concise, integrated report – the PFM performance report – developed to provide narrative on the indicators and draw a summary from the analysis

Policy-based budgeting:Is the budget prepared with due regard to government

policy?

Accounting, recording and reporting:

Are adequate records and information produced, maintained and

disseminated to meet decision-making, control, management and reporting

purposes?

Comprehensiveness and transparency : Are the budget and the

fiscal risk oversight comprehensive, and is

fiscal and budget information accessible to

the public?

Budget credibility:Is the budget realistic, and

implemented as intended?

Predictability and control in budget execution:

Is the budget implemented in a predictable manner and are control and stewardship exercised in the collection

and use of public funds?

External scrutiny and audit:

Are there effective arrangements for scrutiny of public

finances and follow up by the executive?

DIMENSIONS OF PFM SYSTEM PERFORMANCE

Six critical dimensions

of PFM system

performance

FOCUS OF THE FRAMEWORK

• Focused on central government, including its autonomous agencies

• Links to other parts of the public sector, such as Sub-National Governments and Public Enterprises, to the extent these have implications for Central Government

The Strengthened Approach focuses on improvements in country PFM systems:

What are the implications of the Strengthened Approach ?

• Emphasizing country leadership and ownership for results

• Common information pool, fewer duplicative diagnostics

• Joint donor work in country, reducing diagnostics

• Less emphasis on diagnostics, more on capacity-building

• With performance framework, more learning of what works and why

Substantial progress made in advancing PFM agenda in recent years

• Increased knowledge of country PFM systems, and risks

• Some good practices in capacity-building, donor harmonization and alignment, etc. on which we can build

• Increased awareness of the centrality of PFM for poverty reduction and achievement of national policy goals

But the unfinished agenda is huge….

We are learning… and adapting…which bodes well

Conclusion

THANK YOU

FOR YOUR ATTENTION