MEPB MANDATE OR MINISTERIAL RESPONSIBILITY

Transcription

1 MEPB MANDATE OR MINISTERIAL RESPONSIBILITY The mandate of Ministry of Economic Planning and Budget (MEPB) as charged in the Assignment of Ministerial Responsibility Lagos State Government Gazette, No18, Vol.32 of 1 st, July, 1999 was amended by MEPB Corporate Planning Core Group at their meeting held on December 3, 2010 as follow: (major basis for the amendment was that there have been structural changes in governance over the past 12 years since the mandates under review were set and in the process, some of the responsibilities originally charged to MEPB at its creation, have officially been transferred to other newly created government agencies or departments such as the Lagos Internal Revenue Service LIRS. It was also held by the meeting that some responsibilities on the list are no longer relevant to MEPB.) 1. Coordination of Economic Planning Matters including: (a.) Economic Planning; (b.) Economic Intelligence; (c.) Preparation and review of Development Plans; (d.) Periodic reports on Development Plan Implementation; (e.) Monitoring of Development Plans. 2. Advising the State from time to time on General Financial and Monetary matters both locally and internationally. 3. Proposing to Government Revenue objectives through research. 4. Advising on Plans and programmes needed to achieve the designed objectives by all Revenue Collecting Agencies. 5. Collaboration with relevant MDAs on issues relating to socio-economic development, fiscal and other related matters. 6. Preparation of Annual Budget of the State Government and processing of Annual Budget of Parastatals Organizations. 7. Advisory services on Local Government Budget. 8. Preparation of supplementary estimates. 9. Budgetary Controls. 10. Budgetary Instructions. 11. Reviewing and commenting on feasibility studies, plans and programmes of Ministries, Offices and Bureaux. 12. Responsibilities for matters relating to the following Boards and Committee i State Consultancy Board; ii Public Accounts Committee; 13. Research; monitoring and Evaluation of government programmes and projects. 14. Monitoring compliance with the requirement of: (a.) Submission of Annual Accounts by parastatals and Tertiary Institutions; (b.) Audit of Public Accounts; and (c.) Annual Budget. (d.) Periodic review of financial status of parastatals and Tertiary Institutions 15. Collection, collation, analysis and production and dissemination of statistical data for planning purposes. 16. Liaison with the National Bureau of Statistics and other statistical agencies. 17. Pre-payment inspection. 18. Technical assistance and coordination on development partnership matters. 19. Arranging and following up Governor s coordinating meetings with Ministries, Office, Bureaux and Parastatals on project implementation.

2 20. Liaison with Ministry of Finance on budgetary and financial matters. 21. Offering advice to Government on implementation of project and programmes. 22. Policy matters on Tenders procedure. MEPB NEW VISION STATEMENT To be the primary Agency of Government that facilitates efficient and effective mobilisation, planning, allocation and utilisation of resources for socio-economic transformation of Lagos State. MEPB NEW MISSION STAMENENT Ensuring continuous and dynamic socio-economic policies through prudent and equitable resource management in Lagos State. CORE VALUES what hold us together at MEPB, our rallying point Hardwork Prudence Professionalism Integrity adherence to due process Dynamism Team spirit Commitment Loyalty fairness REPUTATION of MEPB How other MDAs see MEPB: influential Meticulous Central Hardworking Professional Strict Prudent Dominant What we like about MEPB What is good about working in MEPB? Knowledge based Networking Integrity Understand working of the government Mutual respect Exposure to international best practices Informed Influential Challenging Conducive work environment

3 Good social relationship WHAT WE DO NOT LIKE ABOUT MEPB Pressure and stress Long working hours STAKEHOLDERS ANALYSIS Analysis of MEPB Stakeholders produced the following results: Category Stakeholder High Power and high influence i. Governor ii. Executives iii. Legislature iv. Honourable Commissioner for MEPB v. Honourable Commissioner for Finance vi. Honourable Attorney General and Commissioner for Justice vii. Head of Service viii. Lagos Economic Summit Group ix. Federal Government x. International Community High influence but low power i Civil Service Commission ii National Bureau of Statistics iii Banking sector iv all MDAs v Lagos Internal Revenue Services vi citizens of Lagos State vii National Council on Planning viii National Planning Commission ix Ministry of Establishment Training and Pension x CDAs xi Management of MEPB xii International Development Partners World Bank, UN agencies, DFID, etc. xiii xiv xv SEC/NSE Media Civil Society High power but low influence i Staff Low power and low influence i National Population Commission ii Lagos State Local Government iii Nigerian Economic Society iv Nigerian Economic Summit Group

4 This analysis should help MEPB plan and establish effective relationship with its stakeholders. Especially when it comes to identifying which stakeholders needs to be closely managed through effective communication and those that need to be kept satisfied, informed and monitored with minimum effort. SITUATIONAL ANALYSIS A. PESTLE ANALYSIS PESTLE analysis showing trends that may affect how thing gets done at MEPB in the next 5 years. Factor Trend Political Economic Social Technological Legal Environmental Increasing literacy level Committed and credible leadership Regional market More Small and Medium Enterprises (SMEs) Increased Gross Domestic Products (GDP) expanded organized private sector Expected improvement in energy Continuous improvement of infrastructural development Increased population Improved order and security Increased rural urban migration MDGs achievements Improved ICT E-learning, e-banking and e-services Improved Judicial system Timely execution of justice Increased use of Alternative Dispute Resolution (ADR) Increased capacity for legal drafting Beautification of the state Coastal reclamation Clean and Green environment Reduced carbon emission Improving waste management

5 B. SWOT ANALYSIS STRENGTH (Internal) WEAKNESSES (Internal) Virile Human Resource Developed and skilled human capital for succession planning and sustainability of process Professionalism Dedicated human resource Efficient use of ICT to drive MEPB processes Good working environment Prudent resource management Skilled professionals Opportunity to interact with political heads Influential Absence of a good reward system Dearth of Socio-Economic Data Absence of institutionalised succession plan Inadequate structured training Limited research capability OPPORTUNITIES (External) THREATS (External) Opportunity created by information technology supported environment External support from development partners Economic trends and drivers like increased tax net, organised private sector, informal sector, etc. Lack of ICT Capacity Uncertainties of Revenue Performance Political instability Political interference policy inconsistency Deployment of non - MEPB pooled staff e.g. Admin officers, account officers, etc.