COUNTRY RESULTS FRAMEWORK KENYA. By Monica Asuna Resource Mobilization Department National Treasury KENYA

Transcription

1 COUNTRY RESULTS FRAMEWORK KENYA By Monica Asuna Resource Mobilization Department National Treasury KENYA

2 Working Definition of GPI R&MA A country Results Framework (CRF) is an institutionalized and functioning system of formulating and assessing progress and results set out in the National Development Plan (NDP).

3 Introduction Kenya has actively participated in activities of African Community of Practice ( AfCoP) on managing for development results AfCoP was established in 2007 with a commitment to improve the lives of citizens across Africa by using: Managing for Development Results ( MfDR) practices Mainstreaming MfDR capacity in country support institutional reforms for sustainable change and better service delivery.

4 Introduction A Readiness Assessment Frameworks to achieve results was undertaken in Kenya in 2013 by a team of consultants hired under the AfCoP with support from AfDB under the theme Putting Results First in Kenya.

5 Kenya Community of Practice (KCoP) Kenya Community of Practice (KCoP) on managing for development results was established in 2010 as the national chapter of AfCoP. KCoP aims to: to strengthen and instill a results culture at the Country level Mainstream results-based policies and strategies Provide a national platform for sharing good practices in MfDR approaches Facilitate the implementation of regional policies and programs through MfDR Promote regional integration with a focus on trade facilitation, improving business and public finance management

6 Kenya Community of Practice (KCoP) The Africa for Results (AfriK4R) Initiative assesses MfDR based on six MfDR components or pillars. The six pillars are: Leadership for Results Planning for Results Budgeting for Results/Results-Based Budgeting Institutional Capacity to Deliver Goods and Services Information Systems, Statistical Capacity and Monitoring & Evaluation Accountability and Partnership

7 Leadership for Results This ensures that country policy makers own and are key determinants of MfDR implementation in Kenya. Political leaders should champion results culture and place sufficient importance on the results of government activities. Leadership for results ensures involvement of top leadership, enhances openness and transparency in decision-making and reform efforts. Constitution of Kenya, 2010 has provided the necessary legal framework and enhanced bill of rights

8 Leadership for Results The roles and responsibilities of the three arms of government, independent commissions is clearly defined Has devolved power to 47 lower level of governance called County Governments Has enhanced citizen s engagement and they can recall their leaders if they fail to deliver development results. Ministry of Devolution and Planning coordinates both the AFRIK4R and the KCoP and also coordinates policy leadership

9 Planning for Results This pillar considers the extent to which a country s planning processes meet the three criteria essential for achieving results namely; Government strategic Plans and Operational Planning Participatory Planning and; Sector Planning Capacity. Plans are guided by Kenya Vision 2030 which is implemented through five year successive Medium Term plans (MTPs) Currently the second MTP ( ) is under implementation

10 Planning for Results Preparation of all plans is done through a participatory process and all Stakeholders are involved. Documents are then subjected to a validation process before finalization and launching. Ministry of Devolution and Planning ensures that the operational planning is done through the preparation of the Strategic Plans by issuing guidelines Strategic Plans form the basis of Performance Contracting in the public sector.

11 Budgeting for Results This ensures that Government formulates budgets that reflect national priorities Budgets are implemented transparently to build fiscal legitimacy and convince citizens that their taxes are being used for the public good. Sub-components are Program Based Budgeting ( PBB) Medium Term Budgetary Perspective Fiscal discipline and Credibility Resource Mobilization Budget Transparency and Information Dissemination and; Financial Controls

12 Budgeting for Results There is a MTEF manual in place developed with support from Germany (2011) Undertakes a three year rolling Medium Term Expenditure Framework (MTEF) and Medium Term Fiscal Framework (MTFF) Kenya embraced PBB in 2008/09, though roll out was slow County Governments do their own budgets overseen by Intergovernmental Budget and Economic Council (IBEC) formed under PFM Act, 2012

13 Budgeting for Results Resource Mobilization for National Government is streamlined and done by Kenya Revenue Authority (Domestic taxes), Resource Mobilization Department ( grants, domestic and external borrowing) Public participation during budget preparationpublic sector hearings, call for memoranda Budget books can be publicly accessed Financial Controls through Controller of Budget and Office of Director General, Accountancy Services and also Kenya National Audit office and Parliamentary oversight

14 Budgeting for Results Offices involved in the budgeting process: National Treasury Commission on Revenue Allocation Ministries, Departments, Agencies (MDAs) Parliamentary Budget Office Parliament oversight role County Treasuries Intergovernmental Budget and Economic Council (IBEC) Controller of Budget Office of Auditor General

15 Institutional Capacity to Deliver Goods and Services This pillar assesses how well planning and budgeting are coordinated with the delivery of goods and services Sub-components-Institutional planning, Human Resources Capacity and Goods and Services Delivery and Client Satisfaction Under institutional planning, all MDAs have strategic plans with clear vision and missions which defines even departmental activities. MDAs negotiate performance contracts and they are assessed against their PC targets. This has improved public service delivery in the public sector

16 Institutional Capacity to Deliver Goods and Services Human Resource Capacity- Constitutional requirement of hiring through an open, transparent and competitive process. Some top positions now require vetting by Parliament before appointment by President. Human Resource Policy supports capacity building and training of officers- there are mandatory courses necessary for progression Most schemes have been revised to harmonize them across cadres Promotion and recruitment should be based on experience and merit. Salaries and Remuneration Commission to harmonize salaries

17 Information Systems, Statistical Capacity and Monitoring and Evaluation This measures the effects and impact of government actions. Sub components- Statistics Framework and Capacity Building, Management Information Systems, Monitoring Results Framework and Evaluation Results Framework Kenya National Bureau of Statistics- a semi autonomous government agency was established by an Act of Parliament Mandate is to collect data in all sectors of the economy including any household surveys

18 Information Systems, Statistical Capacity and Monitoring and Evaluation Management Information Systems Integrated Financial Management Information Systems (IFMIS) Most activities being digitized e.g e- Procurement Electronic Project Monitoring Information System (e- ProMIS) National Integrated Monitoring and Evaluation System (NIMES)

19 Information Systems, Statistical Capacity and Monitoring and Evaluation Monitoring Results Framework Monitoring and Evaluation Directorate (MED) under the Ministry of Devolution and Planning Undertakes the national monitoring against the MTP We have National Handbook of Reporting MTP Indicators Gender, Human Rights and Climate Change were mainstreamed in the indicators Has County reporting indicators as well

20 Information Systems, Statistical Capacity and Monitoring and Evaluation Central Planning and Programme Management Units ( CPPMUs) in MDAs There is monitoring and reporting on the implementation of PCs Annual Public Expenditure review- production of sector reports, presented at the start of the budget making process Production of Annual Progress Reports to monitor implementation of MTPs

21 Accountability and Partnership Accountability ensures that public officials are answerable for their behaviour and also responsive to the entity from which they derive their authority. Calls for establishment of a criteria to measure the performance of public officials Putting in place oversight mechanisms to ensure that standards are met.

22 Accountability and Partnership Sub components - Participation, Effective and Accountable Institutions, Feedback to decision making and Partnerships The CoK requires public participation in the development process, budgeting, monitoring and accountability

23 Accountability and Partnership Effective and accountable institutions Since 2006, Kenya embarked on reforms of its PFM systems and formed the PFM secretariat. Currently implementing its second strategy. The thematic components are: Resource Mobilization; Resource Allocation; Budget Execution, Accounting and Reporting Review; Independent Audit and Oversight; Fiscal Decentralization and Intergovernmental Fiscal Relations; Legal and Institutional Framework, IFMIS Re-engineering

24 Accountability and Partnership Feedback to decisions and accountability are done through public sector hearings or presenting petitions Impeachment clauses are entrenched in the Constitution Kenya National Audit Office (KENAO) undertakes national audits Agencies not satisfied with the KENAO reports are allowed to undertake independent audits at their own cost

25 Partnerships More coordinated dialogue between government and development partners through the Aid Effectiveness Group (AEG) and Development Partnership Forum (DPFs) Culminated in Partnership principles integrated in the Second MTP Annual Retreats to assess progress CSOs partially represented and private sector as well Kenya signed into the Open Aid Partnership under the Open Data Initiative

26 Challenges Budget process still not comprehensive Political Leadership still weak and marred by vested interests Parliamentary oversight not objective Inclusive public participation still not realized Devolved system of governance has created more institutional challenges and effective institutions lacking at the devolved levels Accountability still weak M & E also weak due to capacity challenges Data collection still weak

27 THANK YOU Q & A