Fiscal Planning and Public Finance Management Reforms
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Transcript of Fiscal Planning and Public Finance Management Reforms
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Fiscal Planning and PFM Reforms
Jean-Marc LepainAFRITAC West 2 Resident Regional PFM Advisor
Workshop on Medium-Term Budget Frameworks
June 2nd–6th, 2014 Accra, Ghana
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Outline of the Presentation
I. Key ideasII. Fiscal Planning in the framework
of PFM ReformsIII. A quick Tour of Fiscal PlanningIV. Regional issues
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I. Key ideasFiscal planning is a key component of PFM
reforms.Fiscal planning must evolve is stages. Sequencing of the introduction of the
different MTFs must be aligned with the sequencing of PFM Reforms.
The fist batch of reforms must aim at establishing budget credibility, using MTFF among other tools.
Program-based budgeting and MTEF can be introduced only after budget credibility is established.
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II. Fiscal Planning in the Framework of PFM
Reforms
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Objectives of a PFM System1. Macro economic stability2. Strategic allocation of resources to
foster economic development3. Timely and effective funding of public
services 4. Aggregate fiscal discipline5. Financial compliance6. Social justice, fiscal fairness, income
redistribution
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Fiscal risk management :Are all fiscal risked identified and monitored (contingent liabilities, guarantees, SoE,
State Funds, etc.)?
Fiscal risk management :Are all fiscal risked identified and monitored (contingent liabilities, guarantees, SoE,
State Funds, etc.)?
Exhaustive and timely information:Is a system of information dissemination already in place ? How comprehensive is the reporting
system ?
Exhaustive and timely information:Is a system of information dissemination already in place ? How comprehensive is the reporting
system ?
Budget exhaustively and linkage with
economic objectives :Does the budget records all state
transactions ? Does it reflect economic
priorities ?
Budget exhaustively and linkage with
economic objectives :Does the budget records all state
transactions ? Does it reflect economic
priorities ?
Realism of the budget:
Can the budget be executed in a timely
and predictable manner ?
Realism of the budget:
Can the budget be executed in a timely
and predictable manner ?
Expenditure Control : Is the expenditure
control reliable? Does the system identifies
all arrears and monitor the stock
Expenditure Control : Is the expenditure
control reliable? Does the system identifies
all arrears and monitor the stock
Acomptabilité et transparence:
Des mécanismes cohérents et complets
garantissant l’acomptabilité et la
transparence sont-ils en place?
Acomptabilité et transparence:
Des mécanismes cohérents et complets
garantissant l’acomptabilité et la
transparence sont-ils en place?
Les Six Critères d’Evaluation des Système de Gestion des Finances Publiques
The six characteristics
of well performing PFM
Systems
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Typical sequencing of reforms1. Fiscal discipline and budget
credibility2. Timely information and
accountability3. Strategic allocation of resources4. Value for money and
performance management
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Fiscal discipline and budget credibility
- MTFF + budget ceiling- TSA + cash management- Commitment control
Timely information and accountability
- Revised CoA + FMIS- MTBF- Program-Based Budgeting- Risk management
Strategic allocation of resources
- Sector strategies +Sector Development Frameworks-MTEF
Value for money and performance management
-Analytical accounting- Budget analysis- Monitoring and evaluation- Performance framework
Reform sequencing and PFM requirements
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Key messagesReforms should be planned with a strategic
vision of the final PFM System architecture. Reforms should take into consideration two
parameters: efficiency gains and improvement in PFM performance
Introduction of MTFs should be done in phases well coordinated with other reforms.
Complexity should not be underestimated. Choice of a PMF reform methodology is
essential.Sequencing of reforms must integrate
sequencing of fiscal planning.
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PFM Reform Methodology
Pragmatic approach (Action Plans)
Systemic approach
Basic First approach
Platform approach
PEFA indicator approach
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Basic-First Approach Control inputs before seeking to control outputs. Account for cash before introducing internal control. Establish external controls before introducing internal control. Ensure budget credibility before moving to accountability Establish internal control before introducing managerial
accountability. Operate a reliable accounting system before installing an
integrated financial management system. Do not introduce program budgeting before budget credibility is
established and a robust accounting system is in place. Budget for work to be done before budgeting for results to be
achieved. Budget analysis before Monitoring & Evaluation Monitoring & Evaluation before performance budgeting Enforce formal contracts in the market sector before introducing
performance contracts in the public sector. Have effective financial auditing before moving to performance
auditing.
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III. A quick tour of fiscal planning
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Sequencing of Fiscal Planning
National Development Plan
Medium Term Fiscal Framework
Medium Term Budget Framework
Medium Term ExpenditureFramework
10 years
5 years
3-4 years
Medium Term Macro Economic Framework
- Macroeconomic sustainability
- Debt strategy
- Fiscal discipline- Fiscal envelopes
- Budget Credibility- Program Budgeting
-Value for money- Performance
management- Accountability
Medium Term PerformanceFramework
- Strategic Allocation of funds
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Medium Term Fiscal Framework
Credibility of the budget depends on credibility of the MTFF
Focus on the surplus / deficit and on financing the gap
Main output: sector ceilings
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MTFF main issuesRealism of revenue forecastsExtra-budgetary fundsUnplanned expenditureUnrecorded arrearsContingent liabilitiesPara-fiscal activities of the
central bank
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MTEF ObjectivesEnsure budget alignment with
economic priorities
Ensure budget ceiling realism by better knowledge of sector funding needs
Move away from political bargaining to rational decisions based on sector needs and value for money
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Medium Term Expenditure Framework The MTEF links the planning process to
the budget process
It combines the top-down approach of the MTFF with a bottom-up approach
The National MTEF is the result of discussion based on sector MTEFs
Sector MTEF are based on costed Sector Strategies and Sector Development Framework.
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When to introduce PBB?MTBF or MTEF ?Budget credibility is a
prerequisiteChart of Accounts must be testedScope of PBB must be defined
and introduced in phasesManagement rules must be
agreed (no “one size fit all”)Piloting is recommended
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IV. Issues in the region
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Issues in the regionBudget credibility is not
established in most countriesFMISs do not cover all
expenditure and are at various stages of development
Program budgeting is introduced without accountability
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Budget credibility in the region(PEFA indicators)
Gambia Ghana Liberia Sierra Leone Cabo Verde
P1 Aggregate expenditure out-turbn compared to origina l approved budget B C D B AP2 Compos ition of expenditure out-turn compared to origina l approved budget C NR D+ C BP3 Aggregate revenue out-turn compared to approved budget B C D B BP4 Stock and monitoring of expenditure payment arrears D D B NA B+
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The tools for enforcing budget credibility and fiscal disciplineMTMF and debt sustainability
study to ensure fiscal sustainability;
MTFF to allocate realist expenditure ceilings;
Single Treasury Account to ensure an efficient mobilization of resources;
Cash management
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National Development
Strategy
Sector Strategies
Sector Development Frameworks
Sector Financial Framework
SectorMTEF
NationalMTEF
From Economic Planning toMTEF
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Fiscal issues to be taken into considerationDependence on export of natural and
agricultural resources with volatile prices.
Limited fiscal space with limited potential for increase
Revenue leakagesPrice variation that makes difficult
expenditure forecastingLack of information on ongoing tendersStock of arrears
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The Four stages of MTF Sequencing
Budget credibility through MTFFAggregate fiscal discipline
though MTBFPolicy-based budgeting through
MTEFResult-based budgeting through
MTPF
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Thank you