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Transcript of Increasing Accountability to the Poor: Participatory Public Expenditure Management Parmesh Shah...
Increasing Accountability to the Poor: Participatory Public Expenditure Management
Parmesh ShahParticipation Coordinator
The World Bankemail: [email protected]
http://www.worldbank.org/participation
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SDV Mission
SDV will work more effectively to promote poverty reduction and sustainable development by:
empowering the poor to set their own priorities, control resources and influence government, market and civil society institutions; and
influencing governmental and private institutions to be responsive, inclusive, and accountable.
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What is participation?
Participation is the process through which stakeholders influence and share control over priority setting, policy-making, resource allocations and access to public goods and services.
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The Building Blocks of Participation
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Building Blocks for Participation in the PRSP
• Poverty reduction actions--- Poverty diagnostics
• Public Action Choices --- Public Expenditure Management
• Policy Choices--- Macroeconomic reform • Poverty reduction outcomes--- Monitoring
implementation and results of policies
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PARTICIPATORY PUBLIC EXPENDITURE
Civic Engagement
Budget Formulation
Porto Alegre, Brazil
Performance MonitoringBangalore Report CardFilipino Report Card
Budget/Expenditure Tracking
Uganda PETS
Budget Review & AnalysisDISHA, India
IDASA, S. Africa
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Key Aspects of Public Expenditure Management Budgets
– Unpacking, demystifying, access– Pro-Poor budget analysis– Budget preparations– Resource allocations
Expenditures– Expenditure Tracking; quantitative and
qualitative; utilization, quality, composition, transparency and accountability
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Key Aspects of Public Expenditure Management Service Delivery
– Extent and quality of service delivery– User satisfaction and perceptions
(qualitative and quantitative) Impact
– Monitoring
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Outcomes – Public Expenditure Management
• Accountable, transparent and efficient resource allocation, expenditures and service delivery
• Civic engagement in budgeting, expenditure tracking and monitoring service delivery
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Outcomes – Public Expenditure Management (contd.)
• Increased ability of communities and their organizations to participate in budgeting processes, expenditure tracking and monitoring quality,quantity and effectiveness of service delivery
• Demystification of budgets and analysis to enable information exchange and discussions in parliament, media and civil society
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Outcomes – Public Expenditure Management (contd.)
Institutional arrangements (mutually accountable) between government and civil society which create space and allows for these processes to be integrated into budgetary processes.
Citizen report cards as a part of PRSP (and influence MTEF)
Development of participatory budgeting processes and skills in civil society institutions
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Mechanisms for Increasing transparency and accountability in
managing public expenditure
Participatory budget formulation/review Public Expenditure tracking Citizen report cards and surveys to seek
client feedback on public services Public feedback mechanisms Community/citizen monitoring of public
projects/expenditures/over-all performance Public disclosure initiatives Right to information movements Social audits
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Analytical FrameworkBudget formulation
Budget Review
Budget Expenditure Monitoring
Citizen Report Cards
Community/Citizen monitoring of government performance
Types and levels of citizen participation
Strengths, Limitations and Risks
Major Pro-poor Benefits
Critical success factors
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Analytical FrameworkBudget formulation
Budget Review
Budget Expenditure Monitoring
Citizen Report Cards
Community/Citizen monitoring of government performance
Potentials for increasing civil society participation
Resource Implications
Sustainability of strategy
Opportunities for increasing effectiveness
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Key Principles for Designing Accountability Systems Accountability
– Reciprocal– Bottom up– Top-down
Feedback systems and loops Insitutional mechanisms to anchor feedback Access to information through multiple
mediums– Media, radio, internet
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Key Principles for designing Accountability Systems Demystification of economic data and
performance Links to decision making Organization of citizens to influence
feedback and decision making Sanctions, incentives and mechanisms
to influence decisions
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Case Studies Filipino Citizen Report Card on Pro-
Poor Services Community Expenditure Tracking in
Uganda Participatory Budgeting in Porto Alegre Public Expenditure Reviews (Albania,
Tanzania, Uganda) Budget Analysis and Demystification –
South Africa, IDASA
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Key Bank Instruments
PRSP PRSC PERs SIAs PPAs CDD
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Voice and Responsive Initiatives: A range of choices along a continuum
Pre-Conditions for Voice•Awareness raising and building capacity to mobilize•Research for advocacy (info generation)
Means of Amplifying Voice (Citizen’s Initiatives) •Lobbying to influence program and policy formulation•Citizen based M&E•Implementation (including partnerships)
Joint civil society – public sector initiatives•Auditing•Joint mngt of sectoral programs•Gov. frameworks for participatory planning
Receptivity to Voice•Consultation on client needs•Setting standards•Incentives, Sanctions, Controls•Service Delivery ethos is organizational culture•Accessible/Transparent government – new rights for clients
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SDV’s Vision for PPEM
A coalition of international and national agencies promoting PPEM could bring about a major shift in public expenditure modalities in support of pro-poor reforms, given a sufficient level of effort, synergy, and outreach.
a critical mass of about 15 collaborating agencies and some 500 trained PPEM practitioners, supported by a mobile cadre of specialist resource persons, could be accomplished over the next few years
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SDV’s Vision for PPEM
paying attention to the dissemination and use of its products (PER, Service Delivery Surveys, PETS, etc.); the PEM agenda has been externally-driven and supply-side focused
by combining the “P” and “PEM” agendas, the gap between existing strategies and intended outcomes (of poverty reduction through more accountable and strategic use of public resources) can be bridged.
adding the “P” to “PEM”, and the “PEM” to “P”. “marrying the Participation agenda and the PEM
agenda on a global scale”
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The global strategy to promote the PPEM agenda
Going to scale to ensure significant impact on PEM outcomes in many countries
Influence PEM outcomes not just at the national, but at sub-national levels (e.g. working towards at least 1% of the CBOs in a country having the capacity to act as sentinel groups, feeding information into citizen report cards on budget, MTEF and PRSP issues, and serving as dissemination centers)
Building partnerships with receptive WB Country Teams
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The global strategy to promote the PPEM agenda
Building partnerships with key international agencies with multi-country outreach (e.g. ActionAid, World Vision and Oxfam) and southern NGO networks and federations (e.g. CODE Philippines)
Link WB into existing networks of PPEM institutions Mobilize key PPEM practitioners to offer TOT to
government and civil society groups, to build their capacity to organize in-country PPEM initiatives
Provide backstopping support to Country Teams and in-country coalitions
Linking Community Driven development agenda in the Bank to go beyond service delivery to accountability and local governance
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Implications for CDD Community organizations linked with local
accountability Citizen/community report cards on public finances Community organizations (role in budgeting in local
governments) Community based expenditure tracking Multiple outcome CDD projects
– Direct service delivery– Community organizations– Improved local governance– Effective and transparent resource allocations and
expenditures– Accountable service delivery