This presentation was made by Myrna Chua, Philippines, at the 14th OECD-Asian Senior Budget Officials Meeting held in Bangkok, Thailand, on 13-14 December 2018
Government budgeting & expenditures issues & problemsLouie Medinaceli
The document summarizes the Philippine government's implementation of a medium-term expenditure framework (MTEF), also known as multi-year budgeting, to address limitations of its previous one-year budgeting system. The MTEF establishes three-year budget ceilings and baselines for government agencies to foster fiscal discipline, strategic prioritization of resources, and improved operational efficiencies. It also links the budget more closely to the country's medium-term development plan through a consultative planning process. Initial results suggest the MTEF is helping the Philippine government better manage its budget and expenditures over multiple years.
Public Fiscal Management (Economic planning and fiscal management in the Phil...Jeff Gadong
The Philippines has traditionally had a private enterprise economy with limited government intervention. While some state-owned enterprises expanded under Marcos, the Aquino government pursued privatization. Economic planning focused on growth targets and project implementation. Responsibility for planning fell to the National Economic and Development Authority (NEADA). The NEADA produced several 5-year plans under Marcos and Aquino focusing on poverty alleviation, employment, and equitable growth. However, goals were not always achieved due to conflicts and indecisiveness. The government also focused on maintaining relations with international creditors, limiting development spending.
The Golden Age of Infrastructure in the PhilippinesAllen Ocampo
FOR THE FIRST TIME IN HISTORY THE MAJOR INFRASTRUCTURE AGENCIES OF THE NATIONAL GOVERNMENT ARE TALKING AND COORDINATING. The need for infrastructure is one of the great Global challenges of our time… Failure to invest means failure to grow and develop our social and economic fabric. For every USD $1 Billion spent on infrastructure 200,000 direct jobs are created. For every USD $1 Billion spent on infrastructure 200,000 direct jobs are created.
This document provides an overview of several current issues in public administration, as discussed in a graduate course. It outlines topics like interdisciplinary interfaces, public policy, public choice, administrative law, and more. For each topic, it lists key concepts and theoretical frameworks discussed in the public administration literature.
The document summarizes the evolution and current state of local governments in the Philippines. It discusses the pre-Hispanic barangays that formed the earliest political units. It then describes how the Spanish introduced centralism through pueblos, cabildos and provinces. American rule saw townships formed but centralism remained. The 1991 Local Government Code granted authentic local autonomy by devolving powers from the national to local levels. It also details the different types of local units - barangays, municipalities, cities, provinces - and the Autonomous Region of Muslim Mindanao.
This document discusses public fiscal administration in the Philippines. It defines public fiscal administration as the formulation, implementation, and evaluation of taxation, revenue administration, resource allocation, budgeting, public expenditure, borrowing, debt management, accounting, and auditing policies. It describes how fiscal policies are closely linked to other government policies and are influenced by political processes. It also outlines the key government agencies involved in fiscal policy administration and their roles, including the Department of Finance, Department of Budget and Management, National Economic Development Authority, Bangko Sentral ng Pilipinas, and Development Budget Coordination Council.
1. Devolution is a form of decentralization that transfers decision making authority and responsibilities for certain functions from the national government to local government units. This includes functions related to agriculture, forestry, public works, education, health, and others.
2. The purpose of decentralization through devolution is to empower local communities and make local governments more self-reliant partners in nation-building by giving them control over decisions and resources.
3. Some challenges local governments face with devolution include potential mismatches between their responsibilities and capacities, reliance on national government funding, financial limitations, and poverty within their jurisdictions.
Government budgeting & expenditures issues & problemsLouie Medinaceli
The document summarizes the Philippine government's implementation of a medium-term expenditure framework (MTEF), also known as multi-year budgeting, to address limitations of its previous one-year budgeting system. The MTEF establishes three-year budget ceilings and baselines for government agencies to foster fiscal discipline, strategic prioritization of resources, and improved operational efficiencies. It also links the budget more closely to the country's medium-term development plan through a consultative planning process. Initial results suggest the MTEF is helping the Philippine government better manage its budget and expenditures over multiple years.
Public Fiscal Management (Economic planning and fiscal management in the Phil...Jeff Gadong
The Philippines has traditionally had a private enterprise economy with limited government intervention. While some state-owned enterprises expanded under Marcos, the Aquino government pursued privatization. Economic planning focused on growth targets and project implementation. Responsibility for planning fell to the National Economic and Development Authority (NEADA). The NEADA produced several 5-year plans under Marcos and Aquino focusing on poverty alleviation, employment, and equitable growth. However, goals were not always achieved due to conflicts and indecisiveness. The government also focused on maintaining relations with international creditors, limiting development spending.
The Golden Age of Infrastructure in the PhilippinesAllen Ocampo
FOR THE FIRST TIME IN HISTORY THE MAJOR INFRASTRUCTURE AGENCIES OF THE NATIONAL GOVERNMENT ARE TALKING AND COORDINATING. The need for infrastructure is one of the great Global challenges of our time… Failure to invest means failure to grow and develop our social and economic fabric. For every USD $1 Billion spent on infrastructure 200,000 direct jobs are created. For every USD $1 Billion spent on infrastructure 200,000 direct jobs are created.
This document provides an overview of several current issues in public administration, as discussed in a graduate course. It outlines topics like interdisciplinary interfaces, public policy, public choice, administrative law, and more. For each topic, it lists key concepts and theoretical frameworks discussed in the public administration literature.
The document summarizes the evolution and current state of local governments in the Philippines. It discusses the pre-Hispanic barangays that formed the earliest political units. It then describes how the Spanish introduced centralism through pueblos, cabildos and provinces. American rule saw townships formed but centralism remained. The 1991 Local Government Code granted authentic local autonomy by devolving powers from the national to local levels. It also details the different types of local units - barangays, municipalities, cities, provinces - and the Autonomous Region of Muslim Mindanao.
This document discusses public fiscal administration in the Philippines. It defines public fiscal administration as the formulation, implementation, and evaluation of taxation, revenue administration, resource allocation, budgeting, public expenditure, borrowing, debt management, accounting, and auditing policies. It describes how fiscal policies are closely linked to other government policies and are influenced by political processes. It also outlines the key government agencies involved in fiscal policy administration and their roles, including the Department of Finance, Department of Budget and Management, National Economic Development Authority, Bangko Sentral ng Pilipinas, and Development Budget Coordination Council.
1. Devolution is a form of decentralization that transfers decision making authority and responsibilities for certain functions from the national government to local government units. This includes functions related to agriculture, forestry, public works, education, health, and others.
2. The purpose of decentralization through devolution is to empower local communities and make local governments more self-reliant partners in nation-building by giving them control over decisions and resources.
3. Some challenges local governments face with devolution include potential mismatches between their responsibilities and capacities, reliance on national government funding, financial limitations, and poverty within their jurisdictions.
Here are a few examples of areas where public policy could be developed or improved:
- Healthcare policy - policies around access to healthcare, costs of healthcare, Medicare/Medicaid could be developed or revised.
- Education policy - policies around K-12 or higher education funding, school choice, curriculum standards, teacher pay could be addressed.
- Housing policy - policies around affordable housing, homelessness, rent control, or property taxes could be examined.
- Transportation policy - policies around infrastructure funding, public transit, vehicle fuel efficiency, or road usage fees may need updates.
- Environmental policy - policies around climate change, renewable energy, pollution, or conservation could be strengthened.
- Criminal justice policy -
Public financial management assessment in the philippinesCHED
1. The Philippines has experienced rapid economic growth in recent years but faces challenges in reducing poverty and achieving development goals.
2. The country's public financial management system is fragmented across multiple agencies and lacks coordination, while political involvement in the budget process has undermined credibility and efficiency.
3. Recent fiscal consolidation efforts have focused on raising revenues and prioritizing spending on key areas, trimming the fiscal deficit. However, public expenditure management remains relatively inefficient.
The document discusses the meaning and evolution of "public" in public administration and argues that voluntary sector management falls within the scope of public administration. It defines three meanings of "public" - as government organizations, as providers of public goods and services, and as governance for the public interest. All organizations exist on a continuum of publicness and privateness. Voluntary sector organizations, while not governmental, still aim to serve the public interest and provide public goods, placing their management within the domain of public administration.
The document discusses fiscal administration in the Philippines, outlining the government agencies and processes involved in public financial management. It describes the national and local budgeting systems, including the stages of budget preparation, authorization, implementation and accountability. Key aspects of local fiscal administration are also summarized such as revenue sources, legal basis, types of funds, and the local budgetary process.
This document discusses volunteerism in the Philippines. It provides definitions of key concepts related to volunteerism such as volunteers, volunteer service organizations, and the voluntary sector. It outlines the roles of volunteerism in different sectors including private sector, academe, and corporate. It discusses the mandate of PNVSCA, the government agency tasked with coordinating volunteer efforts, and challenges it faces in promoting volunteerism due to a lack of data and statistics. Sources of information on volunteerism in the Philippines are identified. The importance of generating data on volunteerism through efforts like a satellite account on non-profit institutions is emphasized to help measure the economic contribution of volunteers.
This document provides an overview of the Philippine local government system established under the 1991 Local Government Code. It discusses key aspects such as the role and powers of local government units (LGUs) in development, the structure and functions of LGUs at different levels from province to barangay, elective and appointive officials, human resource management, and other administrative concerns. The code aims to decentralize governance and empower LGUs through increased autonomy, responsibilities, and resources to better serve their constituents.
The document discusses the evolution of the concept of governance from the 1990s to 2000s. It summarizes that:
1. Governance expanded beyond just government to include the roles of citizens, organizations, and groups in pursuing collective goals.
2. Key factors that pushed the governance paradigm included development failures, environmentalism, globalization, and peacebuilding.
3. "Good governance" emerged as an international development principle promoting accountability, participation, predictability, transparency, and the rule of law.
4. Kofi Annan affirmed that good governance is essential for sustainable development and eradicating poverty.
The role of local government in development involves administering basic services at the local level as delegated by national government. These include health, agriculture, infrastructure, and regulatory functions. Local governments generate revenue through taxes and shares of national taxes to fund their operations. While the Local Government Code of 1991 devolved many responsibilities and increased autonomy of local governments, issues remain such as inadequate funding, interference in personnel matters, and the need to further broaden tax bases and devolve additional powers and functions.
This document discusses local development planning in the Philippines. It outlines the key components of development planning including the local development council, local planning office, and sanggunian. It describes the composition, functions, and processes of these three organizations that are directly involved in local development planning. It also identifies some needs and problems with development planning, such as the need to enhance skills in plan preparation and difficulties that fifth and sixth class municipalities face with limited resources.
Decentralization involves transferring power from central governments to lower administrative and territorial levels. There are several types of decentralization including political, administrative, fiscal, and market. Decentralization aims to improve efficiency, transparency, accountability, and equity. The main modes of decentralization are deconcentration, delegation, and devolution. Deconcentration transfers operational activities to lower levels while the central government retains control. Delegation transfers decision-making to semi-autonomous organizations accountable to the central government. Devolution strengthens sub-national governments by giving them autonomy over certain functions. Decentralization of natural resource management is of interest to promoters of local democracy and environmentalists. Countries that have led in decentralizing natural resource management
Lecture slide deck on the Philippine Local Government Code (RA 7160).
This was for a class on Philippine Politics and Governance that I taught between 2003-2005.
http://brianbelen.blogspot.com
This document discusses the history of agrarian reform in the Philippines from the Spanish period to present. It covers the various land tenure systems over time, including under Spanish rule where the encomienda system arose and friar lands were established. Under American rule, tenant farming increased and acts were passed to regulate labor organizations and protect tenants. The Japanese occupation saw the rise of resistance groups. Post-war, various agrarian reform laws and programs have been implemented, including the Comprehensive Agrarian Reform Law of 1988. The objectives, components, and beneficiaries of agrarian reform are also summarized.
The history and development of the philippine administrative system copyJohnRealVernonPanoli
The document traces the evolution of the Philippine bureaucracy through different historical periods. During Spanish colonial rule, the bureaucracy was highly centralized, nepotistic, and allowed colonial officials to exercise wide discretion. Under early American rule, reforms established a merit-based civil service. In the early Philippine republic, the bureaucracy was vulnerable to nepotism and spoils but helped implement development programs. Martial law centralized power and bloated the bureaucracy. The post-Marcos period focused on decentralization, accountability, and efficiency. The bureaucracy remains executive-dominated and centralized but aims to improve its image and capacity to address complex problems.
This document discusses infrastructure in the Philippines by providing definitions and categorizations of different types of infrastructure. It then summarizes several accomplished infrastructure projects across various regions of the Philippines from 2017 to 2020. The projects span sectors including transportation, water, education, health, evacuation centers, and others. Regions covered include National Capital Region, Cordillera Administrative Region, Regions 1, 2, 3, 4-A, 4-B, and 5. Examples of projects given include roads, bridges, flood control structures, schools, evacuation centers, and government facilities.
This document provides an overview of public administration in the Philippines. It discusses that there is a Philippine public administration as it addresses specific sectoral concerns and is a field of study. It also exists considering the role of the bureaucracy in Philippine governance. The key institutions of the Philippine Administrative System are also outlined, including the executive, legislative, and judicial branches at the national and local levels. The relationships between different administrative units are described. The budget cycle and process in the Philippines is also summarized.
The document discusses the Philippine housing market outlook from 2005-2010. It notes that there was a demand for 3.8 million housing units over that period, with 2.6 million from new households. However, only about 52% of demand could be met by the existing housing supply. The majority of the population could only afford socialized or affordable housing priced between 300,000 to 1.5 million pesos. Lower interest rates on housing loans were helping to make mass housing more affordable and drive growth in the market.
Fiscal policy refers to a government's taxing and spending decisions. The document discusses the fiscal policies of past Philippine administrations. The Marcos administration focused on indirect taxes and infrastructure spending. The first Aquino administration reduced deficits through tax reform and a value added tax. The Ramos administration had surpluses from asset sales and foreign investment. The Arroyo administration enacted expanded VAT but debt peaked and infrastructure spending declined. The current Aquino administration faced deficits but raised GDP.
The document discusses the history and evolution of local government in the Philippines. It traces the roots of local government back to the Spanish colonial period and discusses the long tradition of centralized rule, from Spanish/American colonization up until the Marcos dictatorship in 1972. Key events that decentralized power included the 1991 Local Government Code passed under the Aquino administration, devolving services and increasing financial resources to LGUs. The Code aimed to promote local autonomy and address issues like poverty, inequality, and security through community participation and empowering LGUs to provide for basic needs and local development. Examples are given of notable achievements and initiatives that have resulted from the decentralization process.
The document discusses the strong macroeconomic fundamentals and economic growth of the Philippines in recent years. It notes that GDP growth has accelerated to over 5% annually despite natural disasters, driven by robust private consumption, investment, and growth in the manufacturing and services sectors. Inflation has remained low and stable between 3-5% while interest rates are historically low. The stock market and competitiveness rankings have also improved significantly in recent years according to various reports. However, challenges remain in generating higher and more inclusive economic growth through productivity gains and better job creation.
This presentation was delivered during the 6th Meeting of the OECD Southeast Asia Regional Programme’s Regional Policy Network on Sustainable Infrastructure, which took place on 25-26 April 2022 in Manila, the Philippines. The OECD’s Public Governance Directorate and Environment Directorate teamed up with the OECD Korea Policy Centre to organise the event. The National Economic and Development Authority (NEDA) of the Philippines co-chaired the event alongside the United States, and the Public Private Partnership Centre of the Philippines graciously provided the venue. For more details about the meeting, including the agenda and a short summary record, please visit: https://www.oecd.org/site/sipa/events/sipa-searp-philippines-2022.htm.
This document provides a summary of the final report from a technical assistance consultant group regarding improving access to financial services in Pakistan. The report covers 8 components: 1) Inclusive financial sector strategy, 2) Technology options, 3) Alternative financing/carbon credits, 4) Credit information bureau, 5) Gender, 6) Islamic microfinance, 7) Legal and regulatory framework, and 8) Capacity building. For each component, the report summarizes the inputs and recommendations provided in interim reports and workshops to support the implementation of Pakistan's strategy to expand access to financial services through microfinance programs and reforms.
Here are a few examples of areas where public policy could be developed or improved:
- Healthcare policy - policies around access to healthcare, costs of healthcare, Medicare/Medicaid could be developed or revised.
- Education policy - policies around K-12 or higher education funding, school choice, curriculum standards, teacher pay could be addressed.
- Housing policy - policies around affordable housing, homelessness, rent control, or property taxes could be examined.
- Transportation policy - policies around infrastructure funding, public transit, vehicle fuel efficiency, or road usage fees may need updates.
- Environmental policy - policies around climate change, renewable energy, pollution, or conservation could be strengthened.
- Criminal justice policy -
Public financial management assessment in the philippinesCHED
1. The Philippines has experienced rapid economic growth in recent years but faces challenges in reducing poverty and achieving development goals.
2. The country's public financial management system is fragmented across multiple agencies and lacks coordination, while political involvement in the budget process has undermined credibility and efficiency.
3. Recent fiscal consolidation efforts have focused on raising revenues and prioritizing spending on key areas, trimming the fiscal deficit. However, public expenditure management remains relatively inefficient.
The document discusses the meaning and evolution of "public" in public administration and argues that voluntary sector management falls within the scope of public administration. It defines three meanings of "public" - as government organizations, as providers of public goods and services, and as governance for the public interest. All organizations exist on a continuum of publicness and privateness. Voluntary sector organizations, while not governmental, still aim to serve the public interest and provide public goods, placing their management within the domain of public administration.
The document discusses fiscal administration in the Philippines, outlining the government agencies and processes involved in public financial management. It describes the national and local budgeting systems, including the stages of budget preparation, authorization, implementation and accountability. Key aspects of local fiscal administration are also summarized such as revenue sources, legal basis, types of funds, and the local budgetary process.
This document discusses volunteerism in the Philippines. It provides definitions of key concepts related to volunteerism such as volunteers, volunteer service organizations, and the voluntary sector. It outlines the roles of volunteerism in different sectors including private sector, academe, and corporate. It discusses the mandate of PNVSCA, the government agency tasked with coordinating volunteer efforts, and challenges it faces in promoting volunteerism due to a lack of data and statistics. Sources of information on volunteerism in the Philippines are identified. The importance of generating data on volunteerism through efforts like a satellite account on non-profit institutions is emphasized to help measure the economic contribution of volunteers.
This document provides an overview of the Philippine local government system established under the 1991 Local Government Code. It discusses key aspects such as the role and powers of local government units (LGUs) in development, the structure and functions of LGUs at different levels from province to barangay, elective and appointive officials, human resource management, and other administrative concerns. The code aims to decentralize governance and empower LGUs through increased autonomy, responsibilities, and resources to better serve their constituents.
The document discusses the evolution of the concept of governance from the 1990s to 2000s. It summarizes that:
1. Governance expanded beyond just government to include the roles of citizens, organizations, and groups in pursuing collective goals.
2. Key factors that pushed the governance paradigm included development failures, environmentalism, globalization, and peacebuilding.
3. "Good governance" emerged as an international development principle promoting accountability, participation, predictability, transparency, and the rule of law.
4. Kofi Annan affirmed that good governance is essential for sustainable development and eradicating poverty.
The role of local government in development involves administering basic services at the local level as delegated by national government. These include health, agriculture, infrastructure, and regulatory functions. Local governments generate revenue through taxes and shares of national taxes to fund their operations. While the Local Government Code of 1991 devolved many responsibilities and increased autonomy of local governments, issues remain such as inadequate funding, interference in personnel matters, and the need to further broaden tax bases and devolve additional powers and functions.
This document discusses local development planning in the Philippines. It outlines the key components of development planning including the local development council, local planning office, and sanggunian. It describes the composition, functions, and processes of these three organizations that are directly involved in local development planning. It also identifies some needs and problems with development planning, such as the need to enhance skills in plan preparation and difficulties that fifth and sixth class municipalities face with limited resources.
Decentralization involves transferring power from central governments to lower administrative and territorial levels. There are several types of decentralization including political, administrative, fiscal, and market. Decentralization aims to improve efficiency, transparency, accountability, and equity. The main modes of decentralization are deconcentration, delegation, and devolution. Deconcentration transfers operational activities to lower levels while the central government retains control. Delegation transfers decision-making to semi-autonomous organizations accountable to the central government. Devolution strengthens sub-national governments by giving them autonomy over certain functions. Decentralization of natural resource management is of interest to promoters of local democracy and environmentalists. Countries that have led in decentralizing natural resource management
Lecture slide deck on the Philippine Local Government Code (RA 7160).
This was for a class on Philippine Politics and Governance that I taught between 2003-2005.
http://brianbelen.blogspot.com
This document discusses the history of agrarian reform in the Philippines from the Spanish period to present. It covers the various land tenure systems over time, including under Spanish rule where the encomienda system arose and friar lands were established. Under American rule, tenant farming increased and acts were passed to regulate labor organizations and protect tenants. The Japanese occupation saw the rise of resistance groups. Post-war, various agrarian reform laws and programs have been implemented, including the Comprehensive Agrarian Reform Law of 1988. The objectives, components, and beneficiaries of agrarian reform are also summarized.
The history and development of the philippine administrative system copyJohnRealVernonPanoli
The document traces the evolution of the Philippine bureaucracy through different historical periods. During Spanish colonial rule, the bureaucracy was highly centralized, nepotistic, and allowed colonial officials to exercise wide discretion. Under early American rule, reforms established a merit-based civil service. In the early Philippine republic, the bureaucracy was vulnerable to nepotism and spoils but helped implement development programs. Martial law centralized power and bloated the bureaucracy. The post-Marcos period focused on decentralization, accountability, and efficiency. The bureaucracy remains executive-dominated and centralized but aims to improve its image and capacity to address complex problems.
This document discusses infrastructure in the Philippines by providing definitions and categorizations of different types of infrastructure. It then summarizes several accomplished infrastructure projects across various regions of the Philippines from 2017 to 2020. The projects span sectors including transportation, water, education, health, evacuation centers, and others. Regions covered include National Capital Region, Cordillera Administrative Region, Regions 1, 2, 3, 4-A, 4-B, and 5. Examples of projects given include roads, bridges, flood control structures, schools, evacuation centers, and government facilities.
This document provides an overview of public administration in the Philippines. It discusses that there is a Philippine public administration as it addresses specific sectoral concerns and is a field of study. It also exists considering the role of the bureaucracy in Philippine governance. The key institutions of the Philippine Administrative System are also outlined, including the executive, legislative, and judicial branches at the national and local levels. The relationships between different administrative units are described. The budget cycle and process in the Philippines is also summarized.
The document discusses the Philippine housing market outlook from 2005-2010. It notes that there was a demand for 3.8 million housing units over that period, with 2.6 million from new households. However, only about 52% of demand could be met by the existing housing supply. The majority of the population could only afford socialized or affordable housing priced between 300,000 to 1.5 million pesos. Lower interest rates on housing loans were helping to make mass housing more affordable and drive growth in the market.
Fiscal policy refers to a government's taxing and spending decisions. The document discusses the fiscal policies of past Philippine administrations. The Marcos administration focused on indirect taxes and infrastructure spending. The first Aquino administration reduced deficits through tax reform and a value added tax. The Ramos administration had surpluses from asset sales and foreign investment. The Arroyo administration enacted expanded VAT but debt peaked and infrastructure spending declined. The current Aquino administration faced deficits but raised GDP.
The document discusses the history and evolution of local government in the Philippines. It traces the roots of local government back to the Spanish colonial period and discusses the long tradition of centralized rule, from Spanish/American colonization up until the Marcos dictatorship in 1972. Key events that decentralized power included the 1991 Local Government Code passed under the Aquino administration, devolving services and increasing financial resources to LGUs. The Code aimed to promote local autonomy and address issues like poverty, inequality, and security through community participation and empowering LGUs to provide for basic needs and local development. Examples are given of notable achievements and initiatives that have resulted from the decentralization process.
The document discusses the strong macroeconomic fundamentals and economic growth of the Philippines in recent years. It notes that GDP growth has accelerated to over 5% annually despite natural disasters, driven by robust private consumption, investment, and growth in the manufacturing and services sectors. Inflation has remained low and stable between 3-5% while interest rates are historically low. The stock market and competitiveness rankings have also improved significantly in recent years according to various reports. However, challenges remain in generating higher and more inclusive economic growth through productivity gains and better job creation.
This presentation was delivered during the 6th Meeting of the OECD Southeast Asia Regional Programme’s Regional Policy Network on Sustainable Infrastructure, which took place on 25-26 April 2022 in Manila, the Philippines. The OECD’s Public Governance Directorate and Environment Directorate teamed up with the OECD Korea Policy Centre to organise the event. The National Economic and Development Authority (NEDA) of the Philippines co-chaired the event alongside the United States, and the Public Private Partnership Centre of the Philippines graciously provided the venue. For more details about the meeting, including the agenda and a short summary record, please visit: https://www.oecd.org/site/sipa/events/sipa-searp-philippines-2022.htm.
This document provides a summary of the final report from a technical assistance consultant group regarding improving access to financial services in Pakistan. The report covers 8 components: 1) Inclusive financial sector strategy, 2) Technology options, 3) Alternative financing/carbon credits, 4) Credit information bureau, 5) Gender, 6) Islamic microfinance, 7) Legal and regulatory framework, and 8) Capacity building. For each component, the report summarizes the inputs and recommendations provided in interim reports and workshops to support the implementation of Pakistan's strategy to expand access to financial services through microfinance programs and reforms.
The National Treasury, PPP Unit Health Infrastructure Development and Servi...Emmanuel Mosoti Machani
The National Treasury's PPP Unit's Mr. Wycliffe Ondieki presented on health infrastructure financing gaps, crowding-in finance for health sector PPPs and support for both private and public sector actors in PPPs.
Infrastructure Developments In Indonesia - Key Improvements and Priority Proj...Lynn Aziz
The document discusses infrastructure developments and priority projects in Indonesia. It outlines Indonesia's infrastructure targets for 2016-2019, which include developing 24 new seaports, 15 new airports, improving roads, railways, and urban transport. It estimates USD 368.9 billion is needed to achieve these targets. It also discusses reforms to accelerate infrastructure, including establishing the Committee for Acceleration of Priority Infrastructure Delivery (KPPIP) and revising regulations related to public-private partnerships, availability payments, and land acquisition. National strategic projects highlighted include expanding oil refineries, developing power plants, and improving irrigation systems.
This document summarizes a UNFPA programme review meeting in Akwa Ibom, Nigeria. It outlines the agreed activities and their implementation status, noting a 100% implementation rate for both programme and financial targets. Key results achieved include increasing the number of health facilities providing family planning services and improving data quality. Challenges included limited timelines and leadership changes, while successes included distributing medicines and increasing family planning uptake. Lessons highlight the need for early funding, improved work planning, and establishing flagship programmes at the state level. The way forward focuses on resource mobilization, advocacy, and improving planning modalities between UNFPA and implementing partners.
Prioritisation and selection of public investment projects - James BALLINGALL...OECD Governance
This presentation was made by James BALLINGALL, United Kingdom, at the 11th Annual Meeting of the OECD Network of Senior PPP and Infrastructure Officials held at the OECD, Paris, on 27 March 2018
This document summarizes Cambodia's perspective on program/performance budgeting for an OECD budget meeting. It outlines Cambodia's 4 stage approach to budget reform, focusing on budget credibility, financial accountability, budget-policy linkages, and performance accountability. It describes progress implementing program budgeting in 25 ministries by 2016 and all ministries by 2018. Key challenges include defining clear policy objectives and program structures, developing quality indicators, and transitioning budget execution procedures to accommodate program budgeting. Next steps involve building capacity, seeking advice on moving to performance-based budgeting, and revising financial system laws.
The document discusses infrastructure developments and priority projects in Indonesia. It outlines Indonesia's infrastructure targets for 2016-2019, which include developing 24 new seaports, 15 new airports, improving roads, railways, and urban transport. It estimates that USD 368.9 billion is needed to achieve these targets. It then discusses reforms and policies to accelerate infrastructure delivery, including establishing the Committee for Acceleration of Priority Infrastructure Delivery (KPPIP) and implementing availability payments, land acquisition reforms, and a One Map policy. PT Sarana Multi Infrastructure is highlighted as a non-bank institution that can provide funding for projects.
Strategic direction of cambodia budget system reform 2013-2020 - Ratanak Hav,...OECD Governance
This presentation was made by Ratanak Hav, Cambodia, at the 10th OECD-Asian Senior Budget Officials Annual Meeting held in Bangkok, Thailand, on 18-19 December 2014.
The document discusses infrastructure development in Indonesia. It notes that infrastructure investment is expected to boost Indonesia's economic growth in 2015. The government has made improving infrastructure a priority through its Master Plan for Acceleration and Expansion of Indonesian Economic Development. This includes investing over $400 billion in transportation, energy, and ports. While reforms and project tendering provide momentum, political and currency risks along with slow government budget disbursement remain challenges to infrastructure progress.
The Pakistan WASH Strategic Planning and Coordination Cell project was established from 2018-2021 with a budget of Rs. 41.136 million to coordinate water, sanitation, and hygiene sector reforms and support progress on SDGs 6.1 and 6.2. Key activities included mapping provincial WASH policies, establishing a coordination committee, conducting capacity building, developing reporting templates, awareness raising events, and incorporating WASH into the Clean Green Pakistan Initiative. The project achieved its major objectives but spent less than its full budget allocation due to COVID-19 restrictions requiring virtual meetings instead of in-person workshops and travel.
The document discusses public planning in Pakistan. It provides an overview of the types and components of planning, including strategic, tactical, and operational planning. It also outlines the history of planning bodies in Pakistan, from the establishment of the Development Board in 1948 to the current Ten-Year Perspective Development Plan. The summary also mentions the key challenges for developing nations like Pakistan, such as achieving economic independence and alleviating poverty.
The document summarizes Rockingham County, Virginia's Capital Improvements Program for fiscal years 2016-2020. It outlines 45 capital project requests totaling $164.7 million from various county departments. The largest categories are education (24%), public safety (35%), and public works (33%). It then provides details on each of the 9 education project requests totaling $39.4 million, including digital conversion of schools, bus replacement, and facility maintenance. The program aims to anticipate future needs, avoid duplication, and help spread costs over multiple years.
The document provides an overview of public investment plans (PIPs) and the PIP process in Ghana. It discusses:
1) The definition of key concepts like public investment, PIP, and public investment management. A PIP is a comprehensive framework to systematically plan public investment based on a country's fiscal capacity.
2) Common issues with development policies like lack of costing, financing assessments, and coordination that can hinder effective PIP implementation.
3) The requirements for an effective public investment management system including appropriate legal frameworks, clear institutional roles, processes, and information systems.
4) The objectives of the PIP which include establishing an investment framework, presenting prioritized projects, and linking
Financial and Operating Plan - A Tool for Strategic Municipal Investment and ...Ravikant Joshi
This PPT delivered in a course organised by Administrative Staff College of India - Hyderabad explains Financial and Operating Plan and how to prepare it and used it as a tool for strategic municipal investment and financial planning
The document provides guidelines for agencies in formulating their FY 2024 budgets under the Two-Tier Budgeting Approach. Tier 1 budgets will fund existing programs and projects, while Tier 2 budgets can include new proposals that are priorities under the administration's 8-Point Socioeconomic Agenda. Eligible Tier 2 proposals must be implementation-ready, aligned with infrastructure plans, and approved by the NEDA Board. Agencies must justify any requests for additional personnel.
This presentation was made by Clarito MAGSINO, Philippines, at the 13th Annual Meeting of OECD-Asian Senior Budget Officials held in Bangkok, Thailand, on 14-15 December 2017
The IDIP was introduced in 2004 to address infrastructure delivery challenges in South African provinces caused by a lack of capacity and institutional failures. It has gone through three phases:
1) A pilot program developed methodologies and tools in three provinces.
2) Phase 2 built on lessons from the pilot and developed the Infrastructure Delivery Management Toolkit and other tools to support infrastructure planning, procurement, and management.
3) Phase 3 focused on developing an Infrastructure Delivery Management System and establishing sustainable human resource capacity within provinces.
The IDIP aims to fully embed the IDMS through its next phase by ensuring supportive institutional environments, operational business systems and processes, established provincial capacity, and effective monitoring and reporting on infrastructure delivery.
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Infrastructure development - Myrna Chua, Philippines
1. 14th OECD-Asian Senior Budget Officials Annual Meeting
December 13-14, 2018
Infrastructure Development and
Budget Management
1
Assistant Secretary Myrna S. Chua
Department of Budget and Management
2. I. The Philippines’ “Build, Build, Build”
Program
a) Updates
b) Measures to Expedite Implementation of
Major Infrastructure Projects
II. Budget Reform Program
2
Outline
4. 4
The Philippines’
“Build, Build, Build” Program
Source: Department of Budget and Management
Infrastructure Spending Program, Annual Cash-Based Appropriations*
*Shift to the first annual cash-based budget in 2019. Under this system, all government programs and projects budgeted
for the fiscal year should be implemented, delivered, inspected and accepted until the end of the fiscal year and settled
within the fiscal year up to the 3-month period following the end of the fiscal year. Transition period for 2019 where
infrastructure programs will be implemented for 18 months.
5. 5
The Philippines’
“Build, Build, Build” Program
Source: Department of Budget and Management
Infrastructure and Other Capital Disbursements
Program
(PHP bn)
Actual
(PHP bn)
Variance
(PHP bn)
Percent
FY 2017 549.4 568.8 19.4 3.5
Jan - Sep
2018
532.6 570.8 38.2 7.2
• Construction sector contributed around 468,000 additional
jobs based from April 2018 Labor Force Survey.
6. Underspending in past years (2014-2016)
due to structural weaknesses within
government agencies:
a) Poor planning and project design
b) Procurement difficulties such as bidding
failures
c) Bottlenecks in project implementation due to
securing clearances/permits, right-of-way
problems
6
Past Years’ Disbursement
Performance
7. 7
Source: Department of Budget and Management
Improved Budget Utilization
National Government Disbursement Performance
Program
(PHP bn)
Actual
(PHP bn)
Variance
(PHP bn)
Underspending
(%)
FY 2014 2,284.3 1,981.6 (302.7) 13.3
FY 2015 2,558.9 2,230.6 (328.3) 12.8
FY 2016 2,645.6 2,549.3 (96.3) 3.6
FY 2017 2,909.0 2,823.8 (85.2) 2.9
Jan – Sep
2018
2,427.2 2,489.7 62.6 (2.6)
8. 8
Expediting Implementation of Major
Infrastructure Projects
Project
Facilitation,
Monitoring, and
Innovation
(PFMI) Task
Force
Overseeing the efficient and timely
processing, implementation, and
completion of the 75 Infrastructure
Flagship Projects.
9. 9
Expediting Implementation of Major
Infrastructure Projects
ADB IPIF
Loan
Addressing key constraints to project
planning, design, and implementation, and
accelerate progress in infrastructure
delivery through supporting the
Department of Public Works and Highways
(DPWH) and the Department of
Transportation (DOTr).
10. 10
Expediting Implementation of Major
Infrastructure Projects
Tapping
More
Funding
Options
Tapping more funding options to implement
the Infrastructure Program through PPP and
ODA.
Accepting Unsolicited Proposals, subject to
Swiss challenge
Adopting hybrid-PPP
Establishment of Risk Management Fund
12. 12
Budget Reform Program
Objective of the BRP
Supporting the expansionary fiscal policy of government
Fully execute the Budget to deliver goods and services that
promote Growth and reduce Poverty
Medium-term Goals:
1. Economic Growth of 7-8% per year
2. Poverty Reduction from 21.6% to 14% by 2022
Infrastructure Spending Social Sector Spending
5.4% of GDP in 2017 8.5% of GDP in 2017
7.0% of GDP in 2022 9.2% of GDP in 2022
P8.4 Trillion in 6 years P10.33 Trillion in 6 years
14. Republic of the Philippines
Department of Budget and Management
Effects of a Cash-Based Budget
1. Planning will be improved and done earlier
2. More pre-work (e.g. feasibility studies, detailed
engineering designs) will be done ahead of time
3. Only implementation-ready projects will be included in
the budget
4. Increase in Early Procurement activities before the start
of the fiscal year
5. Majority of contracts will be awarded on the First Quarter
of the fiscal year
A cash—based budget shall increase the efficiency
of gov’t operations
14
15. Republic of the Philippines
Department of Budget and Management
Effects of a Cash-Based Budget
6. Pre-implementation issues such as Right of Way
Acquisition and Resettlement components shall be
settled before civil works construction
7. Better and tighter contract management
8. Faster processing of payments
9. Contractual obligations shall be honored
A cash—based budget shall increase the efficiency
of gov’t operations
15
16. 16
Status of Budget Reforms
Open
Government
Partnership
Philippines is one of eight founding countries of the OGP
Promote transparency, empower citizens, fight corruption and
harness technologies to strengthen governance
Status:
Philippines is now on its 4th OGP National Action Plan
implementation cycle. Effort is to spread citizen
participation at the subnational level and enhance the
ability of CSOs to identify and monitor projects for
budgetary funding.
Budget
Modernization
Bill
In 2017, government shifted to one-year validity of
appropriations to address underspending
By 2019, shift to an annual cash-based budget will be
implemented
Status:
Budget Modernization Bill has already been approved in
Lower House and pending plenary debate in Senate.
Target is to pass it next year.
17. 14th OECD-Asian Senior Budget Officials Annual Meeting
December 13-14, 2018
Infrastructure Development and
Budget Management
17
Assistant Secretary Myrna S. Chua
Department of Budget and Management