Presentation on ensuring alignment between policy planning and financial planning: experience from Slovenia, Katja Lautar, SIGMA expert, joint SIGMA-ReSPA PIFC regional conference for EU candidate countries and potential candidates, Skopje, 19 September 2019.
The strategic planning system in Lithuania has developed in three phases from 1999 to the present. It is centered around strategic plans that ministries prepare which are linked to the annual budget. There is also a hierarchy of strategic documents including long, medium, and short-term plans as well as cross-cutting plans and annual government priorities. Central coordination is provided by the Office of the Government and Ministry of Finance, and monitoring and evaluation systems have been established though evaluation implementation has faced challenges due to capacity. Political support, leadership, coordination, communication, and a pragmatic approach are seen as important factors for the success of the strategic planning system.
Evolving of PFM for economic policy - game of tools and rules (focus on Slove...OECD Governance
This presentation was made by Irena Rostan, Slovenia, at the 12th Annual Meeting of OECD-CESEE Senior Budget Officials held in Ljubljana, Slovenia, on 28-29 June 2016
This presentation was made by Elena PECHAN, Ministry of Finance, Belarus, at the 15th Annual Meeting of OECD-CESEE Senior Budget Officials held in Minsk, Belarus, on 4-5 July 2019
The French LoLF - Guy Cazenave-Lacroutz, FranceOECD Governance
This presentation was made by Guy Cazenave-Lacroutz, Ministère des Forces armées et des Anciens combattants, France, at the 12th Annual Meeting on Performance and Results held at the OECD on 24-25 November 2016
Budget Preparation and Monitoring Information Systemicgfmconference
The delegation from the Republic of Serbia will provide an overview of the changes that are being introduced in the budgeting process in the Republic of Serbia, specifically the major shift from a line budget to program budgeting. Presenters include:
Mr. Ivan Maričić, Treasurer, Republic of Serbia
Mr. Milorad Ivšan, Senior Advisor, Division Head, Republic of Serbia
Ms. Danka Božić, Junior Advisor in the Public Debt Management Department, Republic of Serbia
The strategic planning system in Lithuania has developed in three phases from 1999 to the present. It is centered around strategic plans that ministries prepare which are linked to the annual budget. There is also a hierarchy of strategic documents including long, medium, and short-term plans as well as cross-cutting plans and annual government priorities. Central coordination is provided by the Office of the Government and Ministry of Finance, and monitoring and evaluation systems have been established though evaluation implementation has faced challenges due to capacity. Political support, leadership, coordination, communication, and a pragmatic approach are seen as important factors for the success of the strategic planning system.
Evolving of PFM for economic policy - game of tools and rules (focus on Slove...OECD Governance
This presentation was made by Irena Rostan, Slovenia, at the 12th Annual Meeting of OECD-CESEE Senior Budget Officials held in Ljubljana, Slovenia, on 28-29 June 2016
This presentation was made by Elena PECHAN, Ministry of Finance, Belarus, at the 15th Annual Meeting of OECD-CESEE Senior Budget Officials held in Minsk, Belarus, on 4-5 July 2019
The French LoLF - Guy Cazenave-Lacroutz, FranceOECD Governance
This presentation was made by Guy Cazenave-Lacroutz, Ministère des Forces armées et des Anciens combattants, France, at the 12th Annual Meeting on Performance and Results held at the OECD on 24-25 November 2016
Budget Preparation and Monitoring Information Systemicgfmconference
The delegation from the Republic of Serbia will provide an overview of the changes that are being introduced in the budgeting process in the Republic of Serbia, specifically the major shift from a line budget to program budgeting. Presenters include:
Mr. Ivan Maričić, Treasurer, Republic of Serbia
Mr. Milorad Ivšan, Senior Advisor, Division Head, Republic of Serbia
Ms. Danka Božić, Junior Advisor in the Public Debt Management Department, Republic of Serbia
The document summarizes key aspects of the Hellenic Parliament's Parliamentary Budget Office (PBO). It outlines the PBO's legal framework, mission to monitor Greece's state budget and provide assistance to parliamentary committees. It describes the PBO's administration and functioning. The majority of the document discusses the PBO's quarterly reports, including their structure, methodology, sources, special topics covered, and some of the findings presented in past reports from 2013 to 2015 regarding Greece's economic challenges in meeting fiscal targets and implementing reforms.
The government may be overestimating the structural fiscal surplus. Calculations by the Fiscal Council show a serious risk that the structural budget position for 2014–2015 has been overestimated. For this reason the Fiscal Council recommends that the government draft its budget for 2015 so that the structural surplus in the general government budget is not less than the 0.8% of GDP noted in the summer forecast.
http://eelarvenoukogu.ee/news/the-government-may-be-overestimating-the-structural-fiscal-surplus
OECD, 10th Meeting of CESEE Senior Budget Officials - Ivana Jakir-Bajo, CroatiaOECD Governance
This presentation by Ivana Jakir-Bajo, Croatia, was made at the 10th Meeting of CESEE Senior Budget Officials held in Den Haag on 26-27 June 2014. Find more information at http://www.oecd.org/gov/budgeting/10thannualmeetingofseniorbudgetofficialsfromcentraleasternandsoutheasterneuropeanceseecountries.htm
This presentation was made by Jon Magnusson, Parliament of Iceland, at the 8th meeting of Parliamentary Budget Officials and Independent Fiscal Institutions held in Paris on 11-12 April 2016.
SBO-PBO-IFI-april-2016
Assessment of financial resources for implementation of the National Action ...Gobernabilidad
This document summarizes the costing exercise conducted for the National Action Plan (NAP) 2012-2014 of the Kyrgyz Republic's National Strategy to achieve gender equality by 2020. Key points:
- The Ministry of Youth, Labor and Employment initiated costing of the NAP to make it a working instrument for gender equality policy. They worked with other ministries, experts, and UN Women.
- They estimated costs for each NAP goal, priority, task and measure using formulas. The total NAP budget for 2012-2014 was estimated at 12.5 million USD.
- However, the financial gap between estimated costs and confirmed state budget allocations was 89.8%, indicating heavy reliance would
CBO's Contribution to Fiscal Transparency - Bob Sunshine, United StatesOECD Governance
This presentation was made by Bob Sunshine, US Congressional Budget Office, at the 8th meeting of Parliamentary Budget Officials and Independent Fiscal Institutions held in Paris on 11-12 April 2016.
EU budget focused on results initiative - Marco Carnaccini, ECOECD Governance
The document discusses the performance framework of the EU budget. It outlines the key elements of the framework, including legislation, Europe 2020 objectives, the multiannual financial framework, evaluations, and reporting. It provides an overview of the "EU Budget Focused on Results" initiative, including progress made in 2015-2016 to strengthen results-based budgeting. It also discusses conclusions, noting that the performance framework is aligned with international standards and that progress improving it will be gradual.
Concept Note: "OECD Budgeting Outlook" - Ronnie Downes, OECDOECD Governance
This presentation was made by Ronnie DOWNES, OECD, at the 38th Annual Meeting of OECD Senior Budget Officials held in Lisbon, Portugal, on 1-2 June 2017
Vol5 LGU Budget And Expenditure Management Toolsrommer101
This document provides guidelines and tools for local governments in the Philippines for budget preparation, authorization, review, execution, and accountability. It discusses approaches for analyzing income and expenditure trends, formulating revenue estimates, setting expenditure ceilings, costing activities, and defining performance indicators. Forms and tables are provided for each stage of the budget process to guide analysis and ensure compliance with requirements.
One of my last presentations when I was still with DBM (March 2016), on recent fiscal transparency reforms that, apart from improving the Philippines' score in the Open Budget Index, sought to empower citizens in the budget process.
The National Audit Office of Lithuania as an Independent Fiscal Institution.....OECD Governance
The National Audit Office of Lithuania fulfills three roles: Supreme Audit Institution, Audit Authority, and Independent Fiscal Institution. As an Independent Fiscal Institution, the National Audit Office endorses and assesses macroeconomic and budgetary forecasts, monitors fiscal policy and budget execution, and promotes fiscal transparency. It has independence and non-partisanship, and resources of 200,000 Euros annually. The office submits opinions to Parliament and responds to parliamentary questions to contribute to legislative debate.
Budget Profile of Portugal - Andre Marcalo, PortugalOECD Governance
1) The Portuguese Public Financial Management Reform Unit (UniLEO) was created to lead the implementation of a new Budget Framework Law and the transition to new Public Accounting Rules.
2) UniLEO has established an implementation plan with projects focused on the State Accounting Entity, Central Accounting and Reporting System, and consolidation process to improve reliability, transparency and accountability of public finances.
3) Key tasks to transition entities to the new accounting rules include setting technical requirements, training programs, and monitoring entity progress through a dynamic questionnaire and transition guidelines.
Gloucester county va adopted fy16 budget capital budgetKenneth Hogge Sr
This document provides an overview of the adopted budget for Gloucester County, Virginia for the 2016 fiscal year. It includes an introduction to the county, its leadership and organizational structure. The budget overview includes revenues and expenditures by fund, including the general fund, school funds, social service funds, capital funds, debt fund, sanitary district funds, utilities fund, and mosquito control fund. It also includes appendices with additional financial details. The overall document is designed to inform residents, officials and other stakeholders about Gloucester County's financial plans and operations for the 2016 fiscal year.
Gloucester County, Virginia Fy17 adopted budget and Fy17 adopted capital budgetKenneth Hogge Sr
Community
Development
Board of
Supervisors
County
Administrator
Director of
Financial
Services
Human
Resources
County
Attorney
Registrar
Commissioner
of Revenue
Real Estate
Assessment
Information
Technology
Geographic
Information
Systems
Housing
Program
Public Works
Engineering
Buildings &
Grounds
Refuse
Landfill
Health &
Welfare
Health
Department
Mental
Health
Social
Services
Public Safety
Sheriff
Jail
Economic Environment - Christian KASTROP, OECDOECD Governance
This presentation was made by Christian Kastrop, OECD, at the 38th Annual Meeting of OECD Senior Budget Officials held in Lisbon, Portugal, on 1-2 June 2017
This document discusses Vietnam's institutional arrangements for measuring GDP at the national and regional/provincial levels. There were large discrepancies between national GDP figures and sums of regional GDP. To address this, Vietnam plans to: 1) Have the central government agency calculate GDP for multi-regional corporations while provinces calculate GDP for local entities; 2) Better identify corporate establishments by province; and 3) Have only the central agency publish national and regional GDP figures to improve consistency.
Spending reviews - Raymond Bausch, LuxembourgOECD Governance
This presentation was made by Raymond Bausch, Luxembourg, at the 12th Annual Meeting on Performance and Results held at the OECD, Paris, on 24-25 November 2016
This presentation by Gelardina Prodani, Albania, was made at the 10th Meeting of CESEE Senior Budget Officials held in Den Haag on 26-27 June 2014. Find more information at http://www.oecd.org/gov/budgeting/10thannualmeetingofseniorbudgetofficialsfromcentraleasternandsoutheasterneuropeanceseecountries.htm
The document summarizes key aspects of the Hellenic Parliament's Parliamentary Budget Office (PBO). It outlines the PBO's legal framework, mission to monitor Greece's state budget and provide assistance to parliamentary committees. It describes the PBO's administration and functioning. The majority of the document discusses the PBO's quarterly reports, including their structure, methodology, sources, special topics covered, and some of the findings presented in past reports from 2013 to 2015 regarding Greece's economic challenges in meeting fiscal targets and implementing reforms.
The government may be overestimating the structural fiscal surplus. Calculations by the Fiscal Council show a serious risk that the structural budget position for 2014–2015 has been overestimated. For this reason the Fiscal Council recommends that the government draft its budget for 2015 so that the structural surplus in the general government budget is not less than the 0.8% of GDP noted in the summer forecast.
http://eelarvenoukogu.ee/news/the-government-may-be-overestimating-the-structural-fiscal-surplus
OECD, 10th Meeting of CESEE Senior Budget Officials - Ivana Jakir-Bajo, CroatiaOECD Governance
This presentation by Ivana Jakir-Bajo, Croatia, was made at the 10th Meeting of CESEE Senior Budget Officials held in Den Haag on 26-27 June 2014. Find more information at http://www.oecd.org/gov/budgeting/10thannualmeetingofseniorbudgetofficialsfromcentraleasternandsoutheasterneuropeanceseecountries.htm
This presentation was made by Jon Magnusson, Parliament of Iceland, at the 8th meeting of Parliamentary Budget Officials and Independent Fiscal Institutions held in Paris on 11-12 April 2016.
SBO-PBO-IFI-april-2016
Assessment of financial resources for implementation of the National Action ...Gobernabilidad
This document summarizes the costing exercise conducted for the National Action Plan (NAP) 2012-2014 of the Kyrgyz Republic's National Strategy to achieve gender equality by 2020. Key points:
- The Ministry of Youth, Labor and Employment initiated costing of the NAP to make it a working instrument for gender equality policy. They worked with other ministries, experts, and UN Women.
- They estimated costs for each NAP goal, priority, task and measure using formulas. The total NAP budget for 2012-2014 was estimated at 12.5 million USD.
- However, the financial gap between estimated costs and confirmed state budget allocations was 89.8%, indicating heavy reliance would
CBO's Contribution to Fiscal Transparency - Bob Sunshine, United StatesOECD Governance
This presentation was made by Bob Sunshine, US Congressional Budget Office, at the 8th meeting of Parliamentary Budget Officials and Independent Fiscal Institutions held in Paris on 11-12 April 2016.
EU budget focused on results initiative - Marco Carnaccini, ECOECD Governance
The document discusses the performance framework of the EU budget. It outlines the key elements of the framework, including legislation, Europe 2020 objectives, the multiannual financial framework, evaluations, and reporting. It provides an overview of the "EU Budget Focused on Results" initiative, including progress made in 2015-2016 to strengthen results-based budgeting. It also discusses conclusions, noting that the performance framework is aligned with international standards and that progress improving it will be gradual.
Concept Note: "OECD Budgeting Outlook" - Ronnie Downes, OECDOECD Governance
This presentation was made by Ronnie DOWNES, OECD, at the 38th Annual Meeting of OECD Senior Budget Officials held in Lisbon, Portugal, on 1-2 June 2017
Vol5 LGU Budget And Expenditure Management Toolsrommer101
This document provides guidelines and tools for local governments in the Philippines for budget preparation, authorization, review, execution, and accountability. It discusses approaches for analyzing income and expenditure trends, formulating revenue estimates, setting expenditure ceilings, costing activities, and defining performance indicators. Forms and tables are provided for each stage of the budget process to guide analysis and ensure compliance with requirements.
One of my last presentations when I was still with DBM (March 2016), on recent fiscal transparency reforms that, apart from improving the Philippines' score in the Open Budget Index, sought to empower citizens in the budget process.
The National Audit Office of Lithuania as an Independent Fiscal Institution.....OECD Governance
The National Audit Office of Lithuania fulfills three roles: Supreme Audit Institution, Audit Authority, and Independent Fiscal Institution. As an Independent Fiscal Institution, the National Audit Office endorses and assesses macroeconomic and budgetary forecasts, monitors fiscal policy and budget execution, and promotes fiscal transparency. It has independence and non-partisanship, and resources of 200,000 Euros annually. The office submits opinions to Parliament and responds to parliamentary questions to contribute to legislative debate.
Budget Profile of Portugal - Andre Marcalo, PortugalOECD Governance
1) The Portuguese Public Financial Management Reform Unit (UniLEO) was created to lead the implementation of a new Budget Framework Law and the transition to new Public Accounting Rules.
2) UniLEO has established an implementation plan with projects focused on the State Accounting Entity, Central Accounting and Reporting System, and consolidation process to improve reliability, transparency and accountability of public finances.
3) Key tasks to transition entities to the new accounting rules include setting technical requirements, training programs, and monitoring entity progress through a dynamic questionnaire and transition guidelines.
Gloucester county va adopted fy16 budget capital budgetKenneth Hogge Sr
This document provides an overview of the adopted budget for Gloucester County, Virginia for the 2016 fiscal year. It includes an introduction to the county, its leadership and organizational structure. The budget overview includes revenues and expenditures by fund, including the general fund, school funds, social service funds, capital funds, debt fund, sanitary district funds, utilities fund, and mosquito control fund. It also includes appendices with additional financial details. The overall document is designed to inform residents, officials and other stakeholders about Gloucester County's financial plans and operations for the 2016 fiscal year.
Gloucester County, Virginia Fy17 adopted budget and Fy17 adopted capital budgetKenneth Hogge Sr
Community
Development
Board of
Supervisors
County
Administrator
Director of
Financial
Services
Human
Resources
County
Attorney
Registrar
Commissioner
of Revenue
Real Estate
Assessment
Information
Technology
Geographic
Information
Systems
Housing
Program
Public Works
Engineering
Buildings &
Grounds
Refuse
Landfill
Health &
Welfare
Health
Department
Mental
Health
Social
Services
Public Safety
Sheriff
Jail
Economic Environment - Christian KASTROP, OECDOECD Governance
This presentation was made by Christian Kastrop, OECD, at the 38th Annual Meeting of OECD Senior Budget Officials held in Lisbon, Portugal, on 1-2 June 2017
This document discusses Vietnam's institutional arrangements for measuring GDP at the national and regional/provincial levels. There were large discrepancies between national GDP figures and sums of regional GDP. To address this, Vietnam plans to: 1) Have the central government agency calculate GDP for multi-regional corporations while provinces calculate GDP for local entities; 2) Better identify corporate establishments by province; and 3) Have only the central agency publish national and regional GDP figures to improve consistency.
Spending reviews - Raymond Bausch, LuxembourgOECD Governance
This presentation was made by Raymond Bausch, Luxembourg, at the 12th Annual Meeting on Performance and Results held at the OECD, Paris, on 24-25 November 2016
This presentation by Gelardina Prodani, Albania, was made at the 10th Meeting of CESEE Senior Budget Officials held in Den Haag on 26-27 June 2014. Find more information at http://www.oecd.org/gov/budgeting/10thannualmeetingofseniorbudgetofficialsfromcentraleasternandsoutheasterneuropeanceseecountries.htm
Management of public investment in Turkey - Hakan Ay, TurkeyOECD Governance
This presentation was made by Hakan Ay, Turkey, at the 11th Annual Meeting of Central, Eastern and South-Eastern Senior Budget Officials (CESEE SBO) held in Warsaw, Poland, on 21-22 May 2015.
The Albanian Ministry of Finance adopted a comprehensive public finance management reform strategy for 2014-2020. The strategy aims to ensure transparency, accountability, fiscal discipline and efficiency in managing public resources to improve service delivery and economic growth. This reform strategy is important for achieving objectives like poverty reduction and accession to the European Union.
The strategy establishes clear monitoring and reporting processes to track progress. Key aspects of reform include sustainable fiscal planning, improved financial reporting, effective oversight of public finances, and strengthened internal controls. Reform progress is measured using indicators in areas such as budget credibility, revenue collection, public investment, and public administration. The first annual report found most indicators were met, demonstrating progress in implementing needed reforms to Albania's public financial management
This document discusses data requirements for national policymaking in Turkey. It outlines the main administrative bodies that guide economic policy and the key policy documents they produce, including Development Plans, Medium Term Programs, and sectoral strategies. It also examines the types of statistics that are used in these documents, such as national accounts, employment, and banking data. The document identifies several areas where additional or improved data is needed, such as updated input-output tables, more disaggregated private sector investment and capital stock data, and addressing inconsistencies between different data producers.
Progress and Way Forward UNDAF Uzbekistan 2016-2020UNDP Uzbekistan
This document summarizes progress on the UNDAF Uzbekistan 2016-2020 and outlines plans for future work. It discusses key achievements in supporting SDG localization, public finance reforms, enabling business environment, and rural livelihoods. It identifies lessons learned and proposes focusing future joint work plans on developing an SDG monitoring framework, informing labor market policies, strengthening public-private dialogue, addressing human security risks of the Aral Sea disaster, promoting exports and FDI, and improving rural livelihoods. Key implementation partners will include various government ministries and international organizations.
Budget for Outcomes - Stefan Kiss, Slovak RepublicOECD Governance
The document summarizes Slovakia's spending review process and goals of increasing efficiency and value for money in public expenditures. Key points include:
- Spending reviews target specific sectors (education, health) or functions (IT, wages) and aim to cut inefficient spending and promote high-value programs.
- Reviews are led by the Ministry of Finance but involve analytical units within line ministries to supplement existing budgeting processes.
- Measures identified in reviews become part of budget negotiations and documentation and some are incorporated into the annual state budget. Outcome indicators track progress in priority areas.
This document summarizes the OECD's analysis of G-20 countries' growth strategies. It discusses the OECD's role in assessing the strategies and quantifying their potential economic impacts. The OECD found over 950 policy commitments in the strategies, spanning areas like investment, employment, competition and trade. Using economic modeling, the OECD estimates these commitments could increase G-20 GDP by 1.8% by 2018, though there is uncertainty in such forecasts. Next steps include finalizing the strategies, monitoring their implementation, and further OECD analysis of fiscal policy impacts.
This document outlines the process for developing an Operational Programme (OP) for allocating EU structural funds. It discusses:
1) The requirements and key contents of an OP, including a SWOT analysis, strategic objectives, financial plan, and indicators.
2) The multi-stage OP preparation process, including organizing stakeholders, conducting a SWOT analysis, setting strategic goals and priorities, allocating budgets, and undergoing an ex-ante evaluation.
3) The roles of various stakeholders in the OP development and approval process, which requires coordination between the candidate country, EU, and other national and regional partners.
The document provides an overview of EU funding in Central and Eastern Europe from 2007-2015. It summarizes the available budgets, contracted funds, paid funds, and certification ratios for EU Structural and Cohesion Funds (SCF) during the 2007-2013 and 2014-2020 programming periods across multiple Central and Eastern European countries. The report also outlines the main categories and goals of European Regional Development Fund (ERDF), European Social Fund (ESF), and Cohesion Fund (CF) investments.
This document presents the South East Europe 2020 Strategy, which aims to boost prosperity and job creation in the region within a European perspective. The strategy outlines an ambitious but achievable vision for the region to accelerate economic growth, competitiveness, and integration with the EU by 2020. It proposes five pillars to guide development: Integrated Growth, Smart Growth, Sustainable Growth, Inclusive Growth, and Governance for Growth. The strategy includes specific targets, a detailed action plan of policy measures, and a governance structure to ensure implementation and monitoring of progress. The overall goal is for the countries in the region to work together towards higher living standards through more coordinated regional cooperation and reforms.
Evaluation and monitoring: France case-study -- Véronique Fouque, FranceOECD Governance
Presentation by Véronique Fouque, France, at the 11th annual meeting of the OECD Senior Budget Officials Performance and Results network, Paris, 26-27 November 2015.
This presentation was made by Friederike SCHWARZENDORFER, Ministry of Finance, Austria, at the 39th Annual SBO meeting held in Jerusalem on 6-7 June 2018.
Implementing cohesion policy, by Peter Heil and Tibor Polgar, at the workshop organised by SIGMA in Podgorica on 23-24 June 2015, the objective of which is to provide the relevant national authorities with an overview of the EU's cohesion policy (Chapter 22). For further information please contact: klas.klaas@oecd.org.
OECD Budgeting Outlook - Ronnie DOWNES, OECD SecretariatOECD Governance
This document summarizes the OECD's plans to publish a new flagship budgeting publication called the "Budgeting Outlook". The publication will integrate information from various OECD surveys on budgeting practices, including a new 2018 survey on capital budgeting and infrastructure governance. It will serve as an international reference on modern budgeting practices. The document outlines the topics that will be covered in the new publication, such as capital budgeting, public-private partnerships, and the governance of infrastructure projects. It provides timelines showing that a draft will be presented in June 2018 and the final publication will be released in October 2018.
Improving the quality and impact of annual performance reporting - Sanita Til...OECD Governance
This presentation was made by Sanita Tiltina, Ministry of Finance, Latvia, at the 14th Annual Meeting of the OECD Senior Budget Officials Performance & Results network held at the OECD Conference Centre, Paris, on 26-27 November 2018
Presentation given by Ukraine at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by Moldova at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by Armenia at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by Montenegro at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by SIGMA at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Photo gallery from Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by Montenegro at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by Montenegro at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by Georgia at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by SIGMA at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by the Republic of Slovenia Ministry of Higher Education at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by ReSPA at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by Bosnia and Herzegovina at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by Montenegro at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by the Republic of North Macedonia at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by Ukraine at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by Serbia at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Omnichannel management, presentation given by Willem Pieterson. SIGMA Webinar series on service design and delivery in the Western Balkan region in 2023. Topic 3: Omni and Multi-channel service design and delivery.
The document discusses Montenegro's electronic health system and ezdravlje.me platform. It provides information on the country's Integral Information System of Healthcare which connects various health institutions. It also details the numbers involved in development including 13 information systems, 3000 computers, and 5000 users. Furthermore, it outlines 10 electronic services available on the ezdravlje.me platform including eScheduling, ePrescription, eReport.lab, and ePharmacy. The summary concludes by mentioning plans for an eRecord service to provide a good basis of patient data in Montenegro's health information system.
More from Support for Improvement in Governance and Management SIGMA (20)
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Presentation by Julie Topoleski, CBO’s Director of Labor, Income Security, and Long-Term Analysis, at the 16th Annual Meeting of the OECD Working Party of Parliamentary Budget Officials and Independent Fiscal Institutions.
The Power of Community Newsletters: A Case Study from Wolverton and Greenleys...Scribe
YOU WILL DISCOVER:
The engaging history and evolution of Wolverton and Greenleys Town Council's newsletter
Strategies for producing a successful community newsletter and generating income through advertising
The decision-making process behind moving newsletter design from in-house to outsourcing and its impacts
Dive into the success story of Wolverton and Greenleys Town Council's newsletter in this insightful webinar. Hear from Mandy Shipp and Jemma English about the newsletter's journey from its inception to becoming a vital part of their community's communication, including its history, production process, and revenue generation through advertising. Discover the reasons behind outsourcing its design and the benefits this brought. Ideal for anyone involved in community engagement or interested in starting their own newsletter.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
karnataka housing board schemes . all schemesnarinav14
The Karnataka government, along with the central government’s Pradhan Mantri Awas Yojana (PMAY), offers various housing schemes to cater to the diverse needs of citizens across the state. This article provides a comprehensive overview of the major housing schemes available in the Karnataka housing board for both urban and rural areas in 2024.
Presentation by Rebecca Sachs and Joshua Varcie, analysts in CBO’s Health Analysis Division, at the 13th Annual Conference of the American Society of Health Economists.
Indira awas yojana housing scheme renamed as PMAYnarinav14
Indira Awas Yojana (IAY) played a significant role in addressing rural housing needs in India. It emerged as a comprehensive program for affordable housing solutions in rural areas, predating the government’s broader focus on mass housing initiatives.
3. AjointinitiativeoftheOECDandtheEuropeanUnion,
principallyfinancedbytheEU
• Area: 20,273 sq. km
• Capital: Ljubljana
• Population of 2 million
• EU member state - May 2004
• Euro area - January 2007
• Schengen Space - December
2007
• OECD member (May 2010)
About Slovenia: Key Statistics and Indicators 2019
Source: UMAR and *SORS, realease
Source: SORS, *ESA methodology
Source: AJPES, SORS
3
Real growth (%) 2016 2017 2018* 2019f 2020f
Gross domestic product 3.1 4.9 4.5 3.4 3.1
Exports 6.4 10.7 7.2 5.1 5.3
Imports 6.6 10.3 7.7 6.0 5.8
Private consumption 3.9 1.9 2.2 2.9 2.4
Gross fixed capital formation -3.7 10.7 10.6 7.7 7.0
Government consumption 2.7 0.5 2.6 2.2 1.9
Annual growth (%) 2016 2017 2018 2019f 2020f
Employment according to the SNA 1,8 2,9 3,0 2,0 1,0
Unemployment rate (ILO in %) 8,0 6,6 5,1 4,3 3,9
Wage per employee (real, gross) 2,0 1,3 1,6 3,3 3,5
Productivity ( GDP per employee) 1,3 1,9 1,5 1,4 2,1
Unit labour costs (nominal)* 1,8 1,3 2,5 3,7 3,4
Inflation (end of year) 0,5 1,7 1,4 2,2 2,2
% of GDP 2016 2017 2018 2019f 2020f
General government balance* -1.9 0.0 0.7 0.9 1.0
General government debt* 78.7 74.1 70.1 65.4 61.3
Dec_2016 Dec_2017 Dec_2018 Jan _2019 May_2019
Total employment
824.485 856.201 887.170 881.245 896.129
Public sector employees (total)
235.841 236.676 240.035 239.365 241.567
% of public sector in total
employment 28,6 27,6 27,1 27,2 27,0
4. AjointinitiativeoftheOECDandtheEuropeanUnion,
principallyfinancedbytheEU
AjointinitiativeoftheOECDandtheEuropeanUnion,
principallyfinancedbytheEU
Slovenia's Development Strategy 2030
Vision, 5 strategic orientations, 12 goals
WHAT about development priorities, investment
priorities, institutional setup and structural
changes?
Programme of
Development
Priorities and
Policies
National Reform
Programme
Stability
Programme =
Fiscal strategy
within 4y MTBF
State budget,
Municipal budgets,
Health Insurance fund,
Pension and Disability
fund → GG or S.13
Operational
programmes Development
Report (IMAD)
Macroeconomic
forecast (IMAD)
Country specific
recommendations -
CSR
Stability and
Growth Pact
EU 2020
Slovenian strategic planning in
The EU framework (PF aspect)
6. AjointinitiativeoftheOECDandtheEuropeanUnion,
principallyfinancedbytheEU
AjointinitiativeoftheOECDandtheEuropeanUnion,
principallyfinancedbytheEU
Main components of the policy-making
and strategic planning systems
(institutions)
The Government shall propose to the NA the adoption of laws,
the national budget, national programmes and other general legal
acts determining the core and long-term political guidelines for each
of the areas within the competence of the state.
Gov. shall direct the state administration
through the ministeries (13 LM +2
without portfolio: one is GODEUCP).
Decree on development
planning and budget
preparation
Alignment of strategic planning
with budget preparation:
GODEUCP & MoF
RULES OF
PROCEDURE
of the
Government of
the Republic of
Slovenia
Gov. Office
for
Legislation
General
Secretariat
6
7. AjointinitiativeoftheOECDandtheEuropeanUnion,
principallyfinancedbytheEU
AjointinitiativeoftheOECDandtheEuropeanUnion,
principallyfinancedbytheEU
Slovenia case: Who does what ?
• Government annual plan: laws, regulations, strategies
from LM (monthly report), MPA role (no quality control)
• Ministry of Finance: Budget Directorate + Fiscal unit
Office: fiscal forecast, budget preparation, structural balance
(fiscal rule), proposal of economic policy and structural
measures, drafting legal documents, drafting of strategic
documents (NRP, SP, memorandum for state budget)
• IMAD: macroeconomic forecasts, impact of measures,
potential GDP, ex post assessment of fiscal policy, drafting
macro chapter in PS, NRP and memorandum
• Fiscal Council: Ex ante & ex post assessment of fiscal
policy
• Line ministries: sectorial measures and legal proposals
BUT also strategies, pre-conditionalities for EU funds (+200)
• GODECP no clear role now days for development : SDS +
SDG…
10. AjointinitiativeoftheOECDandtheEuropeanUnion,
principallyfinancedbytheEU
AjointinitiativeoftheOECDandtheEuropeanUnion,
principallyfinancedbytheEU
Medium-term programme framework & strategic planning alignment
trough assessment
Macroeconomic estimates
Fiscal estimates/envelope
Expenditure limits on the policy level
PBB & programme classification are useful tool
Sectoral requirements ↑ „wish“ or reality
Technical/finance
aspect - MoF
Policy-related aspect- LM
+ GODEUCP (role?)
Quality estimates
Forecasts vs. targets,
impact of
measures/investments
Income, debt,
expenditure (1), impact
evaluations, multipliers
policy based
Fiscal policy, debt
management, public
expenditure policy over
growth component? Room
for new „costs“, new
impacts TW target from
strategy/programme
Key amendments to
policies – structural
changes – new/better
indicators
Expenditure trend,
spending reviews,
assessment of policies
Assessment and
evaluation of policies and
programmes, investment
planning
Sectoral strategies,
investment policy –
obligatory to asses
„money point of view“ + all
new ideas/prescribed
targets BUT..
A structured, regulated process: a combination from the policy-related aspect and
from the technical aspect
14. AjointinitiativeoftheOECDandtheEuropeanUnion,
principallyfinancedbytheEU
First phase budget preparation:
determination of the Overall Budget Ceiling and
Government Programs = SP &MTBF
Second phase budget preparation:
detailed preparation of line ministries subprograms,
projects and activities
MACROECONOMIC
FORECAST
1st Government budget session
CEILINGS
LINE MINISTRIES
Proposals
according to
priorities
FINAL NEGOTIATIONS
Budget sent to Parliament
2nd Government budget session
Budget adopted by the Government
Expenditure NOT
only B.9 (±)
target
Estimation
of revenues
Public expenditure
ceilings (5 classifications)
+ PRIORITIES
Slovenia case: Budget preparation
process
DBP (whole GG) sent the to EC
15. AjointinitiativeoftheOECDandtheEuropeanUnion,
principallyfinancedbytheEU
AjointinitiativeoftheOECDandtheEuropeanUnion,
principallyfinancedbytheEU
DECREE
on development planning documents and
procedures for the preparation of the
national budgetRegulates:
1. the method of preparation of development documents,
2. the drafting of policies and setting national
development priorities
3. the procedures and documents for the preparation of the
national budget and its amendments, the amending budget,
and other documents related to these acts.
• Applies also to the preparation of government positions on
development planning documents at the level of the
European Union and international organizations, and other
obligations at international level.
• Relevant regulations have to require that budget
components are consistent with national policies and
priorities set in other strategic planning documents
• Defining hierarchy of documents and clear responsibilities
16. AjointinitiativeoftheOECDandtheEuropeanUnion,
principallyfinancedbytheEU
AjointinitiativeoftheOECDandtheEuropeanUnion,
principallyfinancedbytheEU
How can/should we link PF & DevPlan?
• Commitment from institutions, Gov. oversight & ownership
• Mapping all strategic and sectorial objectives and outcomes
(also possible pre-conditionalities for cohesion policy)
• Linking them to fiscal expenditure: setting ceilings on policy
levels
• PBB was focus as link between PF and DevPlan
• Reinforce budgetary framework and set priorities (clear)
Key „on-going processes“: „Easier said than done“
Programme budgeting and strategic planning (to be
mesured, fulfillment of goals/objectives, SMART enough?)
Structural measures: labour market, pensions, health …
Strengthen the capacity for strategy implementation and for
measuring the achievement of results (RIA,
PBB…fiscal/financial aspects)
Modernizing the budget system to better support budget
decision makers (IT)
Re-think aspects in SI:
17. AjointinitiativeoftheOECDandtheEuropeanUnion,
principallyfinancedbytheEU
AjointinitiativeoftheOECDandtheEuropeanUnion,
principallyfinancedbytheEU
How important are RIAs in ensuring
alignment of strategic planning & budget
preparations?
Governments tend to spend more
than they create/collect taxes
Poor analysis of impacts (including
fiscal) can risk policy
implementation (unfunded policies)
RIAs help inform individual decision making about
individual policies and helps budget preparation and
planning. This reduced the risk of unfunded policies.
They link medium-term planning and development
It obliges decision-makers in economic policy, less room
for political maneuvering.
Transparency and "ease" of fiscal planning with clear
priorities and objectives.
18. AjointinitiativeoftheOECDandtheEuropeanUnion,
principallyfinancedbytheEU
AjointinitiativeoftheOECDandtheEuropeanUnion,
principallyfinancedbytheEU Key issues and topics
• Need to have an adequate regulatory and
methodological framework that acknowledges the
need for full alignment of different planning documents
of Government.
• Regulation/law vs polical commitment. Why is not
working?
• Clarity of the status and role/hierarchy of different
planning documents (budget, sectoral strategies, work
plans etc.)
• Clarity in roles and responsibility of various
government players
• A functioning RIA system which should help improve
the quality of individual policies and inform budget
preparation (fiscal impact assessment)
• Programming budgeting and sectoral strategies 18