1. ECONOMIC COMMISSION FOR AFRICA (UNECA)
UNITED NATIONS
ECONOMIC COMMISSION FOR AFRICA (UNECA)
Integrating Accountability and Evidence-based Planning in National Development Planning Processes
Presented by Dr. Stephen Gumboh
Development Planning Consultant
Training Workshop
“Strengthening the Capacities of African Governments for Integrating Accountability in Development Planning”
Lusaka, Zambia

2. TRAINING MODULE IV SECTORAL AND INTEGRATED MULTI-SECTOR DEVELOPMENT PLANNING

3. Sectoral Planning
In the national strategy, sectoral planning in considered as one underpinning factor to national development.
Sectoral planning is deeply based on various sectors of economic activities in a nation.
It is more concerned with linear planning and certain infrastructural facilities in various sectors in the economy in particular and in the Society in general.

4. Sectoral Planning
Sectoral Planning is strategic planning for defined sectors of the economy.
Sector in terms of sectoral planning means the three-dimensional planning that considers only one planning criteria (e.g. Health, Education, Transport etc.)

5. Sectoral Planning
Sectoral planning process includes the following significant characteristics:
Presents the detailed sectoral development objectives,
Provides the supporting Infrastructure for sector development
Gives the private sector a systematic process for participating in sector planning
Promotes a more efficient and equitable use of resources because of coordination and support of the private sector.

6. Sectoral Planning
Facilitates sustainable development through linking budget to plan implementation,
Combines sectoral approaches in the context of comprehensive development planning.
Focuses on a manageable area in terms of unique needs of that portion of the sector.

7. Sectoral Planning Model
Strategic planning model hinges on:
setting of goals, determining actions to achieve the goals, and mobilizing resources to execute the actions.
describing how the ends (goals) are to be achieved by the means (resources)

8. Sectoral Planning Model
aims at identification, prioritization and validation of policies, programmes and projects at the district, provincial and national levels in a systematic manner and with agreed instruments.
defines objectives, strategies and associated costs.

9. Sectoral Planning Model
The ultimate aim of the model is to identify, prioritize and validate policies at all levels with the full participation of stakeholders.
This is to ensure that all considerations are made for all aspects that can go wrong or right during implementation of programmes.

10. Integrated multi-sectoral development approach
The integrated development approach guided the formulation of the national strategy.
The integrated development approach emphasis on the need of coordinating different perception of development under a single management system of essential components required to get development moving.

11. Integrated multi-sectoral development approach
Its design provides an important role for stakeholders in planning, decision-making and implementation of the programmes.
The main emphasis is on balanced development and coordination of all principal factors required for cross-sectoral development. This enables the triggering of mutually supporting activities in multiple sectors.

12. Understanding the Approach
It addresses regional development imbalances and promote local economic development
It reduces income inequalities by considering competitiveness and comparative advantages (promoting diversification).
It enables targeting of development interventions in needy areas

13. Understanding the Approach
It shifts focus of development from Sectoral to Integrated approach with a regional perspective by:
Bringing up multi-sectoral strategies that respond to national development objectives
Identifying national strategic programmes which all sectors can focus on.

14. Understanding the Approach
focusing resources on priority sectors unlike the case for sectoral approach that allows thinly spread of resources across sectors with minimal impact.
focusing on limited number of priorities to focus on such as those having the greatest impact or higher rate of return on sector prioritized.

15. Success Factors
In order to realize the aspirations of this strategy, there is need to consider the success factors critical to its effective implementation.
Key success factors are:
Development of plan with a clear focus/ strategy to conform to the shift from sectoral approach to Integrated or Multi-sectoral approach to enhance the promotion of local participation in development planning process

16. Success Factors
the formulation of a change management strategy as part of the implementation strategy to include change management programmes aimed at bringing about mind-set change among all stakeholders, including the public at large.
development of sub-strategies that would define the utilization of accountability frameworks and evidence-based tools for development in planning at national, provincial and district levels.
This would further ensure exploration and establishment of new approaches for successful strengthening of institutional capacities for implementation.

17. Success Factors
active engagement of stakeholders in the full range of sustainable development activities, as well as the national Strategy.
Development of a National Performance Framework (NPF) to enhance policy cycle and strategic vision through establishment of strong linkage between defined National Outcomes and Key Performance Indicators in the NPF with those in NDP and Vision 2030
Development of Sector Performance Frameworks (SPF) to improve the alignment of the MTEF with the NDP and Vision 2030.

18. TRAINING MODULE V LINKING PLANNING AND BUDGETING IN ACCOUNTABILITY SETTING

19. Integrated Planning and Budgeting Processes
In line with the national strategy, integration of the planning and budgeting processes is one key factor for effective coordination of national development.
Key aspects of a coordinated and integrated development planning and budgeting system hinge on responsiveness, transparency, accountability and results orientation.

20. Integrated Planning and Budgeting Processes
Some essential features of an accountable and robust development planning system are:
Greater results-orientation and strengthening of synergies in the various planning processes.
Improved resource allocation as well as public expenditure efficiency
More participatory/ decentralized development planning and budgeting processes
Enhanced budget credibility.

21. Integrated Planning and Budgeting Processes
In terms of strategies, integration of planning and budgeting processes hinge on:
harmonization of the programme classification used in development planning with that used in the annual budgeting process;
strengthening inter and intra institutional arrangements for linking planning and budgeting at all levels and
expansion of the scope of Activity Based Budgeting to Output Based Budgeting

22. Integrated Planning and Budgeting Processes
With regard to integration of the budget in the national development planning process, Output Based Budgeting is one accountability aspect.
Another aspect in linking planning and budgeting in accountability is embracing performance budgeting and Result-based budgeting in the processes.

23. Output Based Budgeting
Enhances role of the budget as a vehicle to spearhead development and deliver public service.
Enhances funding on basis of delivery of planned and actual outputs and outcome.

24. Output Based Budgeting
The output budgeting determines the desired outputs and then works backwards by grouping together all the costs of achieving the output regardless of the number of agencies involved in producing the output.

25. Salient feature Output Based Budgeting
It groups together all the costs of achieving a given output regardless of the number of agencies involved in producing it.
It places emphasis on full costing including overheads

26. Salient feature Output Based Budgeting
It defines output in terms of measurable indicators.
It assess the quality of goods and services provided by the government against those provided by the private sector
It compares the planned outputs with actual outputs to gauge efficiency and effectiveness.

27. Performance budgeting
Performance budgeting presents the purposes and the objectives, for which the funds are required, the costs of the programmes proposed for achieving these objectives and quantitative data measuring the accomplishments and work performance and with which programme.

28. Elements of Performance budgeting
It contains all other elements of output budgeting
It incorporates explicit performance measures which are the key performance indicators and systems of performance assessments such as the quarterly, monthly and annual performance reviews.
It includes high levels of accountability with associated rewards and sanctions.
It achieves operational efficiency and imposes accountability for results.

29. Salient features of Performance budgeting
The contents of a performance based budgeting presents a results based chain of activities to achieve a specified objective.
The formant of a performance budgeting includes data inputs, outputs and impacts of each objective.
The orientation of performance budgeting focuses on results and not much on inputs.

30. Salient features of Performance budgeting
The management paradigm of performance budgeting is that:
It has managerial flexibility over inputs and programme design
It maintains a high level of accountability for service delivery output performance.

31. Salient features of Performance budgeting
It shifts the focus on resource allocation from the objects of expenditure to public programmes designed to serve strategic objectives of the government.
It depends highly on reliable performance measurements and reporting.

32. Salient features of Performance budgeting
It shifts the focus on resource allocation from the objects of expenditure to public programmes designed to serve strategic objectives of the government.
It depends highly on reliable performance measurements and reporting.

33. Result-based budgeting
Result-based budgeting (RBB) is a broad management strategy aimed at changing the way a government operates, with improving performance and achieving results as the central focus.
RBB enhances value for money by matching programme costs with programme results, and by comparative assessments of programme efficiency, effectiveness and relative worth in delivering the desired results.

34. Salient Features of Results-based budgeting
Budget formulation process revolves around a set of predefined objectives and expected results,
Expected results justify the resource requirements which are derived from and linked to outputs required to achieve such results and
Actual performance in achieving results is measured by objective performance indicators.