Reviewing the Controller and Auditor General's reports for 2008/9
PFMRP Phase IV Brief Overview PEFA, other diagnostic reports along with the CAG and PAC reports provided the frame of reference for development of PHASE IV of PFM reform program. The strategy and the supporting M&E framework has been organized under five KEY RESULTS AREAs each of which target specific PFM challenges and/or areas of weakness. The M&E framework has been developed with milestones under each KRA that monitor the results produced. DPs have organized their participation with DP leads established for each of the 5 KRAs. This is PFMRP Phase IV Key Results Areas KRA 1 Revenue Management policy development, projection, collection and administration Output 1.1: Improved quality of forecasting of fiscal aggregates for three years on a rolling basis Output 1.2: The Government improves efficiency in domestic revenue mobilization both at the policy and the administration levels by updating legal instruments towards international best practices
Output 1.3: Strengthened capacity of local government authorities to collect revenue by 2015 Output 1.4: Increase of donor funding that flows through the exchequer system by 2016 KRA 1 Output 1.1 Outputs Performance Indicators Indicator Baseline 2011 Indicator Target 2017 Milestones KRA 1 Revenue Management: Strengthened systems, processes and procedures for improving the operational capability of the revenue collection by June 2016 Output 1.1: Improved quality of forecasting of fiscal aggregates for three years on a rolling basis Aggregate revenue outturn compared to original approved budget (PEFA: PI-3) Actual domestic revenue collection was below 92% of budgeted domestic revenue estimated in no more than one of the last three years. (PEFA: C) Actual domestic revenue collection is below 94% of budgeted domestic revenue in no more than one of the last three years. (PEFA: B)
Study on forecasting targets and actual revenue collection by June 2013 Recommendations from study on forecasting targets and actual revenue collection informs budget preparations for budget 2014/15. Increase in number and quality of participating MDAs and LGAS with staff capable providing accurate, realistic revenue projections Less than 5% of participating MDAs and LGAS providing accurate, realistic revenue projections in 2010/11 50% of participating MDAs and LGAS providing accurate, realistic revenue projections by 2017 A team of trainers in revenue forecasting developed by June 2014 (milestone to be reviewed in line with recommendations from the study) PFMRP Phase IV Key Results Areas KRA 2- Budgeting and Planning capacity development and systems enhancements. Output 2.1: Strengthened capacity of MDAs, RSs and LGAs in implementing program based budgeting by June 2016.
Output 2.2: Increased effective utilization of Planning and budgeting tools by 2016 Output 2.3: Strengthened capacity of LGAs for MTEF preparation by 2015 PFMRP Phase IV Key Results Areas KRA 3 Budget Execution, Accountability and Transparency cash management, debt management, transition to full accrual accounting, fixed asset management, procurement policy, management, and financial reporting. Output 3.1: Improved public procurement performance by PEs by 2015 Output 3.2: Strengthened public sector procurement by June 2015 Output 3.3: Strengthened capacity of MDAs, RSs and LGAs in Cash management by 2015 Output 3.4: Strengthened public debt management capacity by 2015 Output 3.5: Improved integrity and content of government financial statements and the migration from IPSAS cash to IPSAS accrual accounting for all government accounts is progressing in
accordance with plans. Output 3.6: Improved accountability in management of Government Assets for supporting migration to IPSAS Accrual PFMRP Phase IV Key Results Areas KRA 4 Budget Control and Oversight. Focus on Internal Audit Department, PPRA, CAG / NAO and the TRA. Output 4.1: Increased coverage and quality of the internal audit functions by 2016 Output 4.2: Strengthened External audit functions by 2016 Output 4.3: Improved transparency on audit reports (central, local and parastatal levels) to strengthen scrutiny and accountability. Output 4.4: Improved performance of parastatals by June 2016. Output 4.5: Strengthened capacity of oversight functions of Parliamentary Accounts Committee in Tanzania Mainland PFMRP Phase IV Key Results Areas KRA 5 Change Management
Utilization and Coordination of ICT systems , improved access to public information, management capacity, coordination and collaboration between PFM actors. Output 5.1: Coordinate Integration, interfacing and rationalization of Government financial systems. Output 5.2: Utilization of EPICOR modules Increased from seven to ten Output 5.3: All software development and module upgrades are coordinated with the overarching plans for ICT integration. Output 5.4: Improved communication and public access to key fiscal information to stakeholders Output 5.5: Coordination and Standardization of PFM Training Achieved. Output 5.6: PFMRP component Managers are being guided by detailed multi-year operating plans. PFMRP Phase IV Key Results Areas KRA 5 Change Management Utilization and Coordination of ICT systems , improved access to public information, management capacity, coordination and collaboration between PFM actors.
Output 5.7: PFM activities are effectively planned and implemented Output 5.8: Effective coordination of activities and support provided to the program implementers Output 5.9: PFM Program oversight and review is being guided by clearly defined Milestones derived from an agreed M&E framework, Output 5.10: All major PFM reforms have been coordinated with and informed by the relevant government and DP stakeholder groups Output 5.11: PFMRP implemented efficiently and effectively through result based management approach. Output 5.12: National systems and processes for KRA 5 Output 1.1 Outputs Performance Indicator Indicator Baseline 2011 Indicator Target 2017 Milestone KRA:5 Change Management and Programme Management: Improved management practices with increased accountability and leadership to better manage performance of PFMRP: Output 5.1: Coordinate Integration, interfacing and
rationalization of Government financial systems. Interface central and local Government financial management system and tools MDA /LGA IFMIS systems are not harmonized and or integrated and are not being centrally managed. Stand alone software continues to be acquired and implemented. DFISM with overarching technical control for all government IFMIS systems is fully staffed and operational. ICT Infrastructure capable of supporting approved systems architecture is in place All Government financial systems ( SBAS, PlanRep, RIMKU, IFMS) have been integrated and interfaced and financial data is smooth exchanged between systems. Stakeholder coordination meetings held to gather input and agree on cross functional responsibilities for financial systems Planning held on by December, 2012 Sequenced, prioritized and costed action plan to bring all GoT financial and peri-financial software under one
common Government financial systems architecture with supporting technical, infrastructure and management structures completed and approved by the GoT by June, 2013 Integration/Interfacing plan is engaged and series of planned actions are being executed and completed by October, 2015 IFMS infrastructure installed to new 34 162 LGAs, 25 RSs and 3 institutions under PMO RALG connected with IFMIS by Dec.2015 Evidence of analytical reports generated from the system available at 133 LGAs are connected to the IFMS 167 LGAs, 25 RSs and 3 institutions will be connected to the IFMS 133 LGAs, 21 RSs and 3 PMORALG institutions could produce. 162 LGAs, 25 RSs and 3 Institutions will be able to produce; ICT mapping exercise showing location and owners of all and perifinancial software commenced with inception report published by December 2012. (refer PAF 2012)
LGAs, RSs and PMORALG institutions and connected to central server at Dodoma and MoF by June 2013 MoF IFMS linked to PMO-RALG IFMS to the immediate capture of the Approved Budget and all Exchequer transfers to RSs and LGAs respectively by June 2013. PFMRP Phase IV Overview High Impact Initiatives Revenue forecasting and mobilization ICT Systems integration with continued roll out of automation. Transition to IPSAS Accrual Accounting. Creation of an effective Debt Management Unit and Systems Improved Government Cash Management Systems Development of the Internal Auditor General Division and function at all levels of Govt LGA Fund Flow architecture
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