2. SCOPE OF PRESENTATION
Definition of term budgeting
Steps involved in budgeting in Kenya
Macro fiscal framework
Main sectors in the
Medium Term Expenditure Framework
Weaknesses of the Process
Budget monitoring
RBM based monitoring
3. Budgeting
what is budgeting
It is a financial plan indicating expenditure
outlays and revenue receipts and includes:
Types of budget
-micro level i.e household or a firm
- macro level i.e industry or group of
household
- national budgeting is in the second
category
4. Steps involved in the budgeting
Preparation of the financial plan
Review of the plan by the legislature
Execution of the plan
Monitoring and evaluation
Public reporting of the results
5. Questions we need to know in the preparation
process
What is the framework in which the budget is
made in Kenya
Who is responsible in the preparing the
budget
What are the basic steps
What are the major weaknesses
How can changes in the budget plans be
programmed and targeted
6. Budget process in Kenya
phase 1: macroeconomic planning
Budget Outlook Paper- projects the GDP
growth forecast in the medium term
The revenue estimates from domestic and
external sources are projected
The level of inflation based underlying money
market behavior and other external factors
The projected recurrent and capital
expenditure and net lending
The estimates of domestic Borrowing and
external resources
7. Phase 2: strategic Planning
Sector Working Groups are formed to-
Review Sector policies, programs, activities
-Costing of the programs and activities
-prioritization of the programs/projects
-Sector resources bidding and hearing
8. Phase 3:Financial planning
Ministries consolidate their allocation
according to the ceilings
Budget itemization
Submission of the budget to treasury
Treasury approval
Parliament approval (cabinet approval)
A three year budget presented to parliament
(Recurrent and Capital)
9. Phase 4: Budget execution
Parliament approval after the debate of each
vote (Appropriation Bill)
Cash budgeting projection (quarterly ceilings)
Issuance of AIE to the districts
Monthly expenditure monitoring
Reallocations revised Estimates
Appropriation Account- close of the books
10. Macro fiscal framework
The Key Macro-economic objectives over the
medium term are as follows:
The real GDP is forecasted to increase in the
range -6 to 7percent
Inflation will be maintained at 5 percent
The Balance of Payments will improve to
build up import reserves to cover minimum
3.5 months
These assumptions are consistent with those
underlying the PRGF supported macro-
economic program
11. The Medium Term Macro-Fiscal Framework
cont
To achieve these objectives appropriate
fiscal, monetary and exchange rate policies
are maintained
To sustain Economic Recovery and vision
2030 structural reforms in financial sector,
privatization of state owned enterprises and
reducing the administrative barriers to the
private sector i.e. licensing
12. The Medium Term Macro-Fiscal Framework
cont
To achieve these objectives appropriate
fiscal, monetary and exchange rate policies
are maintained
To sustain Economic Recovery Strategy
and vision 2030 three pillars –
Economic pillar which aims at achieving a
high and sustained non inflationary, economic
growth at 10 % by 2012
Social pillar which aims at achieving a just
and cohesive society enjoying equitable social
development
13. Macro fiscal frame work cont
A political pillar which seeks to achieve an
issue based, people centered and accountable
democratic political system
structural reforms in financial sector
privatization of state owned enterprises and
reducing the administrative barriers to the
private sector i.e. licensing
14. Medium Term Monetary Policy
In Budget Framework takes into
considerations
A monetary policy that aims at maintaining
a low rate of inflation below 5 percent
Strengthening the external reserves of the
Central Bank
Reduced government domestic borrowing
to avail credit for the private sector-
crowding out effect
15. Medium Term Monetary Policy
In Budget Framework we have taken into
account
A monetary policy that aims at maintaining a
low rate of inflation below 5 percent
Strengthening the external reserves of the
Central Bank
Reduced government domestic borrowing to
avail credit for the private sector
16. Revenue Policies
No tax increases is anticipated but the focus
will be to improve tax administration to meet
revenue targets
The revenue policies focus is to maintain ratio
to GDP in the range of 21-22 percent
17. Expenditure Policies
These fall into two categories:
Improve on Public Expenditure /Financial
Management
Contain increases in actual expenditure
Implementation of PEM reforms
18. Expenditure Policies
cont
During the fiscal year 2007/08 efforts will be
made to
Ensuring that the budget is implemented as
presented in the Parliament to minimize re-
allocations
Reduction in the stock of the pending bills
through strict commitment controls
Strengthening of public procurement in the
government by implementing the new
procurement Act
19. Expenditure measures
Other expenditure measures will include
Containing growth of the wage bill to attain
7.4 percent of GDP 2007/08
Wages increase to be limited to growth in
productivity
Implement full Voluntary Early Retirement
Scheme
With a view to achieving MDGs, limits of
the wage bill will be relaxed to allow
additional recruitment for health workers
and security
20. Expenditure measures
cont
Transfers and subsidies to state corporation
will be adjusted downward to ensure they
account to 1.6% of GDP
More resources to be shifted to core poverty
programs
Provides fiscal space to allow completion of
stalled projects by 2008/09
21. Medium –Term Resources Allocation
The resources allocation reflects the ERS
priorities
The ministries are identifying their strategic
priorities according to ERS,MDG Vision
2030 etc
The M&E framework is used to generate
the performance indicators targets
The budget framework 2007/08 shifts
resources towards education, Health,
Agriculture and Infrastructure
22. Re-orienting Expenditures
The allocation of resources to the Health
sector increased to 8% of the total
expenditure in 2007/08 and projected to 9.4%
in 2008/09
Education will continue to take the bulk of
resources which is projected at 27-28%
Overall share of resources going to social
and economic sectors rises from 60.6 percent
to 66.5 percent over the next three years
23. Additional Budget Support
In the event of additional budget support, the
resources will be used to
Scale up programs in the priority areas;
and
Reduce Domestic debt
24. Budget sectors cont
Agriculture and Rural development;
Health
Education
Physical infrastructure
Public administration
Public safety law and order
General economic services
National security
Information and communication technology
25. Significance of MTEF budgeting system
MTEF is an objective oriented budget
Planned interventions meant to accelerate
economic development selecting few priority
areas
The MTEF is three years rolled budget
Core prioritization of projects and programs
From 2003-2007 the budget was planned on
the basis of Economic Recovery Strategy
Paper for Employment and Wealth Creation
Vision 2030 is now the new basis for public
sector budgeting
26. Who participates in the process
It is a participatory budgeting process
All stakeholders are represented in the nine
sectors in the public sector
The process also includes the private, civil,
NGOs thematic groups (open and transparent
The Health sector comprises of –MOH,
FBO,NGO, Dev Partners and private sector
The resources envelop is bid openly by all
stakeholders
27. Budget execution
After the budget speech, the Parliament debates on
each ministry vote
Appropriation Bill approval allows drawing of
resources from the consolidated fund for recurrent
and development
The treasury issues exchequer to the line ministries
to enable them spend
Currently the system is zero balance accounting
Non spending accounting units denied additional
funding
28. Budget implementation MOH
AIE disbursement 15th date beginning a quarter
Cheques are disbursed before 10th every month
Flow of funds to the facilities electronic through KCB
and COP Bank end July
Facilities will be procurement units
All expenditures to be approved by facilities boards
Returns to be given on monthly basis
New G-Pay System-electronic transfer by CBK
29. General weaknesses of budget process
Kenya has a dual budget system recurrent
and development
Macroeconomic framework not explicit
Projections of the ensuing years may not be
deeply analyzed
Public Expenditure Reviews not exhaustive
Prioritization of the programs may not be well
represented
Appropriation in Aid accounting
Poor accounting of the quasi fiscal
expenditures and extra budgetary funds
30. End of budget process
Questions and clarifications
32. Definition
Results-Based Monitoring
(what we will call “monitoring”)
is a continuous process of collecting and
analyzing information to compare how well a
budget activities on project, program or
policy is being implemented against expected
results
In budget we track utilization of recurrent
and development expenditures
33. The Power of Measuring Results
If you do not measure results, you can
not tell success from failure
If you can not see success, you can not
reward it
If you can not reward success, you are
probably rewarding failure
If you can not see success, you can not
learn from it
If you can not recognize failure, you can
not correct it
If you can demonstrate results, you can
win public support
Adapted from Osborne & Gaebler, 1992
34. Results-Based Monitoring and
Evaluation
What Are We Talking About?
Results based Public Finance
Management
Results-based monitoring and evaluation
measures how well governments are
performing
Results-based monitoring and evaluation
is a management tool!
Emphasizes on assessing how outcomes
are being achieved over time
35. Reasons to Do Results-Based M&E
Provides crucial information about public
sector performance
Provides a view over time on the status of
a project, program, or policy
Promotes credibility and public confidence
Helps formulate and justify budget
requests
Identifies potentially promising programs
or practices
36. Reasons to Do RBM M&E (cont.)
Focuses attention on achieving
outcomes
Helps establish key goals and
objectives
Permits managers to identify and
take action to correct weaknesses
Supports a development agenda
towards more accountability
37. Power of measuring results
Outcomes
• Intermediate effects of
outputs on clients
Outputs
• Products and services
produced
Activities
• Tasks personnel
undertake to transform
inputs to outputs
Inputs
• Financial, human, and
material resources
Goal
(Impacts)
• Long-term, widespread
improvement in society
ImplementationResults
Binnendijk, 2000
38. Results-Based Monitoring:
Oral Re-hydration Therapy
Binnendijk, 2000
Outcomes
• Improved use of ORT in
management of childhood
diarrhea
Outputs
• Increased maternal knowledge
of and access to ORT services
Activities
• Media campaigns to educate
mothers, health personnel
trained in ORT, etc.
Inputs
• Funds, ORT supplies,
trainers, etc.
Goal
(Impacts)
• Child mortality and
morbidity reduced
39. Why monitor the budget
To compare the actual implementation of
policies with the original targets
Identify gaps between the planned and actual
expenditure/ revenue/ borrowing for the
purpose of planning
Identify areas of weaknesses which are
addressed in the ensuing budget process
40. Budget monitoring process
Monitors expenditure on monthly basis and
prepare outturn
Monitors and analyses monthly revenue flows
actual vs. target from all revenue collecting
agencies (KRA,CBK) public bodies etc
Monitors core poverty projects/programs
Receives on monthly basis stock of pending
bills, disbursement of donor funds both
revenue and direct payment
41. Significance of Budget Monitoring
Measures the success of failure of budget
policies, projects or programs
Guides the policy makers in identifying gaps
Guides the project managers, development
partners and government on the impacts of
the budget
42. Reports produced
Prepares monthly budget outturn/ quarterly
budget reports
Prepares the expenditure outturn (monthly)
Budget outlook /Strategy papers
The information feeds into Public Expenditure
Reviews- rates performance
Feeds into Economic Survey
Annual appropriation Accounts
Annual investment reports
43. What are the major problems of monitoring
Accuracy and timeliness of the data
Lack of the adherence to the work plans
Inconsistency in expenditure pattern vs. the
budget
Inappropriate data monitoring system;
computerized versus manual e.g. district level
Appropriation in aid and the pending bills
stock
Flow of data especially on donor funded
projects with direct disbursement