linking gender budgeting with outcome budgets
TRANSCRIPT
Dr. Paramita Majumdar Senior Consultant (UNW), Gender Budgeting
Ministry of Women and Child Development, Govt. of India 30th November, 2016
Administrative Training Institute, Kohima, Nagaland
Training Programme for Officials of State Government of Nagaland
28-30 November 2016
process product process product process product
policy formulation
policy statement
budget (activities) compilation
budget expenditure on activities
outcomes
revenue collection
Analysis - From Policy to Outcomes
Policy appraisal(Gender appraisal)
Audit(Gender Audit)Budget appraisal
(Gender budgeting)
The Results Chain
Source: Adapted from ADB (2006) Introduction to Results Management, p. 7World Bank (2001) PRSP Sourcebook, p. 108.
Access to, use of, and satisfaction with services
Effects on dimensions of well-being
Goods and services produced
Tasks undertaken to transform inputs to outputs
Financial, human and material resources
Outcomes
Impact
Outputs
Activities
Inputs
School enrollment rates
Improve literacy
Number of schools built; textbooks, etc.
Building of schools Distribution of textbooks,
etc.
Spending on primary education
Indicative Example:The Results Chain
May 3, 2023 4
60.94 / 52.58
88.69 / 81.4887.54 / 81.77
83.66 / 72.21
92.18 / 91.01
90.81 / 84.48
87.85 / 82.62
76.31 / 69.59
82.84 / 72.58
74.88 / 63.97
74.48 / 69.63
Literacy Rate - 2011
The fiscal position of Nagaland in terms of the key fiscal parameters during 2011-12(i)the State’s revenue surplus had declined by ` 101.43 crore while the fiscal deficit had increased by ` 226.38 crore and the primary surplus had turned into primary deficit by a margin of ` 203.32 crore in 2011-12 relative to the previous year.(ii)During 2011-12, 90 per cent of the total revenue came from the Government of India as Central transfers (14 per cent) and grants-in-aid (76 per cent ).(iii)The fiscal liabilities increased by Rs 866 crore (15 per cent ) from `Rs 5773 crore in 2010-11 to ` 6639 crore in 2011-12.(iv)There were 138 incomplete projects (estimated cost ` 1499.47 crore and actual expenditure incurred ` 686.29 crore as of March 2012) pertaining to 18 departments. Out of the 138 incomplete projects 57 projects (estimate cost ` 654.02 crore and actual expenditure ` 326.31 crore) were due to be completed by March 2012 but remained incomplete as of October 2012. The date of completion in respect of the remaining 81 projects could not be furnished by the departments. Besides, due to delay in completion of the projects, the intended benefits from those projects did not reach the beneficiaries in the State.
13th FC & Recommendation
REASONS??
Source: https://nagalandnews.wordpress.com/category/nagaland-finance/
Because of the expenditure on non-productive assets.
Some other causes are:Road shows: Introduced by the DAN Govt. in 2009. The main attraction was the entertainment of the VIP’s.
Hornbill: annual event which of pure merrymaking activities burdening the already depleted State exchequer.
Palatial office buildings: Constructing govt. offices and complexes at a high cost.
Reasons for Deficit Budget
Excess government employees: 10,000 excess employees which consume Rs. 200 crores from the State Exchequer. 66% of the State budget is for payment of salaries. (Role of APAR?)
Backward economy: low level of income, high poverty, high unemployment etc
Corruption: Public money siphoned by the Political leaders for their own self benefit.
Election expenditure: Excess election expenditure
State exchequer as ‘private account’: Centrally Sponsored Schemes are blatantly misused.
Source: https://nagalandnews.wordpress.com/category/nagaland-finance/
In the process, Outcome is compromised…..
Outcome Budget isA progress card on what various ministries have done with the outlay announced in the annual budget
Performance measurement tool that helps in better service delivery, decision making, evaluating performance & improving effectiveness
Outcome Budgets All schemes will come under the Outcome Budget.
Every Department will present a preliminary outcome budget at the time of demanding grants from the Finance Department for any scheme.
This will help the Government examine the expenditure before it is made, instead of doing a post-expenditure
Mechanism of checks and balances.
GB and Outcome BudgetIn 1969 GoI moved budgeting beyond bookkeeping to ask what was done with the money
OBs integral part of budgeting since 2005-06.Recognise the need to ask what is ACHIEVED with the money i.e., Outcome
MoF Outcome Budget memo 29th Jan 2015: - need sub-targets for women and SC/ST beneficiaries
So the Outcome Budget provides additional opportunities for addressing gender gaps.
Outcome Budget
Stress on sex-disaggregated presentation of information in several chapters
Is a “policy tool to establish effective linkage with allocation and disbursement of public funds based on measureable performance”
Tool for monitoring better service delivery and the public information system
Outcome Budget: Chapter IIntroductionBrief introductory note on Functions of the Ministry/Department, Organizational set upList of Major programmes/schemes implemented by
the Ministry, its mandate, goals and policy framework.The introduction should HIGHLIGHT, in
particular, if the Ministry has goals, or major programmes or schemes in respect of women/gender equality
Outcome Budget: Chapter IIStatement of Budget Estimate
Establish correspondence between Financial Budget and Outcome Budget
Will includeFinancial outlaysProjected physical outputs Projected/budgeted outcomes
Projected physical output should be disaggregated by sex, wherever possible and appropriate
Outcome Budget: Chapter IIIReform measures and policy initiative
Describes reform measures and policy initiatives and how they relate to the intermediates outputs and final outcomes in areas such as Public Private Partnerships, Alternate delivery mechanismsSocial and women’s empowerment processes, Greater decentralisation, transparency etc.
Outcome Budget: Chapter IV Review of past performancePerformance during 2013-14 and 2014-15 in
terms of targets already set.Physical performance should be Scheme-wiseExplain the scope and objectives of individual
programs/ schemes, giving their physical targets and achievements
Indicators of performance relating to individuals should be sex-disaggregated
Outcome Budget: Chapter VFinancial Review:
Financial Review:Overall trends in expenditure vis-à-vis Budget Estimates/Revised Estimates
Data should be segregated scheme-wise, object head-wise, institution-wise in the case of autonomous institutions
Position of Utilisation Certificates and unspent balances to be brought out.
Outcome Budget: Chapter VIReview of performance of Statutory and Autonomous
Bodies under Ministry/departmentSame principles as for reporting performance of the MinistrySex disaggregation of performance indicators relating to individuals
Planning for future refinements• Advised to put in place, if not already there, systems of data
collection, with the help of specialized agencies wherever necessary, for the purpose of (i) developing measurable `indices of performance’ to measure and assess quality of implementation;
(ii) developing norms of standard unit cost of delivery of a service;
(iii) quantification/factoring in of environmental outcomes; (iv) quantification of community and empowerment outcomes through social capital formation;
(v) quantification of impact of funds earmarked for publicity/awareness generation; and
(vi) disaggregation, by sex and other relevant factors, of indicators of performance and impact.
How can linkages be established between different policy documents compiled by the government in order to effectively bridge gender gaps?
Establishing Linkages between Policy Documents
An innovative tool to improve Government’s performance.
It is a record of understanding between:• a Minister representing the people’s mandate, and• the Secretary/HOD of a Department responsible for implementing this mandate • It links a Ministry/ Department’s vision, mission, functions and the objectives that it seeks to achieve.
RFD is a summary of the most important results that a department expects to achieve during the financial year.
This document has two main purposes: (a)shift the focus of the department from process-orientation to results-orientation, and
(b) provide an objective and fair basis to evaluate department’s overall performance at the end of the year.
Format of the Results-Framework Document
It has 6 sections:Section 1 Department's Vision, Mission, Objectives and Functions Section 2 Inter se priorities among key objectives, success indicators and targetsSection 3 Trend values of the success indicatorsSection 4 Description and definition of success indicators and proposed measurement methodologySection 5 Specific performance requirements from other departments that are critical for delivering agreed resultsSection 6 Outcome/Impact of activities of department/ ministry
RFD stresses on Outcomes
If the objective for example is to prevent blindness/disability among senior citizens
Outlays - Funds or BudgetInputs – medical and para medical staff, equipment, infrastructure
Outputs – screening for cataract – (M/ F)Outcome – reduced prevalence of blindness (M/ F)
INPUTS
Using Log Framesfor Outcomes
IMPACT
OUTCOME
Logical Framework is an analytical tool used to plan, monitor and evaluate projects
