Public Financial Management for PRSP - Deutsches Institut für ...
Public Financial Management for PRSP - Deutsches Institut für ...
Public Financial Management for PRSP - Deutsches Institut für ...
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Stefan Leiderer et al.<br />
tives and was thus contrary to the declared objective of MASAF to strengthen<br />
accountability and transparency of local institutions.<br />
The Social Support Programme (SSP) aims at providing technical assistance<br />
to NGOs and CBOs to work directly with vulnerable groups at the grass roots<br />
level. To apply <strong>for</strong> projects, the communities need to identify a civil society<br />
organisation in order to receive support. This has provided an incentive to<br />
establish many new organisations to access funding from the SSP. However,<br />
letterbox organisations abused the funds and local authorities could not provide<br />
accurate in<strong>for</strong>mation about correctly operating CBOs. The result has<br />
been confusion and frustration among local communities.<br />
Finally, MASAF follows a somewhat different approach from other funding<br />
mechanisms that leave local authorities entirely responsible <strong>for</strong> the resources.<br />
One reason is that the MASAF was established be<strong>for</strong>e the approval of the<br />
NDP; there<strong>for</strong>e, be<strong>for</strong>e local governments were actually established in Malawi.<br />
However, another reason might be that the MASAF has been conceived<br />
as a country-wide development ef<strong>for</strong>t within the same logic as the <strong>PRSP</strong> and<br />
the MDG debate, i.e. as a processes at a national scale and not as a tool <strong>for</strong><br />
local intervention.<br />
However, with the establishment of a new Local Development Fund most of<br />
the observed coordination failures should cease to exist since the fund is<br />
aimed at consolidating existing financing mechanisms into a common system.<br />
45<br />
6.5 Commitment<br />
Lack of political commitment to sound PFM used to be a critical source of<br />
uncertainty in the PFM process in Malawi. At the time of this research, there<br />
was a commonly shared feeling among donors and observers in Malawi that<br />
the new leadership, showed positive signs of a much stronger commitment to<br />
accountability and effective PFM, giving hope that substantial improvements<br />
in Malawi’s PFM per<strong>for</strong>mance would soon materialise. For example, the IMF<br />
reported about the staff monitored programme (SMP): “The overall per<strong>for</strong>mance<br />
under the SMP reflects a high degree of commitment by the government<br />
45 For a detailed presentation of the proposed mechanism, see GFA (2005).<br />
122 German Development <strong>Institut</strong>e