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Stefan Leiderer et al. 8 Recommendations Establishment of an operational link between PRSP and local planning and budgeting procedures Currently, there is no operational mechanism linking local planning and budgeting procedures to priorities set at the national level. Although some stakeholders doubt the need for such a link, if devolution is taken forward, in particular in the sectors covered most prominently in the PRSP (health and education), such a link is indispensable. Particularly so when at the same time a meaningful PRSP approach is to be pursued. Such a link could be established either at the planning stage, e.g. by means of binding guidelines derived from the PRSP for the formulation of district development plans; or in the execution phase, e.g. via protected sector transfers or conditional grants to the local level, which can ensure allocation of local expenditures according to national PRSP priorities. Obviously, there is a clear trade-off between full-fledged political, administrative and fiscal decentralisation of sector responsibility and the PRSP approach. Therefore, a clear recommendation as to what exactly such a link should look like in order to not undermine the decentralisation process while at the same time ensuring the effective implementation of the Malawi PRSP will require careful research and extensive discussion of all stakeholders involved (including local government level). To strike the right balance between the two strategies is one of the numerous difficult tasks the Government of Malawi needs to tackle over the next years. Improved donor coordination The government should take the lead in donor coordination. The responsibility of coordination, however, should not be left to the Malawian side alone. Donors should encourage, support and actively empower the GoM to take its lead in donor coordination by coordinating their activities as well as by harmonising their modes of aid delivery and reporting Better alignment of donor support to Malawian PFM processes In order to strengthen Malawian institutions and the formal PFM processes and to reduce uncertainty in the system, donors should align their procedures 144 German Development Institute
Public Financial Management for PRSP Implementation in Malawi more consequently to the Malawian PFM processes. This is especially important for the adherence to timeframes and deadlines throughout the budget cycle, particularly in the budget planning and execution phase. Binding medium-term commitments to improve the predictability of donor funding Considering the dependency of Malawi on donor funding, donors should make detailed, binding and long-term pledges. This will increase the credibility and relevance of the budget as cash shortfalls in approved budget votes can be avoided. Apart from that it enables sound medium-term planning. Pooling technical assistance for capacity development for PFM Donors play an important role in financing and organising capacity development. However, donor-financed capacity building measures are not always well communicated to and coordinated with activities of the Malawian government. The Department of Human Resource Management and Development (DHRMD) in the Office of the President does not have a comprehensive overview of ongoing training measures, as donors tend to cooperate directly with sector ministries or the local government level, in part deliberately circumventing the DHRMD. In order to improve coordination and align donor activities to Malawian priorities, donors should pool their technical assistance and support a comprehensive and prioritised catalogue of systematic training measures that are closely connected to PFM reforms and instruments. The pooled fund should be under the supervision of the DHRMD. For this purpose, capacity building in the DHRMD might be necessary. New modalities to deliver capacity building for local authorities Donors should consider pooling resources to support capacity development of local authorities directly, especially for the local level, where the need for capacity development is even more pressing and uncoordinated donor approaches have undermined existing capacity in the past. For this purpose establishing a fully or partly donor financed mini-basket based on an elaborated and prioritised catalogue of capacity building activities should be considered. These activities should be (i) systematically linked to PFM reforms, (ii) evenly distributed among districts and (iii) executed in a timely manner. They should include measures for both the executive and legislative branch German Development Institute 145
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Studies Deutsches Institut für Ent
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Preface The present study on ‘Pub
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4 The Case of Malawi 44 4.1 Why Mal
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Bibliography 151 Annexes 157 Tables
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Boxes and Tables in the Annexes Box
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DS EHP ESAF EU GBS GDP GoM GRF GTZ
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TOR UDF UNCDF UNDP UNV USAID VAP VD
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