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INTEGRATED RESULTS BASED MANAGEMENT SYSTEM

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					INTEGRATED RESULTS BASED MANAGEMENT SYSTEM
Solomon Mhlanga Development Overview Zimbabwe is a developing country which is facing a number of socio-economic challenges. In spite of these challenges the country is making frantic efforts to meet its citizens’ aspirations as enunciated in the National Development Priorities and the 2015 Millennium Development Goals (MDGs) targets. Citizens are calling upon the government to be more accountable against a background of very tight budgets. Government is also being called upon to be more transparent and to demonstrate results. It is against this background that government introduced a results based approach to managing public affairs beginning 2005. 1.0 2.0 Integrated Results Based Management (IRBM) System Overview In cooperation with the United Nations Development Programme (UNDP), Zimbabwe is implementing a Results Based Management System. The system has the following components: i) Results Based Budgeting (RBB) ii) Results Based Monitoring and Evaluation/Management Information Systems (M&E/MIS) iii) Results Based Personnel Performance System (PPS) The RBM system seeks to strengthen public sector capacity to enable it to carryout systematic policy planning, formulation, coordination, implementation and monitoring and evaluation. This is aimed at enhancing efficiency, effectiveness, transparency and accountability in the public sector so as to achieve National Development Priorities and Millennium Development Goals (MDGs) targets through improved service delivery. 3.0 Highlights The Results Based Management effort commenced in 2005 and seeks to establish a direct link between the budget, public sector performance and results produced at the output, outcome and impact levels. This initiative also aims to align the budget with the National Development Priorities and the 2015 MDGs targets. Results Government has now introduced results based budgets and all Ministries and Departments are producing Integrated Performance Agreements. These are operationalised through Ministry and Departmental Work and

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Performance Monitoring Plans. All Ministries and Departments also produce Quarterly Performance Reports. 5.0 Challenges 5.1 Institutional systems in place The institutional systems, structures and administrative arrangements being used are still very much the ones used during colonial times and little has been done to calibrate the system to suit the new dispensation. The introduction of modern management systems is failing to find a good ground to achieve maximum effectiveness. 5.2 Mind set Changing the mindset of civil servants to realise that their core business is serving people is a major challenge. It is difficult to achieve sustainable changes in the attitudes of civil servants in a year or 2. 5.3 Leadership Leadership from the very top is critical for reform agendas like MfDR to function. It is a great challenge for leadership to give MfDR the necessary attention. 5.4 Macro economic planning framework Absence of robust compromises MfDR. 5.5 Baseline data Baseline data at both the output and outcome is a critical prerequisite. This is often lacking. macro-economic planning framework

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Lingjuan Ma Lingjuan Ma
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