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Using M&E to support performance based planning and budgeting in Indonesia (Inglês)

Since 2000, there has been growing interest in reforming Indonesia’s budgeting systems to promote a more performance-orientated process. Indonesia is in the initial stages of this reform. A major challenge is determining the information needs of the central coordinating ministries. To date, these ministries have taken separate paths, developing their own monitoring and evaluation (M&E) systems, which are not linked to the planning and budgeting system, and creating new regulations and institutions to manage them. The result has been underused information and a high reporting burden at all levels. Furthermore, the current system places a greater emphasis on monitoring rather than evaluation. In 2011, representatives from the coordinating ministries participated in a series of high-level round table discussions to identify the steps needed to rationalize and coordinate M&E practices across institutions and to strengthen the links among data collection, evaluation, planning and budgeting. The round table process has confirmed that, while coordination is needed, establishing incentives for the demand and use of M&E information is critical to making the systems effective. This note identifies priority areas for future action building on this finding.

Detalhes

  • Autor

    Ahern,Mark Eugene, Beard,Victoria A., Gueorguieva,Anna, Handini,Retno Sri

  • Data do documento

    2012/11/01

  • TIpo de documento

    Informativo

  • No. do relatório

    76064

  • Nº do volume

    1

  • Total Volume(s)

    1

  • País

    Indonésia,

  • Região

    Leste Asiático e Pacífico,

  • Data de divulgação

    2013/03/18

  • Disclosure Status

    Disclosed

  • Nome do documento

    Using M&E to support performance based planning and budgeting in Indonesia

  • Palavras-chave

    agency for international development;quality of public spending;poverty alleviation program;annual budget cycle;central agencies;annual work plans;social assistance program;infrastructure and services;Performance and Accountability;budget classification system;types of assessments;local policy makers;global economic crisis;ministries of health;community of practice;budget preparation cycle;internal monitoring system;freedom of speech;program outcome;budget system;Labor Market;significant challenge;central coordinating;collected information;performance information;news media;Government Performance;government sector;political authority;legislative reform;home affairs;non-governmental organization;allocation system;civil society;administrative decentralization;rapid assessment;informal sector;institutional dimension;bank staff;Education Financing;political reform;information collection;quality information;government spending;fiscal position;debt repayment;legal mandate;regional planning;raise awareness;asian study;fiscal transfer;minimum wage;european commission;financial information;capital expenditure;performance reporting;secondary data;reporting requirement;government institution;quantifiable indicators;outcome indicator;data sharing;active program;regular monitoring;performance system;state finance;logical framework;commodity price;fiscal crisis;budget monitoring;geographic area;monitoring effort;agency line;monitoring data;administrative datum;political context;Political Economy;government units;populous country;Executive Offices;household poverty;hierarchical structure;ministerial performance;accountable governance;information gap;information requests;redundant data;budget process;routine monitoring;program planning;transparent system;coordinate system;sample household;public domain;sub-district level;bureaucratic obstacle;local economy;roundtable meeting;analytical capacity;household survey;household income;household structure;basic household;community level;program monitoring;individual household;survey household;law;

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