2014年-世界发展银行全球_Jamaica_Public_Financial_Management_Enhancement_15页_384kb

Jamaica PFM Enhancement Summary

Core Content

The Jamaica Public Financial Management (PFM) Enhancement Project, supported by the World Bank through a Non-Lending Technical Assistance (NLTA) initiative, aimed to strengthen the public investment management (PIM) system and improve the budget preparation process with a focus on Results Based Budgeting (RBB). The project was part of a broader public sector modernization agenda and aligned with the Government of Jamaica's (GOJ) fiscal consolidation and growth-oriented goals.

The project was originally part of a DFID-funded Trust Fund, which was later restructured into a child fund under the World Bank's Strategic Public Sector Transformation Program. It included two main components: strengthening the PIM system and improving the budget preparation process through RBB.

Main Activities and Key Points

Component 1: Strengthening Public Investment Management System

• Objective: To enhance the overall PIM system by unifying the treatment of all public investment projects, regardless of funding source or implementation modality.
• Activities:
  • PIM Information System: A web-enabled project database was developed to track public investment projects through their lifecycle, from concept to evaluation. It was operational and planned to be integrated into the Integrated Financial Management Information System (IFMIS).
  • PIM Guidelines: A draft of the PIM guidelines was prepared, outlining procedures for governance of public investment. These will be finalized by a working group and approved by the Cabinet.
  • Public Sector Investment Program (PSIP) Policy Paper: A Cabinet-approved strategy document was developed to guide the PSIP in achieving macroeconomic and development goals. It was submitted and approved by the Cabinet in September 2014.
  • Institutional Readiness Assessment: An assessment was conducted to evaluate the readiness of institutions for PIM implementation, identifying roles, responsibilities, and necessary skills for an effective PIM system.
  • PIM Committee (PIMC): The PIMC was established to screen, appraise, and prioritize investment proposals, and to monitor project performance and risks. A Terms of Reference was developed for the committee.
  • PIM Secretariat: The Planning Institute of Jamaica (PIOJ) will house the PIM Secretariat, which will provide technical support to the PIMC and manage the PIM system. The Secretariat is expected to be fully operational by FY2015/16.

Component 2: Strengthening Budget Preparation Process and Results Based Budgeting

• Objective: To improve the budget process by transitioning from annual expenditure planning to a medium-term and results-based budgeting framework.
• Activities:
  • Budget Calendar: A detailed interim budget calendar for FY14/15 was approved, and a permanent binding calendar was approved in May 2014, which is expected to guide future budgeting.
  • Virement Policy: A virement policy was introduced to limit the reallocation of funds during the financial year, aiming to improve budget credibility and reduce ad-hoc spending.
  • Medium Term Results Based Budgeting (MTRBB): Technical assistance was provided to support the development of MTRBB, including capacity building on rolling forward estimates and aligning policies and programs.

Key Information

• The project was designed to address structural weaknesses in Jamaica's PFM system, including fragmented budgeting and weak links between government priorities and budgeting.
• The introduction of the PIM system and MTRBB was intended to improve strategic budgeting, enhance accountability, and align public investment with long-term development goals.
• The project included a series of workshops and training sessions to build institutional capacity and promote understanding of RBB and MTRBB.
• The PIM system was established through amendments to the Financial Administration and Audit Act (FAA Act) and the Public Bodies Management and Accountability Act (PBMA Act).
• The project is part of a broader regional initiative, with OECS countries showing interest in similar reforms, especially through SEMCAR and CARTAC programs.

Next Steps

• The project's activities will be continued under the new Jamaica Strategic Public Sector Transformation IPF Loan.
• The DFID will co-finance the two components.
• The IPF became effective on October 27, 2014.
• The GOJ is expected to gradually introduce program budgeting with support from the Bank, particularly in countries like Antigua and Barbuda, St. Kitts and Nevis, and Grenada.

Team Composition

• Component 1:
  • Diego Dorado – Sr Public Sector Specialist
  • Murat Vardal – Public Sector Specialist, TTL
  • Helen Martin – PPP Expert, GCPDR
  • Martin Darcy, Sophia Whyte Givans, Cristine Angella Clarke, Maria Fernanda Cortes Garzon, Sylfhen Ruiz Mcleod, Angela Ann Marie Bedward, Dena Ormelia Spence, Joshua Jermey Rowe, Dunstan Earl Bryan, Jaime Alberto Osorio Sandoval – Consultants
• Component 2:
  • Davide Zucchini – Public Sector Specialist, TTL
  • Murat Vardal – Public Sector Specialist, TTL
  • Kris Kauffmann – Consultant
  • Victor Zafra – Consultant
• Overall Support:
  • Marcelo Buitron – JPA
  • Richard Sutherland – JPA
  • Brianna Rojas-Elton – Program Assistant

Peer Reviewers

• Jay-Hyung Kim – Adviser, GGODR
• Rohan Longmore – Economist, GMFDR

Conclusion

The Jamaica PFM Enhancement Project laid the groundwork for a more integrated, strategic, and accountable public financial management system. By enhancing the PIM system and promoting results-based budgeting, the project aimed to improve fiscal performance and support long-term development goals. The reforms are expected to have a lasting impact on Jamaica's public sector management and financial accountability.