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SocioSocio--economic Governance and Management Brancheconomic Governance and Management BranchDivision for Public Administration Division for Public Administration
and Development Managementand Development Management
A PresentationA Presentation
OnOn
Strategic Framework, Accomplishments and Future DirectionsStrategic Framework, Accomplishments and Future Directions
1. The Strategic Framework :1. The Strategic Framework :
International Commitments, Conventions, the MDGs, the Monterrey Consensus, etc.THE MACRO FRAMEWORK
DESA’s Public Administration and Finance programme of workTHE SECTORAL FRAMEWORK
DPADM’s Socio-economic governance and management themeTHE MICRO FRAMEWORK
2. What does socio2. What does socio--economic governance economic governance mean?mean?
Socio-economic governance refers to institutions,
institutional arrangements; procedures and processes; tools
and techniques that help mainstreaming citizen’s concerns
for formulation and implementation of pro-poor public
policies and programmes.
3. The thematic framework of socio3. The thematic framework of socio--economic governanceeconomic governance
Socio-economic governance institutions and institutional arrangements
Pro-poor policies and tools
Public finance: social audit, pro-poor budgeting and expenditures, domestic resource mobilization and aid-management
Best practices information exchange: South/South Cooperation
4. The operational framework of SGMB 4. The operational framework of SGMB Programme of WorkProgramme of Work
a. Normative: reports to the inter-governmental processes, EGMs, attendance in conferences, report to CEPA, etc.
b. Analytical: publications, advocacy, information sharing and capacity building workshops, seminars, etc.
c. Technical cooperation: capacity building projects at the country level: SGMB implements 70 % of DESA’s and 85 % of DPAMD’s TCs and covers all the regions.Its TCs are grouped under three thematic groups:1. SGI,2. PPT, and3. PF
In terms of locations of TCs these are grouped under four geographical areas: 1. Asia/Transitional Economies2. Africa3. Latin America/Caribbean4. Interregional/Global
5A. Key Achievements 20035A. Key Achievements 2003Normative (selected)Joint DPADM/DSD Workshop on Governance for WSSD Implementation for the countries in transition, September 2003, TurkeyAsia/Pacific Workshop on Follow-up to WSSD: Governance Challenges and Innovations for Human Development in Globalizing Conditions, December 2003, BangkokEGM on Marketization, Globalization and Corporate Social Responsibility for the CIS Countries, November 2003, Moscow16th UN/INTOSAI International Seminar on Government Auditing: The Role of the Supreme Audit Institutions in Auditing the Use of Funds in the Field of Education – Staff member co-chaired and presented a paper Scholl Audits and Parental Choice, March/April 2003, ViennaThe Role of the Public Administration in the Implementation of the MDGs; Report of the Secretary General, July 2003Report to CEPA II, Public Administration and Poverty Reduction and the MDGs, March 2003EGM on Aid Management, November 2003
5B. Key Achievements 2003 (continued)5B. Key Achievements 2003 (continued)
Analytical (selected)• Decentralization and Poverty Reduction: Does It Work, Paper
submitted at the Global Forum, November 2003• Social Inclusion in EU Accession Countries, January 2003, Vilnius,
Lithuania• Decentralization and Poverty Reduction: Africa/Asia Experience, July
2003, Senegal• Interregional Workshop on Engaged Governance, December 2003,
Colombo, Sri Lanka• Paper presented at the UN/INTOSAI Seminar, School Audit and
Parental Choice• Human Development Concepts for CIS Countries• Public Administration and Partnership: Implementing MDGs at
EROPA• Income de la tercera Red Sub-regional del seguimiento a la Cumbre
Social y Experiencias exitosas sobre desarollo social• Electronic Newsletter, Engaged Governance
5C.Key Achievements 2003 (continued)5C.Key Achievements 2003 (continued)
Technical Cooperation
In 2003 SGMB’s Technical Cooperation accounted for:
Total Number of Projects: 164
Total Budget: $94.69 million
Technical Cooperation (continued)Thematic Distribution of Total Budget
SGI $65,950,140.00
70%
PF $2,210,284.00
2%PPT
$26,527,162.00 28%
PF (Public Finance and Aid Management)SGI (Socio-economic Governance and Institution)PPT (Pro-Poor Policies and Tools)
Technical Cooperation (continued)
AFRICA$47,407,814.00
50.1%
ASIA/PTE$14,128,850.00
14.9%
LA/CRBN $1,747,724.00
1.8%
INTRGNL $31,403,198.00
33.2%
Geographic Distribution of Total Budget
6A.6A. Programme for 2004Programme for 2004NormativeEGM on Civil Society Participation in Fiscal Policy, March 2003
Report to CEPA III on Strengthening Public Administration for the Millennium Development Goals: A Partnership-Building Approach, March 2004
Report to CEPA III on Basic Data on Government Expenditure and Taxation, March 2004
Follow-up to WSSD: Poverty Alleviation in Environmentally Degraded Areas, July 2004
DESA/INTOSAI Seminar on Auditing, April 2004, Vienna
6B. Programme for 2004 (continued)6B. Programme for 2004 (continued)AnalyticalDecentralization and Poverty Reduction: Africa/Asia
Experience
Participation of Civil Society in Fiscal Policy
Engaged Governance: An Evolving Theoretical Framework
and The Capacity Building Directions
Management of Public Sector Enterprises
6C.6C. Programme for 2004 (continued)Programme for 2004 (continued)
Technical Cooperation
There are 34 Technical Cooperation Projects under X-budget with a budget of $11.7 million
14 Technical Cooperation Projects under Regular Budget with approximately $400,000.00
7. 7. Introduction of new ideas, Introduction of new ideas, innovations, etc.innovations, etc.
Key emphasis of SGMB is on pro-poor public administrationand citizen-based policy processes
‘Engaged Governance’
‘People Budget’ Process
Pro-Poor Leadership Training Programme for the Parliamentarians
Social Audit
8. Challenges8. ChallengesInnovations require long-term strategic interventions
DPADM’s TC works need to be underpinned by the DESA’s
‘normative’ and ‘analytical’ work
DPADM’s TC works which involve institutional reform,
institutional re-positioning, HR development, etc. are not included
in any of the inter-governmental processes for presentation
Absence of a strategic TC framework and commitment distorts
DESA’s internal resource allocation.
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