CONCLUSION AND RECOMMENDATIONS
6.3 Recommendations
6.3.3 Inter-Organization Approach
In countries where the gap between commitments and resources is so large, a satisfactory diminution is unlikely to come within the tight perception of the annual budget. A more essential restructuring of public expenditure has to take place, engaging
finance, planning, line ministries and Cabinets (because inter-sectorial trade-offs have to be faced) in a process that has a long and medium-term perspective. Government units, too, need to be involved because of their heavy contribution to budget financing.
“Availability,” both domestic and aid, must be projected beyond a single year, and indicative shares communicated to departments. “Needs” must be prioritized and made consistent with the IBPI framework. All this must happen in a manner that encourages departments to re-examine commitments and their resourcing with central ministries in a more cooperative framework.
Increasing the certainty of resource flows and therefore the criteria by which funding selections are created is the target of the medium-term approach. In several developing countries, the resource allocation method is affected by uncertainty, much of that is self-inflicted. The common tendency to create faulty optimistic revenue projections is one example of how governments themselves increase the uncertainty of resource flows. The whole link between policy selections and offered resources is another supply of uncertainty, once again self-inflicted. As a result, it may well be avoided by implementing a rigorous method that links dogma and budgeting. The key is increasing certainty and strengthening the links between policy, as well, budgeting is a good forum at the middle of the state and associated institutional mechanisms that facilitate the creation and social control of strategic resource allocation selections.
Strategic resource allocation moves policy, design and budgeting into the nexus of politics and administration. A very important consideration guaranteeing that policy, design and budgeting are connected, is a good forum at the middle of the state to create strategic choices on the basis of budget realities. A good deciding forum is not only a lot of probably provided, fiscally sound resource allocation choices; however, it conjointly ensures that those decisions have legitimacy and are properly enforced. A good call making forum demands data to facilitate the decision-making method that improves the quality of the choice and will increase answerability for results and transparency. In most countries, this strategic deciding forum is the board or the Council of Ministers.
Since choices at this prime level of state are created on the idea of political and administrative imperatives, it becomes a tough level to constraint. Notwithstanding, rigorous institutional mechanisms at the middle of the state will facilitate and help restrain political views to the realm of the reasonable by providing technical support
and knowledge, and establishing and imposing a collection of procedures that enhance the rigor of deciding. Similar institutional arrangements are required at the arena level, likewise, to restrain strategic call making and to market effective implementation at the operational level.
Therefore, a good understanding of budgeting and effective viewpoints are critical for IBPI success. Communication among government units and departments can be done thru inter-organizational or even unofficial channels to elaborate budgeting problems and so on.
Key mechanisms that promote strategic decision making by core decision making bodies are those that:
1) Promote consultation and debate on policy issues;
2) Promote transparency and accountability;
3) Promote decision making that is underpinned by resource availability;
4) Help manage and sequence the process for policy considerations by the Cabinet.
These mechanisms enhance strategic decision making by ensuring that all budget policy options are considered before choosing the most cost-effective option.
They also ensure that policies are predictable and also contestable, an important standard of effective resource management. Furthermore, they help to progress quality at the policy design phase as well as effectiveness at the implementation stage. To develop such budget consultation mechanisms, technical consultation procedures need to be institutionalized (i.e., rules have to be established and enforced) to ensure that policy proposals have been adequately debated among all stakeholders prior to submission to the Cabinet.
Figure 6.5 IBPI Support Plan Objectives
Standard IBPI procedures must also be in place to ensure that all affected line ministries sign off on policy proposals and are fully aware of the implications of the decisions they are supporting. The administrative unit supporting the central decision making forum ( e. g. , a Cabinet secretariat supporting the Cabinet) can promote horizontal budget consultations by developing strong formal and big data linkages with line ministries and other central agencies through a formal liaison officer.
The key lessons from the BOB experience in the l900s’ financial crisis are:
policy change is the key to the Thai Baht being devalued; a hard, top-down aggregate budget constraint plays an essential role in maintaining budget stability; estimates are needed on the cost of government policies and programs beyond the budget year;
institutional mechanisms are needed at the center of government to enable and demand
• Conduct Big Data connection among organizations to carry out 3 aspects of narcotic data (in order to boost data used in decision making and reduce variations among organizations during data submission).
• Big Data can assist the narcotic operation by facilitating the officer, which could pave the way for better results, both on stratagic and opertaion levels.
Big Data
• Improve each organization’s structure, including authority scope to be suitable with cooperation among organizations, including reducing work redundancy.
• Each organiztion has their own laws and regulations, which sometimes can contradict between each other; and moreover, some would lack authority for their specific tasks.
Law and Regulation
• Arrange co–training among organizations to enhance understanding of each organizational culture, difficulties in the operation and work obstacles in each organization.
• Besides learning the differences, this training might create a mutaul organizational culture and create relations betwwen agencies, leading to more operational effectiveness.
Inter-Organization Approach
that government reprioritize and reallocate resources based on priorities; and greater predictability of funding does contribute to improved operational performance.
Moreover, rather than create the outline for each aspect of an IBPI support plan, the specific activities which should be tasked to the related agencies are shown in the following:
Figure 6.6 IDP Support Activities
These mechanisms enhance the higher strategic cognitive process by making certain that everyone’s policy choices are thought of before selecting the most efficient possibility. They additionally make sure that policies are foreseeable and additionally contestable as a vital principle of effective resource management. Moreover, they help to improve quality at the policy stage, yet are effective at the implementation stage. To develop such consultation mechanisms, technical consultation procedures ought to be institutionalized ( i. e. , rules need to be established and enforced) to make sure that policy proposals are adequately debated among all stakeholders before submission to the Cabinet. The said solution in coping with narcotics problems cannot be carried out without effective cooperation and clear communication among the responsible organizations. The plans mentioned in previous paragraphs shall help those organizations to integrate with each other, which will contribute to effectiveness in
Big Data
• Create Narcotic Knowledge Center
• Standardized Database and
Information for each Agencies
Modify the law and Regulation
• Restructure the Agencies, aiming at Integrated Objectives rather than their own functions
• Modify the Existing laws to reduce redundancies and Overlapping of Duty
Inter Organization - Training
• Exchange Training Between Agencies
• Create an Integrated Culture to reduce the barriers between each organization
planning and operations to reduce narcotics problems. Thus, all parties need to understand the need for: ( a) persistence through successive annual cycles; ( b) a strengthening of the financial administration and information systems; and for parallel efforts to strengthen macro budgeting and sector analysis, which IBPI could be the key for the BOB and others to implement.