Support for the validation of the Strategic Performance Frameworks 2022-2030 of the partner ministries

Support for the validation of the Strategic Performance Frameworks 2022-2030 of the partner ministries

In line with its long-term development vision (Vision 2035), the Cameroonian government adopted a new National Development Strategy 2020-2030 (NDS30) in 2020, which expresses the country’s domestic and international commitments and aims to structurally transform the economy through fundamental changes in economic and social structures to promote inclusive endogenous development.

 

Following the adoption of this new development framework, all ministries were requested to revise their Strategic Performance Frameworks (SPFs) 2022-2030 in accordance with the technical guidelines issued by the Ministry of Economy, Planning and Regional Development (MINEPAT), ensuring that they are consistent with the NDS30 and with the roles and responsibilities contained in the organisational frameworks of the said ministries.

 

Like the other ministries, the pilot ministries of Phase III of the Public Finance Modernisation Support Programme (PAMFIP), viz. the Ministry of Decentralisation and Local Development (MINDDEVEL) and the Ministry of Public Health (MINSANTE), as well as the “contributing ministry” of the said phase, the Ministry of Higher Education (MINESUP), have prepared draft CSPs through meetings of specific internal and sectoral committees, which still need to be finalised and/or validated in order to be submitted to the Interministerial Programme Review Committee (IPRC).

 

With this in mind, PAMFIP mobilised its technical team and an international consultant in May and June 2021 to support the process of finalising and validating the draft PSCs of the three ministries mentioned above through technical workshops.

 

The implementation of these workshops has achieved the following objectives:

  • a consensus was reached on the issues and priorities of specific sub-sectors (‘Decentralisation and local development’ for MINDDEVEL, ‘Higher education’ for MINESUP) in line with the strategic orientations of the NDS30 ;
  • the documentation sheets for the indicators of the various programmes of the 3 Ministries have been revised, those of the old actions have been revised while new documentation sheets for the indicators of the new actions have been drawn up;
  • The architecture of the data collection mechanisms on the performance of the programmes of the 3 Ministries concerned was proposed and discussed by the participants;
  • The draft PSCs of MINDDEVEL and MINESUP were technically improved and validated, subject to the subsequent stabilisation of the activity reference system.
  • The draft PSC of MINSANTE was technically finalised, but its formal validation by the authorised body was postponed to a later date.

 

Lessons learned and prospects:

  • The commitment of MINDDEVEL’s senior management and management controllers is proof of the high level of motivation of these actors as well as their ownership of performance issues within this ministry.
  • The group and plenary sessions highlighted the fact that the programme budget logic is not yet fully mastered, mainly by some new actors in the three ministries. Thus, there is a need for capacity building on the fundamentals of results-based management, performance management and programme budgeting which should be considered as part of the perspectives.
  • The motivation of technicians in the planning chain, those in the budgetary chain and those in charge of management control noted during the workshop, as well as the good interactions between the said actors, constitute a good basis for effective management dialogue in the service of performance management within the MINSANTE.
  • The very low level of mobilisation of the important actors in the performance chain of MINSANTE (the new pilot ministry in the field of intervention of PAMFIP/AMBERO) calls for, among other things, specific reinforced work (capacity building and/or coaching) with this Ministry on the issues of the performance approach, on the roles and responsibilities of the actors in the performance chain and of the other actors in the PPBS chain.