DEPARTMENT OF FINANCE AND ECONOMIC PLANNING

Wednesday, 24 February 2016 06:58 Super User Published in Migori County Government Departments


SCHOLARSTICA ATIENO OBIERO

CECM FINANCE

SAMUEL OMUGA

C.O 


Develop and implement financial and economic policies in the county; The provision of leadership and coordination in preparation of main county development plan documents, including the County Integrated Development Plan, Sub-County development plans, sector plans among others

You can now download the Budget and CIDP Report 

BUDGET & CIDP REPORT 2017 - 2018

Mandate

Subject to the Constitution of Kenya, 2010 and pursuant to section 104 of the Public Finance Management Act, 2012; the sector’s core mandate is to monitor, evaluateand oversee the management of public finances and economic affairs of the County Government. The sector shall, among other functions –

  1. Develop and implement financial and economic policies in the county; 
  2. The provision of leadership and coordination in preparation of main county development plan documents, including the County Integrated Development Plan, Sub-County development plans, sector plans among others 
  3. The coordination of government economic policies 
  4. The coordination and preparation of the planning components of the Medium Term Expenditure Framework (MTEF) 
  5. The coordination and provision of leadership in the national Monitoring and Evaluation (M&E) framework, and the Annual progress reports 
  6. Co-ordination and implementation of Kenya vision 2030 and Migori county CIDP 
  7. Prepare annual budget for the county and coordinate the preparation of estimates of revenue and expenditure of the County Government;
  8.  Coordinate the implementation of the budget of the County Government 
  9. Mobilize resources for funding of the budgetary requirements of the County Government and put in place mechanisms to raise revenue and resources; 
  10. Manage the County Government’s public debt and other obligations and, develop a framework of debt control for the county;
  11.  Consolidate the annual appropriation accounts and other financial statements of the County Government in a format determined by the Accounting Standards Board; 
  12. Act as custodian of the inventory of the County Government assets except where provided otherwise by other legislation or the Constitution;
  13.  Ensure compliance with accounting standards prescribed and published by the Accounting Standards Board from time to time;
  14.  Ensure proper management and control of, and accounting for the finances of the County Government and its entities in order to promote efficient and effective use of the county’s budgetary resources; 
  15. Maintain proper accounts and other records in respect of the County Revenue Fund, the County Emergencies Fund and other public funds administered by the County Government; 
  16. Monitor the County Government’s entities to ensure compliance with the Public Finance Management Act and effective management of their funds, efficiency and transparency and, in particular, proper accountability for the expenditure of those funds;
  17.  Assist County Government entities in developing their capacity for efficient, effective and transparent financial management, upon request;
  18.  Provide the National Treasury with information which it may require to carry out its responsibilities under the Constitution and under the Public Finance Management Act; 
  19. Issue circulars with respect to financial matters relating to the County Government entities; 
  20. Advise the County Government entities, the County Executive Committee and the County Assembly on financial matters; 
  21. Strengthen financial and fiscal relations between the National Government and the County Government in performing their functions; 
  22. Report regularly to the County Assembly on the implementation of the Annual County Budget; and 
  23. Take any other action to further the implementation of the Public Finance Management

DISEASE INCIDENCES

DESCRIPTION OF ACTIVITY/ PROJECT : Preparation of the 2013-2017 County Integrated Development Plan  (CIDP) 

LOCATION / WARD :  County-wide 

TARGET :  1

ACHIEVED : 1

EXPECTED OUTCOME /IMPACT  : Improved planning, policy and budgeting which are linked to county’s medium term goals 


DESCRIPTION OF ACTIVITY/ PROJECT : Renovation and refurbishment of the county information and documentation centre/ information centre 

LOCATION / WARD :  County HQ- Migori 

TARGET : 1

ACHIEVED : 1

EXPECTED OUTCOME /IMPACT  :  Enhanced conference facility for county meetings, seminars and workshops 


DESCRIPTION OF ACTIVITY/ PROJECT : Preparation of the sectoral plans. 

LOCATION / WARD : All sectors
 

 

TARGET : 1

ACHIEVED : 1

EXPECTED OUTCOME /IMPACT  :  Improved planning 


DESCRIPTION OF ACTIVITY/ PROJECT : Preparation of Budgets and other annual plans and 

LOCATION / WARD :  County-wide 

TARGET : 3

ACHIEVED : 3

EXPECTED OUTCOME /IMPACT  :  Enhanced implementation of county objectives and goals. 


DESCRIPTION OF ACTIVITY/ PROJECT : Construction of the treasury offices 

LOCATION / WARD :  Headquarters-Migori 

TARGET : 1

ACHIEVED : 1

EXPECTED OUTCOME /IMPACT  :  Enhanced services delivery and good working conditions at the county treasury 

Policies Formulated For Effective Service Delivery

The following policies are at different stages of completion 

 (i) Debt management policy at 90% complete 

 (ii) Grants management policy at 70% complete

 (iii) County Planning policy at 50% complete

Bills and Acts Enacted For Effective Service Delivery

Currently the sector is using the PFM Act 2012 in the management of the Public finances in the county.

Flagship projects

  • Development of county integrated plan 2013-2017 
  • Installation of an internal financial tracking system to monitor County finances and expenditures. The system aims at complimenting the IFMIS and e-procurement in streamlining reporting, monitoring and evaluation of County finances. 
  • Installation of the electronic system of revenue collection in partnership with Safaricom Ltd.

Criteria for appropriation of funds for the department

  • Incorporation of the public views into the budget through public participation forums/views
  • Use of the sector working groups to come up with sector priorities 
  • Use of the County strategic plans/medium term plans like the CIDP 
  • Use of the County’s manifesto 

DISEASE INCIDENCES

Project : Financial tracking systems 

Outcomes :

  Improved financial reports Enhanced financial discipline Reduced unnecessary expenditures


Project : Electronic revenue collection system 

 Outcomes : Increased revenue generation 


Project :  Information and documentation centre 

 Outcomes : Conducive and friendly environment for holding county meetings. 

Public Awareness and Participation

Activity : Preparation of the County Integrated Development Plan(CIDP) 

Public Involvement :  Needs/ priorities identification and ranking 


Activity :  Liaising with department of information and communication 

 Public Involvement :  Receiving disseminated information from media 


Activity :  Budgeting making process 

 Public Involvement :  Project identification and priority ranking 


Activity :  Annual Development Plan 

 Public Involvement :  Project identification and priory ranking 


Activity :  County Budget Review Outlook plan 

 Public Involvement :  Certification and validation process 


Activity :  County Fiscal Strategy Plan 

 Public Involvement :  Resource/Needs/priority identifications 

Criteria for Appropriating Development Vs Recurrent Funds

The County’s Fiscal agenda on financial management is guided by the PFM 2012 sect 107(2) which has been domesticated in the county as follows: 


  1.  The County Government’s recurrent expenditure shall not exceed the County Government’s total revenue- For the last two financial years our recurrent expenditures has been ranging between 50-60 per cent of the county revenue
  2.  Over the medium term a minimum of thirty percent of the County Government’s budget shall be allocated to the development expenditure- For the last two years our development vote has been ranging between 40-46 per cent 
  3. The County Government’s expenditure on wages and benefits for its public officers shall not exceed a percentage of the County Government’s total revenue as prescribed by the County Executive member for finance in regulations and approved by the County Assembly- Our County wage bill has been ranging between 23-29 per cent of the total County revenue (recommended rate is 35%) 
  4. Over the medium term, the government’s borrowings shall be used only for the purpose of financing development expenditure and not for recurrent expenditure- so far the county has managed to operate within its allocated resources without any borrowing for the last two consecutive financial years.

Sustainability of the projects

a) Strengthening of the internal audit departments

b) Establishment of the expenditure tracking systems into the Monitoring and Evaluation at the county

c) Routine publishing and publicizing of financial reports 

d) Regular production of financial reports and sharing the same with the relevant stakeholders and users.

Risks/Challenges and Mitigation Measures

Type of risk :  Financial misappropriation 

Mitigation/measures  :  Installation of tight internal controls/checks 


Type of risk :  Systems failure e.g. IFMIs and E-procurements

Mitigation/measures  :  Strengthening of the ICT and IFMIS systems


Type of risk :  Leaks in revenue collections

Mitigation/measures  :  Automation of revenue


Type of risk :  Workmanships and capacity

Mitigation/measures  :  Trainings on capacity management 


Type of risk :  Non –release of earmarked funds 

Mitigation/measures  :  Enhancing revenue raising measures 


Type of risk :  Emergencies and disasters /flood/diseases 

Mitigation/measures  :  Creation of emergency fund account 

Strategies and Methodologies Project Objectives Goals

Strategy/methodology  : Formulation of the required plans and policies 

Desired goals :  Improved Implementation of county medium term goals  


Strategy/methodology :  The County has established Monitoring and evaluation department 

 Desired goals :  to ascertain the value of money for all projects, programmes and policies implemented 


Strategy/methodology :  Preparations of annual budgets and work plans 

 Desired goals :  Enhance resource utilization 


Strategy/methodology :  Public participations forums 

 Desired goals :  Enhanced transparency and public involvement 


Strategy/methodology :  Production of required reports 

 Desired goals :  Improved alignment of the strategy to the goals 


Strategy/methodology :  Publish and publicize of report 

 Desired goals :  Enhanced public involvement in decision making 


Strategy/methodology :  Strengthening systems of monitoring and evaluation across all sectors 

 Desired goals :  Prudent resource management and accountability 

Internal and Audit Control Measures

· Continuous Strengthening of the internal audit department · 

The County has established the Monitoring and Evaluation department to ascertain the value of money for all projects, programmes and policies implemented