PEFA Training. Dakar, Senegal January & February 1, #PEFA. PEFA Secretariat

Size: px
Start display at page:

Download "PEFA Training. Dakar, Senegal January & February 1, #PEFA. PEFA Secretariat"

Transcription

1 #PEFA PEFA Training Dakar, Senegal January & February 1, 2019 PEFA Secretariat Improving public financial management. Supporting sustainable development.

2 INTRODUCTION Introductions Participant priorities Agenda and key training topics Intended outcomes 2

3 KEY TRAINING TOPICS/TAKEAWAYS PEFA 2016 FRAMEWORK PEFA ASSESSMENT PROCESS PREPARING A PEFA REPORT PEFA AND PFM REFORM 3

4 Intended training outcomes After the training, you will have: 1. Improved your understanding of the PEFA 2016 framework; 2. Developed capacities to engage in, and support, the PEFA assessment process; 3. Increased your skills to assess PEFA performance indicators and prepare PEFA reports; 4. Strengthened your confidence in using PEFA to discuss PFM reforms; 5. Increased your capacity to develop and monitor PFM reform action plans 6. Learned about PEFA products, and how best to use them. 4

5 WHAT IS 1. Set of PFM performance indicators PEFA? 2. PFM performance report 4. Tool to identify fiscal challenges 5. Means to highlight PFM trends 6. Basis for identifying PFM strengths & weaknesses 3. Database of PFM performance information 7. Support government to achieve policy goals 5

6 The PEFA program PEFA: Public Expenditure and Financial Accountability PEFA partnership founded in 2001 The PEFA program provides a framework for assessing PFM 6

7 The PEFA Framework Purpose Provide a thorough, consistent and evidence-based analysis of PFM performance at a specific point in time Assess how PFM impacts on key budget outcomes: fiscal discipline, efficient resource allocation, efficient service delivery Establish the foundation for analyzing and improving in PFM PEFA does not assess government policies 7

8 Measures progress over time Extensive international acceptance Benefits of PEFA Builds momentum for PFM reform Fosters stakeholder coordination 8

9 PEFA Secretariat Program administration & support to the PEFA Steering Committee Advice to PEFA Framework users (planning & preparation, queries) Quality Assurance Guidance material (4 volumes of the PEFA Handbook) Learning & knowledge products (Training, videos, social media) Client services (data base management, research facilitation) 9

10 PEFA ASSESSMENTS BY REGION - January 2019 WORLDWIDE: - USED BY 150 COUNTRIES ASSESSMENTS - 21 PLANNED ASSESSMENTS IN SUB-SAHARAN AFRICA: - USED IN 48 COUNTRIES ASSESSMENTS - 7 PLANNED ASSESSMENTS Source: 10

11 NUMBER OF PEFA ASSESSMENTS IN COUNTRIES BY REGION - January 2019 MIDDLE EAST AND NORTH AFRICA 13 SUB-SHARAN AFRICA 48 EUROPE AND CENTRAL ASIA 22 1 NORTH AMERICA ASIA AND PACIFIC 25 SOUTH ASIA 8 LATIN AMERICA 33 11

12 PEFA USED IN 243 SUBNATIONAL GOVERNMENTS in 40 COUNTRIES - January 2019

13 CHARACTERISTICS OF THE PEFA FRAMEWORK Basic elements of PEFA outcomes, pillars, indicators, and dimensions 13

14 What does the PEFA framework cover? Central government Budgetary Extrabudgetary PEFA and GFS 2014 structure of the public sector Public sector General government Public corporations State governments Local governments Social security funds Social security funds 14

15 What does the PEFA Framework not cover? PEFA is not used for: Assessing PFM performance of public corporations Corporate governance standards are different Part of public sector not central government sector Exception is potential fiscal risk to central government Directly assessing sector level PFM performance However, information from a government PEFA assessment can be used to inform sector analysis 15

16 PEFA and PFM An open and orderly PFM is one of the enabling elements to achieve the three desirable budgetary outcomes: Aggregate fiscal discipline Strategic allocation of resources Efficient service delivery 16

17 PEFA 2016 PFM performance assessment The PEFA framework was upgraded in It is the most comprehensive upgrade since it was first published in 2005 and slightly revised in OUTCOMES 7 PILLARS 31 INDICATORS 94 DIMENSIONS 17

18 7 PEFA pillars of PFM performance Pillar One Budget reliability Pillar Two Transparency of public finances Pillar Three Management of assets and liabilities Pillar Four Policy-based fiscal strategy and budgeting Pillar Five Predictability and control in budget execution Pillar Six Accounting and reporting Pillar Seven External scrutiny and audit 18

19 PEFA and the budget cycle Policy-based fiscal strategy and budgeting Transparency of public finances External scrutiny and audit Management of assets and liabilities Predictability and control in budget execution Budget reliability Accounting and reporting 19

20 PEFA performance indicators BUDGET RELIABILITY PI-1. Aggregate expenditure outturn PI-2. Expenditure composition outturn PI-3. Revenue outturn TRANSPARENCY OF PUBLIC FINANCES PI-4. Budget classification PI-5. Budget documentation PI-6. Central government operations outside financial reports PI-7. Transfers to subnational governments PI-8. Performance information for service delivery PI-9. Public access to fiscal information MANAGEMENT OF ASSETS AND LIABILITIES PI-10. Fiscal risk reporting PI-11. Public investment management PI-12. Public asset management PI-13. Debt management POLICY-BASED FISCAL STRATEGY AND BUDGETING PI-14. Macroeconomic and fiscal forecasting PI-15. Fiscal strategy PI-16. Medium-term perspective in expenditure budgeting PI-17. Budget preparation process PI-18. Legislative scrutiny of budgets PREDICTABILITY AND CONTROL IN BUDGET EXECUTION PI-19. Revenue administration PI-20. Accounting for revenue PI-21. Predictability of in-year resource allocation PI-22. Expenditure arrears PI-23. Payroll controls PI-24. Procurement PI-25. Internal controls on nonsalary expenditure PI-26. Internal audit ACCOUNTING AND REPORTING PI-27. Financial data integrity PI-28. In-year budget reports PI-29. Annual financial reports EXTERNAL SCRUTINY AND AUDIT PI-30. External audit PI-31. Legislative scrutiny of audit reports 20

21 Time horizons As a general rule, the assessment is based on the situation at the time of data collection: At time of assessment For some indicator dimensions, the requirements for a score can be assessed on the basis of different time horizons: Last completed fiscal year Last three completed fiscal years A specific event (e.g., last budget/report submitted etc.) 21

22 Scoring & calibration Each dimension is scored separately. A High level of performance that meets good international practices B Sound performance above the basic level C Basic level of performance broadly consistent with good international practices D Either less than the basic level of performance or insufficient information to score 22

23 Scoring Each dimension is rated separately most indicators have 2, 3 or 4 dimensions Score is determined by starting from C as basic level of performance Every aspect specified in the scoring requirements must be fulfilled Materiality matters: All, most, majority, some and a few defined in the Framework and applied consistently throughout the set of indicators Sampling can be used when justified guidelines are provided under relevant indicators 23

24 Aggregation of dimension scores The selected method is specified for each indicator. M1 Weakest M2 Averaging Link Method Used when all elements are critical for the process/system to function; failure of one fails the process The aggregate score is the lowest score given to any of the individual dimensions of an indicator Where any of the other dimensions score higher, a + is added to the indicator score Used when elements are sufficiently independent and the process can function with one of the elements scored poorly A conversion table for combining individual scores is provided in the PEFA Framework (page 10) 24

25 Circumstances when there is no score Two situations may occur when no score is attributed When the elements examined are non applicable to the entity under assessment, NA replaces the score When there is a decision not to use the indicator for specific reasons that are explained, NU is used rather than a score The explanation should be included in both the CN/ToR and PEFA Report 25

26 Structure of an indicator Performance indicator (PI) number PI Title Short description of the PI with aggregation method Dimension to be assessed Requirements to be met for a specific score Dimension to be assessed Requirements to be met for a specific score 26

27 UNDERSTANDING PEFA 2016 Explaining the indicators and dimensions Exercises 27

28 PILLAR ONE Budget Reliability The government budget is realistic and is implemented as intended. This is measured by comparing actual revenues and expenditures (the immediate results of the PFM system) with the original approved budget. 28

29 PI-1 Aggregate expenditure outturn Pillar one Budget reliability PI-2 Expenditure composition outturn PI-3 Revenue outturn 29

30 Pillar one: Budget reliability PI-1 Aggregate expenditure outturn PI-2 Expenditure composition outturn PI-3 Revenue outturn 1.1 Aggregate expenditure outturn 2.1 Outturn by function 3.1 Aggregate revenue outturn 2.2 Outturn by economic type 3.2 Revenue composition outturn 2.3 Expenditure from contingency reserves 30

31 PILLAR TWO Transparency of Public Finances Information on public financial management is comprehensive, consistent, and accessible to users. This is achieved through comprehensive budget classification, transparency of all government revenue and expenditure including intergovernmental transfers, published information on service delivery performance and ready access to fiscal and budget documentation. 31

32 PI-4 Budget classification PI-5 Budget documentation Pillar two Transparency of public finances PI-6 Central government operations outside financial reports PI-7 Transfers to subnational governments PI-8 Performance information for service delivery PI-9 Public access to fiscal information 32

33 Pillar two: Transparency of public finances PI-4 Budget classification PI-5 Budget documentation PI-6 Central government operations outside financial reports 4.1 Budget classification 5.1 Budget documentation 6.1 Expenditure outside financial reports 6.2 Revenue outside financial reports 6.3 Financial reports of extrabudgetary units 33

34 Pillar two: Transparency of public finances PI-7 Transfers to sub-national governments PI-8 Performance information for service delivery PI-9. Public access to fiscal information 7.1 System for allocating transfers 8.1 Performance plans for service delivery 9.1 Public access to fiscal information 7.2Timeliness of information on transfers 8.2 Performance achieved for service delivery 8.3 Resources received by service delivery units 8.4 Performance evaluation for service delivery 34

35 PILLAR THREE Management of Assets and Liabilities Effective management of assets and liabilities ensures that public investments provide value for money, assets are recorded and managed, fiscal risks are identified, and debts and guarantees are prudently planned, approved, and monitored. 35

36 PI-10 Fiscal risk reporting Pillar three Management of assets and liabilities PI-11 Public investment management PI-12 Public asset management PI-13 Debt management 36

37 Pillar three: Management of assets and liabilities PI-10 Fiscal risk reporting PI-11 Public investment management 10.1 Monitoring of public corporations 10.2 Monitoring of subnational governments 10.3 Contingent liabilities and other fiscal risks 11.1 Economic analysis of investment proposals 11.2 Investment project selection 11.3 Investment project costing 11.4 Investment project monitoring 37

38 Pillar three: Management of assets and liabilities PI-12 Public asset management 12.1 Financial asset monitoring PI-13 Debt management 13.1 Recording and reporting of debt and guarantees 12.2 Nonfinancial asset monitoring 13.2 Approval of debt and guarantees 12.3 Transparency of asset disposal 13.3 Debt management strategy 38

39 PILLAR FOUR Policy-based Fiscal Strategy and Budgeting The fiscal strategy and the budget are prepared with due regard to government fiscal policies, strategic plans, and adequate macroeconomic and fiscal projections. 39

40 PI-14 Macroeconomic and fiscal forecasting Pillar four Policy-based fiscal strategy and budgeting PI-15 Fiscal strategy PI-16 Medium-term perspective in expenditure budgeting PI-17 Budget preparation process PI-18 Legislative scrutiny of budgets 40

41 Pillar four: Policy-based fiscal strategy and budgeting PI-14 Macroeconomic and fiscal forecasting PI-15 Fiscal strategy PI-16 Medium-term perspective in expenditure budgeting 14.1 Macroeconomic forecasts 15.1 Fiscal impact of policy proposals 16.1 Medium-term expenditure estimates 14.2 Fiscal forecasts 15.2 Fiscal strategy adoption 16.2 Medium-term expenditure ceilings 14.3 Macrofiscal sensitivity analysis 15.3 Reporting on fiscal outcomes 16.3 Alignment of strategic plans and medium-term budgets 16.4 Consistency of budgets with previous year s estimates 41

42 Pillar four: Policy-based fiscal strategy and budgeting PI-17 Budget preparation process PI-18 Legislative scrutiny of budgets 17.1 Budget calendar 18.1 Scope of budget scrutiny 17.2 Guidance on budget preparation 18.2 Legislative procedures for budget scrutiny 17.3 Budget submission to the legislature 18.3 Timing of budget approval 18.4 Rules for budget adjustment by executive 42

43 PILLAR FIVE Predictability and Control in Budget Execution The budget is implemented within a system of effective standards, processes, and internal controls, ensuring that resources are obtained and used as intended. 43

44 PI-19 Revenue administration PI-20 Accounting for revenue Pillar five Predictability and control in budget execution PI-21 Predictability of in-year resource allocation PI-22 Expenditure arrears PI-23 Payroll controls PI-24 Procurement PI-25 Internal controls on nonsalary expenditure PI-26 Internal audit 44 44

45 Pillar five: Predictability and control in budge execution PI-19 Revenue administration PI-20 Accounting for revenue PI-21 Predictability of in-year resource allocation 19.1 Rights and obligations for revenue measures 20.1 Information on revenue collections 21.1 Consolidation of cash balances 19.2 Revenue risk management 20.2 Transfer of revenue collections 21.2 Cash forecasting and monitoring 19.3 Revenue audit and investigation 20.3 Revenue accounts reconciliation 21.3 Information on commitment ceilings 19.4 Revenue arrears monitoring 21.4 Significance of in-year budget adjustments 45

46 Pillar five: Predictability and control in budget execution PI-22 Expenditure arrears PI-23 Payroll controls PI-24 Procurement management 22.1 Stock of expenditure arrears 23.1 Integration of payroll and personnel records 24.1 Procurement monitoring 22.2 Expenditure arrears monitoring 23.2 Management of payroll changes 24.2 Procurement methods 23.3 Internal control of payroll 24.3 Public access to procurement information 23.4 Payroll audit 24.4 Procurement complaints management 46

47 Pillar five: Predictability and control in budget execution PI-25. Internal controls on nonsalary expenditure PI-26. Internal audit 25.1 Segregation of duties 26.1 Coverage of internal audit 25.2 Effectiveness of expenditure commitment controls 26.2 Nature of audits and standards applied 25.3 Compliance with payment rules and procedures 26.3 Implementation of internal audits and reporting 26.4 Response to internal audits 47

48 PILLAR SIX Accounting and Reporting Accurate and reliable records are maintained, and information is produced and disseminated at appropriate times to meet decision-making, management, and reporting needs. 48

49 PI-27 Financial data integrity Pillar six Accounting and reporting PI-28 In-year budget reports PI-29 Annual financial reports 49

50 Pillar six: Accounting and reporting PI-27 Financial data integrity PI-28 In-year budget reports PI-29 Annual financial report 27.1 Bank account reconciliation 28.1Coverage and comparability of reports 29.1 Completeness of annual financial reports 27.2 Suspense accounts 28.2 Timing of in-year budget reports Submission of reports for external audit 27.3 Advance accounts Accuracy of in-year budget reports Accounting standards 27.4 Financial data integrity processes 50

51 PILLAR SEVEN External Scrutiny and Audit Public finances are independently reviewed and there is external follow-up on the implementation of recommendations for improvement by the executive. 51

52 PI-30 External audit Pillar seven External scrutiny and audit PI-31 Legislative scrutiny of audit reports 52

53 Pillar seven: External scrutiny and audit PI-30 External audit PI-31 Legislative scrutiny of audit reports 30.1 Audit coverage and standards 31.1 Timing of audit reports scrutiny 30.2 Submission of the audit reports to the legislature 31.2 Hearings on audit findings 30.3 External audit follow-up 31.3 Recommendations on audit by the legislature 30.4 Supreme audit institution independence 31.4 Transparency of legislative scrutiny of audit reports 53

54 One additional indicator for SNGs HLG-1: Transfers from a higher level of government HLG-1.1: Outturn of transfers from higher-level government HLG-1.2: Earmarked grants outturn HLG 1.3: Timeliness of transfers from higher-level government 54

55 MANAGING THE PEFA ASSESSMENT PROCESS Phases, steps, and tasks in planning, managing, and undertaking a PEFA assessment Stakeholder engagement PEFA Check 55

56 Key steps and stakeholders involved GROUP EXERCISE Identify the key steps of an effective PEFA assessment process and the key stakeholders. Try and visualize it! 56

57 PEFA assessment cycle 57

58 PHASE 1: PLANNING 58

59 Key steps 1. Establish a dialogue on the need for a PEFA assessment Involves consultation with key stakeholders including development partners Agree scope, coverage, type, timing and funding sources Establish an oversight team 2. Develop the concept note or terms of reference Sets out agreed, scope, coverage, timing and resources 3. Prepare for the assessment Recruit and mobilize team Prepare meeting schedule and mission agenda Initiate data request before field work commences 59

60 PEFA guidance to support the start of the data collection process Volume I Annex 1.4.: Initial data request letter Data template 60 60

61 PHASE 2: FIELD WORK 61

62 Key steps 4. Launch the assessment Educate and inform oversight team, participants, and other stakeholders Introductory workshop and/or separate briefing for senior officials may be required 5. Data collection and analysis Collect data not provided as part of initial data request Corroborate data and evidence provided through multiple sources Identify and address any data gaps Commence data analysis and scoring Present and test initial findings 62

63 PEFA guidance to support the data analysis and scoring Volume II Key elements: About the indicator/dimension Impact on budgetary outcomes Scoring requirements Measurement guidance Timing, coverage, and data requirements 6363

64 PHASE 3: REPORTING 64

65 Key steps 6. Draft report preparation Scoring the dimensions and indicators Analysis of performance pillars and budgetary outcomes 7. Peer review and refinement Quality assurance/peer review PEFA Check 8. Final report and publication Finalized by government Publication = good practice 65

66 PEFA guidance on how to prepare a PEFA 2016 report Volume III Structure of the PEFA report PEFA report template How to assess performance changes between previous versions of the framework and PEFA

67 PEFA CHECK Quality assurance of PEFA assessments Six criteria covering the process and the content to check the quality of the report 1. The concept note and the report follow an adequate peer review process 2. The draft concept note is submitted for peer review before the field work 3. A final version of the concept note is shared with all peer reviewers 4. The complete draft report is submitted to all peer reviewers for review 5. A revised draft PEFA report and a matrix of comments are submitted to all peer reviewers 6. The assessment management and quality assurance are described in the report 67

68 Role of the PEFA Secretariat as a peer reviewer Check Compliance Check Coverage Check Consistency Foster Confidence 68

69 PEFA Check - Quality of the content A target threshold of 85% and above Is sought for: The coverage rating of the report The compliance index at the dimension and the indicator level Is considered at the final stage of the report 69

70 PHASE 4: PFM REFORM ACTION 70

71 Key steps 9. PFM reform dialogue Discussion about PEFA assessment findings and need for reforms or reform program Develop and implement reform program Identify a reform champion and establish a team 10.Monitoring and follow-up Monitoring reforms Impact on PFM weaknesses Updating as required 71

72 PREPARING THE PEFA REPORT AND ANALYZING PFM PEFORMANCE Structure and content Assessment of PFM performance: scores, evidence, and justification Integrated assessment of performance indicators seven pillars of PFM performance PFM strengths and weaknesses 72

73 About the PEFA report PEFA reports provide a comprehensive and integrated assessment of a country s PFM based on an indicator-led analysis Provides a standalone overview of PFM performance Identifies PFM strengths and weaknesses The reports can inform governments PFM and associated reform initiatives and priorities The reports do not include recommendations for PFM reforms 73

74 PEFA 2016 report format Executive summary 1. Introduction 1.1 Rationale and purpose 1.2 Assessment management and quality assurance 1.3 Assessment methodology 2. Country background information 2.1 Country economic situation 2.2 Fiscal and budgetary trends 2.3 Legal and regulatory arrangements for PFM 2.4 Institutional arrangements for PFM 2.5 Other important features of PFM and its operating environment 3. Assessment of PFM performance 3.1 Budget reliability 3.2 Transparency of public finances 3.3 Management of assets and liabilities 3.4 Policy-based fiscal strategy and budgeting 3.5 Predictability and control in budget execution 3.6 Accounting and reporting 3.7 External scrutiny and audit 4. Conclusions on the analysis of PFM systems 4.1 Integrated assessment of PFM performance 4.2 Effectiveness of the internal control framework 4.3 PFM strengths and weaknesses 4.4 Performance changes since a previous assessment 5. Government PFM reform process 5.1 Approach to PFM reforms 5.2 Recent and on-going reform actions 5.3 Institutional considerations Annexes Annex 1: Performance indicator summary Annex 2: Summary of observations on the internal control framework Annex 3: Sources of information Annex 4: Supplementary annex: Tracking performance from previous PEFA using an earlier version of the framework 74

75 Executive Summary To go straight to the point 1. Purpose and management 2. Coverage, timing, what is being assessed, at what point of time 3. How PFM systems performance affects the three budgetary outcomes 4. Performance changes over time 5. PFM reform agenda 6. Overview of scores 75

76 Summary of PEFA scores as presented in the Executive summary 76

77 Section 1. Introduction 1.1 Rationale and purpose 1.2 Assessment management and quality assurance 1.3 Assessment methodology 77

78 Section 2. Country background information 2.1. Country economic situation 2. Fiscal and budgetary trends 3. Legal and regulatory arrangements for PFM 4. Institutional arrangements for PFM 5. Other important features of PFM and its operating environment 78

79 Section 3: Assessment of PFM performance Each indicator is reported separately and the analysis includes the following five elements GENERAL DESCRIPTION PERFORMANCE TABLE PERFORMANCE LEVEL AND EVIDENCE PERFORMANCE CHANGE REFORM ACTIVITIES 79 79

80 Section 4: Conclusions of the analysis of PFM performance 4 subsections 4.1 Integrated assessment of PFM performance 4.2 Effectiveness of the internal control framework NEW 4.3 PFM strengths and weaknesses 4.4 Performance changes since a previous assessment 80

81 4.1 Integrated assessment of PFM performance Implications for the seven pillars of PFM performance Pillar One Budget reliability Pillar Two Transparency of public finances Pillar Three Management of assets and liabilities Pillar Four Policy-based fiscal strategy and budgeting Pillar Five Predictability and control in budget execution Pillar Six Accounting and reporting Pillar Seven External scrutiny and audit 81

82 4.2 Effectiveness of the internal control framework Explains control-related indicator findings related to effectiveness of the internal control framework Summary of observations on internal control framework is also presented in Annex 2 Internal control components and elements 1. CONTROL ENVIRONMENT 2. RISK ASSESSMENT 3. CONTROL ACTIVITIES 4. INFORMATION AND COMMUNICATION 5. MONITORING 82

83 4.3 PFM strengths and weaknesses Analysis of the extent to which the PFM performance supports the achievement of the three budgetary outcomes Aggregate fiscal discipline Strategic allocation of resources Efficient service delivery 83

84 4.4 Performance changes since a previous assessment This subsection introduces a dynamic perspective on PFM performance and its impact on achieving the three budgetary outcomes. 84

85 Section 5: Government PFM reform process 5.1. Approach to PFM reforms 5.2. Recent and ongoing reform actions 5.3. Institutional considerations 85

86 Annexes Annex 1: Performance indicator summary Annex 2: Summary of observations on the internal control framework Annex 3: Sources of information Annex 4-Supplementary annex: Tracking performance from previous PEFA using an earlier version of the framework 86

87 Exercise on interpreting the PEFA indicators & writing a PEFA report Prepare an overview of Pefalia PFM performance for the relevant pillars: 1. Review the indicators and narrative of the extract of Section 3 of the Pefalia 2016 PEFA report 2. Prepare a summary of performance for the three pillars 3. Describe how PFM performance as measured by the pillars impacts on the three budgetary outcomes 4. Report back 87

88 Reporting back 88

89 TRACKING PFM PERFORMANCE CHANGES OVER TIME How to track PFM progress with previous PEFA 2011/2005 framework assessments 89

90 What to determine in a successive assessment? Specific changes in system performance What has changed? How much? Indicator scores will provide a crude overview of changes over time, but: Dimensions may change differently Performance may not always change enough to change the score 90

91 Non-performance reasons why scores may change Changes in definitions Improved availability of or access to information Different sampling Scoring methodology mistakes in previous assessment 91

92 Tracking performance using PEFA 2016 with previous assessment using PEFA 2011 PEFA 2016 establishes a new baseline but is not directly comparable with previous assessment that used PEFA 2011 For successive assessments apply PEFA 2011 to current data to track performance changes since previous assessment Prepare a separate annex to compare scores and provide explanation of changes Required once only for first successive assessment applying PEFA

93 93

94 PEFA AND PFM REFORM Establishing a PFM reform dialogue within government and development partners Prioritizing PFM reform Preparing a PFM reform action plan 94

95 Using the PEFA report for PFM dialogue PEFA assessments alone might not provide enough detail to establish a detailed reform action plan Further studies and analysis may be needed to complement the snapshot on PFM performance from the PEFA assessment Detailed analysis of underlying causes may be needed for formulation of detailed action plan Such analysis should focus on priority areas Complementary tools available Fiscal transparency (FTE), tax administration (TADAT), debt management (DEMPA), public investment (PIMA), procurement (MAPS) 95

96 Budget reliability Transparency of public finances PEFA & other PFM tools Management of assets and liabilities Policy-based fiscal strategy and budgeting Predictability and control in budget execution Accounting and reporting External scrutiny and audit PER Public Expenditure Review 96

97 Next steps: PFM reform strategy or action plan PEFA assessment is an important input to priority setting and sequencing of PFM reform strategies or actions plans Indicator scores should not be used simplistically in reform formulation Political economy, legal, administrative, resource, and capacity factors need to be considered Reforms need to be driven by governments themselves Action plan will set out reforms, specific tasks, responsibilities, timelines, need for technical support and monitoring arrangements 97

98 Monitoring and follow-up of PFM reform Frequency of the assessments to be considered Application of full indicator set no more than every 3 years Between full assessments, monitoring of reform progress may include: Annual monitoring of selected indicators and/or dimensions (e.g., indicators likely to be impacted by reforms) Focus monitoring of progress on the implementation of reform measures (i.e., activity based monitoring) 98

99 PEFA and PFM Reform. Exercise on establishing a dialogue on PFM reform Based on the information in the PEFA report extract, identify: 1. What are the main PFM weaknesses identified in the report 2. What additional data and/or analysis do you need to better understand the reasons for weaker performance 3. What are the top three PFM reform priorities for Pefalia 99

100 Reporting back 100

101 PEFA and PFM Reform. Exercise on preparing a PFM reform action plan Based on the PEFA report and further analysis: Prepare a draft PFM reform action plan for the three priorities you identified yesterday: 1. Set out the specific tasks or actions to be undertaken to implement each of the reforms 2. Allocates responsibilities for each task 3. Provides an indicative timeline for each task 4. Identifies possible capacity development requirements for each reform and/or task 5. Sets out arrangements for monitoring implementation and progress of each reform and/or task 101

102 Reporting back 102

103 Key elements of a PFM reform action plan or strategy Stage 1: Stage 2: Stage 3: Stage 4: Stage 5: Stage 6: Stage 7 IDENTIFY PFM AGREE DESIRED PFM WEAKNESSES REFORM OUTCOMES Present a list of strengths and weaknesses identified in the PEFA report DETERMINE UNDERLYING CAUSES OF WEAKNESSES Agree analysis to be undertaken by authorities to identify the causes or contributing factors to the strengths and weaknesses identified Agree on the desired PFM outcomes from addressing the problems and weaknesses identified DEVELOP AND PRIORITZE PFM REFORM OPTIONS Develop a proposed set of reform initiatives that address the weaknesses identified and support the achievement of the desired PFM outcomes. Agree the order of priority of the reforms based on desired outcomes. Review priority based on constraints identified in stage 4. IDENTIFY POTENTIAL CONSTRAINTS TO REFORM Identify potential impediments and other constraints to successfully implementing reform and possible actions to mitigate those constraints IMPLEMENT REFORMS/ REFORM ACTION PLANS Identify specific actions, responsibilities, timelines, and capacity development needs. This could be as individual initiatives or part of a reform strategy or action plan. MONITORING AND EVALUATION Monitor the implementation of reforms and individual actions. Review and modify reform initiatives or plans. 10 3

104 DISCUSSION: NEXT STEPS Lessons from participants experiences with PEFA and PFM reform Discussion on planned PEFA assessments and PFM reform strategies 104

105 PEFA Secretariat guidance 105

106 Stay in touch with the PEFA Secretariat PEFA Newsletter #PEFA

107 What did you think of the TRAINING? r/dakar2019eng 107

108 Quiz: Testing your knowledge Go to: r/pefatestdakareng and test the knowledge you acquired at this training. 108

109 PEFA Certificates 109

PEFA Handbook. Volume III: Preparing the PEFA Report FINAL VERSION

PEFA Handbook. Volume III: Preparing the PEFA Report FINAL VERSION PEFA Handbook Volume III: Preparing the PEFA Report FINAL VERSION March, 2016 PEFA Secretariat Washington DC USA 1 P age Preface PEFA 2016 HANDBOOK About PEFA The Public Expenditure and Financial Accountability

More information

PEFA Handbook. Volume I: The PEFA Assessment Process Planning, Managing and Using PEFA

PEFA Handbook. Volume I: The PEFA Assessment Process Planning, Managing and Using PEFA PEFA Handbook Volume I: The PEFA Assessment Process Planning, Managing and Using PEFA October 18, 2016 PEFA Secretariat Washington DC USA 1 Table of Contents PEFA ASSESSMENT HANDBOOK... 5 Preface... 5

More information

2. PEFA indicators and report

2. PEFA indicators and report 2. PEFA indicators and report Introduction to PEFA (2011 version) Skopje, Macedonia February 2015 PEFA Secretariat The PEFA Framework Launched in June 2005, updated 2011 (upgraded extensively 2015 - draft)

More information

PEFA Handbook. Volume I: The PEFA Assessment Process Planning, Managing and Using PEFA

PEFA Handbook. Volume I: The PEFA Assessment Process Planning, Managing and Using PEFA PEFA Handbook Volume I: The PEFA Assessment Process Planning, Managing and Using PEFA Second edition November 20, 2018 PEFA Secretariat Washington DC, USA Table of Contents PEFA ASSESSMENT HANDBOOK...

More information

Public Expenditure and Financial Accountability Baseline Report. Central Provincial Government

Public Expenditure and Financial Accountability Baseline Report. Central Provincial Government Public Expenditure and Financial Accountability Baseline Report Central Provincial Government 1 Table of Contents Summary Assessment... 4 (i) Integrated assessment of PFM performance... 4 (ii) Assessment

More information

The PEFA Performance Measurement Framework and the Strengthened Approach to Supporting PFM Reform

The PEFA Performance Measurement Framework and the Strengthened Approach to Supporting PFM Reform The PEFA Performance Measurement Framework and the Strengthened Approach to Supporting PFM Reform Budgeting and Public Financial Management September 2007 Ivor Beazley World Bank Page 1 CONTENT What is

More information

Draft Policy Brief: Revised Indicator 9a for the Global Partnership Monitoring Framework

Draft Policy Brief: Revised Indicator 9a for the Global Partnership Monitoring Framework Draft Policy Brief: Revised Indicator 9a for the Global Partnership Monitoring Framework March 2015 This policy brief has been produced with the kind assistance of the European Union and the German Ministry

More information

PERFORMANCE MANAGEMENT AN OVERVIEW

PERFORMANCE MANAGEMENT AN OVERVIEW PERFORMANCE MANAGEMENT AN OVERVIEW Rama Krishnan, Sr Financial Management Specialist, South Asia Region, vramakrishnan@worldbank.org Presentation Scheme Performance Management Concept Performance Measures

More information

Public Financial Management

Public Financial Management UNITAR Mustofi Fellowship Hiroshima, Japan 18 22 February 2012! Index! Overview and Objectives! Limitations and Problems! Public Financial Systems! Financial Management System Boundaries! Framework! Government

More information

I. Importance of Fiscal Transparency. II. The Fiscal Transparency Code. III. The Fiscal Transparency Evaluation

I. Importance of Fiscal Transparency. II. The Fiscal Transparency Code. III. The Fiscal Transparency Evaluation Fiscal Transparency Code & Evaluation: Outline of the Presentation I. Importance of Fiscal Transparency II. The Fiscal Transparency Code III. The Fiscal Transparency Evaluation IV. Fiscal Transparency

More information

September Preparing a Government Debt Management Reform Plan

September Preparing a Government Debt Management Reform Plan September 2012 Preparing a Government Debt Management Reform Plan Introduction Preparing a Government Debt Management Reform Plan The World Bank supports the strengthening of government debt management

More information

Fieldguide. for undertaking an assessment using the PEFA performance measurement framework

Fieldguide. for undertaking an assessment using the PEFA performance measurement framework Fieldguide for undertaking an assessment using the PEFA performance measurement framework May 3 rd, 2012 Foreword In the 7 years since the Framework was launched, almost 300 PEFA assessments have been

More information

The Governance Brief

The Governance Brief ISSUE 31 2017 Public Expenditure and Financial Accountability: Assessing Public Financial Management Performance and Influencing Reform Processes Experience from Asia and the Pacific By Lewis Hawke 1 Introduction

More information

Draft Natural Resource Fiscal Transparency Code

Draft Natural Resource Fiscal Transparency Code Draft as of May 9, 2016 Draft Natural Resource Fiscal Transparency Code A. FISCAL TRANSPARENCY PRINCIPLES I. FISCAL REPORTING Fiscal reports should provide a comprehensive, relevant, timely, and reliable

More information

PFM Reform Programmes

PFM Reform Programmes PFM Reform Programmes Presentation by Mary Betley WBI/CABRI/East AFRITAC PFM Training Seminar 18-20 June 2007 Outline Overview of PEFA Lessons from experience - Do s and Don t s Case Studies Zambia and

More information

LINKED DOCUMENT 2: PUBLIC EXPENDITURE AND FINANCIAL ACCOUNTABILITY (PEFA) 1

LINKED DOCUMENT 2: PUBLIC EXPENDITURE AND FINANCIAL ACCOUNTABILITY (PEFA) 1 Policy-Based Lending 2008 2017: Performance, Results, and Issues of Design, Linked Document 2 LINKED DOCUMENT 2: PUBLIC EXPENDITURE AND FINANCIAL ACCOUNTABILITY (PEFA) 1 A. Armenia: 2008 and 2013 1. Overall,

More information

FINAL TEXT OF THE THREE REVISED INDICATORS FOR THE PERFORMANCE MEASUREMENT FRAMEWORK

FINAL TEXT OF THE THREE REVISED INDICATORS FOR THE PERFORMANCE MEASUREMENT FRAMEWORK FINAL TEXT OF THE THREE REVISED INDICATORS FOR THE PERFORMANCE MEASUREMENT FRAMEWORK PI-2 Composition of expenditure out-turn compared to original approved budget Where the composition of expenditure varies

More information

Public financial management is an essential part of the development process.

Public financial management is an essential part of the development process. IDA at Work Public Financial Management: Tracking Resources for Better Results Public financial management is an essential part of the development process. It supports the efficient and accountable use

More information

Managing Fiduciary Risk when providing Poverty Reduction Budget Support

Managing Fiduciary Risk when providing Poverty Reduction Budget Support How to note 22 SEPTEMBER 2004 Managing Fiduciary Risk when providing Poverty Reduction Budget Support Introduction What is the purpose of this note? 1. DFID s policy on managing fiduciary risk sets out

More information

Country Public Financial Management System Assessment. Republic of Armenia: Seismic Safety Improvement Program

Country Public Financial Management System Assessment. Republic of Armenia: Seismic Safety Improvement Program Country Public Financial Management System Assessment Project Number: 49078 Loan Number(s): June 2015 Republic of Armenia: Seismic Safety Improvement Program ABBREVIATIONS ADS - Armenian Development Strategy

More information

Climate Change Finance Mainstreaming: A Snapshot

Climate Change Finance Mainstreaming: A Snapshot Climate Change Finance Mainstreaming: A Snapshot The Budget Cycle: Three basic Phases Oversight Preparation Implementation 2 Key Concepts Government/ CC Mitigation and Adaptation Policies Public Financial

More information

Managing tax administration reforms

Managing tax administration reforms Fiscal Affairs Department Effects of Good Government, by Ambrogio Lorenzetti, Siena, Italy, 1338-39 Managing tax administration reforms It all starts with a scoping mission Rene Ossa Fiscal Affairs Department

More information

QUESTIONNAIRE ON FISCAL INSTITUTIONS [COUNTRY]

QUESTIONNAIRE ON FISCAL INSTITUTIONS [COUNTRY] QUESTIONNAIRE ON FISCAL INSTITUTIONS [COUNTRY] This questionnaire is designed to gather basic information on fiscal institutions and practices as a basis for review of a country's fiscal management system

More information

Afghanistan Public Financial Management Performance Assessment. Executive Summary. May 2008

Afghanistan Public Financial Management Performance Assessment. Executive Summary. May 2008 Afghanistan Public Financial Management Performance Assessment Executive Summary May 2008 Acknowledgements This is the second PFM Performance Assessment, based on the information as of December 2007, two

More information

Republic of Trinidad and Tobago Public Expenditure and Financial Accountability

Republic of Trinidad and Tobago Public Expenditure and Financial Accountability Republic of Trinidad and Tobago Public Expenditure and Financial Accountability Public Financial Management Performance Assessment Report Final Report Client: European Commission Delegation Trinidad and

More information

SPECIFIC TERMS OF REFERENCE. EU contribution to 2012 Federal PEFA assessment in Pakistan

SPECIFIC TERMS OF REFERENCE. EU contribution to 2012 Federal PEFA assessment in Pakistan SPECIFIC TERMS OF REFERENCE EU contribution to 2012 Federal PEFA assessment in Pakistan FWC BENEFICIARIES 2009 - LOT 11: Macro economy, Statistics and Public finance management DCI-ASIE/2011/277245/1 1

More information

Limited Repeat and Sectoral PEFA Trinidad and Tobago. Final Report. Volume 1 - Central Government

Limited Repeat and Sectoral PEFA Trinidad and Tobago. Final Report. Volume 1 - Central Government Limited Repeat and Sectoral PEFA 2013 Trinidad and Tobago Final Report Volume 1 - Central Government January 2014 The contents of this publication are the sole responsibility of ACE International Consultants

More information

Outline of the Presentation

Outline of the Presentation Outline of the Presentation I. Background on Fiscal Transparency a. What is Fiscal Transparency b. Why Fiscal Transparency Matters c. Background on the Global Fiscal Transparency Effort d. Progress in

More information

PFTAC Regional Papers. A Public Financial Management Roadmap for Forum Island Countries

PFTAC Regional Papers. A Public Financial Management Roadmap for Forum Island Countries PFTAC Regional Papers A Public Financial Management Roadmap for Forum Island Countries July 2010 This paper was a joint product of the Pacific Islands Forum Secretariat and PFTAC. It was prepared by Matt

More information

PROGRAM-FOR-RESULTS FINANCING INTERIM GUIDANCE NOTE TO STAFF: FIDUCIARY SYSTEMS ASSESSMENT. Operations Policy and Country Services

PROGRAM-FOR-RESULTS FINANCING INTERIM GUIDANCE NOTE TO STAFF: FIDUCIARY SYSTEMS ASSESSMENT. Operations Policy and Country Services PROGRAM-FOR-RESULTS FINANCING INTERIM GUIDANCE NOTE TO STAFF: FIDUCIARY SYSTEMS ASSESSMENT These interim guidance notes are intended for internal use by Bank staff to provide a framework to conduct assessments

More information

JORDAN. Terms of Reference

JORDAN. Terms of Reference JORDAN Terms of Reference Jordan: Strengthening municipal financial management systems to sustain service delivery in municipalities affected by the refugee crisis Assessment of Municipal Public Financial

More information

International Monetary Fund Washington, D.C.

International Monetary Fund Washington, D.C. 2010 International Monetary Fund May 2010 IMF Country Report No. 10/138 November 2009 January 29, 2001 January 29, 2001 January 29, 2001 January 29, 2001 Maldives: Action Plan for PFM Reforms Based on

More information

MEASURING THE INTEGRATION OF CLIMATE CHANGE IN PFM SYSTEMS

MEASURING THE INTEGRATION OF CLIMATE CHANGE IN PFM SYSTEMS Draft for piloting purpose MEASURING THE INTEGRATION OF CLIMATE CHANGE IN PFM SYSTEMS THE OBJECTIVE OF THE PAPER The objective of the paper is introduce a methodology to assess the level of integration

More information

Government of the Punjab BUDGET TRANSPARENCY REVIEW 2014

Government of the Punjab BUDGET TRANSPARENCY REVIEW 2014 Government of the Punjab BUDGET TRANSPARENCY REVIEW 2014 2014 Sub-National Governance (SNG) Programme www.pk-sng.org Government of the Punjab BUDGET TRANSPARENCY REVIEW 2014 LIST OF ABBREVIATIONS BTR FD

More information

SUMMARY FINANCIAL MANAGEMENT ASSESSMENT

SUMMARY FINANCIAL MANAGEMENT ASSESSMENT A. Introduction Emergency Assistance for Relief and Recovery from Typhoon Yolanda (RRP PHI 47337) UMMARY FINANCIAL MANAGEMENT AEMENT 1. This financial management assessment was prepared in accordance with

More information

Vanuatu. Vanuatu is a lower-middle-income country with a gross national income (GNI) of

Vanuatu. Vanuatu is a lower-middle-income country with a gross national income (GNI) of 00 Vanuatu INTRODUCTION Vanuatu is a lower-middle-income country with a gross national income (GNI) of USD 2 620 per capita (2009) and a population of 240 000 (WDI, 2011). Net official development assistance

More information

IDI Results Framework

IDI Results Framework IDI Results Framework To effectively monitor the performance of IDI during the Strategic Plan period 2014-2018, the IDI Results Framework has been developed. The framework will monitor the results in the

More information

Assessment of reallocation warrants in Tanzania

Assessment of reallocation warrants in Tanzania ANALYSIS OF REALLOCATION WARRANTS Final report: Assessment of reallocation warrants in Tanzania July 2014 Scanteam: Team leader Torun Reite and team member Erlend Nordby ANALYSIS OF REALLOCATION WARRANTS

More information

UNCTAD s Seventh Debt Management Conference. Capacity Building Needs: Response from the World Bank. Ms. Gallina A. Vincelette

UNCTAD s Seventh Debt Management Conference. Capacity Building Needs: Response from the World Bank. Ms. Gallina A. Vincelette UNCTAD s Seventh Debt Management Conference 9-11 November 2009 Capacity Building Needs: Response from the World Bank by Ms. Gallina A. Vincelette Senior Economist Economic Policy and Debt Department The

More information

MONTENEGRO PUBLIC EXPENDITURE AND FINANCIAL ACCOUNTABILITY ASSESSMENT

MONTENEGRO PUBLIC EXPENDITURE AND FINANCIAL ACCOUNTABILITY ASSESSMENT MONTENEGRO PUBLIC EXPENDITURE AND FINANCIAL ACCOUNTABILITY ASSESSMENT PUBLIC FINANCIAL MANAGEMENT PERFORMANCE REPORT THE WORLD BANK July 30 2013 ii TABLE OF CONTENTS EXECUTIVE OVERVIEW ix SUMMARY ASSESSMENT...

More information

Strengthening Medium Term Budget Frameworks

Strengthening Medium Term Budget Frameworks Strengthening Medium Term Budget Frameworks International Consortium on Governmental Financial Management Washington DC, 6 December, 2016 Taz Chaponda, Fiscal Affairs Department Outline Definitions Medium-Term

More information

BUDGET LAW. (Revised edition) CHAPTER ONE. General provision. Article 1. Purpose of the Law

BUDGET LAW. (Revised edition) CHAPTER ONE. General provision. Article 1. Purpose of the Law BUDGET LAW (Revised edition) CHAPTER ONE General provision Article 1. Purpose of the Law 1.1. The purpose of this Law is to establish principles, systems, composition and classification of the budget,

More information

Reforming Public Financial Management in Papua New Guinea: The Role of Accountants. Dr Ken Ngangan Secretary for Finance

Reforming Public Financial Management in Papua New Guinea: The Role of Accountants. Dr Ken Ngangan Secretary for Finance Reforming Public Financial Management in Papua New Guinea: The Role of Accountants Dr Ken Ngangan Secretary for Finance DEPARTMENT OF FINANCE PFM REFORMS Outline key PFM reforms that the Department of

More information

25+ Years of Public Expenditure Reviews (PERs) What Have We Learned?

25+ Years of Public Expenditure Reviews (PERs) What Have We Learned? 25+ Years of Public Expenditure Reviews (PERs) What Have We Learned? Institutional Matters Bill Dorotinsky, IMF June 19, 2008 Brookings Institution 1 Background Public Expenditure Reviews originated as

More information

SECTOR ASSESSMENT (SUMMARY): PUBLIC SECTOR MANAGEMENT (PUBLIC EXPENDITURE AND FISCAL MANAGEMENT) Sector Performance, Problems, and Opportunities

SECTOR ASSESSMENT (SUMMARY): PUBLIC SECTOR MANAGEMENT (PUBLIC EXPENDITURE AND FISCAL MANAGEMENT) Sector Performance, Problems, and Opportunities Improving Public Expenditure Quality Program, SP1 (RRP VIE 50051-001) SECTOR ASSESSMENT (SUMMARY): PUBLIC SECTOR MANAGEMENT (PUBLIC EXPENDITURE AND FISCAL MANAGEMENT) 1 Sector Road Map 1. Sector Performance,

More information

PROGRAM FIDUCIARY SYSTEMS ASSESSMENT

PROGRAM FIDUCIARY SYSTEMS ASSESSMENT Sustainable Transport Infrastructure Improvement Program (RRP SOL 46499) A. Background and Information Sources PROGRAM FIDUCIARY SYSTEMS ASSESSMENT 1. Under the proposed program, country public financial

More information

Debt Statistics and Management: Issues at the National Level

Debt Statistics and Management: Issues at the National Level Debt Statistics and Management: Issues at the National Level Punam Chuhan-Pole Development Economics Fiscal Transparency and Data Management Workshop For Delegation from the Ministry of Finance, China

More information

TADAT. The Tax Administration Diagnostic Assessment Tool (TADAT) Strategic Objectives and Observations To-date May 2017

TADAT. The Tax Administration Diagnostic Assessment Tool (TADAT) Strategic Objectives and Observations To-date May 2017 The Tax Administration Diagnostic Assessment Tool (TADAT) Strategic Objectives and Observations To-date May 2017 TADAT TM TAX ADMINISTRATION DIAGNOSTIC ASSESSMENT TOOL Contributing to strengthened tax

More information

SECTOR ASSESSMENT (SUMMARY): PUBLIC SECTOR MANAGEMENT

SECTOR ASSESSMENT (SUMMARY): PUBLIC SECTOR MANAGEMENT Country Partnership Strategy: Papua New Guinea, 2016 2020 Sector Road Map SECTOR ASSESSMENT (SUMMARY): PUBLIC SECTOR MANAGEMENT 1. Sector Performance, Problems, and Opportunities 1. Strengthening public

More information

III. modus operandi of Tier 2

III. modus operandi of Tier 2 III. modus operandi of Tier 2 Objective, country and project eligibility 70 Budget and timing 71 Project preparation: formulation of proposals 71 Project appraisal 72 Project approval 73 Agreements and

More information

2011 SURVEY ON MONITORING THE PARIS DECLARATION

2011 SURVEY ON MONITORING THE PARIS DECLARATION TASK TEAM ON MONITORING THE PARIS DECLARATION 2011 SURVEY ON MONITORING THE PARIS DECLARATION Revised Survey Materials Initial Annotated Draft 3 May 2010 FOR COMMENT This initial text with annotations

More information

ANNEX 15 of the Commission Implementing Decision on the 2015 Annual Action programme for the Partnership Instrument

ANNEX 15 of the Commission Implementing Decision on the 2015 Annual Action programme for the Partnership Instrument ANNEX 15 of the Commission Implementing Decision on the 2015 Annual Action programme for the Partnership Instrument Action Fiche for EU- Brazil Sector Dialogues Support Facility 1. IDENTIFICATION Title

More information

INTERNAL AUDIT DIVISION REPORT 2018/058. Audit of the management of the regular programme of technical cooperation

INTERNAL AUDIT DIVISION REPORT 2018/058. Audit of the management of the regular programme of technical cooperation INTERNAL AUDIT DIVISION REPORT 2018/058 Audit of the management of the regular programme of technical cooperation There was a need to enhance complementarity of activities related to the regular programme

More information

Topics 1 PFM Best Practice for DSM Revenues 2. 3 Comprehensiveness & Transparency 4 Policy-based Budgeting 5 External Scrutiny

Topics 1 PFM Best Practice for DSM Revenues 2. 3 Comprehensiveness & Transparency 4 Policy-based Budgeting 5 External Scrutiny PFM Issues for DSM Funds R. Hackett- PFM Advisor, PFTAC/IMF 1 Topics 1 PFM Best Practice for DSM Revenues 2 What can we learn from PEFA assessments? 3 Comprehensiveness & Transparency 4 Policy-based Budgeting

More information

REPORT 2016/081 INTERNAL AUDIT DIVISION

REPORT 2016/081 INTERNAL AUDIT DIVISION INTERNAL AUDIT DIVISION REPORT 2016/081 Audit of selected subprogrammes and related technical cooperation projects in the Economic and Social Commission for Western Asia Overall results relating to the

More information

Open Budget Survey 2015 Myanmar

Open Budget Survey 2015 Myanmar Open Budget Survey 2015 Section 1. Public Availability of Budget Docs. Section One: The Availability of Budget Documents contains a series of four tables that allow the researcher to examine and map the

More information

Trends, challenges and Opportunities for Resource Mobilization in Myanmar for Sustainable Development

Trends, challenges and Opportunities for Resource Mobilization in Myanmar for Sustainable Development Trends, challenges and Opportunities for Resource Mobilization in Myanmar for Sustainable Development 6 12 2018 Outline Revenue and expenditure and Financing Trends Challenges for resource mobilization

More information

PUBLIC FINANCE MANAGEMENT CONFERENCE FOR AFRICA

PUBLIC FINANCE MANAGEMENT CONFERENCE FOR AFRICA PUBLIC FINANCE MANAGEMENT CONFERENCE FOR AFRICA Public Financial Management and Accountability Reforms - The Kenyan Scenario PRIDE INN PARADISE HOTEL, MOMBASA, 19 th -21 st APRIL 2017 Uphold. Public. Interest

More information

Guidelines for Financial Assurance Planning

Guidelines for Financial Assurance Planning For Global Fund Grants Guidelines for Financial Assurance Planning June 2016 Geneva, Switzerland The financial assurance plan provides improvements to the way the Global Fund obtains financial assurance

More information

IMF EAST AFRITAC FY 2018 WORK PLAN REVENUE ADMINISTRATION

IMF EAST AFRITAC FY 2018 WORK PLAN REVENUE ADMINISTRATION IMF EAST AFRITAC FY 2018 WORK PLAN REVENUE ADMINISTRATION Beneficiary Strategic Objective Topic Objective Activity Title Outcome Milestone AFE Complete AFE corporate activities Complete AFE corporate activities

More information

MANUAL OF PROCEDURES FOR DISBURSEMENT OF FUNDS TO PARTICIPATING PARTNERS

MANUAL OF PROCEDURES FOR DISBURSEMENT OF FUNDS TO PARTICIPATING PARTNERS MANUAL OF PROCEDURES FOR DISBURSEMENT OF FUNDS TO PARTICIPATING PARTNERS Global Strategy to Improve Agricultural and Rural Statistics The main steps of the procedure for disbursement of funds (from the

More information

Economic and Social Council

Economic and Social Council United Nations Economic and Social Council Distr.: Limited 26 May 2015 Original: English 2015 session 21 July 2014-22 July 2015 Agenda item 7 Operational activities of the United Nations for international

More information

Fund for Gender Equality Monitoring and Evaluation Framework Executive Summary

Fund for Gender Equality Monitoring and Evaluation Framework Executive Summary Fund for Gender Equality Monitoring and Framework Executive Summary Primary Goal of the Monitoring and Framework The overall aim of this Monitoring and (M&E) Framework is to ensure that the Fund for Gender

More information

Annex 1. Action Fiche for Solomon Islands

Annex 1. Action Fiche for Solomon Islands Annex 1 Action Fiche for Solomon Islands 1. IDENTIFICATION Title/Number FED/2012/023-802 Second Solomon Islands Technical Cooperation Facility (TCF II) Total cost EUR 1,157,000 Aid method / Method of implementation

More information

Public Disclosure Authorized. Public Disclosure Authorized. Public Disclosure Authorized. Public Disclosure Authorized

Public Disclosure Authorized. Public Disclosure Authorized. Public Disclosure Authorized. Public Disclosure Authorized Public Disclosure Authorized Public Disclosure Authorized Public Disclosure Authorized Public Disclosure Authorized Report No. 48652-PK Pakistan Public Expenditure and Financial Accountability Assessment

More information

Review Criteria. Robotics Program. Reviewer SCORE SUMMARY. Extent of Need 25 Goals Objectives and Milestones

Review Criteria. Robotics Program. Reviewer SCORE SUMMARY. Extent of Need 25 Goals Objectives and Milestones Proposal Lead Agency: Proposal Title: Review Criteria [Additional Information]: Robotics Program Reviewer Reviewer: Signature: Date: SCORE SUMMARY Section Maximum Score Extent of Need 25 Goals Objectives

More information

Republic of Fiji: Supporting Public Financial Management Reform

Republic of Fiji: Supporting Public Financial Management Reform Technical Assistance Report Project Number: 50378-001 Knowledge and Support Technical Assistance (KSTA) November 2017 Republic of Fiji: Supporting Public Financial Management Reform This document is being

More information

Mongolia: Development of State Audit Capacity

Mongolia: Development of State Audit Capacity Technical Assistance Report Project Number: 47198-001 Capacity Development Technical Assistance (CDTA) November 2013 Mongolia: Development of State Audit Capacity The views expressed herein are those of

More information

Office of the Auditor General of Norway. Handbook for the Office of the Auditor General s Development Cooperation

Office of the Auditor General of Norway. Handbook for the Office of the Auditor General s Development Cooperation Office of the Auditor General of Norway Handbook for the Office of the Auditor General s Development Cooperation i Photo: The Office of the Auditor General of Norway Illustration: Lobo Media AS March 2009

More information

Armenia: Infrastructure Sustainability Support Program

Armenia: Infrastructure Sustainability Support Program Technical Assistance Report Project Number: 46220 Policy and Advisory Technical Assistance (PATA) December 2012 Armenia: Infrastructure Sustainability Support Program The views expressed herein are those

More information

Tracking Progress in the Quality of PFM Systems in HIPCs. An update on past assessments using PEFA data

Tracking Progress in the Quality of PFM Systems in HIPCs. An update on past assessments using PEFA data Tracking Progress in the Quality of PFM Systems in HIPCs An update on past assessments using PEFA data Paolo de Renzio and Bill Dorotinsky * November 2007 * Paolo de Renzio is a doctoral student at the

More information

THE IMPLEMENTATION OF THE MEDIUM-TERM EXPENDITURE FRAMEWORK IN CENTRAL AMERICA

THE IMPLEMENTATION OF THE MEDIUM-TERM EXPENDITURE FRAMEWORK IN CENTRAL AMERICA THE IMPLEMENTATION OF THE MEDIUM-TERM EXPENDITURE FRAMEWORK IN CENTRAL AMERICA Index Foreword 2 What is the Medium-Term Expenditure Framework? 4 The process in Nicaragua: The strategy for development and

More information

Additional Modalities that Further Enhance Direct Access: Terms of Reference for a Pilot Phase

Additional Modalities that Further Enhance Direct Access: Terms of Reference for a Pilot Phase Additional Modalities that Further Enhance Direct Access: Terms of Reference for a Pilot Phase GCF/B.10/05 21 June 2015 Meeting of the Board 6-9 July 2015 Songdo, Republic of Korea Provisional Agenda item

More information

REPORT 2015/095 INTERNAL AUDIT DIVISION

REPORT 2015/095 INTERNAL AUDIT DIVISION INTERNAL AUDIT DIVISION REPORT 2015/095 Review of recurrent issues identified in recent internal audit engagements for the Office for the Coordination of Humanitarian Affairs 8 September 2015 Assignment

More information

FUNDING REQUEST APPLICATION FORM

FUNDING REQUEST APPLICATION FORM FUNDING REQUEST APPLICATION FORM Tailored to Transition SUMMARY INFORMATION Applicant Component(s) Principal Recipient(s) Envisioned grant(s) start date Allocation funding request Envisioned grant(s) end

More information

Study of relationship between Ministry of Health and Ministry of Finance in Ghana

Study of relationship between Ministry of Health and Ministry of Finance in Ghana Study of relationship between Ministry of Health and Ministry of Finance in Ghana Presentation at the Global Health Initiative, Woodrow Wilson International Center for Scholars June 24, 2009 Content of

More information

Allocation and Catalytic Investment Access to Funding

Allocation and Catalytic Investment Access to Funding Allocation and Catalytic Investment Access to Funding Contents 1 2 Allocation Methodology Catalytic Investments 1 1 Overview Global Fund has adopted a refined allocation methodology to Deliver the aims

More information

Treasury Board of Canada Secretariat

Treasury Board of Canada Secretariat Treasury Board of Canada Secretariat 2007 08 A Report on Plans and Priorities The Honourable Vic Toews President of the Treasury Board Table of Contents Section I: Overview... 1 Minister s Message...

More information

INCLUSIVE HOUSING FINANCE PROGRAM

INCLUSIVE HOUSING FINANCE PROGRAM Public Disclosure Authorized INCLUSIVE HOUSING FINANCE PROGRAM Public Disclosure Authorized Public Disclosure Authorized Public Disclosure Authorized 1. The assessment 1 indicates that the fiduciary systems

More information

The Global Fund. Financial Management Handbook for Grant Implementers. December 2017 Geneva, Switzerland

The Global Fund. Financial Management Handbook for Grant Implementers. December 2017 Geneva, Switzerland The Global Fund Financial Management Handbook for Grant Implementers Geneva, Switzerland This page has been intentionally left blank Table of Contents 1 Executive Summary... 4 1.1 Introduction... 4 1.2

More information

COUNTRY RESULTS FRAMEWORK KENYA. By Monica Asuna Resource Mobilization Department National Treasury KENYA

COUNTRY RESULTS FRAMEWORK KENYA. By Monica Asuna Resource Mobilization Department National Treasury KENYA COUNTRY RESULTS FRAMEWORK KENYA By Monica Asuna Resource Mobilization Department National Treasury KENYA Working Definition of GPI R&MA A country Results Framework (CRF) is an institutionalized and functioning

More information

Open Budget Survey 2015 Sierra Leone

Open Budget Survey 2015 Sierra Leone Open Budget Survey 2015 Section 1. Public Availability of Budget Docs. Section One: The Availability of Budget Documents contains a series of four tables that allow the researcher to examine and map the

More information

Duration of Assignment: Approx. 150 working days from January to September 2015

Duration of Assignment: Approx. 150 working days from January to September 2015 Terms of reference GENERAL INFORMATION Title: Gender Poverty Expert _CPEIR Bangka Belitung (Indonesian National) Project Name : Environment Unit/ Sustainable Development Financing (SDF) SIDA Funding Reports

More information

Duration of Assignment: Apprx. 150 working days from January to September 2015

Duration of Assignment: Apprx. 150 working days from January to September 2015 Terms of reference GENERAL INFORMATION Title: Governance and Institutional Expert _CPEIR Bangka Belitung (Indonesian National) Project Name : Environment Unit/ Sustainable Development Financing (SDF) SIDA

More information

Dr. Gabriel MOUGANI Chief Regional Integration Coordinator West Africa Regional Development and Business Delivery Office (RDGW)

Dr. Gabriel MOUGANI Chief Regional Integration Coordinator West Africa Regional Development and Business Delivery Office (RDGW) Financing Development: Experiences from Africa, Asia and Latin America The African Development Bank s role and experiences in supporting regional payments systems programs & initiatives in Africa: key

More information

JOINT POLICY REFORM MATRIX, FY2016 FY2018

JOINT POLICY REFORM MATRIX, FY2016 FY2018 Building Macroeconomic Resilience Subprogram 2 (RRP TON 48361-002) JOINT POLICY REFORM MATRIX, FY2016 FY2018 Version: March 2017 I. SUPPORTING FISCAL RESILIENCE Fiscal strategy Partners: ADB, IMF, PFTAC,

More information

Towards Strengthening Public Financial Management in County Governments in Kenya

Towards Strengthening Public Financial Management in County Governments in Kenya Towards Strengthening Public Financial Management in County Governments in Kenya SP No. 18/2018 KENYA INSTITUTE FOR PUBLIC POLICY RESEARCH AND ANALYSIS (KIPPRA) Towards Strengthening Public Financial Management

More information

Federal Government of Ethiopia. Ministry of Finance and Economic Development PUBLIC FINANCE MANAGEMENT ASSESSMENT AMHARA REGIONAL GOVERNMENT

Federal Government of Ethiopia. Ministry of Finance and Economic Development PUBLIC FINANCE MANAGEMENT ASSESSMENT AMHARA REGIONAL GOVERNMENT Federal Government of Ethiopia Ministry of Finance and Economic Development PUBLIC FINANCE MANAGEMENT ASSESSMENT AMHARA REGIONAL GOVERNMENT FWC Beneficiaries 2009 Europe Aid/127054/C/SER/Multi LOT No 11

More information

JOINT POLICY REFORM MATRIX, 2015/ /18 Version: March 2016

JOINT POLICY REFORM MATRIX, 2015/ /18 Version: March 2016 Building Macroeconomic Resilience Program, SP1 (RRP TON 48361) JOINT POLICY REFORM MATRIX, 2015/16 2017/18 Version: March 2016 Reform area FY2015/16 Actions FY2016/17 Actions FY2017/18 Actions Results

More information

Public Financial Management Reforms and Gender Responsive Budgeting. Jens Kovsted

Public Financial Management Reforms and Gender Responsive Budgeting. Jens Kovsted Public Financial Management Reforms and Gender Responsive Budgeting Jens Kovsted jak.cebr@cbs.dk Outline 1. Key concepts 2. The budget cycle 3. Different types of PFM reform 4. Gender responsive budgeting

More information

Introduction. The Assessment consists of: A checklist of best, good and leading practices A rating system to rank your company s current practices.

Introduction. The Assessment consists of: A checklist of best, good and leading practices A rating system to rank your company s current practices. ESG / CSR / Sustainability Governance and Management Assessment By Coro Strandberg President, Strandberg Consulting www.corostrandberg.com September 2017 Introduction This ESG / CSR / Sustainability Governance

More information

Lao People s Democratic Republic: Strengthening the Capacity of the State Audit Organization

Lao People s Democratic Republic: Strengthening the Capacity of the State Audit Organization Technical Assistance Report Project Number: 42226 Capacity Development Technical Assistance (CDTA) September 2011 Lao People s Democratic Republic: Strengthening the Capacity of the State Audit Organization

More information

NYISO Capital Budgeting Process. Draft 01/13/03

NYISO Capital Budgeting Process. Draft 01/13/03 NYISO Capital Budgeting Process Draft 01/13/03 1 1.0 INTRODUCTION An effective, capital budgeting process is essential to ensure sound capital investment decisions. This report details a recommended approach

More information

REPORT 2015/174 INTERNAL AUDIT DIVISION

REPORT 2015/174 INTERNAL AUDIT DIVISION INTERNAL AUDIT DIVISION REPORT 2015/174 Audit of management of selected subprogrammes and related capacity development projects in the United Nations Economic and Social Commission for Asia and the Pacific

More information

REPORT 2015/115 INTERNAL AUDIT DIVISION

REPORT 2015/115 INTERNAL AUDIT DIVISION INTERNAL AUDIT DIVISION REPORT 2015/115 Audit of the statistics subprogramme and related technical cooperation projects in the Economic Commission for Africa Overall results relating to effective management

More information

Web Document 4.D: Code of Good Practices on Fiscal Transparency

Web Document 4.D: Code of Good Practices on Fiscal Transparency Web Document 4.D: Code of Good Practices on Fiscal Transparency Declaration on Principles Code of Good Practices on Fiscal Transparency Declaration on Principles Adopted by the Interim Committee, April

More information

AN INTEGRATED ASSESSMENT MODEL FOR TAX ADMINISTRATION

AN INTEGRATED ASSESSMENT MODEL FOR TAX ADMINISTRATION Poverty Reduction and Economic Management Public Sector and Governance Group AN INTEGRATED ASSESSMENT MODEL FOR TAX ADMINISTRATION Final Version, 2011 INTEGRATED ASSESSMENT MODEL FOR TAX ADMINISTRATION

More information

Development Policy Instruments to Support Decentralization and Local Governance Reforms Bruno Carrasco

Development Policy Instruments to Support Decentralization and Local Governance Reforms Bruno Carrasco Development Policy Instruments to Support Decentralization and Local Governance Reforms Bruno Carrasco Director Public Management, Financial Sector and Trade Division South Asia Department Asian Development

More information

Public Financial Management and Accountability Assessment

Public Financial Management and Accountability Assessment Report No. 84169-PK Public Financial Management and Accountability Assessment Government of Sindh and Development Partners (The World Bank, European Union, UKaid and ADB) Public Financial Management and

More information

Lao People's Democratic Republic: Strengthening the Capacity of the State Audit Organization

Lao People's Democratic Republic: Strengthening the Capacity of the State Audit Organization Completion Report Project Number: 46-01 Technical Assistance Number: 7857 April 016 Lao People's Democratic Republic: Strengthening the Capacity of the State Audit Organization This document is being disclosed

More information