Other Financial Accountability Study

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  • Publication
    Rwanda : Technical Assessment on a Proposed Credit
    (Washington, DC, 2014-09-14) World Bank
    The Public Financial Management (PFM) Sector Strategic Plan (SSP) identifies key challenges and proposes solutions in each program that are translated into a foundation for defining sector priorities and outcomes through FY2017-18. Improving coherence between national strategies, the Medium Term Expenditure Framework (MTEF), and the annual budget process has been identified as an area for improvement under the first program, on economic planning and budgeting. In the second program, on resource mobilization, key challenges are inadequate resource mobilization, resulting in aid dependency at the national level and lack of discretionary revenues at the subnational level. Across the PFM sector, particularly under program 7, on PFM sector and coordination, capacity and skill shortages are identified as key bottlenecks. Capacity and skill shortages are more pronounced at the subnational level, especially on core PFM areas such as accounting, auditing, budgeting, and reporting. NISR made significant progress in the quality, timeliness, and dissemination of data, mainly in the social and demographic domain, under the first National Strategy for Development of Statistics, or NSDS (2009-14). The overarching objectives of NSDS 2 are to produce relevant, reliable, and timely statistics to monitor the progress of EDPRS 2 and to strengthen the NSS.
  • Publication
    Mozambique PFM for Results Program : Technical Assessment
    (Washington, DC, 2014-01) World Bank
    The discovery of large natural resource reserves in Mozambique has raised expectations of increased economic growth, improved public services and poverty reduction. However, the majority of the population has benefited little from growth in recent years, and may be skeptical that the potential for increased government revenues will translate into improved services. The development potential of future natural resource revenues will partially depend on stronger PFM systems, as well as political commitment to broad based social and economic development. A gap between political rhetoric and improvements in the everyday lives of the population may fuel potential for social unrest. Similarly, changing development partner circumstances (both funding constraints and changing modalities) and perceptions of Mozambique s development trajectory may lead to a drop in the levels of assistance, in advance of actual increases in revenue (it is still some years before natural resources will reach market). The Government needs to respond to both popular expectations and a changing partner environment. This creates a window of opportunity to increase government focus on the effective management of public resources and improved service delivery.