Debt Management Performance Assessment

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  • Publication
    Maldives Debt Management Reform Plan
    (World Bank, Washington, DC, 2019-03-01) World Bank
    The first Debt Management Performance Assessment (DeMPA) for Maldives was conducted in 2009, and a second DeMPA was completed in March 2019. The authorities have taken important steps to improve debt management since the first assessment, but many challenges remain. The government has implemented a series of reforms to public financial and debt management, including changes to the legal and institutional framework. Key measures include a complete overhaul of Treasury operations, the implementation of the Integrated Financial Management Information System (IFMIS) across all government entities in the capital, Malé, the establishment of a Treasury Single Account, and the development of cash-flow forecasting procedures. The coverage of the Commonwealth Secretariat Debt Recording and Management System (CSDRMS) has also been expanded, and the CS-DRMS is now used as a central database for almost all debt obligations, except Islamic finance instruments. The results of the 2019 DeMPA shed light on these improvements and indicate areas for further action.
  • Publication
    Debt Management Performance Assessment : Kazakhstan
    (Washington, DC, 2011-05) World Bank
    A World Bank mission visited Kazakhstan from July 15-23, 2010, to undertake a comprehensive assessment of debt management operations using the Debt Management Performance Assessment tool (DeMPA). The DeMPA report provides an overview of strengths and weaknesses in government debt management in Kazakhstan, as evaluated at end-July, 2010. The scores demonstrate that areas of strength clearly outnumber areas where policies and practices fall short of minimum standards for effective debt management. Areas of strength include the legal framework, governance, and operational risk management, coordination with fiscal and monetary policies, as well as debt recording and reporting. Such strengths are impressive, taking into account the relatively low debt level and modest recourse to both domestic and external borrowing. However, many areas displaying relatively low scores would benefit from attention and reform. This need is most pressing in the context of developing a medium-term debt management strategy, which would involve outlining the preferred composition of debt based on cost-risk analyses, and would provide guidance not only for the government s borrowing but also for market development.
  • Publication
    Debt Management Performance Assessment : Sierra Leone
    (Washington, DC, 2009-12) World Bank
    The results of this assessment show that seven (7) indicators warranted an overall score of C or better, demonstrating compliance with the minimum requirement; these referred to the debt management strategy; evaluation of debt management operation; coordination with fiscal policy; domestic borrowing; external borrowing; debt records and debt reporting, and debt administration and data security. A total of eight (8) indicators did not meet the minimum requirement at the time of the mission. These correspond to legal framework; managerial structure; audit, coordination with monetary policy; loan guarantees and on-lending; cash-flow forecasting and balance management; segregation of duties, staff capacity and business continuity and debt reporting. The mission notes that Ministry of Finance and Economic Development, or MOFED is currently implementing reforms in the areas of public debt management and domestic debt market development, including i) designing a new comprehensive public debt law; ii) implementing the reorganization of the debt management unit in MOFED; iii) formulating and implementing a procedures manual for debt management functions in MOFED; iv) implementing connectivity between two major data bases, namely CSDRMS and the integrated financial management system of the government. As a consequence, the mission expects several of these indicators to improve with reform implementation.
  • Publication
    Debt Management Performance Assessment : Maldives
    (Washington, DC, 2009-10) World Bank
    From October 19 to 27, 2009, a World Bank team in collaboration with the Commonwealth Secretariat undertook a debt management performance assessment of the Government of the Republic of Maldives (GRM). The objective was to undertake a comprehensive assessment of debt management functions using the Debt Management Performance Assessment tool (DeMPA), version of November 2008. As part of the assessment, the team met relevant officials dealing with public debt management in Maldives from the Ministry of Finance and Treasury (MOFT), the Maldives Monetary Authority (MMA), the Attorney General, the Auditor General's office, the National Disaster Management Centre, Capital Markets Development Authority, the State Bank of India and the Bank of Maldives. The assessment for Maldives was timely. The current situation shows moderately high government debt levels (around 55 percent of GDP) with sustainability indicators reflecting vulnerabilities (at current trajectory of primary deficit, the International Monetary Fund (IMF) article four report estimated debt levels would reach 75 percent of GDP by 2013). The recently concluded Public Expenditure and Financial Accountability (PEFA) findings highlighted areas for improvement relating to budget execution and credibility, audit and legislative oversight, cash management and the Treasury Single Account (TSA), and monitoring and managing fiscal risks.
  • Publication
    Debt Management Performance Assessment : Togo
    (Washington, DC, 2008-06) World Bank
    During November 12 through November 24, 2007 a World Bank team traveled to Lome, Togo, to undertake an assessment of the government's debt management operations using the Debt Management Performance Measurement Assessment Tool (DeMPA). The DeMPA is a methodology for assessing debt management performance through a set of 15 indicators covering the full range of debt management functions. This assessment report highlights that the current strengths of debt management operations in Togo lie in the areas of coordination with monetary policy and the staff in the debt office, who have the skills needed for the basic debt management operations they are required to do at the moment. Among the areas for improvement identified, the priority should be given to: (i) the institutional framework, which is currently overly complex and does not ensure appropriate coordination among all entities that participate in the debt management process; (ii) the debt recording systems, which are not accurate and complete, in part as a consequence of the institutional framework; and (iii) putting in place a debt management strategy, which at this stage would focus on arrears clearance and the terms of re-engagement with the international financial community.