Debt Management Performance Assessment

Items in this collection

Now showing 1 - 2 of 2

Debt Management Performance Assessment : Solomon Islands

(Washington, DC, 2009-09) World Bank

From February 19 to 28, 2009, a World Bank team undertook a debt management performance assessment (DeMPA) mission to Honiara, Solomon Islands. The objective was to undertake a comprehensive assessment of debt management functions applying the DeMPA tool. The assessment reveals that the Solomon Islands meets the minimum requirements for effective debt management performance as specified by the DeMPA tool on the legal framework, coordination with monetary policy, and debt reporting. While taking note of substantial efforts to improve performance in a number of areas, the assessment also found that the Solomon Islands does not meet the minimum requirements for the indicators assessing the debt management strategy, managerial structure, coordination with fiscal policy, domestic borrowing, cash flow forecasting and cash balance management, debt records, and debt recording. The mission also identified the following areas that require improvement and could be considered priorities for capacity building and reform: evaluation of debt management operations; auditing; external borrowing; loan guarantees, on-lending and debt-related transactions; debt administration and data security, and; segregation of duties, staff capacity and business continuity.
Debt Management Performance Assessment : Mongolia

(Washington, DC, 2008-06) World Bank

A World Bank mission visited Ulaanbaatar April 3-11, 2008. The team consisted of Lars Jessen and Eriko Togo, World Bank Treasury. The objective was to undertake a comprehensive assessment of debt management operations using the Debt Management Performance Assessment tool (DeMPA) that was developed with a focus on Low Income Countries (LICs). A main reason for applying the tool in Mongolia was the opportunity to take stock of the progress in the debt management area achieved under the debt management sub-component of the World Bank Governance Assistance Program (GAP). The mission met with government officials from various departments in the Ministry of Finance, including the Debt Management Division, Bank of Mongolia, Mongolia National Audit Office, the State Audit and Inspection Committee, and a private bank. Mongolia scores relatively high on indicators related to governance and strategy development, coordination with macroeconomic policies, strategy implementation, and recording and reporting. Weaknesses reside in the areas of cash flow forecasting and cash management, and operational risk management. The latter include debt administration and data security, and segregation of duties, staff capacity, and business continuity.