Integrated Fiduciary Assessment

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India - Swachh Bharat Mission Support Operation: Fiduciary Systems Assessment
(Washington, DC, 2015-11-05) World Bank
A fiduciary systems assessment (FSA) was carried out to evaluate the arrangements relevant to the operation and to determine whether they provide reasonable assurance that the operation funds will be used for their intended purpose. Taking into account the improvements required and the agreement on the actions required to strengthen the systems (which are reflected in the program action plan (PAP), the overall fiduciary framework is considered adequate to support the operation management and to achieve the desired results. Assessments have been carried out in five states through two consulting firms. PricewaterhouseCoopers Private Limited (PwC) was engaged to carry out assessments in West Bengal and Odisha, while Ernst and Young Limited (E and Y) were engaged for assessments in Chattisgarh, Madhya Pradesh, and Rajasthan. The overall objective of the operation is to accelerate efforts under swachh Bharat mission gramin (SBM-G) to achieve universal sanitation coverage, enhance cleanliness, and eliminate open defecation in rural areas by leveraging Bank funds to incentivize performance of the states and, to increase ministry of drinking water and sanitation (MDWS) capacity to facilitate states in program implementation. The proposed operation will support the national program over a five year period (2015-2020); coinciding with the timeframe of the national program. To strengthen the program’s procurement implementation capacity, several crucial measures should be adopted including additional staffing, intensive training, and hiring of qualified procurement and contract management support consultants, and robust procurement audit. The Bank will also provide assistance and support to the program implementation and will closely monitor the program procurement performance.
Enhancing Teacher Effectiveness in Bihar Operation: Fiduciary Systems Assessment
(Washington, DC, 2014-09-19) World Bank
An integrated fiduciary assessment has been carried out to evaluate the arrangementsrelevant to the Bihar Teachers Education Program to determine whether they provide reasonableassurance that the Program funds will be used for their intended purpose. Based on theassessment and agreement on actions required to strengthen the system, which are reflected inthe DLIs and PAP the overall fiduciary framework for program are considered adequate tosupport program management and to reach the desired results. Similar to other states in India, the GoB has a well-developed budgetary framework that ensures allocation of adequate resources to departments and programs. GoB has not faced significant fund constraint and there is sufficient predictability in availability of resources, albeit fund releases tend to be significantly higher in the last quarter of the financial year; As per standard practice and in order to maintain transparency in GoBs financing, two exclusive budget lines have been allocated to this program segregating between revenue and capital expenditures; a significant proportion of the activities i.e. civil works, ICT procurement and key consultancies, under the program will be undertaken by BSEIDC which operates outside the treasury system and uses commercial banking channels for financial flows and payments. Fiduciary framework in the state and consequently the Program, are guided by several rules and legislation including the Bihar Financial Rules, Treasury Code and Budget Manual, PWD Manual and the Companies Act (2013) in case of BSEIDC.
People's Republic of Bangladesh - Revenue Mobilization Program for Results : VAT Improvement Program
(Washington, DC, 2014-04) World Bank
In accordance with the Bank s OP/BP 9.0 an Integrated Fiduciary Systems Assessment (IFSA) was carried out to determine whether the fiduciary systems pertaining to the Program provide reasonable assurances that the Program funds will be used for their intended purpose. The IFSA comprised an assessment of the fiduciary risks relating to: (a) procurement; (b) financial management; and (c) governance (including fraud and corruption risks) of the implementing agency (the VAT Wing of NBR) which accounts for 95 percent of the Bank-supported Program financing over the next five years. An additional 5 percent of funds will be spent through the ERD as the coordinating agency and the agency responsible for hiring the third party entity for independent verification and reporting to the World Bank. For disbursement purposes, the Bank retains the right to make the final decision whether DLIs have been achieved or not. The conclusion of the IFSA is that the overall fiduciary framework is high risk, but with risk mitigating measures, it is adequate to support Program implementation and to achieve the desired results.
Pakistan Punjab Province : Public Financial Management and Accountability Assessment
(Islamabad: World Bank, 2013-06) World Bank
This document reports on a Public Financial Management and Accountability Assessment (PFMAA) for the Government of the Punjab. The assessment was conducted with the particular objective of updating the PFMAA published in May 2007 to provide the Punjab Government with an objective, indicator-led assessment of the provincial Public Financial Management (PFM) system in a concise and standardized manner, to form an updated understanding of the overall fiduciary environment of the PFM system and to assist in identifying those areas in need of further reform and development. The assessment was conducted as per the revised PEFA PFM Performance Measurement Framework of 2011 (PEFA Framework). The scope of the current assessment was comprehensive with due consideration of the PEFA Secretariat guidance for repeat assessments. The PFMAA was conducted against 31 PFM performance management indicators (28 for government performance and 3 for donor practices) which are grouped into the critical dimensions of performance of an open and orderly PFM system.
Pakistan, Sindh Province - Baseline Indicators System : Baseline Procurement Performance Assessment Report
(World Bank, 2009-09-18) World Bank
This document provides an assessment of the public procurement system in Sindh province using the baseline indicators system developed by the Development Assistance Committee of the Organization for Economic Cooperation and Development (OECD-DAC). This assessment, interviews and discussions were held with stakeholders from the public and private sectors as well as civil society. Developing country governments and donors have a mutual interest in increasing the effectiveness, efficiency, and transparency of procurement systems. Both have worked together under the auspices of the World Bank and OECD-DAC procurement round table initiative to develop a set of tools and standards to support and guide improvements in procurement systems. These tools include: (i) benchmarking for assessing the structure of public procurement systems, and (ii) monitoring and evaluation of public procurement systems. A key analytical tool developed for benchmarking is the baseline indicators system which comprises four pillars: 1) the legislative and regulatory framework; 2) institutional framework and management capacity; 3) procurement operations and market practices; and 4) integrity and transparency of the public procurement system.
Pakistan, Sindh Province - Public financial management accountability assessment
(World Bank, 2009-09-18) World Bank
This report presents the public financial management and accountability assessment (PFMAA) for Pakistan's Sindh province. The assessment uses the public expenditure and financial accountability (PEFA) 2005 framework, which comprises 31 performance indicators to evaluate: (i) the six core public financial management (PFM) dimensions (credibility of the budget; transparency and comprehensiveness; policy-based budgeting; predictability and control in budget execution; accounting, recording, and reporting; and external scrutiny), and (ii) the extent to which donor practices and the management of donor funds affect the PFM systems in the country. This assessment report highlights the likely impact of PFM weaknesses on budgetary outcomes, aggregate fiscal discipline, the strategic allocation of resources, and efficient service delivery.
India - Himachal Pradesh Public Financial Management Accountability Assessment
(World Bank, 2009-06-01) World Bank
The objective of this indicator-led analysis is to provide an integrated assessment of the Public Financial Management (PFM) system of the Government of Himachal Pradesh (GoHP). The analysis draws on the International Monetary Fund fiscal transparency code and other international standards. The analysis proposes to measure and benchmark PFM performance of the state across a wide range of developments over time. The findings are expected to contribute towards strengthening and implementation of the state's PFM reform strategy and in defining priorities and may serve as a baseline against which progress on PFM performance can be measured over time. The thirty-one indicators for the state's PFM system focus on the basic qualities of a PFM system, linking to existing good international practices. Assessments are classified as A (excellent), B (good), C (opportunities for some improvement), and D (in need of improvement in some areas). The indicators cover: 1) the results of the PFM system in terms of actual expenditures and revenues by comparing them to the original approved budget, as well as the level of and changes in expenditure arrears; 2) transparency and comprehensiveness of the PFM system; 3) the performance of the key systems, processes and institutions in the budget cycle; and 4) the elements of donor practices which impact the performance of the PFM system.
India - Jharkhand : Public Financial Management and Accountability Study
(Washington, DC, 2007-09) World Bank
Jharkhand, India's youngest and 28th state came into existence in November 2000 pursuant to the reorganization of the erstwhile State of Bihar by the Bihar State Reorganization Act, 2000. More than 77 percent of the population of the state resides in rural areas and depends on agriculture for sustenance. Jharkhand is one of the richest states in the country in terms of mineral resources. Close to half of the gross domestic product (GSDP) of the state emanates from industry which includes mining, quarrying and registered manufacturing. But the high degree of industrialization has not resulted in a high level of income for the state. While the structure of the output indicates a high level of industrialization, the structure of employment reveals the predominance of agriculture. The purpose of this study is to make an objective assessment of the Public Financial Management and Accountability (PFMA) system of the state, identify its strengths and weaknesses and areas that may be in need of reforms and related capacity building. This study is a prerequisite to determining the precise nature and extent of any capacity building initiatives in Jharkhand. The study provides the Government a diagnostic tool for establishing priorities and to develop a baseline for monitoring future PFM performance of the state.
Managing Public Finances for a New Nepal : A Public Finance Management Review
(Washington, DC, 2007-07-05) World Bank
The people's movement of April 2006, known as Jana Andolan II, has created a sense that a new Nepal that is peaceful, inclusive, just, and prosperous is at hand. Such open moments are rare in the history of a country, and the opportunity must be seized. However, the road ahead is challenging. Despite remarkable achievements in reducing poverty over the last decade and despite a good growth potential, Nepal faces major investment climate constraints notably weak infrastructure, weak governance, weak trade facilitation, and rigid labor laws. Recent economic growth has stagnated around 1 percent per capita, despite growth in neighboring China and India. Investment has been sluggish despite large liquidity excess, notably from the income remitted by Nepali workers abroad. This Public Finance Management (PFM) review outlines the key objectives of the government's development strategy and explores the potential contribution of sound public finance management to this agenda.This review has been conducted by the government of Nepal (GoN) and the World Bank, working in partnership under the guidance of the government's National Planning Commission (NPC) and Ministry of Finance (MoF). The scope of the review was finalized in December 2005. Workshops were held in March 2006 to outline frameworks for assessing PFM and procurement performance, and working group meetings were subsequently held. Support was provided in early 2006 for the preparation of sectoral business plans and subsequently for the preparation of the budget. Dialogue with the MoF and the NPC underpins the expenditure data and analysis.
Pakistan - North West Frontier Province : Public Financial Management and Accountability Assessment
(Washington, DC, 2007-05) World Bank
The North West Frontier Province (NWFP) is the third largest province of Pakistan. The province is landlocked and the land routes to the north are few and difficult, passing through hilly terrain. The province itself is largely mountainous, with only 30 percent cultivated land. Nearly 50 percent of the population lives in the mountainous and arid areas. The province shares a long border with eastern and southern Afghanistan and most of its population has the same ethnic background (Pushtoon) as parts of bordering Afghanistan. This document reports on a Performance Measurement Framework (PFM) assessment by describing the existing financial systems briefly and rating these systems against the laid down indicators of the PFM Performance Measurement Framework. The study has been conducted in line with the Public Financial Management Performance Measurement Framework, using six critical dimensions of performance for an open and orderly PFM system.