Integrated Fiduciary Assessment

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India - Swachh Bharat Mission Support Operation: Fiduciary Systems Assessment

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.

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Enhancing Teacher Effectiveness in Bihar Operation: Fiduciary Systems Assessment

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.

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Mozambique PFM for Results Program : Annex 5. Integrated Fiduciary Systems Assessment

2014-01, World Bank

In preparation for the Public Financial Management (PFM) for Results Program, a Fiduciary Systems Assessment (FSA) covering financial management (FM), procurement, and fraud and corruption was conducted. The principles governing fiduciary management for Program-for-Results are set out in OP 9.00. In line with the PforR Guidance Note, the FSA reviews the adequacy of the applicable rules, procedures, and oversight mechanisms for the Program and the effectiveness of their implementation by the concerned agencies (including both the capacity and the performance). The conclusion of the assessment is that the Program fiduciary systems meet OP 9.00 requirements, and provide a reasonable basis for this PforR operation. However, the current risk-rating is substantial, which requires specific mitigation measures.

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Kenya National Safety Net Program for Results : Integrated Fiduciary Assessment

2013, World Bank

The Government of Kenya (GoK) has a number of well-established social insurance schemes and safety net programs, but their coverage has tended to be low and their effectiveness limited. The coverage of cash transfer programs has grown significantly but remains low in comparison with the size of the population in need. This assessment uses the draft guidance notes on Program-for-Results (PforR) operations prepared by the Operations Policy and Country Services (OPCS) department of the World Bank. The assessment reviews the fiduciary aspects of the government's national safety net program. According to this assessment, the strengths include: (i) sector-wide planning and budgeting through the Sector Working Groups (SWGs), the Medium-term Planning (MTP) framework, and the Medium-term Expenditure Framework (MTEF); (ii) increasing computerization through the Integrated Financial Management Information System (IFMIS); (iii) current efforts to develop and roll out a single registry linked to the Management Information Systems (MISs) for the five cash transfer programs; (iv) the ongoing development and intended roll out of program MISs for the Cash transfer (CT) programs implemented by the department of gender and social development in the Ministry of Gender, Children, and Social Development (MGCSD); (v) the upgrading of the MIS for the CT for Orphans and Vulnerable Children (CT-OVC) and the Hunger Safety Net Programme (HSNP); (vi) independent external audit arrangements by the Kenya National Audit Office (KENAO); and (vii) the fact that the procurement performance of the CT programs will have little or no impact on the implementation of the program. This paper is structured as follows: chapter one gives background and the program's institutional arrangements; chapter two presents program's fiduciary performance and significant fiduciary risks; chapter three focuses on fraud and corruption; chapter four gives institutional arrangements; and chapter five presents mitigating measures.

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Cambodia: The Agriculture, Irrigation, and Rural Roads Sectors -- Public Expenditure Review

2015, World Bank

This report focuses on areas with highest potential efficiency gains to increase the value for money from investments in core public goods and services such as extension, irrigation and rural roads. This is a first attempt to carry out such an analysis in Cambodia, and even in the Greater Mekong sub-region. Based on extensive data gathering and surveys, this chapter analyzes the efficiency and effectiveness of agricultural sector expenditures in Cambodia and assesses various options for increasing the impact of government expenditures on agricultural growth. Other challenges include an excessive focus on rehabilitating primary irrigation infrastructure and a neglect of secondary and tertiary systems, a lack of maintenance of irrigation and rural roads, and the slow pace of developing or adopting new technologies to reduce future maintenance costs. There is also a need to better prioritize agricultural and related infrastructure expenditures, both by type and by geographic location, to maximize their impact on growth. The rest of the report is organized as follows. Chapter two presents recent developments in the agriculture sector of Cambodia. Chapter three gives an overview of sectoral expenditure trends over the last decade. The budget process and its relationship to sectoral development strategies is discussed in chapter three. Chapter four discusses the novel contribution of the AgPER in analyzing the efficiency and effectiveness of government spending using benefit-cost analysis to examine select public investments. Chapter five discusses how likely climate change trends may affect future agriculture expenditures and suggests some priority areas for public spending. The conclusion section summarizes the major findings and policy recommendations of the report.

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People's Republic of Bangladesh - Revenue Mobilization Program for Results : VAT Improvement Program

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.

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Republic of South Sudan : Country Integrated Fiduciary Assessment Southern Sudan, Volume 3. South Sudan Procurement Assessment Report

2013-06, World Bank

The purpose of this Country Integrated Fiduciary Assessment (CIFA) is: (i) to assess the quality of public finance management and procurement systems in South Sudan; and (ii) to then determine the extent of fiduciary risk posed to domestic and external tax payers by the government's use of their funds through these systems. South Sudan has great potential for further increases in living standards, but achieving them will require large improvements in public services, both in access and in quality. In turn, Public Finance Management (PFM) and procurement systems need to be strengthened in order to improve public services; this will require linking spending more tightly to policy objectives and strengthening the operational efficiency of expenditures. In sum, strengthened PFM and procurement systems are not an end in themselves but, rather, the necessary means to achieving the ultimate objective: improved service delivery in South Sudan. This CIFA will be used by the Government of the Republic of South Sudan (GRSS) and by the country state governments to inform their design or reforms of PFM and procurement systems and, in the case of development partners, to inform their design or revision of technical and financial assistance programs and projects in support of the reforms.

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Rwanda Transformation of Agriculture Sector, Phase 3 : Integrated Fiduciary Assessment Report

2014-10-09, World Bank Group

An Integrated Fiduciary Assessment (IFA) was conducted for the proposed Transformation of Agriculture Sector Program Phase-3 (PSTA 3) Program-for-Results (PforR) operation. The assessment used the DRAFT Guidance Notes on Program-for-Results Operations and Requirements of OP/BP 9.00, Program for Results, (PforR). The OECD-DAC four pillars approach was also used to define the inherent risks in the procurement environment. The assessment covered the institutions directly responsible for the program, namely: Ministry of Agriculture and Animal Resources (MINAGRI), Rwanda Agriculture Board (RAB), and National Agriculture Export Board (NAEB); Rwanda Public Procurement Authority (RPPA); National Public Prosecution Authority (NPPA); Office of the Ombudsman (OM); Office of the Auditor General (OAG); and one District Council from each of the four provinces based on the size of budget transfers and population. The assessment also involved discussions with key nonstate actors and stakeholders, including the Private Sector Federation and member confederations, Transparency International (TI) Rwanda chapter, and the National Cooperatives Confederation of Rwanda.

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Integrated Fiduciary Systems Assessment : Ethiopia ULGDP II Program for Results

2014-03-18, World Bank

Ethiopia is a country of many nations, nationalities, and peoples, with a total population of 91.7 million. Ethiopia has experienced strong economic growth over the past decade. Urbanization offers new opportunities in Ethiopia to improve education, health, and other public services, as more concentrated populations are easier to reach. In this context, the Government of Ethiopia (GoE) acknowledges the important role of the urban sector in overall economic growth and to invest in it. In this context, the government introduced the urban local government development program (ULGDP) in 2008 as a performance grant to ULGs. This second ULGDP is a follow-up to the successful first phase. The current ULGDP is jointly funded by the government and the World Bank. The program, which will scale up the support to cover 44 cities, will provide the highly needed investment funds to promote the cities as growth engines in the GoE's urban development strategy, support the institutional capacity of all tiers of governance (federal, regional and local) in urban development, and enhance the incentives of everyone involved.

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Pakistan Punjab Province : Public Financial Management and Accountability Assessment

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.