When Reality Doesn’t Bite—Misconceptions about the IMF and Social Spending

Posted by Benedict Clements and Sanjeev Gupta, and previoudly published on iMFdirect

 
All too often we hear the claim that the programs the IMF supports in low-income countries hurt the most vulnerable by forcing cuts in social spending. This is a misconception.

Our study concludes that, contrary to these claims, IMF-supported programs boost education and health spending in low-income countries for as long as countries are engaged with the IMF.

Let the numbers do the talking

We based our analysis on public spending on education and health in 140 countries between 1985 and 2009. The dataset is the most comprehensive ever assembled to assess this issue. The results show the beneficial effects for social spending in program countries in several respects.

First, social spending increased at a faster pace in countries with programs compared to those without, particularly for low-income countries with programs (see chart below). This is true for social spending in relation to GDP and as a share of total government spending, as well as increases in per capita social spending after adjusting for inflation.

Canaries in a Coal Mine

Posted by David Gentry

 
It is well known that animals and other living things can be used to detect a problem before people become aware of it. These are called sentinel animals or indicator species. A dog barking at noises that people cannot hear is an obvious example. More interesting are certain species in a marine environment that are sensitive to low levels of pollution. For more than a century canaries were used in coal mines to detect toxic gases. They became sick before people became sick, and thus gave miners a chance to escape.

To be effective, indicator species must be sensitive to known dangers. They are used to easily, cheaply and accurately monitor the presence of that danger. It is plain to see if the canary is active and happily chirping or not. A reliable relationship must exist between the state of the canary and toxic gases.

But there are limits to what canaries can tell miners. Dead canaries won’t tell where the gas is coming from or even the specific toxic gas (canaries are sensitive to multiple gases injurious to humans, such as methane and carbon monoxide). Once the canary falls off its perch, the miners know they are facing a hazard but must investigate further to find the source, exact nature and severity of the problem, and then decide what to do about it.

Job Offer: Government of Ghana Seeks Technical Advisor to the Fiscal Decentralization Unit

Local Government Capacity Support Project (LGCSP) – P122692

 
The Government of Ghana has secured an IDA credit of $175 million for the Local Government Capacity Support Project (LGCSP). The objectives of the project are:
i. To strengthen the intergovernmental fiscal framework; 
ii. To strengthen local public financial management and accountability for improved infrastructure and services in urban assemblies; and
iii. To improve citizens’ engagement with urban assemblies and their perceptions of urban management.

The project is divided into four components. Component 1 will support the establishment of a predictable and transparent fiscal framework for local governance by assisting the Ministry of Finance and Economic Planning (MOFEP) to develop and manage specific aspects of the fiscal framework for local governance. Component 2 will support selected urban local governments to improve their management capabilities in identified key reform areas through a performance based Urban Development Grant and targeted capacity support. Component 3 will generate civil society demand for financial information from urban assemblies, foster more effective engagement of civil society with assemblies on this data, and strengthen the capacity and engagement of citizens’ representatives on the budget and service delivery issues. Component 4 will provide support to the Ministry of Local Government and Rural Development (MLGRD) in fulfilling its roles in supporting the decentralization process and in managing the project.

IMF Technical Assistance: Positive Impact on the Ground

Posted by Camille Karamaga

Country leadership has been essential to the past and on-going success in implementing public financial management reforms in Liberia. But the IMF technical assistance seems to have played an important role, as acknowledged by the Liberian authorities in a video featured on the IMF external web.

Well coordinated assistance has been, and continues to be, provided by the IMF Fiscal Affairs department (FAD) and other development partners. FAD’s assistance, which is currently funded by the Swedish Development Agency (Sida) and the EU, relies on a resident advisor who provides intensive on-the-job capacity building and day-to-day guidance to support the ownership and sustainability of the reforms, in addition to regional activities funded by the Japanese government and routine visit from headquarters staff.

One of the lynchpins of the ongoing economic governance reforms has been the passage in 2009 of a new public financial management law, which along with its associated financial regulations, has re-established the legal basis for public financial transactions in Liberia, as portrayed in a recent blog post. As Minister Augustine Ngafuan stresses in the video, since 2007 FAD has assisted the authorities in designing and putting in place a modern legislative framework that will help Liberia manage its public finances for years to come.

PFM in the 21st Century: ICGFM issues Call for Speakers at its Upcoming Conferences

Posted by David Nummy[1]

 

 

 

 

 

 

PFM has evolved significantly over the last 15 years to meet greater demands for accountability and transparency, and to manage public finances through unprecedented economic changes and crises. The International Consortium on Government Financial Management (ICGFM) will explore this evolution during its next two international conferences, the Winter Conference in Washington, DC, from December 5–7, 2011, and the annual conference in Miami from April 29–May 4, 2012.  The theme of the Winter Conference, PFM in the 21^st Century: Modern PFM Institutions, will build on an upcoming book that the Fiscal Affairs Department of the IMF has been developing during the last year. 

ICGFM solicits proposals for speakers/panels/papers that address the methodologies, tools, technologies that define modern PFM and how it is addressing the challenges faced by governments to be more responsive, open, and better managers of public resources. As this topic will cover both of its upcoming conferences, proposals are solicited for both the winter conference in Washington, DC and the annual conference in Miami.  

Introducing Reforms and Building Capacity: Lessons from Nepal

Posted by Udaya Pant 
 
 
At the government’s request, the IMF’s Fiscal Affairs Department (FAD) is supporting Nepal in exploring the feasibility of installing a Treasury Single Account (TSA) regime.  As FAD’s resident Treasury advisor since August 2009, I have worked with counterparts and stakeholders to outline an action plan to progressively consolidate approximately 14-16,000 government accounts held in commercial banks into a TSA at the country’s central bank, the Nepal Rashtra Bank (NRB). This TSA is to be managed by the Financial Comptroller General (FCG) of Ministry of Finance (MOF).  

A Steering Committee under FCG and supporting technical groups are in position to oversee implementation. It was decided by the FCG that the new system must be automated and any new TSA modules should be compatible with existing FMIS systems.

The government had no unique budget allocated for the new automated TSA system so, with modest and hard bargained amounts from the MOF’s own budget, software was developed in-house for implementing pilots in two districts. Simultaneously, resources to support plans for upgrading other supporting IT and communication infrastructure were sought from donors. After observing the success of the two pilots, DFID provided initial funding for strengthening the TSA module in the Budget/FMIS software. This DFID funding will flow through a World Bank supported Multi Donor Trust Fund (MDTF), which in total provides $5,000,000 to the FCGO for these areas. The IMF’s technical assistance for the TSA project is funded by the Japanese government.

The two pilots are doing reasonably well and we now have 38 districts on TSA. By December 2013 all 75 districts covering the whole country will be on board; with full functionality planned at the central level.

The TSA reforms, together with automation of treasury operations, are expected to improve management of disbursements and revenue recording to the point that they reach international standards. Installation of the TSA regime in Nepal began hesitantly but is presently being implemented energetically; the MOF have shown their commitment to the implementation.  

To support full-functioning of the TSA, the reform program also envisages major reforms in the budgeting, budget execution, government banking arrangements, treasury management, and accounting processes. In this respect, TSA implementation will be like the ‘iceberg reform’ that will eventually bring complimentary reforms in budgeting, financial management and internal controls.

“I just called TSA I love you” – Using Mobile Payment Systems to Support IFMIS

Posted by Kris Kauffmann

 
A major challenge in implementing an integrated FMIS in developing or post-conflict countries is in achieving connectivity and eliminating cash handling. However, the almost global coverage of mobile phone networks, and associated payments system now being implemented in some African countries, offers a potential solution to improving government treasury operations in many developing nations.

In places where there is widespread internet coverage and broad geographic coverage of the bank branch network, payments from a treasury can be simply channeled through the banking system. Compared to physical distribution of cash, this has significant benefits in terms of using available cash more efficiently, avoiding corruption, supporting electronic reconciliations, and improving the timeliness of payments. An integrated IFMIS and a Treasury Single Account at the central bank are integral parts of such a payment system.

Brazil: Raising the Bar on Fiscal Transparency

Posted by Jorge Hage, Comptroller General of Brazil

 

In November 2004 the Brazilian Office of the Comptroller General created the Transparency Portal of the Federal Public Administration (http://www.transparencia.gov.br/) to provide free access to the federal budget data. The Portal can be accessed by anyone without the need of a username or password. This is intended to facilitate citizen oversight of the federal budget. The Portal is a webpage in which the budget execution of the federal government is disclosed using a user-friendly presentation with language less technical than used in the accounting system. The Portal is very comprehensive and provides information on all transfers to states, municipalities, and the Federal District; transfers to citizens benefiting from social programs; and direct spending of the federal government agencies through tender processes or direct contracts. Among others, it includes spending of each agency on per diem remuneration of staff, office supplies, equipment, projects and services; as well as spending through credit cards used by federal government officials.

Certifying PFM Systems for Donor Budget Support to Fragile States – Professor Collier’s Proposal

Posted by Tej Prakash

 

In a recent op-ed (later also presented at an Overseas Development Institute (ODI) meeting), Prof. Paul Collier has put forward the argument that where donor aid is allowed to flow through the budget system of a fragile state, it has largely failed to deliver the results promised. The reasons given for this failure, range from incompetence to corruption. And, it is suggested that in the near future, there seems to be little chance of any meaningful improvement in these outcomes. He argues that the governance system in many of these countries is broken, and its focus is by no means primarily to provide services to the citizens. It is suggested that budget systems of these countries are extremely ‘leaky’ (‘looting of the public purse”) and that donors do not have, by and large, either the information or the technical expertise, to prevent misuse of aid money.

Collier makes a distinction between aid given for critical operations and for more general budget support operations. For critical operations he recommends using ‘imported administrative capacity’ to manage all spending, including donor funds through specific project support arrangements. His proposal relates only to donor budget support and does not address existing parallel project based arrangements operated by many donors. He does suggest that it is possible to improve the ‘technical’ aspects of donor flows. The focus of technical improvements would not be to introduce policy ‘conditionalities’ through a back door, but to enforce the country’s own laws. He cites the insight of Tinbergen that to implement any objective, there should be a distinct instrument with its distinct effect. Hence, the two main objectives: meeting the need for funds (how much) and ensuring their effective use (on what), should be managed by two different instruments.

Deux années d’assistance technique en gestion financière publique à l’AFRITAC de l’Ouest

Posté par Benoit Taiclet

 
Affecté comme Conseiller résident en gestion financière publique pendant deux années au centre régional d’assistance technique du FMI pour l’Afrique de l’ouest (AFW) à Bamako (Mali), j’ai ainsi eu le privilège d’intégrer une équipe tout entière dévouée à l’assistance aux pays « clients » membres de l’AFRITAC de l’Ouest. Ce billet pour décrire les activités conduites par le Centre au quotidien pour délivrer l’assistance technique la plus utile possible, en collaboration avec les équipes nationales volontaires et réactives. 

L’AFRITAC de l’Ouest en un clin d’œil [1]: AFW est l’un des deux centres régionaux d’assistance technique du FMI pour l’Afrique de l’Ouest assurant le renforcement des capacités et  des formations techniques pour une dizaine de pays d’Afrique de l’Ouest. Le coordonnateur du centre, son équipe et les huit Conseillers résidents apportent leur soutien sur différentes disciplines telles que : gestion publique, administration fiscale et douanière, statistiques, gestion de la dette et supervision bancaire.