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March 2020

March 31, 2020

Préparer les systèmes de gestion des finances publiques à relever les défis du COVID-19

Covid

Posté par Sandeep Saxena et Michelle Stone [1], traduit par Matthieu Sarda et Khalid Alkassoum [2]

L'épidémie de COVID-19 mettra à l'épreuve les systèmes de gestion des finances publiques (GFP) de nombreuses manières, comme l'ont fait les précédentes urgences sanitaires liées à Ebola et au SRAS. Les défis à relever seront probablement principalement les suivants : (i) estimer et trouver des ressources budgétaires et financières supplémentaires ; (ii) assurer la disponibilité des fonds pour les unités de prestation de services et les décaisser efficacement en tenant dûment compte des contrôles ; (iii) suivre et comptabiliser les ressources déployées dans le cadre des interventions d'urgence et en rendre compte de manière transparente ; et (iv) assurer la continuité des activités en cas d'absence massive de personnel. La présente note décrit les mesures que les gouvernements peuvent prendre pour préparer et renforcer la capacité de leurs systèmes de gestion des finances publiques à relever ces défis. 

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March 30, 2020

COVID-19—Rethinking Treasury Business Continuity Plans

Covid

Posted by Emre Balibek[1]

One after another, governments around the world are announcing policy responses to mitigate the socio-economic impact of the COVID-19 pandemic. Discussions centered at the policy level are vital to design measures that support people, firms and sectors, mitigate the impact on incomes and jobs as much as possible, and avoid permanent damage. It is equally important that ministries of finance and state treasuries continue to operate effectively under these extreme circumstances so that policy measures can be implemented as planned.

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March 26, 2020

French Experience with Stimulus Packages, 2008-2009

Covid
Posted by Claude Wendling[1]

The  most immediate emergency with the current COVID-19 crisis is to sustain a modicum of normal economic life in spite of very adverse circumstances, it can be expected that shortly attention will turn towards the best way to design and implement far-reaching and diversified stimulus packages to help economies gather momentum.

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March 23, 2020

Integrating the SDGs into the Budget: the Experience of African Countries

Odd
Posted by Quentin Gouzien[1]

To achieve the sustainable development goals (SDGs), it is essential that the State allocates enough budgetary resources towards the sectors contributing to their achievement, as underlined by a recent IMF study. As shown by the experience of the millennium development goals (MDG), the inclusion of the SDGs in long-term development plans is not enough. It must also be ensured that the State budget takes the SDGs into account.

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Intégrer les ODD dans le budget: l’expérience des pays africains

Odd
Publié par Quentin Gouzien[1]

Pour atteindre les objectifs de Développement durables (ODD), il est nécessaire que l’Etat alloue des ressources budgétaires suffisantes dans les secteurs concourant à leur réalisation, comme le souligne une étude récente du FMI. Comme le montre l'expérience des objectifs millénaires pour le développement (OMD), la prise en compte des ODD dans les plans de développement à long terme n’est pas suffisante. Il faut également s’assurer que le budget de l’Etat prend les ODD en compte.

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March 19, 2020

Modernizing Budget Practices in Odisha State

Odflag
Posted by Lesley Fisher and John Grinyer[1]

Nestled in the east of India, Odisha State, with a population of 42 million and an economy of US$75 billion, is striving to catch up with the better-known States of Gujarat and Rajasthan.  India has a federal system of public administration, with around 53 percent of total spending undertaken by States. Over the decades an elaborate set of rules and procedures covering revenue sharing, expenditure limits and joint federal / State level policy initiatives have developed, consistent with rules defined by the Finance Commission[2] and the Fiscal Responsibility and Budget Management (FRBM) Act.

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March 16, 2020

In Defence of the Green Book: Don’t Blame the Tools

IStock-519582526
Posted by Simon Groom[1]

The United Kingdom’s Green Book[2] is often held up as an example of good practice when it comes to guidance on project appraisal. However, in recent months it has come in for criticism, mostly in relation to an alleged bias against projects in lagging regions of the United Kingdom[3]. These accusations are worth examining, both because of the light they shed on good practice in this area and because of what they tell us about the relationship between technical tools and decision-making.

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March 13, 2020

Preparing Public Financial Management Systems to Meet Covid-19 Challenges

Covid
Posted by Sandeep Saxena and Michelle Stone [1]

The outbreak of Covid-19 will test public financial management (PFM) systems in many ways, as did previous health emergencies related to Ebola and SARS. The challenges are likely to come mainly from: (i) estimating and finding additional budgetary and financial resources; (ii) ensuring availability of funds to service delivery units and disbursing them efficiently with due regard to controls; (iii) tracking and accounting for resources deployed in emergency response and reporting it transparently; and (iv) ensuring business continuity when faced with large-scale absence of staff. This note outlines steps that governments can take to prepare and strengthen the capacity of their PFM systems to respond to these challenges.   

 

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March 09, 2020

Fiscal Policies to Protect People During the Coronavirus Outbreak

Coronablog
By Vitor Gaspar and Paolo Mauro

A key role of government is to protect the well-being of its people—most crucially and visibly during emergencies such as the recent outbreak of the coronavirus. The IMF has $50 billion available in rapid-disbursing emergency financing to help countries suffering from the virus. As Managing Director Kristalina Georgieva said, what we want is to guarantee that people are not going to die because of a lack of money.

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March 05, 2020

Implementing Gender Budgeting in Francophone Africa

Genderafr
Posted by Gwénaëlle Suc and Fabien Gonguet[1]

How to use the budget and PFM processes and tools to contribute to gender equality outcomes in Francophone African countries? This was the topic of the seminar organized by FAD in Abidjan in February 2020, in partnership with the European Union and with the cooperation of UN Women. For three days, 40 participants from 10 francophone African countries[2] shared their experiences and worked together to design and operationalize gender budgeting strategies. Delegations from West, Central and Southern African regions included representatives from ministries of finance and ministries of gender, supreme audit institutions and parliaments. A key message of the seminar was that the successful implementation of gender budgeting requires a strong coordination between all stakeholders involved in the preparation, the execution and the control of the budget, ideally under the leadership of the ministry in charge of the budget.

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Mettre en œuvre la budgétisation sensible au genre en Afrique francophone

Genderafr

Par Gwénaëlle Suc et Fabien Gonguet[1]

Comment utiliser le budget et les processus et outils de la gestion des finances publiques pour contribuer à des résultats en matière d’égalité des genres ? C’est ce sujet qu’a abordé le séminaire organisé par le Département des finances publiques à Abidjan en février 2020, en partenariat avec l’Union européenne et avec la coopération d’ONU Femmes. Pendant trois jours, 40 participants de 10 pays d’Afrique francophone ont partagé leurs expériences et travaillé ensemble pour concevoir des stratégies de budgétisation sensible au genre et les rendre opérationnelles.  Les délégations des régions d’Afrique de l’Ouest, du Centre et du Sud, étaient composées de représentant des ministères des finances, du genre, des institutions supérieures de contrôle et des parlements.  En effet, l’un des messages majeurs de ce séminaire a été que la réussite de la mise en œuvre de la budgétisation sensible au genre nécessite une coopération forte entre l’ensemble des acteurs impliqués dans la préparation, l’exécution et le contrôle du budget, avec dans l’idéal un pilotage par le ministère en charge du budget.

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March 02, 2020

How Corruption Works in the Public Sector—One Easy Lesson

Corruptionblog
Posted by Andrew Laing[1]

A recent paper published by the Washington-based Institute for State Effectiveness argues that a consequence of systemic failure in national accountability may be catastrophic corruption. The paper presents a singular view of corruption by looking at the problem through a public finance lens. A “follow-the-money corruption cycle” is used to demonstrate how corruption works at each stage of the public finance management system.

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