They can be contacted by clients and GIZ staff alike. The main duty of the ombudsman is to receive in confidence information regarding economic crimes such as corruption, breach of trust or fraud. GIZ has entrusted Dr.
Public Finance Management in the South Caucasus
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GIZ supports sustainable infrastructure projects that stimulate economic activity and provide the basis for better living conditions.
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Public Finance Management in the South Caucasus
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Objective Subsystems of public finances in Georgia and Armenia have approached European and international standards regarding results orientation, efficiency and accountability. The project offers advisory services in the following areas: Results-oriented budget management: Both countries are adopting a results-based budgeting procedure.
Results The programme builds on an earlier project that started in and on bilateral measures carried out in both countries. Expertise and skills improved Around 50 per cent of the employees who work in public finance management in the South Caucasus Georgia, Armenia have been trained in the topics mentioned since and now contribute to a more transparent and more results-based use of public funds in both countries. State revenues increased State revenues in Georgia rose by Foreign direct investments in Georgia increased by 5. Corruption combated The advisory services on internal and external financial oversight generally contribute to ensuring proper use of public funds.
Georgia was also able to improve its position on the Corruption Perceptions Index by 11 places from rank 55 - 49 points to rank 44 - 57 points , which places the country between Spain and Latvia on the list. Poverty in the South Caucasus reduced The advisory services on results-oriented budgeting in Armenia and Georgia contributed to the proportion of social spending increasing between and from 41 per cent Armenia and 28 per cent Georgia to 46 per cent and 31 per cent respectively.
This EUR million increase contributes to reducing poverty.
Correspondingly, PFM system presents Government of Bangladesh with the necessary apparatus to signal its intent to focus on sustainable management of natural resources and environment protection by providing a clear mechanism for policymaking and action. The PFM system comprises of four major phases-planning and policy development, budget formulation, budget execution, and accounting and oversight.
Each component of the PFM system can be greened by embedding environmental conservation and sustainable management of natural capital as a decision making and evaluation criterion. This paper Greening Public Financial Management for Sustainable Development: A Green Fiscal Framework for Bangladesh offers suggestions on how principles of environmental conservation and sustainable use of natural capital can be embedded in, and delivered through the PFM system of Bangladesh.
How well do donors talk and bridge disciplines within their organisations?
Or does the gap exist because PFM solutions cannot address the incentives that surround service delivery in developing countries? After all, PFM almost always involves money, and incentives that involve money can be unpredictable. Thirdly, there is no consensus on how PFM could be made more service-oriented.
Most likely, different sectors will have different needs. In two separate break-out discussions on health and infrastructure development, both raised the need to address incentives, but differed otherwise. Health units need flexibility to respond to changes in health needs during the year. It may also be possible to get better health outcomes by getting basic PFM systems right particularly systems for managing the payroll and cash management or by learning from the experiences of using payment-for-results PforR. Infrastructure projects face their own distinct challenges, such as managing donors and public-private partnerships.
Corruption and poor prioritisation and sequencing are widespread concerns. It is a poor reflection of the politics of PFM that service delivery has been largely side lined by the quest for greater aggregate fiscal discipline and control.
Surely these objectives are not as incompatible as they currently look. As the global economy recovers, and as the international community turns its attention to the post development agenda, it seems only appropriate for the PFM community to follow in step. The newly created World Bank Community of Practice — which bring together sector and finance specialists — is a great starting point. ODI will also be stepping up its research work in this area and no doubt others will too. There is a long way to go, but the timing seems right to show that PFM as a discipline really does care about service delivery.
The lingering frustration that must have permeated some of the proceedings at the GPF conference can almost be felt through your words…. Let me add a couple of thoughts of my own on some of the issues and contradictions that you point out.