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Yasmin Alem and Jacinta Bernadette Shirakawa

Data Challenges 3c. Countries Facing Institutional Cooperation Challenges 4. RBM Risk Ratings by Category, FY2017–21 5a. STA CD Missions 5b. STA CD Missions Annual Growth Rates 5c. STA CD Spending 6. Average STA CD Delivery to FCS, by Region 7. STA CD Missions to Fragile Countries 8. Global Intensity of STA CD Mission Delivery to FCS 9. STA CD Delivery to FCS by Statistical Topic and Region 10a. Share of STA CD Missions to FCS, by Funding Source 10b. Share of STA CD Missions to non-FCS, by Funding Source 11. STA CD to FCS by HQ and RCDC 12a

International Monetary Fund. Finance Dept. and International Monetary Fund. Monetary and Capital Markets Department
The Fund continues to make efforts to maximize the use of available resources in order to deliver on the priorities and initiatives laid out in the Global Policy Agenda (GPA). The FY 18 outturn reflects reallocations and efficiency gains, as well as flexibility provided by carry forward resources. With the number of Fund arrangements falling, the Fund’s outputs shifted from spending on lending activity to multilateral surveillance. On the input side, the structural budget was fully utilized. This paper presents key highlights of the FY 18 outturn, including a discussion of the outputs and inputs. Details on Capacity Development (CD) are presented in Annex
International Monetary Fund. Office of Budget and Planning

-related Spending, FY18–20 12. Available Resources and Use of Carry Forward, FY 20 13. Spending by Main Departments and Offices, FY 20 14. IT Capital Expenditures, FY 20 15. Facilities Capital Expenditures, FY 20 TABLES 1. Overview of Administrative Budget and Expenditures, FY19–20 2. Gross Administrative Fund-Financed Resources by Thematic Categories, FY19–20 3. Estimated Non-CD Spending on Priority Topics, FY 20 4. Administrative Budget and Expenditures, Breakdown by Major Expense Category, FY 20 5. Travel, FY18–20 6. Travel Metrics by Region, FY18

International Monetary Fund. Finance Dept. and International Monetary Fund. Monetary and Capital Markets Department

KM unit was established to support cross-country analysis and knowledge transfer. B. Relative to FY 17 3. Spending on lending declined, offset by an increase in multilateral surveillance; greater use of external financing boosted CD spending . The real decline in spending on lending of around $5 million was offset by an increase in spending on multilateral surveillance of a similar magnitude. Externally-financed CD increased by $27 million, reflecting improved execution, additional experts in the field, and also improved measurement. 3 Despite an

International Monetary Fund. Office of Budget and Planning

take up of benefits and their scale relative to standard costs. Reconciliation of these accounts with actual expenditures is reflected in figures for FY 20. 2. The shortfall in externally financed CD spending was in line with projections in the FY2021-FY2023 budget supplement . Gross externally financed expenditures were $168 million, about $32 million (16 percent) below the $200 million budgeted level and $10 million (6 percent) below last year. The underspend reflects a variety of factors; in Q4 specifically, travel restrictions and capacity constraints in

International Monetary Fund. Office of Budget and Planning

Administrative Budget and Personnel, FY 12–21 2. Staff Overtime and Annual Leave 3. Notional Budget Path 4. Net Administrative Budget and Outturn, FY 03–21 5. Fund Financial Support (FY 02–22) 6. Fund’s Field Presence 7. CD Resources, FY 16–24 8. Actual and Projected Income and Expenses—FY 08–31 9. FY 21 Projected Fund-Financed Outturn Relative to Budget 10. FY 22 Budget Reprioritization and Savings: $103 million 11. FY 22 Spending for Selected Priorities 12. CD Spending Composition and Evolution 13. FY 22 Gross Administrative Budget by Category 14

International Monetary Fund. Office of Budget and Planning
The paper presents highlights from the FY 2020 budget, followed by a discussion of outputs based on the Fund Thematic Categories and of inputs.
International Monetary Fund

operations. The IMF will also help design strategies for financing and for improving the data for SDG monitoring. Support members through capacity development (CD), including on topics that are critical for pursuing the SDGs, such as revenue mobilization and spending efficiency. The IMF’s CD spending on LIDCs increased by 28 percent from 2015 to 2018. Expand support for fragile and conflict-affected states, with an emphasis on building core institutions and developing capacity. Build on the work for Japan’s G20 Presidency on the macroeconomic and fiscal implications of

International Monetary Fund

, Communication, and Dissemination RESOURCE IMPLICATIONS ISSUES FOR DISCUSSION BOXES 1. CD and the Executive Board 2. Focusing on CD Results 3. Behavioral Insights and Organizational Change 4. Evolving Directions in Governance and Corruption CD Work 5. Helping Sustainable Capacity Building in Fragile States 6. CD in Languages Other Than English 7. RCDCs: Bringing CD Closer to Countries FIGURES 1. TA and Training Evolution 2. Regional Capacity Development Allocation 3. The Two-Level System of Prioritization 4. Snapshot of Current CD Spending

International Monetary Fund
While growth in advanced economies is losing momentum amid trade tensions and policy uncertainty, activity in many emerging and low-income developing countries (EMDEs) has remained more robust, supported by still favorable financing conditions. Differences across EMDEs are large, however, and downside risks are building. Policy priorities include enhancing resilience in response to a more challenging global environment, creating fiscal space for essential development spending, containing debt vulnerabilities, and promoting strong and inclusive growth. Strengthening revenue generating capacity, enhancing public spending efficiency, and addressing infrastructure gaps are critical for reaching the 2030 Sustainable Development Goals.