reluctance to cover all HQ costs of supporting RTAcs, meaning that demonstrated efficiency and value-for-money are important for the sustainability of the RTAC model. 13 These costs are budgeted at about 15 percent of total, of which about 8 percentage points is for TAdepartments’ backstopping and project management (though this is billed based on actual costs) and 7 percent for overheads (covering OTM, FIN and LEG trust fund management costs, which are billed as a lump sum). Overheads are in line with World Bank and IDB costs (see Appendix 1 , Table 3 ), though the
activities—such as non-mandatory Financial Sector Assessment Programs (FSAPs), Reports on the Observance of Standards and Codes (ROSCs), and the G20 Mutual Assessment Program (MAP)—are legally TA, but are not classified as such in the Fund’s budget.
29. The change in the budget classification system from output areas to responsibility areas resulted in the reclassification of some Fund work from CD to surveillance . For some TAdepartments, this caused a noticeable change in their reported outputs that carried over to the aggregate data.
, drafted by the area department, would be a description of the country’s prioritized medium-term (e.g., three years) TA/capacity-building needs, across the Fund’s TA areas of competence. The second section would comprise sectoral CSNs prepared by the TAdepartments. Past implementation performance would draw lessons for a more effective design and delivery of future TA to the country. Functional departments would thus remain responsible for devising TA strategies in their sectors. TACSNs could be complemented, when relevant and useful, by a TA matrix, summarizing
The Kyrgyz Republic -- Joint Economic Assessment: Reconciliation, Recovery and Reconstruction; Prepared by the Asian Development Bank, International Monetary Fund, and The World Bank; With the participation of Eurasian Development Bank, European Bank for Reconstruction and Development, European Commission, International Finance Corporation, and The United Nations
to the Board on a three-year rolling schedule, usually three to four evaluations are carried out every year on a mixture of topics. Since 2003, some two dozen evaluations were produced, covering all TAdepartments plus the Regional Technical Assistance Centers (RTACs) (see Appendix I ).
2. EP evaluations are increasingly conducted by external evaluators . With the increase in donor funding of IMF TA, the share of external evaluations in the EP has grown and will grow further in the future. The governance structure of all Regional Technical Assistance Centers
Task Force proposals include: (i) preparation, on a pilot basis, of five TA country strategy notes in FY 2006 and, based on a positive assessment of the pilot, extension of the country coverage to possibly 50 countries in FY2007; (ii) enhanced strategic and monitoring role in TA for area department staff, including resident representatives; (iii) enhancements to the central TA information system under its ongoing Phase II; (iv) more systematic involvement of country authorities in the design and implementation of the TA they receive; and (v) more systematic discussion of technical options and their implications with the authorities before drafting TA reports.