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Yasmin Alem and Jacinta Bernadette Shirakawa

recommendations. Data quality issues undermine Fund surveillance of FCS more acutely than in non-FCS. Results-based management (RBM) ratings for CD are only slightly weaker for FCS than for non-FCS, indicating that efforts to tailor CD objectives and outcomes to the FCS context are generally successful. Since FY2016, the Statistics Department’s (STA) CD delivery to FCS had risen significantly, but the onset of the COVID-19 crisis in FY2020 weakened demand. Thanks to shorter, ad hoc interventions to address urgent issues identified by the statistical compilers, the share of FCS

Yasmin Alem and Jacinta Bernadette Shirakawa

@imf.org , jshirakawa@imf.org Title Page WORKING PAPERS Building Statistical Capacity in Fragile and Conflict-Affected States Prepared by Stephanie Medina Cas, Yasmin Alem, and Jacinta Bernadette Shirakawa 1 Contents Glossary I. Introduction II. Statistical Characteristics of FCS III. Data Issues IV. CD Challenges V. CD Delivery to FCS VI. CD Delivery Through RCDCs and Thematic Trust Funds VII. Monitoring Targeted Results VIII. Determinants of STA CD Mission Delivery IX. FCS Case Studies: Strategic Policy Findings X. Lessons and

Yasmin Alem and Jacinta Bernadette Shirakawa
Based on internal data, this paper finds that the capacity development program of the IMF’s Statistics Department has prioritized technical assistance and training to fragile and conflict-affected states. These interventions have yielded only slightly weaker results in fragile states than in other states. However, capacity development is constantly needed to make up for the dissipation of progress resulting from insufficient resources that fragile and conflict-affected states allocate to the statistical function, inadequate inter-agency coordination, and the pervasive impact of shocks exogenous to the statistical system. Greater coordination with other capacity development providers and within the IMF can help partially overcome low absorptive capacity in fragile states. Statistical capacity development is more effective when it is tailored to countries’ level of fragility.
International Monetary Fund
This paper proposes a comprehensive Strategy to strengthen IMF support to FCS in accordance with the Fund’s mandate and comparative advantage. The Strategy is a response to the Board-endorsed recommendations of the 2018 Independent Evaluation Office (IEO) Report on The IMF and Fragile States. To achieve these goals, the Strategy will benefit from additional resources reflected in the FY23-25 Medium-Term Budget, as per the budget augmentation framework discussed by the Board in December 2021. The Strategy also provides measures to better support staff working on FCS. Given the inherent risks in FCS engagement, the Strategy will be phased in starting in FY22, with implementation gradually accelerating between FY23-FY25.
International Monetary Fund

include: the adoption of financial technologies, tackling cybersecurity risks to protect assets and preserve financial stability, or introducing central bank digital currencies aimed at raising financial inclusion, as well as strengthening mechanisms for preventing and sanctioning corruption. 58. The FCS Strategy will comprehensively enhance CD delivery to FCS . The objective is to ensure that the Fund CD is readily available to meet FCS’ growing needs, responds to local circumstances and absorptive capacity, and can adjust swiftly to changes when required. The CD

International Monetary Fund. Office of Budget and Planning
Amidst the unfolding COVID-19 crisis, the Fund faces twin challenges. Signs of early crisis recovery are uneven across countries, and many face daunting crisis legacies. At the same time, longer term challenges from climate change, digitalization and increasing divergence within and between countries demand stepped up effort by the Fund within its areas of expertise and in partnership with others. FY 22-24 budget framework. Considering these challenges and following a decade of flat real budgets, staff will propose a structural augmentation for consideration by fall 2021 to be implemented over two to three years beginning in FY 23. Recognizing the importance of ongoing fiscal prudence, the budget would remain stable thereafter on a real basis at a new, higher level. FY 22 administrative budget. The proposed FY 22 budget sustains crisis response and provides incremental resources for long-term priorities within the flat real budget envelope. The budget is built on extensive reprioritization; savings, including from modernization; and a proposed temporary increase in the carry forward ceiling to address crisis needs during the FY 22 to FY 24 period. Capital budget. Large-scale business modernization programs continue to be rolled out, strengthening the agility and efficiency of the Fund’s operations. In response to the shift towards cloud-based IT solutions, staff propose a change in the budgetary treatment of these expenses. Investment in facilities will focus on timely updates, repairs, and modernization, preparing for the post-crisis Fund where virtual engagement and a new hybrid office environment play a larger role. Budget sustainability. The FY 22–24 medium-term budget framework, including assumptions for a material augmentation, is consistent with a projected surplus in the Fund’s medium-term income position and with continued progress towards the precautionary balance target for coming years. Budget risks. In the midst of a global crisis, risks to the budget remain elevated and above risk acceptance levels, including from uncertainty around the level of demand for Fund programs and ensuing staffing needs, as well as future donor funding for CD. Enterprise risk management continues to be strengthened with this budget.
International Monetary Fund. Office of Budget and Planning

in “growth areas” within the core areas of expertise, which are endorsed annually by the CCB and reported to the Board (including through a new dedicated discussion early in the CY, which took place on February 26 this year). Notably, CD departments are targeting a substantial increase in the share of delivery to FCS over the medium-term, reversing the short-term reduction that occurred as a result of the crisis. Growth is also envisaged in the share of delivery devoted to debt sustainability and reporting, tax and expenditure policies, governance and anti

International Monetary Fund. Office of Internal Audit
The Eleventh Periodic Monitoring Report (PMR) on the Status of Management Implementation Plans (MIPs) in Response to Board-Endorsed Independent Evaluation Office (IEO) Recommendations assessed the progress made over the past 18 months on 72 actions contained in 10 MIPs. Significant progress has been made with the implementation of management actions, despite challenges that have arisen from the ongoing COVID-19 pandemic. Overall, 29 of the 72 actions for which implementation progress is assessed in the Eleventh PMR were deemed to have been satisfactorily implemented, while 35 remain open, and eight actions are being reformulated in line with the Board-approved triage framework for long-standing open actions. Despite the effect of reprioritization to make space for the urgent needs of the membership resulting from the pandemic, the pace of implementation observed in the Eleventh PMR, with the 29 actions closed, significantly exceeds the previous trend of about 15 implemented actions per year. Of the 35 open actions, 16 are more than one year past their implementation due dates. The reprioritization of activities owing to the COVID-19 pandemic and resource constraints on account of several years of flat budgets led to delays in the implementation of several actions, partly because of the postponement of important reviews.
International Monetary Fund. Office of Internal Audit

gaps is yet to gain broad-based support, but options to achieve a more balanced mix of internal and external funding of CD and a more flexible funding instrument for external financing are being explored as part of the upcoming FCS strategy . These efforts, among others, are expected to lead to an increase in the share of CD delivery to FCS, in a manner consistent with absorption capacity. MANAGEMENT ACTION 5.3: Prepare a staff paper for Board discussion with analysis of experience and lessons from building financial and statistical capacity in FCS