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International Monetary Fund. Fiscal Affairs Dept.
Public Investment Management Assessments (PIMAs) are the IMF‘s key tool for assessing infrastructure governance over the full investment cycle and supporting economic institution building in this area. The PIMA framework was first introduced in the 2015 Board Paper on “Making Public Investment More Efficient,” as part of the IMF’s Infrastructure Policy Support Initiative (IPSI). A key motivation for its development has been that strong infrastructure governance is critical for public investment to spur economic growth. PIMAs offer rigorous assessment of infrastructure governance, that is, the key public investment management (PIM) institutions and processes of a country. On the basis of the PIMAs conducted to date, this paper summarizes the lessons learned and updates the assessment framework itself. PIMAs summarize the strengths and weaknesses of country public investment processes, and set out a prioritized and sequenced reform action plan. The PIMA framework has been well-received by member countries, with over 30 PIMAs conducted to date (mainly in emerging markets (EMs) and low income developing countries (LIDCs), and a pipeline of new requests in place; eight PIMAs have been or are about to be published. The PIMAs conducted show that there is much room for strengthening PIM, with weaknesses spread across the investment cycle. The results and recommendations of several PIMAs have been used in IMF lending, surveillance, and capacity development (CD) work, and have improved support and coordination among CD providers. While leaving the structure of the 2015 framework unchanged, the revised PIMA framework highlights some critical governance aspects more prominently. In particular, it brings out more fully some key aspects of maintenance, procurement, independent review of projects, and the enabling environment (e.g., adequacy of the legal framework, information systems, and staff capacity). Yet, the revised PIMA retains the key features of the 2015 framework, including the three-phase structure (planning, allocation, and implementation) with five institutions assigned to each phase, three dimensions under each institution, and three possible scores under each dimension (i.e., not/partially/fully met). The revision has benefitted from extensive stakeholder feedback, including from IMF teams, World Bank staff, and country authorities.
International Monetary Fund. African Dept.
This Debt Sustainability Analysis update highlights Togo’s continued moderate risk of debt distress. After full Heavily Indebted Poor Countries (HIPC) assistance, Multilateral Debt Relief Initiative, and beyond HIPC assistance, Togo’s external and public debt indicators improved significantly in 2010/11 and remained stable under the previous Extended Credit Facility–supported program. In 2012, Togo contracted significant external debt. Although debt indicators are projected to remain below the policy-relevant indicative thresholds in the 20-year period under the baseline scenario, Togo remains vulnerable to certain shocks and could breach the policy-relevant thresholds for the present value (PV) of debt to GDP, PV of debt to exports, PV of debt to revenue, and debt-service-to-revenue ratios under some alternative scenarios in the outer years.
International Monetary Fund. Fiscal Affairs Dept.
This article discusses the mission to strengthen the financial system of the Republic of Togo. The European Union Delegation and the Fiscal Affairs Department of the IMF signed a technical agreement with the Togolese government. According to the project, a communication program and a training strategy was established, and works have begun to improve budget execution, accounting, finance report, cash management, and so on. The purpose of this mission was to evaluate the government's public finance, but it needs some improvements to attain a perfect form.
International Monetary Fund
In recent years, the IMF has released a growing number of reports and other documents covering economic and financial developments and trends in member countries. Each report, prepared by a staff team after discussions with government officials, is published at the option of the member country.
International Monetary Fund
This paper focuses on the Staff-Monitored Program (SMP) for Togo. The SMP aims to support the preparation of a realistic 2007 budget, with a moderate primary adjustment; anchor budget execution in a pre-election period; strengthening fiscal governance, especially on expenditure management; initiating urgent banking sector reforms; and preparing for state-owned enterprise reforms. During the SMP, the authorities intend to update Togo’s Interim Poverty Reduction and Growth Strategy Paper (I-PRSP), set up a program monitoring mechanism, and reengage with donors, whose technical and financial assistance will be crucial for medium-term prospects.
Mr. Yaya Moussa
There are strong similarities between the French and French-inspired African PEM systems in terms of the legal setting, rules, and procedures. However, there are differences in practice, particularly in accounting and reporting, audit, and external control. Among the African countries themselves, there are many common features but also marked differences in audit and external control.
Mr. Jean-Claude Nachega and Mr. Ousmane Dore
A regional convergence pact adopted recently by the Conference of Heads of States of WAEMU provides a framework for fiscal convergence similar to the European Union’s Maastricht Treaty. Using bivariate co-integration and error-correction models, this paper investigates the relationship between revenue and expenditure in seven member countries to determine the feasibility and nature of the policy adjustment required to meet the new convergence criteria. The results indicate that, in the long run, there is causality running from revenue to expenditure in Burkina Faso and Senegal, from expenditure to revenue in Benin and Togo, a bidirectional causality in Côte d’Ivoire and Mali, and no causality in Niger.