000			02948nam a22003017a 4500
003			ZW-GwMSU
005			20220613093936.0
008			220613b |||||||| |||| 00| 0 eng d
020			_a8280620346
022			_a0805-505X
040			_cMSULIB _erda
050			_aHJ1441 AND
100	1	0	_aAndersoon, Goran _ecreator
245	1	0	_aBest practice in capacity building in public finance management in Africa : _bexperiences of NORAD ans Sida _ccreated by Goran Andersson, Jan Isaksen
264			_bChr. Michelsen Institute, _c2002
300			_avolume
336			_2rdacontent _atext
337			_2rdamedia _aunmediated _bn
338			_2rdacarrier _avolume _bnc
440			_aCMI reports
500			_aDescription based on report R 2002: 16
520			_aThis study was contracted by Sida and NORAD for the purpose of summarising experiences in capacity building for Public Finance Management (PFM) in Africa. In particular, the two organisations’ attempts to take a more comprehensive approach to PFM were to be highlighted. The study is a desk study, based on a review of policy documents. An overview of the Swedish and Norwegian approach for support to PFM reveals a number of similarities between the two donors. In particular, since the seventies and eighties, their approach has moved away from the concept of “filling holes” based on standalone technical assistance to PFM institutions. Presently, the donor agencies, at least in theory, approach PFM as a system, comprising the above-mentioned components. In the diagnostic phase they attempt to take a systemic view, although most interventions focus components or sub-components. Tentative recommendations that the authors see emergingfrom their examination of Sida and NORAD projects as well as other sources of experience are as follows: - A long view is necessary. - It is important to analyse the entire PFM system and to undertake interventions that are balanced between the components of PFM (Planning, budgeting, Auditing, Accounting etc.). - Support the education and training of economists and accountants to build up a strong professional cadre of accountants and economists. - Improve human resource management systems (like salaries and career opportunities) to attract competent personnel for PFM. - Institutionalise the dialogue between recipient agencies and donor agencies during both diagnostic and implementation stages. - The development perspective has to guide the development of PFM. - Ideally, the recipient government, not the World Bank should provide leadership for support to PFM under joint donor “umbrellas”. - Support and encourage regional organisations and networks in the PFM field. - Consider implementation conditions such as: The level of political will to i
650			_aPublic finance
650			_aFinancial administration
650			_aPublic expenditure
700			_aIsaksen, Ian _ecreator
942			_2lcc _cRPT
999			_c159480 _d159480