Author(s)
World BankKeywords
LIQUIDITYBANK RESTRUCTURING
PUBLIC EXPENDITURE
INTEREST PAYMENTS
BANK FOR INTERNATIONAL SETTLEMENTS
COURT SYSTEM
SOCIAL SAFETY NET
PUBLIC DEBT MANAGEMENT
PRODUCTIVITY
OIL REVENUES
TAX REVENUE
CPI
MACROECONOMIC STABILIZATION
PUBLIC EXPENDITURE REVIEW
DEMOCRATIZATION
FINANCE LAW ACCOUNTABILITY
GROSS DOMESTIC PRODUCT
FISCAL BALANCE
STATE POWER
TRANSPORT
OIL PRICES
FINANCIAL INSTITUTION
BUDGETARY RESOURCES
TAX
TAX POLICY
FOREIGN DIRECT INVESTMENT
REAL GDP
SMALL BUSINESS
FINANCIAL SECTOR
ASSETS
FISCAL REVENUE
EXECUTION
SUBSIDY REDUCTION
ELECTRICITY
TAKEOVER
GOVERNMENT INTERVENTION
PROVINCIAL GOVERNMENTS
CONSENSUS
BONDS
AUTHORITY
POLICY DECISIONS
FISCAL YEAR
CONSOLIDATION
DECREE
TAX BURDEN
DECENTRALIZATION FRAMEWORK
DEBT SERVICE
PRIVATE SECTOR
BANKING SYSTEM
EQUALIZATION
PRIVATE SECTOR PARTICIPATION
FISCAL
GOVERNMENT REGULATION
LEGISLATION
TRANSPARENCY
FISCAL CONSOLIDATION
ALLOCATION OF RESOURCES
TAX STRUCTURES
FISCAL DEFICIT
BORROWING
FISCAL SUSTAINABILITY
INTEREST RATES
TAX REVENUES
CAPITAL ADEQUACY
POVERTY ALLEVIATION
FINANCIAL CRISIS
FREE TRADE
TAX ADMINISTRATION
CURRENT EXPENDITURES
PUBLIC SERVICES
SOCIAL SAFETY
CONSUMPTION TAXES
PUBLIC HEALTH
LAWS
FISCAL DISCIPLINE
PUBLIC SECTOR
TAX SYSTEM
SAVINGS
FISCAL SITUATION
ECONOMIC CONDITIONS
CROWDING OUT
FINANCIAL CRISES
CONSUMER PRICE INDEX
ECONOMIES OF SCALE
BALANCE SHEET
ANTI-CORRUPTION
DECENTRALIZATION SYSTEM
EXPENDITURE RESPONSIBILITIES
NATIONS
AUTHORIZATION
STATE-OWNED ENTERPRISES
ECONOMIC SHOCKS
FINANCIAL VIABILITY
BUDGET PROCESS
ADMINISTRATIVE EFFICIENCY
CENTRAL GOVERNMENT
SOCIAL SECTORS
PRIVATIZATION
LABOR FORCE
TAX ARREARS
EXCHANGE RATE
FISCAL CONSTRAINTS
STATE BUDGET
UNDERVALUATION
CIVIL SERVICE
REVENUE SHARING
PROFIT RATE
FISCAL PRESSURES
DEVOLUTION
OIL
FORECASTS
RESOURCE ALLOCATION
MATURITIES
MINISTRY OF FINANCE
GOVERNMENT REVENUES
RISK MANAGEMENT
LOCAL GOVERNMENTS
PUBLIC DEBT
BUDGET FORMULATION
FISCAL CONTROL
SECTORAL ADJUSTMENT
GOVERNMENT DEBT
CENTRAL AGENCIES
TAX COMPLIANCE
PUBLIC MANAGEMENT
FISCAL SURPLUS
NATIONAL PLANNING
REVENUE MOBILIZATION
DEBT REDUCTION
REPRESENTATIVES
AUDITING
PUBLIC EXPENDITURE MANAGEMENT
PUBLIC POLICY
GDP
TREASURY
INCOME
ADB
BUDGET EXECUTION
FISCAL MANAGEMENT
DEBT FINANCING
FISCAL POLICY
BUDGET REFORM
PUBLIC EXPENDITURES
TAX RATE
PROPERTY ASSESSMENTS
LOCAL GOVERNMENT
INFLATION
REFORM POLICY
ROADS
DISTRICTS
PUBLIC RESOURCES
BUDGET MANAGEMENT
VALUE ADDED
BUDGET LIABILITIES
SOCIAL SERVICES
FUEL TAXATION
INTEREST RATE
PUBLIC OFFERING
FINANCIAL MANAGEMENT
BANK INDONESIA
TAX RATES
FINANCIAL ACCOUNTABILITY
PUBLIC SPENDING
FISCAL PERFORMANCE
DECENTRALIZATION
Full record
Show full item recordOnline Access
http://hdl.handle.net/10986/14886Abstract
Despite the substantial progress in
 managing its fiscal challenges post-1997 financial crisis,
 Indonesia's risks to the budget have not disappeared,
 though the Government continues to be committed to fiscal
 consolidation. While debt sustainability is improving, the
 budget remains vulnerable to shocks, and, large
 non-discretionary spending (interest payments, transfers to
 the regions, personnel spending) still constrain the use of
 fiscal policy for macroeconomic stabilization, and social
 risk protection, and, as the fiscal situation improves, and
 decentralization proceeds, a rethinking of resource
 allocation becomes necessary. This report assesses
 Indonesia's progress in dealing with challenges that
 have altered the fiscal system since the crisis, and reviews
 options for fiscal consolidation, as well as sectoral issues
 in the new decentralized environment, including public
 expenditure management reforms. Suggestions include an
 increased revenue mobilization to make the budget more risk
 proof, and an improved tax administration, rather than
 streamlining the tax structure alone, while the
 Government's decision to eliminate the fuel subsidy
 remains critical for fiscal consolidation (which has little
 social implications). Moreover, the large interest payments
 burden incurred during the crisis, is crowding out
 development spending, and similarly, increased transfers to
 local governments are limiting discretionary spending (which
 could be accompanied by a decrease in central development
 spending in areas of regional responsibilities). A
 refinement of the budget management system is necessary,
 where the Finance Law would be instrumental in establishing
 accountability between the Executive, and Parliament.Date
2013-08-07Type
Economic & Sector WorkIdentifier
oai:openknowledge.worldbank.org:10986/14886http://hdl.handle.net/10986/14886
Copyright/License
CC BY 3.0 IGOCollections
Related items
Showing items related by title, author, creator and subject.
-
Mongolia Public Financial Management Performance ReportWorld Bank (Washington, DC, 2015-04)This public financial management
 performance report (PFM-PR) is the first assessment of
 Mongolia’s PFM system using the public expenditure and
 financial accountability (PEFA) framework. The report aims
 principally to establish an objective baseline measure of
 current PFM performance, highlighting areas of absolute and
 relative strength and weakness, thereby enabling a
 stock-taking of over a decade of PFM reforms in Mongolia and
 guiding the government in its reform priorities. The
 assessment covers PFM at the budgetary central government
 level. The PEFA is an evidence-based methodology that
 measures the performance of a country’s PFM system at a
 particular point in time using a set of standardized
 indicators. The assessment is done on six dimensions of an
 open and orderly PFM system identified by the framework,
 which are: credibility of the budget; comprehensiveness and
 transparency; policy-based budgeting; predictability and
 control in budget execution; accounting, recording, and
 reporting; and external scrutiny and audit. This PEFA
 assessment will complement the considerable work that has
 already taken place on public expenditure management, which
 includes regular economic updates, public investment
 reviews, procurement reviews, analytic work conducted and
 supported by the World Bank funded technical assistance
 projects, as well as technical assistance mission reports of
 the International Monetary Fund (IMF).
-
Public Expenditure and Financial Accountability AssessmentGovernment of Nepal Ministry of Finance (World Bank, Kathmandu, 2015-05)The objective of this assessment is to
 update the public expenditure and financial accountability
 (PEFA) assessment published in early 2008. The assessment is
 expected to assist the Government of Nepal to: (a) establish
 indicator led assessment of the country’s public financial
 management (PFM) system, (b) update the fiduciary
 environment of the PFM systems and processes of the country,
 and (c) assist in identifying those parts of the PFM system
 that may need further reform and development. The
 institutional and organizational approach taken by the
 Government of Nepal ensured coordination among various
 government institutions. The assessment included collection
 of additional documentation, including meeting minutes, and
 interviews with government counterpart teams and main
 stakeholders. The report was updated and refined following
 advice from a World Bank team. A specialist in the use of
 PEFA methodology assisted in the later drafts and visited
 Nepal in August 17-20, 2014. Meetings were held with the
 PEFA Secretariat at the Financial Comptroller General Office
 (FCGO) and with the Ministry of Finance (MoF) Budget
 Division. This final draft of the report addresses all the
 comments received up to November 31, 2014. The findings of
 the assessment were shared with the donors in September 2014
 and their comments assisted the finalization of the draft
 report. The World Bank also provided continuous quality
 control support.
-
Colombia - National Level Public Financial Management and Procurement Report : Public Financial Management PerformanceInter-American Development Bank; World Bank (World Bank, 2012-03-19)This Public Financial Management
 Performance Report (PFMPR) analyzes the performance of
 Colombia's public financial management (PFM)
 institutions, systems and processes. It documents areas
 where performance is close to or follows international good
 practice, as well as opportunities to further enhance PFM
 contribution to the goals of strengthening fiscal
 discipline, enabling more efficient allocation of resources,
 increasing operational efficiency, and fostering
 transparency. It is expected that the identified
 opportunities will strengthen further the Government of
 Colombia's programs of continuous PFM improvement, as
 provided for under the National Development Plan pillar
 regarding a state at the service of its citizens: efficient
 and effective Government. The main challenges cited in the
 report could also be an important reference to future
 development plans and PFM reforms. Ensuring the
 sustainability and trajectory of PFM programs becomes even
 more critical in the context of public expenditure policies
 to deal with the current international economic crisis. The
 study is based on the 28 high-level indicators and 69
 individual dimensions that compose the PFM performance
 measurement framework. Each indicator seeks to measure
 performance of a key PFM element against a scale from A to
 D. The highest score is warranted for an individual
 indicator if the core PFM element meets the relevant
 objective in a complete, orderly, accurate, timely and
 coordinated way, based on existing good international practices.