2013年-IMF国际货币组织全球_Togo_Technical_Assistance_Report_Launch_of_the_Project_for_Strengthening_Public_Financial_Management_66页_797kb

Summary of the Togo Technical Assistance Report—Launch of the Project for Strengthening Public Financial Management

Core Content

This report outlines the Technical Assistance (TA) project launched by the European Union Delegation (EUD) and the IMF Fiscal Affairs Department (FAD) to strengthen Public Financial Management (PFM) in Togo. The project, part of the second institutional support program (ISP2), was initiated in response to a request from the Ministry of Economy and Finance (MEF) and aims to improve the implementation of PFM reforms, enhance coordination with donors, and align with the WAEMU Directives.

The report details the objectives of the project, which include:

• Strengthening the institutional framework for the PFM Reform Action Plan (PA-RGFP).
• Improving donor coordination and public finance data management.
• Enhancing budget execution, accounting, financial reporting, and cash management procedures.
• Building capacity within the MEF and the Audit Office (CdC).
• Formulating a training strategy and modernizing the MEF.

The mission was conducted from September 19 to October 2, 2012, and included meetings with various government officials and donor representatives. The mission was led by Mr. Maximilien Queyranne, with the support of FAD experts and resident advisors.

Main Views and Findings

Progress and Challenges

• Progress has been noted in some areas, particularly accounting.
• However, deficiencies remain in several key aspects of PFM, such as:
  • Budget execution is still inefficient, with low capital expenditure execution.
  • Cash management is not yet effective, with inadequate monitoring of payment deadlines.
  • Financial reporting lacks reliability, especially due to incomplete double-entry bookkeeping and irregularities in the trial balance.
  • Coordination among MEF staff and with donors is lacking, which hampers reform progress.

Institutional Framework

• The PFM reform institutional framework is in place but requires improvement.
• A single reform management tool should be adopted to consolidate the PA-RGFP and the action plans of MEF directorates.
• A common matrix of donor support is recommended to ensure coherence in the implementation of reforms.

Donor Coordination

• Coordination with donors is a key priority.
• The project includes a communications program to increase ownership of the PFM reforms by MEF and CdC staff.
• A roadmap for the project implementation has been established, including the sequencing of short-term expert missions.

Key Recommendations

Reform Management and Coordination with Donors

• Adopt a single reform management tool.
• Prepare a detailed report on the implementation of the PA-RGFP.
• Design methodological tools for monitoring and reporting.
• Draft and sign an agreement with donors for budget support and create a common matrix.

Implementation of WAEMU Directives

• Prepare a roadmap for the gradual implementation of the new legal and regulatory framework.
• Implement a PFM change communications plan.
• Organize a high-level workshop on the new PFM framework.

Budget Execution and Public Procurement

• Adapt the budget classification to the WAEMU Directive 08/2009.
• Ensure traceability of donor-funded capital expenditure.
• Submit PPMs for FY 2014 simultaneously with the draft budget law (PLF).
• Prepare a consolidated table of PPMs and forward it to the annual commitment plan (PE) preparers.

Cash Management and the Single Treasury Account (CUT)

• Adopt the draft decree defining the data collection mechanism for the cash plan.
• Complete the closing of government accounts still held in commercial banks.
• Ensure banks submit quarterly lists of accounts maintained by public entities.
• Introduce a daily sweeping mechanism for revenue accounts into the Receiver-General of the Treasury (RGT) current account and then to the Central Accounting Agency of the Treasury (ACCT).

Financial Reporting

• Review procedures and upgrade software to improve bookkeeping reliability.
• Continue efforts to improve the reliability of the trial balance through internal controls.
• Improve financial reporting and budget review law data through better coordination and clear procedures.
• Conduct an impact study on the General Pay Office of the Treasury (PGT) handling cash operations and define accountant liability in regulations.
• Identify data sources and responsible officials for the fiscal reporting table (TOFE) and report to the Directorate of Economy (DE).
• Identify all bank accounts included in the net government position and report to the Central Bank of West African States (BCEAO).

Modernization of the Ministry of Finance

• Integrate internal audit functions into the Office of the Inspector-General of Finance (IGF).
• Reclassify debt management within the DGTCP and poverty reduction within the Forecasting and Economic Policy Directorate (DPPE).
• Eliminate provisions in the decree granting Financial Control (FC) oversight of public entities under private sector-type management, and unify financial oversight of the public sector.

Key Information

• Project Period: Launched in October 2012, with an estimated end date of May 2015.
• Funding: Provided by the European Union (EU).
• Execution: Managed by the FAD.
• Resident Advisors:
  • Mr. Ephrem Ghonda Makiadi (18 months): Coordinates the project, updates expert missions, and prepares terms of reference.
  • Mr. Blaise Yehouenou (24 months): Assists with budget execution, cash management, and government accounting.
• Support Activities:
  • Training programs to enhance PFM knowledge.
  • Implementation of the new government chart of accounts.
  • Establishment of the Single Treasury Account (CUT).
  • Development of the Integrated Public Financial Management System (SIGFIP).
• Donor Engagement:
  • The project includes coordination with EUD, AFD, AfDB, World Bank, and UNDP.
  • A high-level seminar on the new PFM framework is planned for September 2013.

Conclusion

The report emphasizes the need for continued reform efforts, particularly in budget execution, cash management, and financial reporting. It also highlights the importance of donor coordination and institutional strengthening to ensure the successful implementation of the WAEMU Directives and the PFM Reform Strategy (SRFP). The residents advisors and short-term experts will play a central role in achieving these goals through technical support, coordination, and training.