2003年-世界发展银行全球_Senegal___Country_Financial_Accountability_Assessment_78页_5mb

Summary of Country Financial Accountability Assessment (CFAA) for the Republic of Senegal

Core Content

The Country Financial Accountability Assessment (CFAA) for the Republic of Senegal, conducted in November 2003, evaluates the financial management systems in both the public and private sectors, as well as governance and anti-corruption measures. It is a diagnostic tool, not an audit, and focuses on identifying financial risks and recommending actions to improve the efficiency and accountability of public financial management.

Main Points

1. Public Sector Financial Management

• Legal and Institutional Framework

  • Based on French law established before Senegal's independence in 1960.
  • Reforms were introduced post-2001 Constitution and UEMOA financial directives since 1996.
  • Key reforms include modernization of customs and tax systems, creation of the Center for Large Enterprises (CGE), and establishment of the Court of Audit.

• Budget Preparation and Execution

  • Budget preparation is centralized in the Ministry of Economy and Finance (MEF), which limits the autonomy of spending ministries.
  • Revenue estimates lack comprehensive visibility and are not fully realistic.
  • Expenditure estimates do not reflect a medium-term plan and do not cover all categories.
  • Budget execution procedures are complex and time-consuming; internal control is weak.
  • Exceptional procedures (advance payments and imprest accounts) are overused, creating high financial risks and a perception of lack of transparency.

• Cash Planning and Debt Management

  • Cash planning lacks integration with revenue and expenditure forecasts.
  • Debt management is considered to have low risk due to limited oversight.

• Accounting and Reporting

  • Public sector accounting does not cover all budget transactions.
  • Monthly financial statements are time-consuming to prepare due to manual processes.
  • Final accounts are submitted with major delays, impairing the Court of Audit's ability to review them.
  • Public accounting and financial reporting are identified as high risk due to weak internal controls and delayed reporting.

• Internal and External Audit

  • The National Assembly receives draft budgets too late to provide meaningful legislative oversight.
  • The Court of Audit lacks capacity and faces delays in reviewing accounts, resulting in limited oversight.
  • Internal audit is being modernized but is not yet effective.

• Human Resources and Management Systems

  • The civil service payroll system is outdated and unreliable due to archaic computer systems and weak certification mechanisms.
  • Treasury and cash management are very high risk due to lack of internal controls and delayed account reconciliation.

• Local Government Finance

  • Identified four main problems and eight underlying weaknesses in local financial management, including inadequate financial oversight and poor coordination.

• Public and Parastatal Enterprises

  • State-owned enterprises and parastatal entities are very high risk due to lack of coordination and systematic monitoring.

2. Private Sector and Non-Governmental Organizations (NGOs)

• The accounting profession in the private sector is well-established, with the ONECCA being a key institution.
• NGOs receiving public funds face challenges in financial oversight and transparency.

3. Governance and Anti-Corruption Measures

• Governance structures are evolving but still lack comprehensive mechanisms for anti-corruption.
• The CFAA emphasizes the need for improved coordination among Technical and Financial Partners to enhance donor support and align external investments with the public budget.

Key Recommendations

• Strengthen external audit functions, including timely submission of accounts and increased capacity for the Court of Audit.
• Improve budget preparation and execution, ensuring it reflects medium-term plans and covers all expenditure categories.
• Enhance public sector accounting and reporting, including the inclusion of all budget transactions and timely data collection.
• Revamp treasury and cash management systems to ensure transparency and reduce financial risks.
• Modernize the civil service payroll system to reduce the risk of inaccuracies and improve oversight.
• Integrate financial information systems across government to ensure consistency, transparency, and efficiency.
• Implement a coordinated approach among donors to support public financial management and integrate external funding into the regular budget process.

Risk Assessment

Action Plan

• The Government of Senegal is responsible for implementing the recommendations.
• The action plan includes capacity-building for staff and equipment.
• The MEF is central to this process, and a National Technical Group was established to coordinate efforts.
• Donors, including France, the Netherlands, the EU, and the UNDP, are also involved in supporting reforms and improving financial management systems.

Conclusion

The CFAA highlights significant weaknesses in Senegal's public financial management, particularly in budget execution, accounting, and treasury operations. These issues hinder transparency, accountability, and the effective use of public funds. A comprehensive and coordinated action plan is essential to address these challenges and align financial systems with international standards.