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Afghanistan - Second Emergency Public Administration Project (Inglês)

The objective of the Second Emergency Public Administration Project is to assist the authorities of the Transitional Islamic State of Afghanistan (TISA) in enhancing its accountability and transparency in managing public resources and implementing it s National Development Budget. Specifically, this calls for continued emphasis on the objective of the first Emergency Public Administration Project (EPAP),-putting in place, on an emergency basis, capacity in key public administration areas to facilitate better use of public resources, including donor funds, for urgent reconstruction and development efforts. A further emphasis of this project is to begin to lay the foundation for more broad-based civil service reform directed at increasing the efficiency with which basic services are delivered to the population. The Grant will finance the continued employment by the TISA of qualified firms to assist the authorities in carrying out, on an interim basis, government procurement and selected financial management functions; develop the administration's capacity in these areas; and assess existing systems and procedures to recommend suitable policy reforms. Services will also be provided to assist the Administrative Reform and Civil Service Commission (ARCSC) to develop its capacity to undertake the development and oversight of merit-based appointments of senior civil servants and appeals, civil service management, and overall management and implementation of public administration reform program. Further services will be provided to ministries for approved restructuring, and for studies and institution building within selected entities. It builds on lessons in other post-conflict countries where procurement and fiduciary weaknesses have delayed reconstruction programs and put in jeopardy the continued high level of donor support that is needed.


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    Afghanistan - Second Emergency Public Administration Project

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    Public Administration and Civil Service;civil service reform component;reconstruction and development program;Energy and Mining;Public Administration Reform;Financial Management System;senior civil service;opportunity for woman;public information system;senior civil servants;building human capacity;financial management capacity;development of capacity;firm or consortium;service delivery improvement;gender impact assessment;civil service staffing;participation of woman;short term goal;civil service component;system Financial;venture capital fund;delivery of good;local business community;national development framework;capacity building component;health and nutrition;trade and investment;technical assistance requirement;legal framework;Economic Management;budget execution;personnel management;donor support;institutional strengthening;restructuring plan;ministerial department;payment system;emergency support;disbursement condition;public resource;functional structures;national unity;payment problem;procurement activities;cash management;supplemental financing;community level;policy formulation;operational efficiency;cabinet process;gap financing;commercial bank;pay scale;fiscal implication;supplemental resource;donor resource;local procurement;management structure;funded component;housing census;existing law;direct payment;procurement practice;imperfect information;continued employment;project costing;institutional change;treasury function;information flow;donor funding;corrective measure;Management Systems;project risk;budget process;central policy;treasury department;gender analysis;environmental sustainability;physical infrastructure;selection criterion;emergency procurement;procurement arrangement;resource flow;reform policy;core functions;independent oversight;capacity constraint;procurement process;gender balance;procurement system;building reconstruction;operational effectiveness;procurement procedure;transparent manner;national revenue;monitoring arrangement;procurement environment;monitoring indicator;transparent accounting;governmental expenditure;severely limits;recovery program;budget resource;financial statement;recruitment procedures;independent board;seed financing;personnel policy;administrative processes;regulatory action;Cultural Heritage;geographic balance;wage reform;long-term obligations;fiscal relationship;payroll management;thematic area;social capital;Social Protection;diagnostic work;remote location;donor financing;fiscal policy;Fiscal policies;expenditure tracking;international community;pilot audit;donor coordination;procurement function;skilled staff;skilled persons;Public Services;Government Facility;european commission;government service;public servant;procurement capacity;hiring practice;political control;government budget;full employment;government staff;funding gap;employment alternative;Annual Pay Increase;professional capacity;policy tool;retail banking;nation building;enhancing transparency;centralized state;legislative review;government structure;state control;donor assistance;government security;security problem;procurement review;Financial Sector;transparent governance;contract negotiation;contract amendment;stable currency;bank capacity;customs reform;public support;main contractor;audit function;absorptive capacity;international contractor;reconstruction activities;



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