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Lebanon - Second Fiscal Management Reform Project (Inglês)

Ratings for the Second Fiscal Management Reform Project for Lebanon were as follows: outcomes were unsatisfactory, risk to development outcome was low, Bank performance was moderately unsatisfactory, and borrower performance was unsatisfactory. Some lessons learned included: One of the important lessons learned is that compartmentalized projects with limited cross-directorate or cross-ministerial involvement have the best potential for success. It is recommended that consideration of any follow-up projects or technical assistance be structured within this paradigm; The FMR2 suffered during implementation because for two-thirds of the project period, there was no project manager. In the future, strong safeguards should be included in the project design that ensure the government’s commitment to a dedicated and well-functioning project implementation arrangement; The debt management function should be further supported. In addition, activities may be added to raise awareness among the public regarding the consequences of increasing the national debt; In addition to training of personnel, support should be provided to public sector institutes responsible for training This would help these institutes to design, plan and deliver training on a regular basis as part of their annual training plans; International and local consultants have been an integral part of project implementation. In future, the project design should include incentives for staff, including training and capacity building. This will also help to reduce reliance/dependence on consultants.

Detalhes

  • Data do documento

    2017/06/15

  • TIpo de documento

    Conclusão da Implementação e Relatórios sobre Resultados

  • No. do relatório

    ICR3961

  • Nº do volume

    1

  • Total Volume(s)

    1

  • País

    Líbano,

  • Região

    Oriente Médio e Norte da África,

  • Data de divulgação

    2017/12/11

  • Disclosure Status

    Disclosed

  • Nome do documento

    Lebanon - Second Fiscal Management Reform Project

  • Palavras-chave

    public sector internal audit;Monetary and Credit Policies;ip disbursements archived;Project Preparation and Appraisal;legislative branch of government;Standard Bidding Documents;Financial Management System;internal audit function;debt management strategy;impact assessment study;intermediate indicator;cash management function;chart of account;quality of supervision;international good practice;theory of change;internal audit process;budget execution process;internal control framework;budget preparation process;amount of cash;Public Procurement System;improved service delivery;free trade agreement;budget call circular;annual borrowing plan;delay in procurement;Exchange Rates;outputs by components;Public Financial Management;lack of transparency;debt recording system;gross domestic product;human resource capacity;total government spending;budget system law;Public Finance Management;quality at entry;treasury single account;internal audit manual;debt management function;accounting and reporting;Governance and Accountability;results framework;organizational structure;public resource;budget directorate;financial statement;fiscal policy;Fiscal policies;legal requirement;budgetary allocation;legal framework;cash plan;domestic borrowing;outstanding debt;cash standard;project execution;international consultant;transition phase;electricity sector;cash basis;gender parity;loan instrument;contingent liabilities;ministerial instruction;unsatisfactory performance;policy shift;inactive account;contingent liability;staff turnover;donor coordination;absorptive capacity;budget circular;political instability;approved budget;political situation;policy scenario;reform effort;institutional framework;budget law;allocation process;legal arrangement;audit assessment;data requirement;data warehouse;empirical model;operational units;budget operations;public fund;procurement practice;regulatory responsibility;staff capacity;strategy implementation;government cash;cash planning;annual budget;budget allocation;adequate resources;system control;budget department;limited resources;transition period;advanced training;political uncertainty;procurement reform;expenditure reform;Bank Procedure;targeted training;debt service;safeguard issue;administrative staff;unintended outcomes;beneficial impact;skill set;budget cycle;budget framework;primary market;public debt;government security;fiscal management;audit implementation;investor relation;hands-on training;primary surplus;fiscal adjustment;preparatory work;fiscal consolidation;law draft;accounting practice;budget credibility;medium-term budget;cash forecast;internal communication;budget classification;risk exposure;approval process;payment indicator;primary author;lebanese pound;fiscal discipline;cash receipt;beneficiary survey;stakeholder workshop;external partner;administration account;draft law;central agencies;Economic Policy;reporting system;public expenditure;policy regard;human capital;treasury function;open economy;budgetary process;fiscal issue;social progress;reform implementation;financial reporting;mitigation measure;reform strategy;donor collaboration;fiscal space;functional requirements;fiscal deficit;procurement manual;audit working;raise awareness;political environment;basic requirement;accounting law;local expert;high-risk venture;draft form;frequent basis;tax policy;disbursement profile;External Finance;Political Economy;Macroeconomic Resilience;budget process;political factor;fiduciary assessment;gender aspect;gap analysis;remedial action;reform process;cabinet approval;Environmental Assessment;internal capacity;knowledge acquisition;electronic transfer;result indicator;utilization rate;administrative structure;Civil War;government priority;regular meetings;stated objective;negative effect;staff resource;government institution;institutional change;

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