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Madagascar - Second Governance and Institutional Development Project (Inglês)

The objective of the Second Governance and Institutional Development Project is to improve the efficiency and transparency of government and selected public services in Madagascar in line with the Madagascar Action Plan (MAP). There are five components to the project. The first component is the improvement of public expenditure management. The objective of this component is to continue to support in a holistic manner the reform of the public expenditure management system in Madagascar. The reference point for the reform is the Priority Action Plan (PAP) which is developed by the Ministry of Finance since 2004 on an annual basis and supported by the development partners including the World Bank. The second component is the strengthening the efficiency of government operations. The objective of this component is to support the change management and institutional development processes in the context of the implementation of the Government's development strategy, the MAP. It builds on activities piloted under the first Governance and Institutional Development Program (PGDI) and will include leadership training and development for senior government officials to manage and implement far-reaching reforms. The third component is the rule of law and fight against corruption. The objective of the component is to assist government in promoting transparency, accountability and good governance; and in particular, in reducing corruption. Project assistance will build on the activities initiated under the first PGDI and mainly focus on improving the operational efficiency of the judiciary, on supporting anti-corruption and conflict-of-interest activities, and on strengthening oversight by the Auditor General and by Parliament over State affairs. The fourth component is the transparency and social accountability. The component aims at fostering increased implication of civil society in state affairs and at improving social accountability which are key objectives of the MAP. The support will focus on activities that are destined to strengthen civil society's capacity to play a meaningful role in monitoring and providing feedback on government activities. Finally, the fifth component is the monitoring & evaluation.

Detalhes

  • Data do documento

    2008/04/22

  • TIpo de documento

    Documento de avaliação do projeto:

  • No. do relatório

    41885

  • Nº do volume

    1

  • Total Volume(s)

    1

  • País

    Madagascar,

  • Região

    África,

  • Data de divulgação

    2008/07/09

  • Disclosure Status

    Disclosed

  • Nome do documento

    Madagascar - Second Governance and Institutional Development Project

  • Palavras-chave

    Quality and Cost Based Selection;Public Expenditure, Financial Management and Procurement;Transparency, Accountability and Good Governance;Access to Law and Justice;access to safe drinking water;nutrition and water and sanitation;capacity building need;Integrated Financial Management System;accountability of government operation;Work Program and Budget;fight against corruption;investment in human resources;public expenditure management reform;general public administration sector;food and agriculture organization;Legal and Judicial Reform;Tax Policy and Administration;average for sub-saharan africa;civil society and government;Public Financial Management;local training institution;public finance system;Natural Resource Management;civil society group;social accountability initiative;resistance to change;improved service delivery;economic growth rate;civil society actor;civil society engagement;budget execution rate;budget support operations;financial management capacity;large urban centers;antimoney laundering legislation;public expenditure reform;access to justice;Governance and Accountability;tax in favor;local government service;per capita income;primary enrolment rate;child mortality rate;inefficient public sector;independent external auditor;readiness for implementation;regional integration agreement;environmental screening category;access to information;international accounting standard;civil society sector;domestic revenue mobilization;senior government official;population census;institutional framework;Public Services;operational efficiency;Consulting services;governance reform;safeguard policy;Safeguard Policies;external control;reform process;government activity;procurement reform;evaluation system;tax directorate;change management;development partner;donor community;economic mismanagement;revenue agency;government ownership;train activity;baseline data;procurement capacity;budget framework;elected officials;regional capital;annual budget;personal freedom;reform effort;public resource;procurement aspects;public official;reform strategy;reference point;price contingency;social data;incentive system;fiscal revenue;bank finance;donor support;accountability mechanism;gradual process;government capacity;citizen associations;core competencies;accountability relationship;vested interests;equitable use;investment resource;budget law;government revenue;governance improvement;holistic manner;respective responsibility;statistical data;financial statement;government fund;external assistance;lessons learnt;hierarchical relationship;potential conflicts;disclosure regulation;leadership training;budgetary procedure;Land tenure;supply side;controlling corruption;Learning and Innovation Credit;budget increase;public feedback;governmental effectiveness;decentralization reform;change process;social context;systematic training;focus group;civic space;governance ranking;administrative service;institutional change;local preference;investment program;Waste Management;leadership development;anticorruption agency;professional training;clear rules;tourism sector;participatory budget;increased transparency;cultural tradition;teacher ratio;international standard;government expenditure;national vision;discretionary decision;red tape;management procedure;program budget;rural area;management personnel;oversight authority;financial covenant;public health;Infant Mortality;vaccination coverage;safe water;service coverage;credible reform;quality measure;Bank Policies;grace period;investment finance;cost financing;eligibility criterion;credit effectiveness;state revenue;disbursement condition;corruption issues;local priority;Tax Administration;customs administration;Arab bank;reducing tariffs;fiscal framework;Macroeconomic Management;internal control;bank involvement;legal framework;government statistics;bank's support;overseas training;fund raising;political competition;behavioral change;political sphere;institutional system;effective monitoring

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