Enhancing the Capability of Central Finance Agencies

A well-organized and effective finance ministry and its associated central finance agencies (CFAs) are essential to good fiscal outcomes. Recent studies of CFAs in selected low-income countries demonstrate that their organizational structure varies widely and that decision making on public finance is strongly influenced by political economy factors. This note presents some common themes arising from the case studies and provides some descriptive evidence about the organizational structure of the CFAs. This note also includes evidence of a 'U-curve' pattern in the development of the organizational structure of CFAs over the long term. It confirms that political economy analysis, though difficult to apply in practice, is highly relevant in the development of reform strategies for strengthening CFAs and public financial management systems.

Bibliographic Details

Main Authors:	Allen, Richard, Grigoli, Francesco
Language:	English
Published:	World Bank, Washington, DC 2012-01
Subjects:	ACCOUNTING, ADVANCED ECONOMIES, ALLOCATION, ANNUAL BUDGET, BUDGET ALLOCATIONS, BUDGET FORMULATION, BUDGET LAW, BUDGET PREPARATION, BUDGET PROCESS, BUDGET REFORMS, BUDGETING, CAPITAL MARKETS, CASH MANAGEMENT, CENTRAL BANK, CENTRAL CONTROLS, CIVIL SERVICE, CIVIL SERVICE PAY, DATA ANALYSIS, DEBT, DEBT MANAGEMENT, DECENTRALIZATION, DECISION-MAKING, DECISION-MAKING PROCESSES, DEVELOPING COUNTRIES, DEVELOPMENT ECONOMICS, DONOR SUPPORT, ECONOMIC POLICY, EXPENDITURE, EXTERNAL AUDIT, EXTRABUDGETARY FUNDS, FINANCE MINISTERS, FINANCE MINISTRIES, FINANCE MINISTRY, FINANCIAL ACCOUNTABILITY, FINANCIAL ACTIVITIES, FINANCIAL ASSETS, FINANCIAL CONDITIONS, FINANCIAL CONTROL, FINANCIAL MANAGEMENT, FINANCIAL POLICY, FINANCIAL SECTOR, FINANCIAL SECTOR REGULATIONS, FINANCIAL STABILITY, FINANCIAL SYSTEMS, FISCAL AFFAIRS, FISCAL CONTROL, FISCAL DECENTRALIZATION, FISCAL INSTITUTIONS, FISCAL OUTCOMES, FISCAL PERFORMANCE, FISCAL POLICY, FISCAL RISK, GENDER, GOVERNMENT BANK, GOVERNMENT FINANCE, GOVERNMENT STRUCTURES, HOLDING, HUMAN RESOURCE, HUMAN RESOURCES, INCOME, INCOME GROUP, INCOME GROUPS, INCOME LEVELS, INFORMATION SHARING, INFORMATION SYSTEMS, INFORMATION TECHNOLOGY, INTERGOVERNMENTAL FISCAL RELATIONS, INTERNAL CONTROL, INTERNATIONAL CAPITAL, INTERNATIONAL CAPITAL MARKETS, INTERNATIONAL FINANCE, INTERNATIONAL FINANCIAL INSTITUTIONS, LEGAL SYSTEMS, LENDING INSTRUMENTS, LIMITED ACCESS, LOCAL CAPACITY, LOCAL GOVERNMENT, MINISTRIES OF FINANCE, MINISTRY OF ECONOMY, MINISTRY OF FINANCE, MONETARY FUND, NATIONAL AUTHORITIES, ORGANIZATIONAL STRUCTURE, PENSION, PENSION SCHEME, PERFORMANCE MANAGEMENT, POLITICAL AUTHORITY, POLITICAL ECONOMY, POLITICAL INSTITUTIONS, POLITICIANS, PORTFOLIOS, POVERTY REDUCTION, PRODUCTIVITY, PROGRAMS, PUBLIC, PUBLIC EXPENDITURE, PUBLIC FINANCE, PUBLIC FINANCES, PUBLIC FINANCIAL MANAGEMENT, PUBLIC FINANCIAL MANAGEMENT SYSTEMS, PUBLIC INVESTMENT, PUBLIC INVESTMENTS, PUBLIC PROCUREMENT, PUBLIC RESOURCES, PUBLIC SECTOR, REFORM PROCESS, REFORM PROGRAM, REFORM PROGRAMS, REFORM STRATEGIES, REFORM STRATEGY, RENTS, REVENUE COLLECTION, STRUCTURAL REFORM, TAX, TAX COLLECTION, TAX POLICY, TAX REVENUES, TECHNICAL ASSISTANCE, TOP MANAGEMENT, TRANSPARENCY, TREASURY, UNION,
Online Access:	http://documents.worldbank.org/curated/en/2012/01/15643872/enhancing-capability-central-finance-agencies https://hdl.handle.net/10986/10061
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