Public Financial Management and Administration (PFMA) Activity
Africa and Middle East,
Client: DAI Global
Origin of Funding: DAI Global
PMCG, as a subcontractor to DAI Global, is implementing this USAID-funded 5-year program, which aims to improve public financial management (PFM) through boosting the revenue raising system, streamlining the budget management process, optimizing public expenditure management, and assisting in cross-cutting PFM reform.
PMCG is working on the optimization of public expenditure management by supporting improvements to public procurement management through enhancing the organizational system by improving its structure, operation, and workforce, and developing and integrating the procurement system, the inventory system, and the GFMIS.
Objective I. Public Procurement Process Institutionalization:
Conduct a detailed analysis of Jordan Online E-Procurement System’s (JONEPS) functionality and elaborate the specific needs, process maps, and technical specifications for further development of the system;
Support the system development process by providing tailored trainings for technical staff;
Provide recommendations on legislative amendments or regulatory updates;
Identify the procuring entities with the most appropriate procurement knowledge based on preliminary meetings and consultations (e.g. line ministries and large municipalities);
Pilot e-procurement in target organizations and roll-out electronic procurement processes in stages along with capacity-building and training activities for both public and private sector representatives; and
Support the newly-established Procurement Policies Committee by providing topic-specific workshops, on-the-job training events, and learning summits about public procurement best practices, data analysis, open contracting, and elaboration of policy recommendations and procurement guidelines, among other topics. We will also support the unit in setting performance indicators and monitoring the performance of decentralized procuring entities.
With respect to the last point, the project team will work with the Government Procurement Department (GPD) and other Jordanian institutions to design and roll-out a broad-based training program for procurement officers in Jordan, auditors, investigators, and private sector users. The project team will work collaboratively with Jordan’s partners to develop a curriculum, identify potential master trainers, train the trainers, and roll-out training to high-priority line ministries and government agencies.
Objective II. Inventory Management Improvement:
The project team will work closely with the GPD, the MoF, and the Ministry of Transportation (MoT). As an initial step, we will form joint working teams with our GoJ counterparts to analyze the general inventory management framework, its technical features, and the existing electronic systems. In the design phase, we will recommend IT system improvements, regulatory or legal changes as needed, organizational improvements, and process improvements.
To enhance control and oversight over the inventory management function, the project team will coordinate with the MoT, the Audit Bureau, internal audit units, as well as governmental and non-governmental institutions involved in public procurement and the inventory framework. Our support will include on-the-job training with a focus on data analysis, interpretation of results, and the elaboration of policy recommendations for further improvement of inventory management and the development of early warning indicators for fraud, waste, and abuse.
We, under the Good Governance Initiative (GGI) program, recently started a new project, aiming to strengthen the public financial management (PFM) capacity of two Georgian municipalities, namely Rustavi and Zugdidi. This program will cover the implementation of program budgeting methodology in practice, enhance the budgeting process, and improve two important principles of the budgeting system – transparency and accountability - in these municipalities.
Interview with John Batty, Consultant at PMCG, as part of the project “Development of Alternative Financing for MSMEs,” within the Good Governance Fund (GGF) program, funded with UK aid from the UK Government.
On June 7, together with the Parliament of Georgia, under the USAID Georgia Economic Security Program, a public private dialogue entitled “Shared Intellectual Services Sector in Georgia: Development Perspectives and Best International Practice” was held, during which legislators, executive representatives, industry experts, and representatives of the private sector as well as international organizations discussed key challenges in the shared intellectual services sector and the ways to address them.
Under EU Framework Contract Lot 5, in a consortium led by ADE, we recently launched a final evaluation of the EU-funded program entitled the “Khyber Pakhtunkhwa District Governance and Community Development Programme” (KP-CDLD). The program was designed to build the responsiveness and effectiveness of the administration of the 13 districts of this province of Pakistan to restore citizen trust, to stimulate employment and livelihood opportunities, and to ensure delivery of basic services.
PMCG, as a subcontractor of DAI Global, recently started the implementation of a new five-year public financial management and administration (PFMA) activity in Jordan, funded by the USAID. The program is designed to strengthen the fiscal sustainability of the Government of Jordan (GOJ), to reduce obstacles to economic growth in Jordan, to build the capacity of the Government to improve the performance of revenue administration, and to ensure transparent budget management and public procurement process in accordance with international best practices.
According to this survey of Georgian economists, the economic climate in the country in the second quarter of 2021 is better than the first quarter of the same year. Georgian economists’ assessment of the current situation has improved, compared to the previous quarter and corresponding quarter of 2020, but nevertheless remained negative. The economists’ predictions for Georgia’s economic situation for the next six months were also negative. Their expectations for this period improved though, compared to their predictions in the first quarter of 2021, and were considerably more optimistic than the forecasts they made at the same time last year.
The number of international travelers increased by 141.6% in April 2021 compared to the same period of 2020, and declined by 86.8% compared to the same period in 2019. Meanwhile, the number of international visitors increased by 140.4% (2021/2020) and declined by 85.0% (2021/2019), and the number of international tourists increased by 182.2% (2021/2020) and declined by 78.2% (2021/2019);
The number of visitors to Georgia from Israel in April 2021 recovered to 70% of its April 2019 level, with its share in total visitors amounting to 12.2%;
Georgia’s four neighboring countries accounted for 71% of total visitors in 2019. None of these countries had vaccinated more than 20% of their population as of May 23, 2021;
Some countries that stand out for their high vaccination rates among Georgia's key source markets include Israel (63% of the population), United Arab Emirates (61%), the United Kingdom (56%), Hungary (52%), the United States (49%), and Finland (41%). Most EU countries have a rate of around 30-40%;
In April 2021, the Hotel Price Index decreased by 2.3% compared to the corresponding month of 2019, mainly driven by a price decline of 27.4% in Adjara.
In Georgia, the average cost of a room in a 3-star hotel was 132 GEL per night in May 2021, while the average cost of a room in a 4-star hotel in Georgia was 246 GEL per night and the average cost of a room in a guesthouse was 82 GEL per night. The average cost of a room in a 5-star hotel in Georgia in May 2021 was 402 GEL per night. In Guria, the average price was 600 GEL, followed by Tbilisi - 509 GEL, Kakheti - 432 GEL and Adjara – 391 GEL.
The research objectives are to examine the challenges that exist in the civil servants’ professional development system, in general, explore barriers specifically associated with the shift to online learning, assess the readiness of civil servants for online training, and develop recommendations to increase the effectiveness of remote teaching.The research methodology is based on a mixed-method design and combines qualitative and quantitative approaches: analysis of the existing documents, interviews with key informants, focus group discussions, and a computer-assisted telephone survey that is representative for professional civil servants working in the councils and town halls across the country. In order to provide in-depth analysis of the issue, the research draws on the perspectives of multiple stakeholders, including civil servants as well as representatives of the Civil Service Bureau, international organizations, and training centers.
International rankings and indicators help us to understand and assess how countries are performing in different areas. In this bulletin, Ukraine’s positions in international rankings and the dynamics therein will be reviewed based on recent data. The positions will also be compared with other Eastern Partnership (EaP) countries (Armenia, Azerbaijan, Moldova, Georgia, and Belarus).