User:Arunarya29/sandbox

Arun Arya is a Senior International Public Finance Management Adviser to the government, leading in Governance and Public Sector Management in 14 countries for over 25 years.

With extensive operational experience in countries spanning across South Asia, Middle East, North Africa, Eastern Europe, Africa, Central America, East Asia and Pacific regions. Arun has proven track-record of public administration and policy making as part of the Indian Administrative Service (IAS); advising governments while working for the World Bank, DANIDA and Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH (German Development Cooperation); and an independent evaluator as part of Independent Evaluation Group.

His core competencies include Public Finance Management, Digital Government, Anti-Corruption, Law and Public Administration, Civil Service Management, Criminal Administration and Civil Society Engagement.

With about 14-year operational experience in the World Bank, Arun have an excellent track-record in leading policy dialogues in countries like Yemen, Iraq, Indonesia, Egypt, Lebanon, Jordan, Bulgaria, Ukraine, Honduras, Ghana, Nepal, Sierra Leone where he delivered high quality technical assistance, analytical work, investment lending, and advisory services. Arun have experience of being a country-based Governance Adviser in Yemen for 4 years and Indonesia for 5 years, and Iraq for 1 year (currently posted and continuing).

Prior to joining the Bank, Arun have worked in the Indian Administrative Service, where he has served as the District Magistrate, Managing Director, Divisional Commissioner, Director/ Head of Department, and Secretary to the Government. He has also worked for the Royal Danish Ministry of Foreign Affairs (DANIDA) as their Senior Sector Adviser for Water and Sanitation sector for Government of Bangladesh for two years.

Early Life and Education
Arun was born on September 29, 1961 in New Delhi. After attending a pre-school -  the Model School - for his kindergarten, he joined the Bhartiya Vidya Bhawan School in Kasturba Gandhi Marg, in August 1968, in Delhi, in Class 2nd. He studied in this school up to Class 12th. After Class 10th, he joined the Humanities section and studied Economics, Maths, History, and English. He actively participated in extracurricular activities like debates, recitation, dramatics, and represented the school in inter school competitions. The Principal appointed him as the Vice Cultural Headboy of the school due to his excellence in these activities. He was also a good sportsman and won prizes in 400 meters, 800 meters, and 1600 meter races in the annual athletic competitions in 1980. He was also the Captain of the school’s football team and represented the school in inter school tournaments. He passed out from the school in 1980.

In 1980, Arun joined the B.A. Honors (Economics) course in the St. Stephen’s College in Delhi University. During his B.A. Honors course, he studied Micro and Macro Economics, Economic History, Statistics, National Income Accounting, Development Economics, Economic Systems and Current Indian Economy, and Mathematics. He was in the college football team and represented the college in intercollege tournaments. He also represented the college in inter college debates. He also acted in annual productions of college plays. Arun graduated in the B.A. Honors Economics course from the St. Stephen’s College, Delhi University, in 1983.

1n 1983, Arun joined the Indian Institute of Management (IIM) in Ahmedabad to do his MBA. During his MBA course, he studied Financial Management, Systems Management, Production and Operations Management, Econometrics, Mathematics and Statistical Management, Marketing Management and Personnel Management. Arun participated in plays, variety shows, and was part of the institute’s football team.In 1984, Arun did summer training with Hindustan Petroleum Corporation Limited (HPCL) in Mumbai. He conducted performance-evaluation of more than 5000 Retail outlets of HPCL across India on criteria of monthly turnover, operational costs, and profitability. He developed software in ‘Basic’ language for doing this evaluation. Arun graduated from the IIM Ahmedabad in April 1985.

While doing his MBA, Arun appeared for the Civil Service Exam, in 1984, and was selected for the Indian Administrative Service (IAS) with the results announced in 1985. By the time he graduated from the IIM Ahmedabad, he was already selected in the IAS.

Prior to joining the IAS Academy in August 1985, Arun did a short stint at Clarion Advertising Services Limited in Mumbai as an Accounts Manager. He developed a model for evaluating cost/ reach of alternative media vehicles using the advanced linear programming techniques to assist the company in the selection of an optimal set of media-vehicles for the campaign.

Arun joined the Lal Bahadur Shashtri National Academy of Administration (LBSNAA) in Mussorie on August 26, 1985 to participate in the foundational course for the newly selected civil servants of the 1985. He studied Public Administration, Criminal Law, Civil Law, Procedure Law and Political Economy during his 2-year probation period at the Academy. Arun was elected Cultural Secretary of the probationers and produced several plays, ballets, and variety shows in the academy. He graduated from LBSNA in 1987 and started his career in the IAS.

Education
National Academy of Administration, Mussoorie, India (1985-1987)

Majoring in Law and Public Administration

Training for Indian Administrative Service officers on Law, Public Administration, Economics, Political Economy to function as Magistrates at the start of their career.

Indian Institute of Management, Ahmedabad, India (1983-1985)

Masters of Business Administration

Financial Management, Systems Management, Production and Operations Management, Econometrics, Mathematics and Statistical Management, Marketing Management and Personnel Management

St. Stephen's College, Delhi University, Delhi, India (1980-1983)

Bachelor of Arts (Honors) in Economics

Micro and Macro Economics, Economic History, Statistics, National Income Accounting, Development Economics, Economic Systems and Current Indian Economy, and Mathematics

Bhartiya Vidya Bhawan, Kasturba Gandhi Marg, New Delhi (1968-1980)

Senior School Certificate (Class 12)

Studied ‘Humanities’ in Class 11-12 with Economics and Mathematics as major subjects

Certifications
By The Open Group (2019)
 * TOGAF® Certification Program on Enterprise Architecture - Foundation

No Expiration Date, Credential ID: 137585 By The Open Group (2020)
 * TOGAF® Certification Program on Enterprise Architecture - Certified

No Expiration Date, Credential ID: 137585 By Harvard Business School (2021)
 * Data Science Ready

Data Science Ready is an online course that allows you to gain a familiarity with the fundamental concepts and use of data science, including prediction, causality, data wrangling, privacy, and ethics. By Global System for Mobile Communications Association (GSMA) (2021)
 * Certificate in Internet of Things

Internet of Things (IoT) involves connecting devices to the internet across multiple networks to allow them to communicate with humans, applications and each other. This four-week course provided a high-level overview of the IoT concepts from a mobile perspective, outlined the role IoT can play in enhancing the quality of life of citizens and explored the implications that IoT has for policymakers and regulators.

Indian Administrative Services (August 1985 to January 2004, February 2006 to December 2006)
Arun worked in the Indian Administrative Service (IAS) for 20 years holding senior management positions like the Chief Development Officer, District Magistrate, Managing Director, Secretary to the Government, Director, and Divisional Commissioner. He worked in diverse spheres such as Governance, Public Sector Management, Public Financial Management, Administration of Justice, Economic Development, Social Development, Electoral Administration, Civil Service Management, Corporate Management, Water and Sanitation, and Information Technology and Electronics. Some of the major positions held were as follows.

District Magistrate
Arun maintained law and order and facilitated comprehensive development of four districts, namely Hamirpur, Maharajganj, Barabanki, and Unnao with a population of about 2.5 million people and a geographical area of about 4,500 sq.km. Improved quality of criminal administration, prevented a major communal riot with deft handling; enhanced clearance rate and reduced disposition time of criminal and revenue courts he presided; formulated and implemented district development plans valued approx. INR 850 million; and, streamlined land administration, electoral administration, collection of revenues, and treasury operations. Provided leadership and guidance to about 10,000 government staff in each district reporting to him.

Divisional Commissioner
He maintained law and order and facilitated comprehensive development of Basti Division with a geographic area of 13,450 sq.km, and a population of 6.5 million people, through supervising operations of District Magistrates for Basti, Siddharthnagar and Kabirnagar districts.

Managing Director
Arun revived UPTRON India Ltd., by motivating its 3,500 employees and focusing on its core competencies, closing unviable units, technological up-gradation, and diversification into IT. Introduced new business lines like Mobile Phone Jammers, Software Technology Parks, and Smart City. He turned-around the company with current liabilities of INR 3750 Million; no Working Capital; and, unpaid 6-month salary of about 3,500 employees, to a company doing a turnover of INR 4,200 million, thereby paying off current liabilities, salaries and generating working capital.

Joint Secretary, Ministry of Finance
Arun prepared Budget and controlled Budget Execution of key sectors. Initiated computerization of the Treasury and conducted “zero-based budgeting” to identify surplus staff in each department and prepared their redeployment plan. Conceptualized and designed a decision support system (DEMIST) for assisting personnel and fiscal decisions based on the HR database of about 1 million employees.

Director of World-Bank assisted Project
Arun accelerated the implementation of the $56 Million World Bank-assisted UP Rural Water Supply and Environmental Sanitation (SWAJAL) Project and ensured its timely completion. Demonstrated success of a difficult demand-driven and community-managed project in ensuring sustainable health & hygiene benefits to people in 1000 project villages. Based on its success, the Government of India launched a nationwide SWAJALDHARA.

Secretary to Government
Arun formulated State Policies in ministries of Technical Education, Groundwater and Minor Irrigation, and Drinking Water and Sanitation.

Additional Commissioner/ Director
Arun prepared plans and monitored the implementation of Rural Development and Social Welfare Departments.

Royal Danish Ministry of Foreign Affairs (February 2004 to January 2006)
Arun worked as the Senior Sector Adviser in the Institutional Development Component (IDC) of Danida’s Water and Sanitation Program Support to Bangladesh.

The IDC was implemented through the Unit for Policy Implementation (UPI) located in the Ministry of Local Government, Rural Development and Cooperatives, for assisting Government of Bangladesh (GoB) in implementing the National Policy for Safe Water and Sanitation, 1998.

He assisted the government in finalizing the Sector Development Framework, Sector Development Programme, Institutional Review, Pro-poor strategy, Sanitation strategy, and Cost-Sharing strategy for the country on the principles of enhanced local governance through sector-wide consultations with stakeholders and development partners.

He also initiated the pilot on Public-Private Partnership and a web-enabled MIS on Sanitation.

The World Bank
Arun was recruited by the World Bank through an internationally competitive process as the Senior Public Sector Management Specialist, and was posted at the Yemen Country Office in December 2006. After his successful tenure of 4 years in Yemen, he moved to the World Bank headquarters in Washington D.C., United States, in February 2011, where he worked on the Public Sector and Governance Program in the MENA Region, including Yemen, Iraq, Egypt, Lebanon and Jordan;  the PRMPS Anchor and the Governance and Public Sector (GPS) Team of the Governance Global Practice (GGP); and the Independent Evaluation Group (IEG) of the World Bank. In 2017, Arun was selected for a field-based position of the Task Team Leader for the Indonesia Public Finance Management (PFM) Program through a globally competitive process. He worked in Indonesia as World Bank’s Task Team Leader for the PFM Program for 5 years until 2022.

Republic of Yemen (December 2006 to January 2011)
Arun joined Sana’a, Yemen, in December 2006 and became the Task Team Leader for World Bank’s Public Financial Management and Anti-Corruption program. He led the ‘Public Expenditure and Financial Accountability’ (PEFA) Assessment in 2007 resulting in government demand for Bank assistance in PFM reforms, under which, the second phase of the National Public Finance Management Reform Action Plan (PFMAP) was developed and a new IDA-financed ‘Public Finance Modernization Project’ valued $17 million was prepared.

The project rolled out IFMIS to 17 ministries and 3 departments; Cash Management and Commitment Control Systems to 10 ministries; and, Loans and Grants Management Information System (LGMIS) to 23 PMUs.

Yemen achieved reduction in lead time taken by line ministries from 40 days to 8.5 days through implementation of LGMIS.

His support to PFM led to a 15-point increase (5th largest in the world) in the Open Budget Index between 2008 and 2010.

As the TTL of our Anti-Corruption TA since 2007, Arun provided technical assistance to the Supreme National Authority for Combating Corruption (SNACC) in conducting the national survey on corruption, diagnostic review of the anti-corruption legal and regulatory framework, development of national anti-corruption strategy, and, building a Civil Society Coalition against Corruption (CCAC).

He prepared and supervised the Yemen Accountability Enhancement Project valued $6 million under the MENA Transition Fund and led policy dialogue with government leading to major policy and legislative decisions.

He also built a civil society coalition against corruption, consisting of 16 CSOs for raising demand for good governance and holding government officials accountable for their corrupt acts.

He was also part of the Bank’s task team on the Civil Service Modernization Project (CSMP); Institutional Reforms and Development Policy Grant (IRDPG); and, the Extractive Industries Transparency Initiative (EITI) Implementation.

He also supervised and provided implementation support to the IDF-financed Legal Aspects of WTO Accession.

Iraq
In 2011, Arun undertook the charge of the Task Team Leader for the Iraq PFM Project under the Iraq Trust Fund with a project cost of $16 million. Under the project, a fully functional MTEF was developed, the Iraqi Medium-term Fiscal (IMF) model was made operational, a comprehensive historical database of fiscal information was put in place, and the Budget preparation process was improved with an increasingly detailed policy focus during strategy discussions. A new ‘Cash Management and Commitment Manual’ was prepared and training imparted. The Capacity Development Plan of the Ministry of Finance Accounting Training Center was prepared and approved by the government. Skills of the Board of Supreme Audit staff in financial, risk-based, procurement, and performance audit and the capacity on oil audit, forensic audit, arbitration, contract management and M&E was significantly enhanced.

Under his strict supervision, there was a significant increase in the disbursement rate from 3 % to 61 % between 2011 and 2013. There was a delivery of fully functional MTEF, Budget Strategy, and Cash Management and Commitment Control Manual.

He also conceived the idea of implementing the Integrated Financial Management Information System (IFMIS) for Iraq – a project that was dropped earlier by the US Treasury due to security threats. He restarted the process by engaging Free Balance and made the government agree on the functional and technical requirements of the system. He also completed the System Requirement Study (SRS) resulting in a government demand and a new investment lending of $30 million.

He also worked as the TTL for the Iraq Public Sector Governance program under which he organized and facilitated a governance workshop in Beirut in which short and medium term measures to enhance transparency, accountability and participation in Iraq were identified. Based on these, a three year programmatic technical assistance was designed to prepare and implement a prioritized, sequenced and resource-backed Governance Action Plan (GAP). A draft GAP was prepared and was put under use.

Egypt
Arun worked on the preparation of Transparency and Accountability DPL for Egypt in 2011 and held consultations with key government officials, civil society and donors to identify/formulate prior actions for the proposed DPL. He reached agreement with key government officials on the several important policy decisions/prior actions. Although the Government of Egypt finally decided against taking the Bank’s DPL, as a result of my policy dialogue and technical assistance, following policy decisions were taken and successfully implemented: (i) The Ministry of Finance published the summary of draft Budget for 2011-2012 on its website and held prior consultations with stakeholders to obtain their feedback. (ii) The government published on its website the annual budgets of all the desired State Authorities, Special Funds and State Owned Companies. (iii) The amended Executive Regulations of the Government Procurement Law (Law No. 89) were approved by the State Council. (iv) The General Authority on Government Services (GAGS) submitted a draft decree to the MoF to make publication of bidding opportunities and bidding documents on the Government Procurement Portal mandatory.

Lebanon
As the TTL, Arun led the team to prepare the ICR for the Lebanon Emergency Fiscal Reforms Implementation Support Project. The mission held detailed discussions with the Government, Development Partners, and other relevant stakeholders to solicit their views on project design, preparation and implementation, as well as key lessons from the project. The key finding of ICR was that in supporting PFM reforms in a politically fragile country like Lebanon, type of instrument, design and the duration of engagement need careful consideration. The development objective of the Project was to contribute to improving the control, allocation and use of public financial resources. This was a long-term objective which was difficult to be achieved in an emergency situation. This problem was compounded by the fact that Parliament was not functional for a long period and the budget was not being approved by the parliament and taking the form of a law. Also, the PDO was overly ambitious for a two-year emergency duration. In the absence of a binding framework and a voted budget, it was difficult to enforce fiscal discipline and improve the control, allocation and use of public financial resources within two-years.

Jordan
Arun worked on the Jordan Public Sector Governance Program (P122717) and participated in the Public Sector Governance Mission in Jordan during May-July, 2010. The main objective of the mission was to assist the Government (Ministry of Public Sector Development (MoPSD)) to operationalize the public sector reform agenda and to develop concrete action plans for the implementation of the different activities. He focused on the overall change management process that underpins the reform process and worked closely with the Director, Streamlining Department of MoPSD to analyze the current situation and identified next steps on restructuring of public sector institutions in Jordan.

Honduras
As the Task Team Leader of the World Bank, Arun forged partnership with the UNODC in conducting reviews and supporting compliance of the United Nations Conventions against Corruption (UNCAC) as part of the Bank's global agenda to combat corruption.

Arun, together with UNODC, provided technical assistance to the National Anti-Corruption Council (CNA) of Honduras in conducting the Self-Assessment of Honduras’ compliance with the UNCAC. The UNCAC assessment was pending for more than two years, but he was able to complete the Self-assessment report in three months and formally submit that to the UNODC Secretariat on June 30, 2015. The draft Self-Assessment report covered two chapters of the UNCAC: Chapter III on Criminalization and Law Enforcement and Chapter IV on International Cooperation. The self-assessment was prepared through an inclusive process in which relevant government and judicial agencies have actively participated.

Bulgaria
As the Task Team Leader, Arun led the Bulgarian Judiciary Public Expenditure Review, which was delivered to the Government in December 2015. He consulted with senior officials of the Supreme Judicial Council, Ministry of Justice, Ministry of Finance, National Audit Office, and District Court in Sofia and Plovdiv. He collected necessary information, data and documents for preparing the public expenditure and institutional review report.

This was a sensitive assignment which involved working with a number of counterparts and stakeholders, some of whom are on record as being hostile to the Bank. He engaged effectively with all national counterparts. In an environment of low trust, he was able to gain their trust, securing their attention and engagement, among other things, by listening well and consistently modeling an objective and fair approach.

My work was characterized by a thorough knowledge of the sector, detailed benchmarking of performance against other country peers and a clearly written report setting out the findings in a straightforward manner with recommendations building logically on those findings.

He actively sought out comments from colleagues including the Country Director and was fully responsive to them. Ultimately the report was very well received by the authorities. The Minister used it as the basis for his response to a Parliamentary debate on the financing of the Judicial sector. It was an excellent example of our work being used to inform and influence key policy choices.

The report continued to be useful both in the country dialogue and in our ongoing analytical work. For example, it was the key source of information for a highly regarded report on the Sub-National Doing Business environment in Bulgaria where it was the main source of information of the “Contractual Dispute” indicator.

Ukraine
As the Task Team Leader, Arun led the preparation of Implementation Completion and Results (ICR) Report for Ukraine PFM Project. It was a $65 million project, which was extended/ restructured 3 times, leading to a total project time of 7 years between 2008-2014. The major component of establishing the Public Financial Management System (PFMS), for which $61.5 million was allocated, could not be delivered, due to a procurement failure. Only $3.94 million could be disbursed and the rest of the loan was canceled.

He examined the reasons of procurement failure and found that international competitive bidding was done thrice but failed. In the first bidding, while everything was going on smoothly, a complaint was received, which the Bank team sent to INT for investigation. This led to a complete halt and subsequent cancellation of those bidding. He then chose to dig out that complaint from the system.

We discovered that it was an ‘anonymous’ complaint and that there was no corruption alleged in that complaint. It was only suggesting that the technical specifications in the bidding document could help a particular software. That could have been handled by examining the technical specifications and revising them as necessary, and there was no cause for requesting an INT investigation. In the end, INT didn’t find any corruption in their investigation, and the project failed to procure the PFMS. We went up to the root of the problem and diagnosed the cause of failure.

Our assessment of outcomes and Bank and Government performance was, therefore, not very positive. We prepared a draft ICR Report and presented it in a Quality Enhancement Review (QER) Meeting. Thereafter, stakeholder consultation was organized in Kyiv and findings of ICR presented and their feedback taken.

The draft ICR was further revised and submitted to management for approval. The final ICR Report was approved by the management. IEG reviewed the ICR and rated the Quality of ICR as “Exemplary”.

Ghana
Arun led the preparation and delivered the Project Performance Appraisal Report (PPAR) for the eGhana Project following the due review process of IEG. Important lessons were drawn from the operation. The experience of eGhana project revealed that the project design must include those activities upfront that can directly contribute to the achievement of PDOs and can address the binding constraints to the PDOs. It also revealed that unlike the usually held belief that the FMIS should be implemented as a PFM project under the Ministry of Finance, implementing it under a larger umbrella of ICT projects under the Ministry of ICT has its own advantages, especially those of using the wide area network created by the ICT ministry/agencies.

Nepal
Arun led the preparation and delivered the Project Performance Appraisal Report for the Nepal Second Rural Water Supply and Sanitation Project after following the due review process of IEG. The experience of this project revealed that the project implementation arrangements de-linked from institutions with a legal mandate undermine the sustainability of the project and placing main stakeholders (women in this case) at the center of planning and implementation of a community-led project supports sustainable benefits.

Sierra Leone
Arun conducted the project performance appraisal of the Sierra Leone Integrated Public Financial Management Project and critically examined the project design. The project hadn’t addressed the key binding constraints in the PFM, failing which despite having achieved all planned outputs, the project couldn’t deliver its outcomes. Thus, brought a major finding that project designs must address the binding constraints impacting the PDOs. Going beyond the call of duty, he conducted a PEFA Assessment to measure the performance of PFM systems to understand the latest progress of reforms for an accurate assessment.

Implementation Completion and Results (ICR) Review
Arun conducted ICR Review for the Neretva/Trebisnjica River Basin Project and Malawi Second National Water Development Project, as the TTL, drawing major lessons for projects aimed at improving efficiency and equity of water allocation, enhancing basin ecosystems and improving drinking water supply and sanitation.

Conducted ICR Review of El Salvador Fiscal Management and Public Sector Performance Technical Assistance Loan drawing important lessons for sequencing and prioritizing of PFM reforms.

Global Evaluation
Authored chapter on the Efficiency of Water Supply and Sanitation (WSS) projects under WSS Sector Evaluation developing a robust methodology for measuring efficiency.

Conducted the Management Action Review (MAR) of Country Level Engagement on Governance and Anti-Corruption, as the TTL, and that of World Bank and Public Procurement as the Designated Responder.

Conducted evaluability assessment of public financial management including an in-depth portfolio analysis to assess the ‘programmatic coherence’ (what the theory of change was and how coherent it was), and, ‘stakeholder use’ (who the stakeholders were and what their main issues of interest were).

Republic of Indonesia (January 2018 to september 2022)
Senior Public Sector Specialist

Arun managed the Public Financial Management (PFM) Multi-Donor Trust Fund (MDTF), PFM MDTF II, managed the operations of a large $29 million MDTF, as Task Manager, leading a team of about 25 Bank staff and 15 consultants, and delivering all planned deliverables.

He contributed to achieving development outcomes including 16% increase in taxpayer registration, 10% increase tax compliance, 26% increase e-filing, ensuring 100% revenue and expenditure transactions conducted on computerized FMIS, increase in Open Budget Index score from 64 to 70, improving capacity of 336 internal audit units to achieve Level III of IACM, receiving unqualified audit opinion of Supreme Audit Institution on central government’s annual financial statement between 2017 and 2019.

He prepared and launched a new Trust Fund (PFM MDTF III) by mobilizing $21.5 million from three donors thereby arranging resources for the work program of Bank staff working on PFM for 5 years (2020-2025).

He also prepared the Digital Transformation Vision, Enterprise Architecture Blueprint, and Strategic Digital Implementation Plan enabling the Ministry of Finance to collect more revenues, and developed a blueprint for linking FMIS and eProcurement systems.

He prepared and successfully tested Budget Transparency Mobile Application for enhancing budget transparency and citizen’s participation using FMIS data through stakeholder consultations.

Enhanced and web-enabled Spending Unit Financial Management (SAKTI) application and rolled it out to more than 24,000 spending units which prepared the 2021 budget using improved accuracy and efficiency.

Supported Parliament in doing better analyses of 2020 budget proposals of Education and Infrastructure sectors.

Conducted diagnostic of low and slow capital budget execution and recommended policy decisions which were all adopted by the government.

Conducted PEFA assessment of Gender Responsive Budgeting to making PFM systems gender responsive.

Conducted Public Expenditure Review and led policy dialogue on Spending Better theme of CPF.

Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH (German Development Cooperation) (September 2022 to present)
In September 2022, Arun was selected by the Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH  for the position of Senior International Public Finance Management Advisor through a globally competitive process.

He is currently working as the Senior International Public Finance Management Advisor for the Ministry of Finance of the Republic of Iraq, and is based in Baghdad. He works under the aegis of the Strengthening Public Finances and Financial Markets (FFM) project, commissioned by the German Federal Ministry for Economic Cooperation and Development, co-funded by the European Union, and implemented by the GIZ.

The program aims at strengthening the financial and fiscal governance systems in Iraq that would enhance macro-fiscal stability and economic development. Our collective actions should lead to improved budget credibility, improved and more stable public investments, better refinancing opportunities of the private sector, increased access to international finance and decreased dependency of public revenues on exogenous oil prices, and supporting increased rule of law and security.

This is being done through supporting the reform coordination function of the Budget Department through organizational development and management advisory; trainings to improve the macro-economic and fiscal forecasting capacity; building capacities in collecting data, predicting, and reporting on macroeconomic factors; capacity building on digitalization and gender budgeting; supporting the development of gender and geographic budget classification corresponding to the 2019 PFM law; facilitating the dialogue on the way forward for fiscal decentralization; strengthening the Accounting Department (Treasury) with short-term revenue forecast and cash management capacities; support to the development and implementation of a reform plan for internal financial control and external audit.

Publications

 * 1) Yemen - Public Expenditure Financial Accountability Assessment (01/06/2008)
 * 2) Iraq - Oil Revenue Management for Economic Diversification (01/06/2012)
 * 3) [Lebanon - Implementation Completion and Results Report PFM Project (30/05/2014)]
 * 4) Ukraine - Implementation Completion and Results Report: Public Finance Modernization Project (29/06/2015)
 * 5) Honduras - World Piloting of Implementation of United Nations Convention Against Corruption (UNCAC) (30/06/2015)
 * 6) [Bulgaria - Judicial Performance, Caseload and Expenditure Review (2008-2014) (01/08/2015)]
 * 7) Ghana - eGhana Project (17/11/2016)
 * 8) Nepal - Second Rural Water Supply and Sanitation Project (16/06/2017)
 * 9) Sierra Leone - Integrated Public Financial Management Reform Project (28/03/2018)
 * 10) Indonesia - Digital Transformation Vision of The Ministry of Finance (31/12/2018)
 * 11) Indonesia - Revenue and Budget Management: PEFA Assessment of Gender Responsive Public Financial Management (22/01/2020)
 * 12) Indonesia - Public Expenditure Review 2020: Spending for Better Results (21/06/2020)
 * 13) Indonesia - Revenue and Budget Management: Institutional Diagnostic of Low and Slow Central Government Capital Budget Execution (28/06/2020)
 * 14) Indonesia - Ministry of Finance: Digital Transformation Strategic Implementation Plan 2020 - 2024 (Vol. 2): Detailed Report (20/08/2020)
 * 15) Indonesia - Ministry of Finance : Digital Transformation Strategic Implementation Plan 2020 - 2024: Executive Summary (20/08/2020)
 * 16) https://documents.worldbank.org/en/publication/documents-reports/documentdetail/119191614337830080/directorate-of-law-enforcement-sub-directorate-forensic-and-evidence-standard-operating-procedures-sops Indonesia - Ministry of Finance of the Republic of Indonesia Directorate General of Tax (DGT): Directorate of Law Enforcement Sub
 * 17) Climate Change Budget Tagging: A Review of International Experience (01/02/2021)