International Monetary Fund. Office of Budget and Planning
Amidst the unfolding COVID-19 crisis, the Fund faces twin challenges. Signs of early crisis recovery are uneven across countries, and many face daunting crisis legacies. At the same time, longer term challenges from climate change, digitalization and increasing divergence within and between countries demand stepped up effort by the Fund within its areas of expertise and in partnership with others. FY 22-24 budget framework. Considering these challenges and following a decade of flat real budgets, staff will propose a structural augmentation for consideration by fall 2021 to be implemented over two to three years beginning in FY 23. Recognizing the importance of ongoing fiscal prudence, the budget would remain stable thereafter on a real basis at a new, higher level. FY 22 administrative budget. The proposed FY 22 budget sustains crisis response and provides incremental resources for long-term priorities within the flat real budget envelope. The budget is built on extensive reprioritization; savings, including from modernization; and a proposed temporary increase in the carry forward ceiling to address crisis needs during the FY 22 to FY 24 period. Capital budget. Large-scale business modernization programs continue to be rolled out, strengthening the agility and efficiency of the Fund’s operations. In response to the shift towards cloud-based IT solutions, staff propose a change in the budgetary treatment of these expenses. Investment in facilities will focus on timely updates, repairs, and modernization, preparing for the post-crisis Fund where virtual engagement and a new hybrid office environment play a larger role. Budget sustainability. The FY 22–24 medium-term budget framework, including assumptions for a material augmentation, is consistent with a projected surplus in the Fund’s medium-term income position and with continued progress towards the precautionary balance target for coming years. Budget risks. In the midst of a global crisis, risks to the budget remain elevated and above risk acceptance levels, including from uncertainty around the level of demand for Fund programs and ensuing staffing needs, as well as future donor funding for CD. Enterprise risk management continues to be strengthened with this budget.
This paper discusses Seychelles’ Fourth and Fifth Reviews under the Extended Arrangement and Request for Modification and Waiver of Applicability of Performance Criteria. All performance criteria as of December 31, 2015, and June 30, 2016, were met, and the macroeconomic program remains broadly on track for the second half of the year. The structural agenda is proceeding, albeit with some technical delays. The IMF staff welcomes the authorities’ commitment to the goal of a steady reduction in public debt over the medium term reflected in the draft 2017 budget.
This paper outlines reforms to increase the effectiveness of the Fund’s capacity development (CD) program. It builds on the 2008 and 2011 reviews of technical assistance (TA) and the 2008 review of training, which set in motion important changes to make CD more valuable to member countries. Reforms will involve Board endorsement in a few areas and implementation by staff of related next steps.
The Executive Board approved a three-year Extended Fund Facility with Seychelles. This report briefly outlines performance under the program, including compliance with the end-December targets, before addressing the issue of financing assurances. Macroeconomic performance through end-2009 continued to be encouraging. Prudent fiscal and monetary policies have been key to the strong macroeconomic stabilization. A review of financing assurance has been outlined. Significant progress has also been achieved with remaining non-Paris Club official bilaterals and external commercial banks.
Seychelles's strong stabilization efforts has helped the economy to overcome debt crisis and global recession under the Stand-By Arrangement (SBA). But the authorities need to address monetary policy trade-offs, and financial sector challenges exist. Executive Directors welcomed Seychelles's structural reform agenda, which aims at enhancing public financial and central bank management, strengthening competition and risk management, and reducing the role of the state in the financial system. Directors appreciated Seychelles's strong performance compliance with performance criteria under the economic program, and extended further financing.