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Business and Economics > Budgeting

You are looking at 1 - 10 of 24 items for :

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Cover Policy Papers
The Chair’s Summing Up Independent Evaluation Office—The Evolving Application of the IMF’s Mandate: Executive Board Meeting June 10, 2024
International Monetary Fund
This evaluation assesses the decision-making processes that guided the evolution of the application of the Fund´s mandate, the criteria and principles used to operationalize engagement in newer policy areas, and the coherence of the Fund’s framework for engaging with partners. It finds that the systematic widening of the Fund’s areas of work is posing adaptation challenges, necessitating trade-offs, and overburdening staff within a context of budgetary and expertise constraints. The evaluation offers a framework for approaching these challenges that is centered on a trilemma that exposes the tension between the steady expansion of the Fund’s scope of work, its limited resources, and the need to maintain the high quality and value-added of its policy advice. It identifies several problems within this framework, including the ad hoc decision-making process for engaging in newer policy areas, which lacks a longer-term strategic anchor. Furthermore, decisions on policies, resources, and risks were taken in a piecemeal manner, without due consideration for crossed effects. It also identifies several open questions regarding the depth and frequency of the Fund’s engagement in newer policy areas and the lack of an institutional approach to Fund partnerships. The evaluation proposes classifying newer policy areas across a spectrum of recommended engagement, ranging from signaling their macrocriticality while leaving deeper assessments to other institutions, to in-depth high-frequency engagement. It also offers four main recommendations: (i) developing an inclusive Fund-wide institutional strategy for engagement in newer policy areas that better links decisions related to scope, resources, and risks; (ii) producing budget data that enables the tracking of Fund activities and operations by policy area; (iii) updating the 2022 Guidance Note for Surveillance to enhance the clarity of principles for engagement; and (iv) adopting a Board-approved high-level Statement of Principles for engagement with partners.
Keywords:
IMF; Mandate; Trilemma; Scope; Resources; Traction; Decision-making; IMF's Mandate Executive Board; IMF's Mandate Executive Board meeting 24/57; policy area; Mandate Executive Board meeting 24/57; application of the IMF's Mandate Executive Board; Budget planning and preparation
Cover Policy Papers
Statement by the Managing Director on the Independent Evaluation Office Report on the Evolving Application of the IMF’s Mandate: Executive Board Meeting, June 10, 2024
International Monetary Fund
This evaluation assesses the decision-making processes that guided the evolution of the application of the Fund´s mandate, the criteria and principles used to operationalize engagement in newer policy areas, and the coherence of the Fund’s framework for engaging with partners. It finds that the systematic widening of the Fund’s areas of work is posing adaptation challenges, necessitating trade-offs, and overburdening staff within a context of budgetary and expertise constraints. The evaluation offers a framework for approaching these challenges that is centered on a trilemma that exposes the tension between the steady expansion of the Fund’s scope of work, its limited resources, and the need to maintain the high quality and value-added of its policy advice. It identifies several problems within this framework, including the ad hoc decision-making process for engaging in newer policy areas, which lacks a longer-term strategic anchor. Furthermore, decisions on policies, resources, and risks were taken in a piecemeal manner, without due consideration for crossed effects. It also identifies several open questions regarding the depth and frequency of the Fund’s engagement in newer policy areas and the lack of an institutional approach to Fund partnerships. The evaluation proposes classifying newer policy areas across a spectrum of recommended engagement, ranging from signaling their macrocriticality while leaving deeper assessments to other institutions, to in-depth high-frequency engagement. It also offers four main recommendations: (i) developing an inclusive Fund-wide institutional strategy for engagement in newer policy areas that better links decisions related to scope, resources, and risks; (ii) producing budget data that enables the tracking of Fund activities and operations by policy area; (iii) updating the 2022 Guidance Note for Surveillance to enhance the clarity of principles for engagement; and (iv) adopting a Board-approved high-level Statement of Principles for engagement with partners.
Keywords:
IMF; Mandate; Trilemma; Scope; Resources; Traction; Decision-making; IMF's Mandate Executive Board meeting; statement by the managing director; policy area; Mandate Executive Board meeting; IMF's Mandate Executive Board; Budget planning and preparation; Global
Cover Policy Papers
FY2025–FY2027 Medium-Term Budget
International Monetary Fund. Office of Budget and Planning
The Executive Board of the International Monetary Fund approved the 2025-27 financial years (FY25-27) medium-term budget. While the global economy has shown resilience to successive adverse shocks, the overall global economic context remains complex with slow and uneven growth, increased fragmentation, deepening divergence, and still high interest rates despite easing inflationary pressures. Against this backdrop, the FY25-27 budget continues to be guided by principles of agility and budget discipline, reinforced by ongoing reprioritization and savings capture. It also builds on strong cooperation with other institutions, ensuring the Fund continues to focus on areas within its mandate, even as it addresses new demands. Work to strengthen internal operations also continue, focusing on both efficiency and effectiveness in meeting changing needs in the post-pandemic workplace, where rapid technological changes are underway. With significant demands within a constrained budget environment, the budget reflects difficult tradeoffs.
Keywords:
medium-term budget; OBP; budget framework; financial support; A. budget overview; budget agility; I. budget process overview; budget envelope; budget remain; budget resource; Budget planning and preparation; Capital budget; Global; Sub-Saharan Africa
Cover Policy Papers
Review of the Fund’s Income Position for FY 2024 and FY 2025-2026
International Monetary Fund. Finance Dept.
This paper updates the projections of the Fund’s income position for FY 2024 and FY 2025-2026 and proposes related decisions for the current and the following financial years. The paper also includes a proposed decision to keep the margin for the rate of charge unchanged until completion of the review of surcharges, but until no later than end FY 2025, at which time the Board would set the margin for the rest of FY 2025 and FY 2026. The Fund’s overall net income for FY 2024 is projected at about SDR 4.4 billion after taking into account pension-related remeasurement gain and estimated retained investment income of the Endowment Account.
Keywords:
Income Position; Lending Income; Investment Income; Expenditures; Margin for the Rate of Charge; Reserve Accumulation; Precautionary Balances; Pension; Provisioning; Payout; Reimbursement; Remeasurement; Surcharges; outlook factor; GRA FY; FY 2024; review of surcharge; market condition; transparency policy; Income; SDR interest rate; Budget planning and preparation; Credit; Discount rates; Global
Cover Policy Papers
Review of The Fund’s Capacity Development Strategy—Background Papers
International Monetary Fund. Institute for Capacity Development
This supplement includes five background papers and provides background information on various aspects of capacity development (CD) for the main Board paper, Review of the Fund’s Capacity Development Strategy—Towards a More Flexible, Integrated, and Tailored Model. It is divided into five sections, each consisting of a different background paper. The five sections cover (1) CD Delivery Modalities; (2) Evaluation and Impact; (3) Regional Capacity Development Centers and Field Presence; (4) HR Policies; and (5) Mapping the Fund’s Position vis-à-vis Other CD Providers.
Keywords:
Capacity Development; Technical Assistance; Training; Institution; Priorities; Evaluation; Impact; Field Presence; Regional Capacity Development Training Center; CD Strategy Review; CD department; CD provider; delivery modality; CD staffing model; RCDC CD Delivery; Anti-money laundering and combating the financing of terrorism (AML/CFT); Comparative advantage; Training and development in revenue administration; Global; South America; Asia and Pacific; Sub-Saharan Africa; Maghreb
Cover Policy Papers
The Fund’s Income Position for FY 2023— Actual Outcome
International Monetary Fund. Finance Dept.
This paper reports on the Fund’s income position for FY 2023 following the closing of the Fund’s accounts for the financial year and completion of the external audit. Overall net income of the General Department was SDR 1.7 billion, SDR 0.1 billion lower than estimated in April, mainly reflecting a decrease in the remeasurement gain reported under IAS 19 (the accounting standard for employee benefits) offset partly by higher-than-anticipated returns from the investment subaccounts compared with earlier projections.
Keywords:
Income Position; Lending Income; Investment Income; Expenditures; Precautionary Balances; Pension; Reimbursement; IMF's FY; transparency policy; weighted average FY; Gra net income; interest income; pension cost; Income; Budget planning and preparation; Financial statements
Cover Policy Papers
FY2023—Output Cost Estimates and Budget Outturn
International Monetary Fund. Office of Budget and Planning
The paper presents highlights from the FY 2023 budget, followed by a discussion of outputs based on the Fund Thematic Categories and of inputs.
Keywords:
output cost estimate; administrative budget; budget augmentation; inflation; geopolitical fragmentation; transparency policy; staff growth; CD spending; staff FTE; phased budget augmentation; Budget planning and preparation; Capital spending; Climate change; Total expenditures; Global
Cover Policy Papers
Implementation Plan in Response to The Executive Board-Endorsed Recommendations From The IEO Evaluation on The IMF’s Pandemic Response
International Monetary Fund. Strategy, Policy, & Review Department
The Management Implementation Plan (MIP) proposes actions in response to the Board-endorsed recommendations provided by the Independent Evaluation Office (IEO)’s report on the IMF’s early response to the COVID pandemic. The two IEO recommendations aim for the Fund to (i) Develop special policies and procedures that could be quickly activated to address particular needs and circumstances of global crises and (ii) Take steps to reinforce the Fund’s institutional preparedness to deal with global crises and other large shocks. The MIP highlights how existing workstreams will be used to address part of the recommendations, specifically: (i) Drawing the lessons from the use of precautionary lending instruments during the pandemic and using them in the ongoing review of these facilities; (ii) Drawing the lessons from the implementation of governance safeguards in the context of covid-related emergency financing and respond to the actions identified in the final stocktaking; and (iii) Reviewing financial implications of covid-related lending on Poverty Reduction and Growth Trust (PRGT) resources in the regular updates on PRGT financing and resources. The MIP also defines new actions that aim to enhance the Fund’s preparedness to face future crises and are slated to be implemented by the end of FY25. These consists in: (i) Developing a crisis playbook, which will further codify Management’s commitment to an early participatory consultation with the Board in the event of a global crisis and inform the engagement with the Board on the broad strategy and institutional priorities for responding to the crisis; (ii) Enhancing the process of staff reallocation during a crisis through expanding the staff Talent Inventory to include skills and experience relevant in crises and examining HRD’s coordinating role in staff reallocation, as well as reviewing how recruitment processes could be made more agile in a crisis; (iii) Developing a strategy for surge capacity of the Crisis Management Team; (iv) Reviewing the experience of pandemic-related lending to low-income countries to consider the adequacy of access norms and the possible need for enhancements of the low-income lending toolkit against the long-term financial sustainability of the PRGT; and (v) Exploring ways to further strengthen the coordination with partners, especially the World Bank.
Keywords:
Management Implementation plan; COVID-19; pandemic response; IEO evaluation; lending; IEO recommendation; transparency policy; staff reallocation; implementation plan; Crisis management; Crisis prevention; Emergency assistance; Budget planning and preparation; Global
Cover Policy Papers
FY2024-FY2026 Medium-Term Budget
International Monetary Fund. Office of Budget and Planning
FY2024-FY2026 Medium-Term Budget
Keywords:
budget framework; administrative budget; external funding; capital budget; A. budget overview; management fee; augmentation framework; Medium-Term capital budget; Budget planning and preparation; Budget execution and treasury management; Digital currencies; Global
Cover Policy Papers
Implementation Plan in Response to the Board-Endorsed Recommendation from the IEO Evaluation On IMF and Capacity Development
International Monetary Fund. Institute for Capacity Development
This Management Implementation Plan (MIP) proposes actions in response to the Board-endorsed recommendations provided by the Independent Evaluation Office (IEO)’s report on IMF and Capacity Development (CD). Staff has already begun addressing some of the IEO recommendations and several of the actions proposed in this MIP reflect initiatives in train. Resource implications are therefore expected to be manageable in the near term as these actions have mostly been incorporated into departmental work plans and budgets for fiscal year (FY) 2024. Medium-term resource implications will be discussed in the context of the FY 2025-FY 2026 medium-term budget proposals.
Keywords:
IEO recommendation; IEO evaluation; transparency policy; CD issue; strategy Policy; Budget planning and preparation; Human capital; Development strategy