Chapter

APPENDIX 1

Author(s):
International Monetary Fund. Independent Evaluation Office
Published Date:
April 2005
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Table A1.1.New Initiatives: Monetary and Financial Systems Department
Toward a More Strategic Process to Identify TA NeedsTracking of Progress During the ProjectEnhancing Impact and Evaluating Final Effects
Aligned MFD priorities with Board paper, “Ensuring Alignment of TA with the IMF’s Policy Priorities” (SM/00/284), and updated priorities based on Board guidance (e.g., adding AML/CFT).



Introduced pre-TOR meetings, interested departments and MFD divisions are invited.



Introduced MAE/MFD TA Tracking System (MATTS), which helps to more clearly define a project and identify its objectives, track its progress, and evaluate its outcomes, thus providing lessons for future TA delivery.



MAE/MFD reorganization led to creation of a TA Wing and provided more resources for TA oversight and management. This has also helped strengthen TA prioritization, tracking, and evaluation. (Note: TAIMS will replace MATTS.)



Six-monthly meetings with area departments.
MATTS and MFD reorganization (see column 1).



Missions place increased emphasis on developing detailed, time bound action plans.



Greater use of TA evaluation visits, which also check progress in projects.



Detailed monthly reports to Area Chiefs on progress of RAP, and regular meetings of Area Chiefs and TA Wing.



TA Request Log introduced to record ad hoc requests that are not included in the RAP or introduced during the annual meetings, and MFD’s response.
MATTS and MFD reorganization (see column 1).



Greater use of TA evaluation visits, with questionnaires on impact and sustainability distributed to country authorities and area departments.



Conducted user survey to evaluate overall satisfaction with MFD TA.
Table A1.2.New Initiatives: Fiscal Affairs Department
Toward a More Strategic Process to Identify TA NeedsTracking of Progress During the ProjectEnhancing Impact and Evaluating Final Effects
System of Regional Committees.



Reorganization of TA divisions along regional lines.



Fiscal Strategy Briefs.



Standard assessment process for all TA requests.



Enhanced coordination process with area departments in formulation of the RAP.
Regional Committee review of the effectiveness of ongoing TA activities.



Regular updates of Fiscal Strategy Briefs.



Annual evaluations of experts managed by TA divisions.
Adoption of upstream approach in revenue administration area.



Survey of countries (shortly to be disseminated).



Series of thematic evaluations (tax and customs reforms, PEM in Africa, VAT implementation).
Table A1.3.New Initiatives: Legal Department
Toward a More Strategic Process to Identify TA NeedsTracking of Progress During the ProjectEnhancing Impact and Evaluating Final Effects
Integration of TA into country operations and review work. All country lawyers are to be familiar with the TA that is being delivered to their assigned countries by LEG. Where appropriate, actual TA delivery should be done by the country lawyer himself. These measures serve not only to promote better linkages between country review and TA work, but also to enable the TA needs of a country to be addressed, where necessary and applicable, in the context of program design, or surveillance.All TA to be organized as “projects,” with each project having predefined objectives, outputs, and associated deadlines. Progress is tracked and monitored against these predefined indicators.TA project outcome is evaluated against the project’s predefined objectives by the respective TA manager.
Table A1.4.New Initiatives (Since 1999): Statistics Department
Toward a More Strategic Process to Identify TA NeedsTracking of Progress During the ProjectEnhancing Impact and Evaluating Final Effects
Project Monitoring System (PMS) introduced to underpin the design, delivery, evaluation, and monitoring of TA in STA. It consists of a project framework summary, a statement of mission tasks, an end-of-mission evaluation report, a project evaluation report, and a progress report by the authorities.Sequence of matrices used to track project implementation. The PMS process has become more streamlined and focused, making the tracking of progress a more effective component of TA delivery.End-of-project evaluation reports are an integral component of the PMS. Formal procedures have been introduced to elicit feedback from the authorities on the effectiveness of TA delivery.
Needs assessment; plans for improvement based on GDDS and ROSC; greater reliance on multisector missions to provide comprehensive assessments of countries’ statistical systems, generally linked to the GDDS; and development and widespread use of the Data Quality Assessment Framework as an assessment tool.Dissemination Standards Bulletin Board continuously updated. GDDS participants undertake an annual update of their plans for improvement, together with the identification of associated TA needs. The DQAF provides important elements for prioritization in the department’s TA program.The introduction of the various data standards initiatives has led to the consistent application and implementation of internationally accepted standards with respect to the compilation of macroeconomic statistics of relevance to the IMF. More systematic dissemination of TA reports and recommendations introduced.
Geographic orientation introduced in STA involving the preparation of country strategy papers and closer coordination of TA with area departments.Process introduced to ensure that country strategy papers are updated on a regular basis based on inputs from the area departments and member countries.Based on a study of users’ reactions to TA reports, procedures have been adapted to increase responsiveness to users’ needs. A more integrated regional approach to TA prioritization is now embedded in the TA formulation process.

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