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The objective of the 2015 Colombia Public Expenditure and Financial Accountability (PEFA) assessment is to have an updated diagnosis of the performance of the public financial management (PFM) system in the country so as to (i) determine the progress made with the reforms implemented in recent years by the Government of Colombia (GoC), (ii) understand the impacts of these reforms, (iii) establish the tools and next steps necessary to consolidate the progress made, and (iv) promote long-term economic stability and sustainability. The scope of the PEFA Colombia 2015 exercise covers the Central Government and the assessment analysis period are the last three completed fiscal years (2012, 2013, and 2014), at the time of the assessment (December 2015). The field mission took place in Bogota between November 12 and December 18, 2015, and this report was prepared between January 4 and August 17, 2016, incorporating comments from the Government of Colombia and guest reviewers.

Accountability --- Financial Management --- Public Expenditure, Financial Management and Procurement --- Public Finance --- Public Sector --- Public Sector Governance --- Transparency

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The growing investment needs in the South Asia Region (SAR) and East Asia and Pacific Region(EAP) necessitate high quality public financial management in order to sustain the growth momentumand achieve the desired development objectives. As these regions operate within limited fiscalspace for development, efficient public financial management is essential to achieve the best results for every dollar spent. However, challenges persist in implementing timely reforms in Public Financial Management (PFM), building ownership to drive reforms and strengthening capacity to implement, embed and sustain such reforms.This PFM retrospective study uses a two-pronged approach. It illustrates examples of good practices of partnerships in financial management reforms between the public and the private sector and draws lessons learned from effective financial management reforms in the private sector in SAR and EAP. The study cites country specific examples through case studies from the following countries (listed in alphabeticalorder) India, Indonesia, Malaysia, Pakistan and Sri Lanka, where collaboration between the public sector and private sector have contributed to successful public financial management reforms. While exploring these various forms of public-private collaboration, it also looks at additional types of partnerships such as with peer institutions in other countries, development partners and regional groups. The study identifies the enabling environment conducive to collaboration. Three significant factors pertinent to the cases are covered in detail, namely: (1) windows of opportunity; (2) leadership and change agents; and (3) the institutional environment. The development strategies of the governments covered in the cases, such as the New Economic Model of Malaysia, are considered as windows of opportunity for private sector involvement as they led to scaling up of PFM reforms and created the need to collaborate with the private sector to implement reforms. In particular, the following organizations and individuals stand out in the case studies as leaders and change agents that connect the public and private sectors to move the PFM reform agenda forward: Director, Department of Municipal Administration-state of Karnataka; a combination of high and working level champions of reforms from the Indonesian Ministry of Finance (MoF);the Institute of Chartered Accountants of Sri Lanka (CA Sri Lanka) and its public sector wing staff and council members; the Secretary General of the Treasury and the Accountant General in Malaysia; and the past and current Auditors General in Pakistan and Sri Lanka.

Accountability --- Public Expenditure, Financial Management and Procurement --- Public Finance --- Public Sector Governance --- Public Sector Reform --- Public-Private Partnerships

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The objective of this report, which is the third in a series of programmatic public expenditure reviews (PPER), is to identify potential measures to strengthen public finances in line with the Government's strategy to reduce fiscal risks and support budgetary consolidation. The PPER series assesses public expenditures and their alignment with development goals. For this phase of the PPER, three areas were identified with the Government as absent from previous reports yet of particular relevance given growing spending pressures. The first is efficiency of government spending on social sectors and public investment, where efficiency is defined in terms of outcomes achieved. The second area of relevance encompasses quasi-fiscal risks and contingent liabilities of the energy sector. The third area pertains to selected subsidies, which are budgeted to rise exponentially in 2016. This report is anchored in the Country Partnership Strategy (CPS) pillars of improving governance, efficiency of public administration, and service delivery. This report is divided into three chapters, each covering the very distinct fields of fiscal management identified above: (i) first chapter covers on Macroeconomic and Fiscal Challenges; (ii) second chapter focuses on Quasi-Fiscal Pressures of the Energy Sector; and (iii) third chapter deals with the Assessment of Explicit Budget Subsidies. The report employs highly discrete conceptual and analytic frameworks for each of the analyzed areas in order to draw conclusions and provide recommendations.

Decentralization --- Energy --- Fiscal & Monetary Policy --- Macroeconomics and Economic Growth --- Public Expenditure, Financial Management and Procurement --- Public Sector Development --- Public Sector Governance --- Taxation & Subsidies

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Myanmar had a strong economic take off between 2011 and 2015, but sustaining it will depend on improvements to public services and infrastructure. Yet general government spending at 15 percent of gross domestic product (GDP) is much lower than what is needed to deliver these improvements, and well below countries at a similar level of development that spend over 20 percent of GDP on public services. The first public expenditure review (PER) for Myanmar found that since the country opened up in 2011, it moved quickly to allocate considerably more resources to priority public services. Macroeconomic challenges in the past two years have contributed to deteriorating fiscal conditions. Part of these challenges are structural - Myanmar is dependent on commodity receipts, is prone to natural disasters, and has a narrow production base. These challenges are exacerbated by policy and institutional capacity constraints. Fiscal buffers are limited by low revenue (10 to 12 percent of GDP), with considerable economic activity in either hard-to-tax sectors or dominated by small and micro enterprises. On the potential for reallocating resources, the PER analyzes: (i) the allocative efficiency of capital expenditures, to identify options for reprioritizing spending to higher-valued use, and the productive efficiency of capital expenditures, to minimize waste in project implementation; and (ii) the fiscal impact of state economic enterprises (SEEs) to present a strategy for the government to maximize returns from and minimize subsidies to SEEs.

Fiscal & Monetary Policy --- Fiscal Policy --- Macroeconomics and Economic Growth --- Public Expenditure, Financial Management and Procurement --- Public Investment --- Public Sector Development --- Public Sector Governance --- State-Owned Enterprises --- Taxation & Subsidies

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This report presents the scope and findings of the Economic Sector Work on Sustainable Urban Transport for the City of Kyiv, financed jointly by the Energy Sector Management Assistance Program (ESMAP) and the Korea Green Growth Trust Fund (KGGTF). The analysis consists of a rigorous evidence-based review of the strengths and weaknesses of Kyiv's public transport system and a proposed plan improve its network and operational efficiency. It directly addresses the City Administration's aim to develop practically-focused proposals for optimizing Kyiv's public transport networks so as to improve their operational and environmental efficiency, minimize costs for operators, and maximize connectivity. These proposals also take into account the future land use plan for the city. The analytical work, requested by KSCA, aimed to support Kyiv City Administration (KCA) in improving the mobility conditions in Kyiv though practically-focused recommendations on public transport service optimization and reorganization. The proposed optimization plans and reforms aim to tackling the operational and capacity deficiencies that are routinely experienced on the local public transport networks during peak hours. The analytical work benefited from a solid partnership with KCA and other stakeholders and aim to reflect a common view on the proposed measures and their implementation. This report summarizes the analyses, findings and recommendations that emerged from the assessment and optimization plans. The remaining of this report is organized as follows: Chapter 2 presents the assessment of the current mobility conditions in Kyiv. It presents the results of an evidence based and data driven assessment of the demand and supply for public transport and the results of a benchmarking analysis comparing key variables among cities with comparable characteristics. Chapter 3 presents the optimization plans. It includes the principles applied during the optimization process and the resulting scenarios as well as their estimated impacts on users' mobility, suppliers' operations and the environment.Chapter 4 discusses key aspects of a sustainable transport roadmap. The chapter discusses issues related to the implementation of the optimization plans as well as broader aspects related to the overall improvement of the mobility conditions such as priority investments, traffic management and control, parking and integrated planning.

Administrative and Civil Service Reform --- City-Wide Infrastructure and Service Delivery --- Emissions --- Energy Efficiency --- Municipal Governance and Institution Building --- Public Sector Governance --- Transport --- Urban Development