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Best Public Financial Management (PFM) Systems Statistics
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- b. Examples of the benefits of local procurement Importing food aid costs 50 percent more than local food purchases and 33 percent more than food procured in third countries, according to a 2006 study by the OECD. [0]
- c. Examples of the benefits of cash transfers In South Africa, a cash transfer programme reduced the poverty gap by 47 percent and approximately doubled the share of national income for the poorest 20 percent. [0]
Public Financial Management (PFM) Systems Latest Statistics
- “Public procurement accounts for a substantial share of total government expenditure, around 10% of GDP and 30% of the PA’s budget. [1]
- The results showed that no more than 50% of FMCHP fund were collected despite that the promised fund remained unchanged since inception. [2]
- Whereas healthcare providers receive 70% of the cost of services, the balance of 30% is used to defray administrative costs. [2]
- Between 2008 and 2016, Enugu State population increased by about 28.7% at 3.2% growth rate of 2006 census estimate [29]. [2]
- Children under 5 years and women of childbearing age constitute about 17% and 45% of the population respectively [30]. [2]
- Figure 2 shows that no more than 50% of the promised revenue were generated (averaging 41.29%). [2]
- An average of 63% of annual pool size was spent between 2010 and 2016 ranging from 20% to 90%. [2]
- The proportion of annual unauthorized expenditure significantly rose from 1% in 2011 to 79% in 2014 and declined to 35% in 2016 but remained higher than authorized expenditures between 2013 and 2016. [2]
- The average unauthorized expenditure was 34% per annum. [2]
- Of the 17 reimbursement exercises, about 44% took a gap of 1 to 3 months, 31% took 4 to 6 months and 25% between 7 and 15 months. [2]
- The administrative cost significantly rose from about 4% in 2013 to about 19% in 2016. [2]
- Drug costs constitute bulk of FMCHP expenses but significantly declined from about 86% in 2013 to about 38% in 2016. [2]
- The cost of services significantly increased from about 10% in 2013 to about 43% in 2016. [2]
- According to data collected by the Office of the Special Envoy for Haiti, multilaterals and bilaterals have allocated $13.34 billion to relief and recovery efforts in Haiti for 2010. [0]
- Of this $13.34 billion, an estimated 48.2 percent has been disbursed. [0]
- An additional $3.06 billion was contributed to UN agencies and NGOs by private donors. [0]
- 0.9 percent was channeled to the GOH using its PFM and procurement systems. [0]
- Of the $4.01 billion in recovery funding disbursed by multilaterals and bilaterals from 2010 2012 7.5 percent has reached the GOH as budget support. [0]
- 90.4 percent was channeled in grants. [0]
- This includes 83.4 percent in direct grants from donors; and 7.02 percent in grant funding for the Inter American Development Bank , the UN and the World Bank through the HRF. [0]
- Of these amounts, Haitian NGOs requested 1.3 percent and received 0.1 percent of the total amount received. [0]
- In 27 countries in fragile settings , an estimated 80 percent of all aid from bilateral and multilateral donors in 2010 bypassed national systems. [0]
- In some of these countries, less than 3 percent of total aid was channeled through country systems. [0]
- Funding to local service providers Of the $4.27 billion received through UN humanitarian global appeals in 2012, only 0.6 percent was channeled directly to local organizations. [0]
- In 2009, of the $8.64 billion awarded in open contracts by 14 bilateral donors in key countries, only four percent went to local companies. [0]
- In 2010 aid channeled as cash transfers was reported to be less than 0.78 percent of total aid. [0]
- In 82 percent of cases, governments that received budget support increased spending on basic services, especially in health and education. [0]
- For example, according to a 2008 study by the UK’s National Audit Office, in Ethiopia spending in priority, propoor areas doubled from 2004. [0]
- In 100 percent of cases, governments’ increased the quantity of services where this was a priority in their national development plans. [0]
- For example, according to a 2011 joint evaluation of budget support to Mali, spending on basic education in Mali increased by 28 percent following the introduction of sector budget support in 2002. [0]
- At the same time, between 2003 and 2009, school enrolment increased by 49 percent ;. [0]
- For example, according to a 2010 evaluation of sector budget support, in Uganda, alongside the provision of budget support, donors supported a professional training program in local governments. [0]
- In 2010 11, the United Kingdom’s Department for International Development spent £7.56 billion in aid and reported losses due to fraud amounting to 0.016% of its overall expenditure. [0]
- According to AusAid , the potential loss from currently active cases is estimated to represent 0.017 percent of the $20 billion appropriated to AusAID from July 2004 to December 2010. [0]
- AusAID disbursed an estimated $3.25 billion in 2010, of which 7 percent was disbursed as budget support. [0]
- The ARTF was ranked at 92 percent for financial effectiveness and capacity building by the Overseas Development Institute. [0]
- As of August 2012, the ARTF has received over $5.7 billion in funding from 33 donors and disbursed $4.2 billion. [0]
- 59 percent of the funds disbursed by the ARTF to the GOA have been used to support the GOA’s recurrent budget and 39 percent have been used to support its investment budget. [0]
- The Haitian Ministry of Education estimates that 4,992 schools were affected by the earthquake – 23 percent of all schools in Haiti. [0]
- Of these, 3,978 80 percent of the affected schools were either damaged or destroyed and were therefore closed after the quake. [0]
- Total damages and losses caused by the January 12 earthquake were estimated at US $7.8 billion. [0]
- The damages and losses are equivalent to more than 120 percent of Haiti’s 2009 gross domestic product. [0]
- An estimated 160,000 persons moved from Portau Prince to the border area with the Dominican Republic. [0]
- The government estimated that 105,000 houses were completely destroyed and 188,383 houses collapsed or were badly damaged across all affected areas. [0]
- According to the Government of Haiti, 60 percent of government, administrative and economic infrastructure was destroyed, as well as parliament and judicial sector buildings, including the Palais de Justice and numerous courts. [0]
- UNFPA estimated that 750,000 women and girls of childbearing age were affected by the earthquake. [0]
- An estimated 302,000 children were displaced to other departments, with an additional 720,000 affected children remaining in their home communities. [0]
- Forty percent of the population of Haiti is under 14 years of age; 50 percent of the population is under 18 years of age. [0]
- 55 percent of Haitians live on less than $1.25 per day. [0]
- 58 percent of children are under. [0]
- 58 percent of the population lacks access to clean water. [0]
I know you want to use Public Financial Management (PFM) Systems, thus we made this list of best Public Financial Management (PFM) Systems. We also wrote about how to learn Public Financial Management (PFM) Systems and how to install Public Financial Management (PFM) Systems. Recently we wrote how to uninstall Public Financial Management (PFM) Systems for newbie users. Don’t forgot to check latest Public Financial Management (PFM) Systemsstatistics of 2024.
Reference
- lessonsfromhaiti – https://www.lessonsfromhaiti.org/lessons-from-haiti/key-statistics/.
- worldbank – https://www.worldbank.org/en/news/press-release/2024/04/04/us-8-million-to-reform-and-modernize-the-palestinian-public-financial-management-system.
- biomedcentral – https://healtheconomicsreview.biomedcentral.com/articles/10.1186/s13561-019-0235-9.
How Useful is Public Financial Management Systems
Public financial management systems are, indeed, a cornerstone of good governance. They help to allocate resources effectively, monitor expenditure, prevent financial irregularities, and enhance the overall fiscal discipline. By utilizing technology and automation, these systems can streamline processes, reduce errors, and increase the accuracy of financial information. This, in turn, enables policymakers and government officials to make informed decisions based on reliable data.
One of the primary benefits of effective public financial management systems is the promotion of transparency and accountability. When the flow of public funds is clearly accounted for and documented, it becomes easier for citizens to hold their government accountable for its spending. Additionally, transparent financial systems build public trust and confidence in the government, paving the way for more fruitful engagement between citizens and policymakers.
Furthermore, public financial management systems help in improving the efficiency of government operations. By providing real-time insights into financial performance and trends, these systems enable managers to identify inefficiencies, reduce wastage, and optimize resource allocation. This, in turn, leads to cost savings and better overall service delivery to the public.
Despite these benefits, public financial management systems face certain challenges that limit their utility. One of the key challenges is the issue of capacity and expertise. Developing and maintaining robust financial systems require skilled professionals who understand the complexities of public finance. However, many developing countries often face a shortage of qualified personnel who can effectively manage these systems.
Additionally, the issue of political interference can hinder the effectiveness of public financial management systems. When politicians manipulate financial data for their personal gain or to advance their political agendas, the integrity of the entire system is compromised. This not only erodes public trust but also undermines the credibility of government institutions.
Another challenge is the lack of integration among different components of public financial management systems. Often, different departments within the government operate in silos, leading to inefficiencies and duplication of efforts. Without proper coordination and communication among these departments, the full potential of these systems remains untapped.
In conclusion, public financial management systems are undeniably valuable in promoting good governance, transparency, and efficiency in government operations. However, for these systems to be truly effective, there is a need for greater investment in capacity building, transparency, and coordination among various stakeholders. By addressing these challenges, public financial management systems can realize their full potential and contribute to the overall development and prosperity of nations.
In Conclusion
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