4.3 Priorities for improving budget management for GfG (2007 assessment) PFM issue Priority in 2007 Suggested period of GfG assistance Financial management services High Ten years in the provincial capitals Greater ownership of the budget High Five to ten years development process Strengthening government policy High Two years then reconsider further and planning support Revenue accounting capacity High Three to five years building Internal audit Medium Two to three years Procurement Medium Three to five years Legal support for GoV in MFEM Medium No estimate made IT systems Medium Ten years Line agency finance officer Medium Ten years support Rollout of corporate units in PMO Medium Six months and several other ministries Training and the job support for Medium Ten years finance officers Investing in the future leaders of Medium Ten years GoV (addressing the capacity dimension of PFM reforms) PSC/HRD support re Medium Ten years performance evaluation on financial management responsibilities Management of government Low Two to three years business enterprises Debt management Low Three months Source: Harradine & Soni, 2007 Historically, the initial impetus for PFM reforms in the late nineties stemmed from the need to It would also seem that one key influence is the restore macroeconomic prudence. The main legacy of work initiated as part of the CRP and objective of the Comprehensive Reform MFEM-ISP. This work was heavily motivated by a Programme (CRP) in terms of PFM was to concern to re-establish control over government develop a legal and regulatory framework that finances. For example, the 2013 PEFA report said was accountable, free of political interference that:
4.3 Priorities for improving budget management for GfG (2007 assessment) PFM issue Priority in 2007 Suggested period of GfG assistance Financial management services in the provincial capitals High Ten years Greater ownership of the budget development process High Five to ten years Strengthening government policy and planning High Two years then reconsider further support Revenue accounting capacity building High Three to five years Internal audit Medium Two to three years Procurement Medium Three to five years Legal support for GoV in MFEM Medium No estimate made IT systems Medium Ten years Line agency finance officer support Medium Ten years Rollout of corporate units in PMO and several other ministries Medium Six months Training and the job support for finance officers Medium Ten years Investing in the future leaders of GoV (addressing the capacity dimension of PFM reforms) Medium Ten years PSC/HRD support re performance evaluation on financial management responsibilities Medium Ten years Management of government business enterprises Low Two to three years Debt management Low Three months Source: Harradine & Soni, 2007 It would also seem that one key influence is the legacy of work initiated as part of the CRP and MFEM-ISP. This work was heavily motivated by a concern to re-establish control over government finances. For example, the 2013 PEFA report said that: Historically, the initial impetus for PFM reforms in the late nineties stemmed from the need to restore macroeconomic prudence. The main objective of the Comprehensive Reform Programme (CRP) in terms of PFM was to develop a legal and regulatory framework that was accountable, free of political interference