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Public Financial Accountability in Pakistan : The Impact of PIFRA on Capacity

This paper highlights the capacity enhancement support provided under the World Bank-financed Pakistan Improvement of Financial Reporting and Auditing (PIFRA) project and six lessons learned to be considered in designing similar projects: (a) addre...

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Bibliographic Details
Main Author: Ceesay, Ismaila B.
Language:English
Published: World Bank, Washington, DC 2012
Subjects:
ACCOUNT
ACCOUNTABILITY
ACCOUNTANTS
ACCOUNTING STANDARDS
ACCOUNTS
ACCRUAL ACCOUNTING
AUDITED ACCOUNTS
AUDITING
AUDITING STANDARDS
AUDITORS
AUDITS
AUTOMATED ACCOUNTING SYSTEMS
BUDGETING
CASH ACCOUNTING
CENTRAL GOVERNMENT
DEVOLUTION
EXPENDITURES
FINANCIAL ACCOUNTABILITY
FINANCIAL ACCOUNTING
FINANCIAL DATA
FINANCIAL INFORMATION
FINANCIAL MANAGEMENT
FINANCIAL MANAGEMENT SYSTEMS
FINANCIAL OFFICERS
FINANCIAL REPORTING
FINANCIAL SYSTEMS
FINANCIAL TRANSACTIONS
FISCAL
FISCAL REFORM
FISCAL REFORM PROGRAMS
GOOD PRACTICES
GOVERNMENT AUDITING
GOVERNMENT BUDGETS
GOVERNMENT DEPARTMENTS
HUMAN RESOURCE
HUMAN RESOURCE POLICIES
INSTITUTIONAL CAPACITY
INSTITUTIONAL DEVELOPMENT
INTERNAL AUDIT
INTERNAL AUDITORS
INTERNAL CONTROLS
INTERNATIONAL AUDITING STANDARDS
LOCAL GOVERNMENT
MANAGEMENT REPORTS
MIGRATION
NATIONAL ACCOUNTS
PROVINCIAL GOVERNMENTS
PUBLIC SECTOR
PUBLIC SECTOR ACCOUNTABILITY
PUBLIC SECTOR ACCOUNTING
QUALITY STANDARDS
TECHNICAL ASSISTANCE
TRANSPARENCY
Online Access:http://documents.worldbank.org/curated/en/2004/04/6105844/public-financial-accountability-pakistan-impact-pifra-capacity
http://hdl.handle.net/10986/9697
Description
Summary:This paper highlights the capacity enhancement support provided under the World Bank-financed Pakistan Improvement of Financial Reporting and Auditing (PIFRA) project and six lessons learned to be considered in designing similar projects: (a) address capacity constraints at every level, that is, individual, organizational, and institutional, (b) avoid addressing an entire large country in one project, (c) avoid introducing state-of-the art technology in an environment of largely unskilled professionals, (d) avoid too many project components, (e) ensure ownership and commitment by the project agency, and (f) ensure collaboration among donors.

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