Ukraine : System of Financial Oversight and Governance of State-Owned Enterprises
The report focuses on the system of financial oversight and governance of state-owned enterprises in Ukraine. State-owned enterprises (SOEs) continue to represent a significant share of Ukraine's economy, and play a dominant role in sectors su...
Main Author: | |
---|---|
Format: | Other Financial Accountability Study |
Language: | English en_US |
Published: |
Washington, DC
2013
|
Subjects: | |
Online Access: | http://documents.worldbank.org/curated/en/2011/02/16277713/ukraine--system-finanical-oversight-governance http://hdl.handle.net/10986/12472 |
Summary: | The report focuses on the system of
financial oversight and governance of state-owned
enterprises in Ukraine. State-owned enterprises (SOEs)
continue to represent a significant share of Ukraine's
economy, and play a dominant role in sectors such as rail,
transport, utilities, energy and telecommunications. These
enterprises play an important role for the government by
remitting dividend payments to the national treasury to fund
the country's development agenda. At the same time,
these same enterprises government receive fiscal support
through a transfer of budgetary resources, issuance of
guarantees for enterprise debt, facilitation to lines of
credit, and other financial instruments. Ukraine's SOE
sector has a wide range of ownership and management schemes.
The basic legal framework for SOE oversight, defined in the
Commercial Code of Ukraine, provides for the delegation of
responsibilities across several ministries/agencies. As a
result, there are overlapping roles across different
government institutions, and gaps with regard to active
monitoring and oversight. In practice, the SOE oversight
function of the line ministries is primarily exercised
through a review of the reports submitted by the SOEs on the
implementation of financial plans. However, the review is
typically light, and its efficiency is undermined by the
limited clarity of the operating objectives for SOEs, and
limited usefulness of the performance management framework.
Moreover, the underlying data used to measure performance
indicators is not validated and its reliability is
uncertain. Even though the current performance management
framework can be improved, performance evaluations are not
conducted for a substantial number of SOEs which seriously
undermines the effectiveness of oversight. |
---|