Tajikistan : Fiscal Risks from State-Owned Enterprises
This policy note is part of the World Bank's Programmatic Public Expenditure Review (PER) work program for FY2012-2014. The PER consists of a series of fiscal policy notes, which aim at providing the Government of Tajikistan with recommendatio...
Main Author: | |
---|---|
Format: | Public Expenditure Review |
Language: | English en_US |
Published: |
Washington, DC
2014
|
Subjects: | |
Online Access: | http://documents.worldbank.org/curated/en/2014/06/19766073/fiscal-risks-state-owned-enterprises http://hdl.handle.net/10986/20749 |
Summary: | This policy note is part of the World
Bank's Programmatic Public Expenditure Review (PER)
work program for FY2012-2014. The PER consists of a series
of fiscal policy notes, which aim at providing the
Government of Tajikistan with recommendations to strengthen
budgetary processes and analysis. This policy note, the
fifth in the series continues the fiscal policy dialogue
conducted in the previous notes. It is structured as
follows. Chapter 2 reviews the role of state-owned
enterprises (SOE) in Tajikistan's economy and
identifies key issues. Chapter 3 assesses the fiscal risks
posed by SOEs, especially those in the energy sector.
Chapter 4 puts forth possible solutions. Chapter 5
summarizes the main conclusions of this note: 1) despite
privatizations and attempts at restructuring, Tajikistan
still has a large, inefficient, and heavily indebted public
sector; 2) the lack of comprehensive information about the
sector undermines budget credibility and budget integrity;
3) multiple but uncoordinated functions, responsibilities,
and accountability lines limit government ability to form a
comprehensive view of the SOE sector, define a consistent
strategy, and effect transparency, performance, reporting,
and oversight; 4) elaborate QFAs of SOEs and other public
institutions create substantial fiscal risks and undermine
the hard-earned benefits of fiscal consolidation; 5)
liabilities, explicit and implicit, created by SOE
operations are large and must be accounted for and properly
delineated; 6) solutions proposed to address the major
issues are phasing out QFAs, optimizing the size and scope
of the SOE sector, and improving SOE management; and 7) SOE
reform should be an integral part of the general reform agenda. |
---|