- Region
- Country
- Subnational EntityBerat Municipality
- Report DateMarch 2017
- Date Planned2016
- Years Covered2013 to 2015
- StatusFinal
- AvailabilityPublic
- TypeSubnational
- Lead Agency/AgenciesSECO
- Other AgenciesEU, UNDP, USAID, WB
- Date Posted on WebDecember 5, 2017
- LanguageEnglish
- Framework2016 Framework
- PEFA CheckYES
Albania Berat Municipality 2017
Executive Summary
Purpose, scope and management of the assessment
This report presents the findings of the first assessment of PFM systems in the Municipality of Berat based on PEFA methodology. It constitutes one of five municipal PEFA assessments being conducted simultaneously by teams of assessors contracted by SECO and USAID. The other municipalities are Fier, Kuçova, Tirana and Tropoja. The objective of the assessment is to gain a better understanding of the strengths and weaknesses of municipal PFM systems as a basis for discussing PFM reform priorities and possible areas of support to the newly restructured municipality.
The assessment is based on the performance of the PFM systems as at September 2016 and any period prior to that as defined by PEFA methodology. It is focused on the amalgamated Municipality following the 2015 merged with former communes as part of the Territorial Administrative Reform (TAR), but covers for a number of issues the period back to FY2013 inclusive. In such cases, scoring of PEFA indicators is done only when information across the years enable firm assessment of performance i.e. is not the result of disruption during the amalgamation. The institutional coverage of the assessment is the central municipal administration, the eleven dependent budget institutions and to a limited extent the one public corporation (water supply company) owned by the Municipality as well as national level institutions forming part of the municipal finance management system. There are no extra-budgetary units and no lower level of government.
Main findings of the assessment
The main findings of the assessment are focused on whether the Municipality has got appropriate systems in place to assist it in achieving the three main fiscal/budgetary outcomes (aggregate fiscal discipline, strategic allocation of resources and efficiency in use of resources for service delivery). However, a summary of findings on the individual elements of the PFM systems – indicator by indicator - can be found in section 4.1 of the report and is reflected in the table of scores at the end of this executive summary.
It is important to note that conditional or earmarked transfers from the state budget to the municipality – including those for delegated functions and Regional Development Fund (RDF) projects – have been treated as extra-budgetary at the municipality level.
Implications of PFM performance in the main budgetary outcomes
Aggregate fiscal discipline is not well supported by the lack of good quality of and timely financial reporting and of fair aggregate expenditure and revenue out-turn compared to the original approved budget. Achieving fiscal discipline is overall affected by the relatively significant amount of earmarked grants-related extra-budgetary operations and by the lack of oversight of aggregate fiscal risk of locally-owned public enterprises. The Municipality’s strength of operating a bulk of public funds under a Treasury Single Account (TSA) system is undermined by the inability of the Municipality to achieve a prudent and disciplined use of available public resources and to assess the combined fiscal risks of the Municipality and the Water and Sewerage Company (WSC). The strategic allocation of resources is negatively affected by planning and budgeting processes not well aligned and articulated to policy objectives, and resource allocation decisions made on the basis of financial reports lacking elements of substance and quality. The process of allocating resources strategically is strongly affected and weakened by a high variance in expenditure composition, low predictability in the release of substantive funds, the absence of costed program strategies and no active role played by the local council in the scrutiny of the draft budget law and audit reports.
The efficient delivery of basic public services is undermined by ineffectiveness of the internal control framework. It is also weakened by the absence of proper cash and procurement planning and programming.
On balance, the Municipality of Berat has PFM systems with strengths in medium-term budgeting, treasury and internal audit. Other strengths pertain to a standardized budget classification and more recently to expenditure arrears and management of payroll and personnel changes now under relatively good control. On the other side, however, the PFM systems and financial internal controls are operate with low effectiveness and a great margin for improvement such as those relating to fiscal planning, monitoring of the overall fiscal risks, contractor management, cash flow forecasting, and the absence of costed medium-term plans for various municipal programs. The authorities are well aware of the situation and are committed to make the necessary efforts to improve the overall performance of the local PFM systems with MoF and donor assistance to improve the efficiency of local service delivery in general.
Ongoing and planned PFM reform agenda
The Municipality of Berat has not embarked on any major reform process of PFM, but focused mainly on enforcing the law and issuing warnings and reprimanding or penalizing those public officials held responsible for irregular and wasteful expenditure and financial malpractice. The municipality is taking steps towards improving transparency of financial management by integrating the Open Data application to its website, which presents all the treasury transactions of the municipality. Within 2017 the official website aims at integrating a new budget transparency application which presents user-friendly budget data.
Ministry of Finance’s CHU-FMC and CHU-IA are providing strategic and technical guidance to the Municipality’s efforts aimed at strengthening budgeting and planning, accounting and financial controls and furthering a more independent role by the Internal Auditor. These actions are embodied in a PFM reform strategy 2014-2020, steered within MOF and partially funded by external donors and covering the central government and local governments. The primary objective of the reform strategy is to improve fiscal and expenditure policies, systems, capacity and outcomes to support economic and social development nationwide. There is no comprehensive PFM reform action plan or capacity development program developed for the Berat territory, with the exception of a few specific technical capacities being built under MoF assistance.
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Scores
Key
Highest Score
Lowest Score
- A
- B+
- B
- C+
- C
- D+
- D
- D*
Other Scores
- NR
- NU
- NA
- NR: Not Rated
- NU: Not Used
- NA: Not Applicable
- Learn more about the scoring methodology
I. Budget reliability
Scores By Dimension
Overall Indicator Score
1. Aggregate expenditure outturn
D
1.1 Aggregate expenditure outturnNote
D
Notes
Actual expenditure deviated from the originally budgeted estimates by 16.6%, 9.7% and 21.4% in 2013, 2014, and 2015, respectively.
Actual expenditure deviated from the originally budgeted estimates by 16.6%, 9.7% and 21.4% in 2013, 2014, and 2015, respectively.
2. Expenditure composition outturn
C+
2.1 Expenditure composition outturn by functionNote
C
Notes
Variance in expenditure composition by functional classification is less than 15% in the last two years, at 3.7%; and 14.4% in 2014 and 2015 respectively. It was higher at 18.1% in 2013.
Variance in expenditure composition by functional classification is less than 15% in the last two years, at 3.7%; and 14.4% in 2014 and 2015 respectively. It was higher at 18.1% in 2013.
2.2 Expenditure composition outturn by economic typeNote
B
Notes
Variance in expenditure composition by economic classification was lower than 10% in the last two years, at 8.8% and 9.2% respectively in 2014 and 2015. It was higher, at 11.7% in 2013.
Variance in expenditure composition by economic classification was lower than 10% in the last two years, at 8.8% and 9.2% respectively in 2014 and 2015. It was higher, at 11.7% in 2013.
2.3 Expenditure from contingency reservesNote
A
Notes
Actual expenditure charged to a contingency vote was on average 0.1% of the budget in the period 2013 – 2015
Actual expenditure charged to a contingency vote was on average 0.1% of the budget in the period 2013 – 2015
3. Revenue outturn
D
3.1 Aggregate revenue outturnNote
D
Notes
Collection revenue (in relation to originally budgeted estimates) averaged 76%; 84% and 80% in 2013, 2014 and 2015, respectively.
Collection revenue (in relation to originally budgeted estimates) averaged 76%; 84% and 80% in 2013, 2014 and 2015, respectively.
3.2 Revenue composition outturnNote
D
Notes
Variance in revenue composition was more than 15% in the past three years: 29% in 2013 and 2015, and 30% in 2014.
Variance in revenue composition was more than 15% in the past three years: 29% in 2013 and 2015, and 30% in 2014.
II. Transparency of public finances
Scores By Dimension
Overall Indicator Score
4. Budget classification
A
4.1 Budget classificationNote
A
Notes
The 2015 budget classification is based on economic, administrative and functional (and sub-functional) classification and is generally compatible with the GFS 2014 and COFOG standards.
The 2015 budget classification is based on economic, administrative and functional (and sub-functional) classification and is generally compatible with the GFS 2014 and COFOG standards.
5. Budget documentation
D
5.1 Budget documentationNote
D
Notes
Only the requirements for two of the four basic elements are fulfilled and one of the additional eight requirements are fulfilled.
Only the requirements for two of the four basic elements are fulfilled and one of the additional eight requirements are fulfilled.
6. Central government operations outside financial reports
A
6.1 Expenditure outside financial reportsNote
A
Notes
Expenditure outside the municipality’s budgetary reports is estimated at 0% of total expenditure.
Expenditure outside the municipality’s budgetary reports is estimated at 0% of total expenditure.
6.2 Revenue outside financial reportsNote
A
Notes
Revenue outside the municipality’s budgetary reports is estimated at 0% of total expenditure.
Revenue outside the municipality’s budgetary reports is estimated at 0% of total expenditure.
6.3 Financial reports of extrabudgetary unitsNote
NA
Notes
No extra-budgetary units were identified under Berat Municipality.
No extra-budgetary units were identified under Berat Municipality.
7. Transfers to subnational governments
NA
7.1 System for allocating transfersNote
NA
Notes
Dimension not applicable for as there are no lower levels of government.
Dimension not applicable for as there are no lower levels of government.
7.2 Timeliness of information on transfersNote
NA
Notes
Dimension not applicable for as there are no lower levels of government.
Dimension not applicable for as there are no lower levels of government.
8. Performance information for service delivery
D+
8.1 Performance plans for service deliveryNote
C
Notes
Information is published annually, with a focus only on the mission and objectives of all service delivery programs. No quantifiable information is provided on the output and outcomes to be achieved for next budget year
Information is published annually, with a focus only on the mission and objectives of all service delivery programs. No quantifiable information is provided on the output and outcomes to be achieved for next budget year
8.2 Performance achieved for service deliveryNote
D
Notes
Information is not published on the activities performed with the respective output (and outcome) indicators for the majority of service programs and departments.
Information is not published on the activities performed with the respective output (and outcome) indicators for the majority of service programs and departments.
8.3 Resources received by service delivery unitsNote
C
Notes
An internal audit has been carried out for the past three fiscal years only for two major service delivery programs.
An internal audit has been carried out for the past three fiscal years only for two major service delivery programs.
8.4 Performance evaluation for service deliveryNote
D
Notes
Evaluations of the efficiency or effectiveness of main public service delivery services have not been carried out within the last three years.
Evaluations of the efficiency or effectiveness of main public service delivery services have not been carried out within the last three years.
9. Public access to fiscal information
D
9.1 Public access to fiscal informationNote
D
Notes
The Municipality makes available to the public none of five basic elements, and two of the additional information elements.
The Municipality makes available to the public none of five basic elements, and two of the additional information elements.
III. Management of assets and liabilities
Scores By Dimension
Overall Indicator Score
10. Fiscal risk reporting
D+
10.1 Monitoring of public corporationsNote
D
Notes
There is a no consolidated report issued and monitored within the Municipality on the municipal entities’ financial outturn and net assets value. No audited financial statements had been issued and published for the Water and Sewerage Company and/or the FK Tomori Football Club in the past three years. HSC conducted only a special audit on the effectiveness of financial management and internal controls of the Company in 2015. There is no central finance function responsible in the Municipality for monitoring the two companies above and assessing the financial risks to the City on an annual basis. There is no evidence supporting the municipality received annual financial statements to assess and publish the financial performance and risks by the one largest of the two public corporations in the last completed FY.
There is a no consolidated report issued and monitored within the Municipality on the municipal entities’ financial outturn and net assets value. No audited financial statements had been issued and published for the Water and Sewerage Company and/or the FK Tomori Football Club in the past three years. HSC conducted only a special audit on the effectiveness of financial management and internal controls of the Company in 2015. There is no central finance function responsible in the Municipality for monitoring the two companies above and assessing the financial risks to the City on an annual basis. There is no evidence supporting the municipality received annual financial statements to assess and publish the financial performance and risks by the one largest of the two public corporations in the last completed FY.
10.2 Monitoring of subnational governmentNote
NA
Notes
Not applicable. Not scored as there is no subnational level below municipalities.
Not applicable. Not scored as there is no subnational level below municipalities.
10.3 Contingent liabilities and other fiscal risksNote
C
Notes
There is no consolidated financial report issued by the Municipality that assesses the overall significant risks and contingent liabilities within its service delivery operations and the public corporations under its control. The Water and Sewerage Company quantifies and consolidates some significant contingent liabilities such as pensions and insurance funds in their annual financial reports, according to the evidence WSC provided to the assessors. Loan guarantees issued by MOF are recorded in its financial reports. Other contingent liabilities such as fire or other calamity or emergency, or court litigations are not included.
There is no consolidated financial report issued by the Municipality that assesses the overall significant risks and contingent liabilities within its service delivery operations and the public corporations under its control. The Water and Sewerage Company quantifies and consolidates some significant contingent liabilities such as pensions and insurance funds in their annual financial reports, according to the evidence WSC provided to the assessors. Loan guarantees issued by MOF are recorded in its financial reports. Other contingent liabilities such as fire or other calamity or emergency, or court litigations are not included.
11. Public investment management
D+
11.1 Economic analysis of investment proposalsNote
D
Notes
Economic analyses are not carried out to assess the feasibility of the major investment projects proposed for new year’s budget.
Economic analyses are not carried out to assess the feasibility of the major investment projects proposed for new year’s budget.
11.2 Investment project selectionNote
C
Notes
Prior to their inclusion in the budget, most major investment projects with identified funding are prioritized internally by the Department of Public Works. These, however, are not selected on the basis of standard or clearly defined criteria for project selection following national or regional development priorities.
Prior to their inclusion in the budget, most major investment projects with identified funding are prioritized internally by the Department of Public Works. These, however, are not selected on the basis of standard or clearly defined criteria for project selection following national or regional development priorities.
11.3 Investment project costingNote
C
Notes
Projections of capital cost of major investment projects, together with the capital costs for the forthcoming two fiscal years, are included in the budget documents.
Projections of capital cost of major investment projects, together with the capital costs for the forthcoming two fiscal years, are included in the budget documents.
11.4 Investment project monitoringNote
D
Notes
Only the capital expenditure aspects and physical progress of major investment projects is monitored and reported by the Public Works Department on an annual basis. Matters relating to operating and maintenance do not form part of the monitoring of project costs.
Only the capital expenditure aspects and physical progress of major investment projects is monitored and reported by the Public Works Department on an annual basis. Matters relating to operating and maintenance do not form part of the monitoring of project costs.
12. Public asset management
D+
12.1 Financial asset monitoringNote
D
Notes
There is no recorded value of the Municipality’s equity shares in the public corporations. Information on financial performance is prepared but not published annually.
There is no recorded value of the Municipality’s equity shares in the public corporations. Information on financial performance is prepared but not published annually.
12.1 Financial asset monitoringNote
C
Notes
Fixed asset registry operating sub-optimally, with only partial information being collected on their usage, age, location, and net value.
Fixed asset registry operating sub-optimally, with only partial information being collected on their usage, age, location, and net value.
12.3 Transparency of asset disposalNote
C
Notes
Partial information included in annual financial reports and submitted to the local council, not disclosed to the public.
Partial information included in annual financial reports and submitted to the local council, not disclosed to the public.
13. Debt management
C
13.1 Recording and reporting of debt and guaranteesNote
D
Notes
Debt owed to the Council of European Development Bank is not reported in the annual financial reports.
Debt owed to the Council of European Development Bank is not reported in the annual financial reports.
13.2 Approval of debt and guaranteesNote
B
Notes
Guaranteeing of municipal loans is controlled solely by MoF including approval, recording, and monitoring.
Guaranteeing of municipal loans is controlled solely by MoF including approval, recording, and monitoring.
13.3 Debt management strategyNote
NA
Notes
This dimension is not used - as set out in the concept note.
This dimension is not used - as set out in the concept note.
IV Policy-based fiscal strategy and budgeting
Scores By Dimension
Overall Indicator Score
14. Macroeconomic and fiscal forecasting
D
14.1 Macroeconomic forecastsNote
NA
Notes
This dimension is not applicable to the Municipality- as set out in the concept note.
This dimension is not applicable to the Municipality- as set out in the concept note.
14.2 Fiscal forecastsNote
D
Notes
During the two years before the last, the municipality has prepared forecasts of revenue and expenditure aggregates for the budget year and the following two years (with fiscal balance implicit but obvious). Explanation of estimates and underlying assumptions were included for recurrent and capital expenditure, and aggregate incomes from revenues. All of this information was included in the budget documentation for the 2014 and 2015 budget cycles. The Municipality did not prepare a medium term budget for 2016 due to the short time available in connection with TAR but has again prepared mid-term forecasts for the 2017-2019 planning cycle.
During the two years before the last, the municipality has prepared forecasts of revenue and expenditure aggregates for the budget year and the following two years (with fiscal balance implicit but obvious). Explanation of estimates and underlying assumptions were included for recurrent and capital expenditure, and aggregate incomes from revenues. All of this information was included in the budget documentation for the 2014 and 2015 budget cycles. The Municipality did not prepare a medium term budget for 2016 due to the short time available in connection with TAR but has again prepared mid-term forecasts for the 2017-2019 planning cycle.
14.3 Macrofiscal sensitivity analysisNote
NA
Notes
This dimension is not applicable to the Municipality- as set out in the concept note.
This dimension is not applicable to the Municipality- as set out in the concept note.
15. Fiscal strategy
D
15.1 Fiscal impact of policy proposalsNote
D
Notes
The municipality does not prepare estimates of the impact of revenue and expenditure policy changes but shows only estimates based on changed policy.
The municipality does not prepare estimates of the impact of revenue and expenditure policy changes but shows only estimates based on changed policy.
15.2 Fiscal strategy adoptionNote
D
Notes
The municipality does not have an overall fiscal strategy.
The municipality does not have an overall fiscal strategy.
15.3 Reporting on fiscal outcomesNote
NA
Notes
No reporting can be done against a fiscal strategy as such a strategy does not exist.
No reporting can be done against a fiscal strategy as such a strategy does not exist.
16. Medium-term perspective in expenditure budgeting
D
16.1 Medium-term expenditure estimatesNote
D
Notes
Three-year estimates of expenditure are presented in the budget for FY 2015, as the municipality did not prepare a medium term budget due to the limited time available after the territorial reform..
Three-year estimates of expenditure are presented in the budget for FY 2015, as the municipality did not prepare a medium term budget due to the limited time available after the territorial reform..
16.2 Medium-term expenditure ceilingsNote
D
Notes
No medium-term budget ceilings have been issued to the administrative/spending units during the past several years.
No medium-term budget ceilings have been issued to the administrative/spending units during the past several years.
16.3 Alignment of strategic plans and medium-term budgetsNote
D
Notes
There are no strategic medium-term development plans on which to base budget priorities and expenditure estimates
There are no strategic medium-term development plans on which to base budget priorities and expenditure estimates
16.4 Consistency of budgets with previous year estimatesNote
NA
Notes
This dimension is not rated as it would not be useful to compare the MTBP 2016-2018 for the new municipality with the estimates of the previous MTBP for the preTAR municipality.
This dimension is not rated as it would not be useful to compare the MTBP 2016-2018 for the new municipality with the estimates of the previous MTBP for the preTAR municipality.
17. Budget preparation process
D
17.1 Budget calendarNote
NA
Notes
A clear budget calendar exists which allows budgetary units sufficient time to complete their estimates, but the calendar was generally not adhered to in 2015 due to the amalgamation of municipality and communes in the middle of the year. They were limited and did not follow usual standards as the budget preparation process during 2015 was disrupted by the transition arrangements of TAR
A clear budget calendar exists which allows budgetary units sufficient time to complete their estimates, but the calendar was generally not adhered to in 2015 due to the amalgamation of municipality and communes in the middle of the year. They were limited and did not follow usual standards as the budget preparation process during 2015 was disrupted by the transition arrangements of TAR
17.2 Guidance on budget preparationNote
NA
Notes
Instructions for the preparation of the annual budget have been issued in 2015, but they do not include expenditure ceilings (as in the previous year) given that at the time information was limited on municipal expenditure assignment upon approval of new decentralisation law as well as liabilities inherited from former communes.
Instructions for the preparation of the annual budget have been issued in 2015, but they do not include expenditure ceilings (as in the previous year) given that at the time information was limited on municipal expenditure assignment upon approval of new decentralisation law as well as liabilities inherited from former communes.
17.3 Budget submission to the legislatureNote
D
Notes
In none of the last three years has the annual budget proposal been submitted to the Council at least a month before the start of the budget year.
In none of the last three years has the annual budget proposal been submitted to the Council at least a month before the start of the budget year.
18. Legislative scrutiny of budgets
D+
18.1 Scope of budget scrutinyNote
A
Notes
The Council’s review covers fiscal policies, mediumterm fiscal forecasts, medium term priorities and details of revenue and expenditure as all of these items are included in the budget proposals
The Council’s review covers fiscal policies, mediumterm fiscal forecasts, medium term priorities and details of revenue and expenditure as all of these items are included in the budget proposals
18.2 Legislative procedures for budget scrutinyNote
D
Notes
The Council has established simple procedures for budget review but they are only partially adhered to and insufficient for effective budget scrutiny.
The Council has established simple procedures for budget review but they are only partially adhered to and insufficient for effective budget scrutiny.
18.3 Timing of budget approvalNote
C
Notes
The Council has approved the budget before the 31st of December for both the FY2016 and FY2015 budgets. The FY2014 budget was approved almost two months after the start of the year.
The Council has approved the budget before the 31st of December for both the FY2016 and FY2015 budgets. The FY2014 budget was approved almost two months after the start of the year.
18.4 Rules for budget adjustment by the executiveNote
B
Notes
There are clear rules for the Mayor to amend the budget in-year without Council approval. They set strict limits for the Mayor’s powers and are always adhered to.
There are clear rules for the Mayor to amend the budget in-year without Council approval. They set strict limits for the Mayor’s powers and are always adhered to.
V. Predictability and control in budget execution
Scores By Dimension
Overall Indicator Score
19. Revenue administration
D+
19.1 Rights and obligations for revenue measuresNote
D
Notes
Information on taxes and fee rates, including rights and redress procedures are not easily accessible for businesses nor households.
Information on taxes and fee rates, including rights and redress procedures are not easily accessible for businesses nor households.
19.2 Revenue risk managementNote
B
Notes
The department of taxes has adopted a systematic approach for assessing and prioritising compliance risks for revenues from businesses; but it has not intensified efforts towards improved household compliance throughout the territory.
The department of taxes has adopted a systematic approach for assessing and prioritising compliance risks for revenues from businesses; but it has not intensified efforts towards improved household compliance throughout the territory.
19.3 Revenue audit and investigationNote
C
Notes
A simple compliance improvement plan is prepared and followed on an annual and monthly basis, covering audits mainly for the business taxpayer segment. The household taxpayer segment is not covered systematically.
A simple compliance improvement plan is prepared and followed on an annual and monthly basis, covering audits mainly for the business taxpayer segment. The household taxpayer segment is not covered systematically.
19.4 Revenue arrears monitoringNote
D
Notes
The stock of revenue arrears at the end of 2015 constitutes 31% of outturn on own revenue collection. Almost 85% of that stock is older than one year.
The stock of revenue arrears at the end of 2015 constitutes 31% of outturn on own revenue collection. Almost 85% of that stock is older than one year.
20. Accounting for revenue
D+
20.1 Information on revenue collectionsNote
A
Notes
The stock of revenue arrears at the end of 2015 constitutes 31% of outturn on own revenue collection. Almost 85% of that stock is older than one year.
The stock of revenue arrears at the end of 2015 constitutes 31% of outturn on own revenue collection. Almost 85% of that stock is older than one year.
20.2 Transfer of revenue collectionsNote
D
Notes
Revenues collected by tax agents are only transferred monthly to the municipality’s Treasury account. All other revenue is directly paid to the treasury account.
Revenues collected by tax agents are only transferred monthly to the municipality’s Treasury account. All other revenue is directly paid to the treasury account.
20.3 Revenue accounts reconciliationNote
A
Notes
All entities in charge of collecting revenue for the local government undertake complete reconciliation monthly within two weeks of the end of the month.
All entities in charge of collecting revenue for the local government undertake complete reconciliation monthly within two weeks of the end of the month.
21. Predictability of in-year resource allocation
C+
21.1 Consolidation of cash balancesNote
B
Notes
The cash and bank account balances controlled directly by the Finance Directorate are reported on a weekly basis.
The cash and bank account balances controlled directly by the Finance Directorate are reported on a weekly basis.
21.2 Cash forecasting and monitoringNote
C
Notes
A cash flow forecast is prepared for the fiscal year but this is updated at least quarterly, though comprising current expenditures mainly, on the basis of actual cash inflows and outflows.
A cash flow forecast is prepared for the fiscal year but this is updated at least quarterly, though comprising current expenditures mainly, on the basis of actual cash inflows and outflows.
21.3 Information on commitment ceilingsNote
C
Notes
Departments and Programs are provided reliable information on commitment ceilings only one month in advance.
Departments and Programs are provided reliable information on commitment ceilings only one month in advance.
21.4 Significance of in-year budget adjustmentsNote
C
Notes
Significant in-year adjustments to budget allocations took place no more than twice in 2015 but these are not conducted in a fairly transparent way.
Significant in-year adjustments to budget allocations took place no more than twice in 2015 but these are not conducted in a fairly transparent way.
22. Expenditure arrears
D+
22.1 Stock of expenditure arrearsNote
D*
Notes
Data for 2015 is not comparable to data for 2014 and 2013, as 2015 is based on consolidated data from municipality and communes, whereas 2013 and 2014 apparently excludes the communes.
Data for 2015 is not comparable to data for 2014 and 2013, as 2015 is based on consolidated data from municipality and communes, whereas 2013 and 2014 apparently excludes the communes.
22.2 Expenditure arrears monitoringNote
C
Notes
Data on the stock and composition of expenditure arrears has been generated for FY 2015, on an ad-hoc basis.
Data on the stock and composition of expenditure arrears has been generated for FY 2015, on an ad-hoc basis.
23. Payroll controls
C+
23.1 Integration of payroll and personnel recordsNote
B
Notes
The Municipality’s payroll is supported by full documentation for all changes to personnel records each month and checked against the previous month’s payroll data. Staff hiring and promotion is controlled on the basis of a pre-approved establishment list attached to an annual staffing plan and a spending limit for next budget ye
The Municipality’s payroll is supported by full documentation for all changes to personnel records each month and checked against the previous month’s payroll data. Staff hiring and promotion is controlled on the basis of a pre-approved establishment list attached to an annual staffing plan and a spending limit for next budget ye
23.2 Management of payroll changesNote
B
Notes
. Personnel records and payroll are updated on a monthly basis, generally in time for the following payroll payment, and require only a few retroactive adjustments
. Personnel records and payroll are updated on a monthly basis, generally in time for the following payroll payment, and require only a few retroactive adjustments
23.3 Internal control of payrollNote
C
Notes
Authority and basis for changes to personnel records and the payroll are clear. Sufficient controls exist to ensure integrity of the payroll data, noticeably, there is no evidence of audit trails in the HRD control environment.
Authority and basis for changes to personnel records and the payroll are clear. Sufficient controls exist to ensure integrity of the payroll data, noticeably, there is no evidence of audit trails in the HRD control environment.
23.4 Payroll auditNote
C
Notes
Partial payroll audits have been undertaken within two of the last three completed fiscal years.
Partial payroll audits have been undertaken within two of the last three completed fiscal years.
24. Procurement management
B
24.1 Procurement monitoringNote
C
Notes
Databases or records are maintained for contracts including data on what has been procured, value of procurement and who has been awarded contracts. HSC states there is no sufficient evidence suggesting all data uploaded in the central database are accurate, complete and timely for the majority of procurement methods for goods, services and works.
Databases or records are maintained for contracts including data on what has been procured, value of procurement and who has been awarded contracts. HSC states there is no sufficient evidence suggesting all data uploaded in the central database are accurate, complete and timely for the majority of procurement methods for goods, services and works.
24.2 Procurement methodsNote
A
Notes
The total value of contracts awarded through competitive methods in the last completed fiscal year represents 96% of total value of contracts.
The total value of contracts awarded through competitive methods in the last completed fiscal year represents 96% of total value of contracts.
24.3 Public access to procurement informationNote
C
Notes
Three of the six key procurement information elements are complete and reliable for municipal units representing most procurement operations and are made available to the public in a timely manner.
Three of the six key procurement information elements are complete and reliable for municipal units representing most procurement operations and are made available to the public in a timely manner.
24.4 Procurement complaints managementNote
B
Notes
The procurement complaint system meets criterion (1) and three of the other criteria.
The procurement complaint system meets criterion (1) and three of the other criteria.
25. Internal controls on nonsalary expenditure
C+
25.1 Segregation of dutiesNote
C
Notes
Segregation of duties is prescribed throughout the municipality’s expenditure process. However, incompatible division of responsibilities still exist thus restraining the efforts to prevent fraud and malpractice within Berat’s municipal organization
Segregation of duties is prescribed throughout the municipality’s expenditure process. However, incompatible division of responsibilities still exist thus restraining the efforts to prevent fraud and malpractice within Berat’s municipal organization
25.2 Effectiveness of expenditure commitment controlsNote
C
Notes
Expenditure commitment control procedures exist which provide partial coverage and are partially effective.
Expenditure commitment control procedures exist which provide partial coverage and are partially effective.
25.3 Compliance with payment rules and proceduresNote
B
Notes
Most payments are compliant with regular payment procedures. The majority of exceptions are properly authorized and justified.
Most payments are compliant with regular payment procedures. The majority of exceptions are properly authorized and justified.
26. Internal audit
D+
26.1 Coverage of internal auditNote
D
Notes
Internal audit is operational for municipal departments and service programs representing only one third of total expenditures and none of the municipal entities collecting the majority of local own revenue.
Internal audit is operational for municipal departments and service programs representing only one third of total expenditures and none of the municipal entities collecting the majority of local own revenue.
26.2 Nature of audits and standards appliedNote
B
Notes
Internal audit activities are focused on evaluations of the adequacy and effectiveness of internal controls as well as irregular and wasteful expenditure. Audit activities meet professional standards in various high risk areas.
Internal audit activities are focused on evaluations of the adequacy and effectiveness of internal controls as well as irregular and wasteful expenditure. Audit activities meet professional standards in various high risk areas.
26.3 Implementation of internal audits and reportingNote
B
Notes
An annual audit program was completed in its most part in the last completed fiscal year, as evidenced by the distribution of their reports to the audited municipal units.
An annual audit program was completed in its most part in the last completed fiscal year, as evidenced by the distribution of their reports to the audited municipal units.
26.4 Response to internal auditsNote
B
Notes
Management provided a partial response to audit recommendations for most municipal entities audited within twelve months of the report being produced.
Management provided a partial response to audit recommendations for most municipal entities audited within twelve months of the report being produced.
VI. Accounting and reporting
Scores By Dimension
Overall Indicator Score
27. Financial data integrity
C+
27.1 Bank account reconciliationNote
B
Notes
Bank reconciliation for Treasury-controlled local government bank accounts takes place at least monthly, usually within 4 weeks from the end of each month. Other bank accounts are reconciled on a monthly and quarterly basis away from the chief finance officer’s desk
Bank reconciliation for Treasury-controlled local government bank accounts takes place at least monthly, usually within 4 weeks from the end of each month. Other bank accounts are reconciled on a monthly and quarterly basis away from the chief finance officer’s desk
27.2 Suspense accountsNote
NA
Notes
Suspense accounts are not used by Berat Municipality.
Suspense accounts are not used by Berat Municipality.
27.3 Advance accountsNote
C
Notes
Reconciliation of advance accounts takes place at least annually, within two months from the end of the year. Advance accounts relating to contractors are cleared in a timely way
Reconciliation of advance accounts takes place at least annually, within two months from the end of the year. Advance accounts relating to contractors are cleared in a timely way
27.4 Financial data integrity processesNote
C
Notes
Access and changes to records is restricted and recorded, but major risks of asset loss exist on the absence of proper standards and procedures of data safety and protection.
Access and changes to records is restricted and recorded, but major risks of asset loss exist on the absence of proper standards and procedures of data safety and protection.
28. In-year budget reports
D+
28.1 Coverage and comparability of reportsNote
D
Notes
Coverage and classification of data does not allow direct comparison to the original budget for the main administrative headings.
Coverage and classification of data does not allow direct comparison to the original budget for the main administrative headings.
28.2 Timing of in-year budget reportsNote
B
Notes
Budget execution reports are prepared monthly, and issued within four weeks from the end of each month. Analysis of changes in initial allocations between administrative headings is lacking.
Budget execution reports are prepared monthly, and issued within four weeks from the end of each month. Analysis of changes in initial allocations between administrative headings is lacking.
28.3 Accuracy of in-year budget reportsNote
C
Notes
Concerns exist regarding data accuracy thus weakening the analysis of budget execution. Expenditure is captured at commitment stage only.
Concerns exist regarding data accuracy thus weakening the analysis of budget execution. Expenditure is captured at commitment stage only.
29. Annual financial reports
D+
29.1 Completeness of annual financial reportsNote
D
Notes
Financial reports for municipal government are prepared annually. They do not compare the outturn with the original approved budget. They include information on revenue, expenditure, and cash balances.
Financial reports for municipal government are prepared annually. They do not compare the outturn with the original approved budget. They include information on revenue, expenditure, and cash balances.
29.2 Submission of reports for external auditNote
D
Notes
Financial reports for the Municipality are not submitted for external audit.
Financial reports for the Municipality are not submitted for external audit.
29.3 Accounting standardsNote
C
Notes
Accounting standards applied to all financial reports are consistent within the existing financial instructions and ensure consistency of reporting over time. The national standards used in preparing annual financial reports are disclosed; these, however, do not generally conform to international public sector accounting standards (IPSAS) and differences are not explained.
Accounting standards applied to all financial reports are consistent within the existing financial instructions and ensure consistency of reporting over time. The national standards used in preparing annual financial reports are disclosed; these, however, do not generally conform to international public sector accounting standards (IPSAS) and differences are not explained.
VII. External scrutiny and audit
Scores By Dimension
Overall Indicator Score
30. External audit
D+
30.1 Audit coverage and standardsNote
D
Notes
Financial reports of municipal departments and programs representing the majority of expenditures and a minor share of total revenues have been audited using national auditing standards during the period 2011-2013, which is the latest available completed fiscal years. The financial statements of the last three fiscal years never received an opinion by HSC. The audits have nonetheless been useful in highlighting relevant financial irregularity and wasteful expenditure and other material issues and systemic and control risks.
Financial reports of municipal departments and programs representing the majority of expenditures and a minor share of total revenues have been audited using national auditing standards during the period 2011-2013, which is the latest available completed fiscal years. The financial statements of the last three fiscal years never received an opinion by HSC. The audits have nonetheless been useful in highlighting relevant financial irregularity and wasteful expenditure and other material issues and systemic and control risks.
30.2 Submission of audit reports to the legislatureNote
NA
Notes
There is no audit of financial reports specified in 29.1
There is no audit of financial reports specified in 29.1
30.3 External audit follow-upNote
NA
Notes
There is no audit of financial reports specified in 29.1
There is no audit of financial reports specified in 29.1
30.4 Supreme Audit Institution independenceNote
C
Notes
A new Law regulates the functional and operational independence, mandate and organization of High State Control. It enables HSC to operate independently from the executive with respect to the procedures for appointment and removal of the Head of the HSC as well as the execution of its budget. It has unrestricted access to records and information but its mandate is dependent on the MoF for the planning and final allocation of the HSC’ budget.
A new Law regulates the functional and operational independence, mandate and organization of High State Control. It enables HSC to operate independently from the executive with respect to the procedures for appointment and removal of the Head of the HSC as well as the execution of its budget. It has unrestricted access to records and information but its mandate is dependent on the MoF for the planning and final allocation of the HSC’ budget.
31. Legislative scrutiny of audit reports
NA
31.1 Timing of audit report scrutinyNote
NA
Notes
Audit reports are not submitted to the legislature.
Audit reports are not submitted to the legislature.
31.2 Hearings on audit findingsNote
NA
Notes
Audit reports are not submitted to the legislature.
Audit reports are not submitted to the legislature.
31.3 Recommendations on audit by the legislatureNote
NA
Notes
Audit reports are not submitted to the legislature.
Audit reports are not submitted to the legislature.
31.4 Transparency of legislative scrutiny of audit reportsNote
NA
Notes
Audit reports are not submitted to the legislature.
Audit reports are not submitted to the legislature.
NO PILLAR
Scores By Dimension
Overall Indicator Score
HLG-1 Predictability of transfers from higher level of Government
D+
HLG-1.1 Annual deviation of actual total HLG transfers from the original total estimated amount provided by HLG to the SN entity for inclusion in the latter’s budgetNote
A
Notes
Aggregate transfers from the national government fell short the original estimates by only 0.03% in 2013, and exceeded by 46% and 16% in 2014 and 2015, respectively. Even though 2013 and 2014 represent the pre-TAR municipality and 2015 data is not comparable to data from earlier years due to TAR, the outturns are considered a proper reflection of the predictability of transfers.
Aggregate transfers from the national government fell short the original estimates by only 0.03% in 2013, and exceeded by 46% and 16% in 2014 and 2015, respectively. Even though 2013 and 2014 represent the pre-TAR municipality and 2015 data is not comparable to data from earlier years due to TAR, the outturns are considered a proper reflection of the predictability of transfers.
HLG-1.2 Annual variance between actual and estimated transfers of earmarked grantsNote
D
Notes
Actual earmarked grants fell short the original estimates by 0.2% in 2013, and exceeded by 81% and 29% in 2014 and 2015, respectively. As for HLG-1.1 these outturns are considered a proper reflection of the predictability of transfers.
Actual earmarked grants fell short the original estimates by 0.2% in 2013, and exceeded by 81% and 29% in 2014 and 2015, respectively. As for HLG-1.1 these outturns are considered a proper reflection of the predictability of transfers.
HLG-1.2 Annual variance between actual and estimated transfers of earmarked grantsNote
A
Notes
Transfer disbursements are timely and regular, in accordance with a pre-defined schedule. Delays occur in the transfer of the first tranche of the unconditional transfer but its weight is lower than 25% of actual disbursements.
Transfer disbursements are timely and regular, in accordance with a pre-defined schedule. Delays occur in the transfer of the first tranche of the unconditional transfer but its weight is lower than 25% of actual disbursements.