SlideShare a Scribd company logo
1 of 4
Download to read offline
Regional Comparison
Sudan’s score of 10 out of 100 is substantially lower than the global average
score of 45.
Drawing on internationally accepted criteria developed by multilateral
organizations, the Open Budget Survey uses 109 indicators to measure bud-
get transparency. These indicators are used to assess whether the central
government makes eight key budget documents available to the public in
a timely manner and whether the data contained in these documents are
comprehensive and useful.
Each country is given a score out of 100 which determines its ranking on
the Open Budget Index – the world’s only independent and comparative
measure of budget transparency.
Usefulness of Budget Information
Throughout the Budget Cycle
Note: The following categories are used to report the usefulness of each document:
Not produced, Published Late, Internal Use, Scant, Minimal, Limited, Substantial, or Extensive.
The Availability of
Budget Documents Over Time
0 20 40 60 80 100
45
55
42
38
34
19
16
10
3
2
0
0Saudi Arabia
Qatar
Lebanon
Iraq
Sudan
Egypt
Algeria
Yemen
Morocco
Tunisia
Jordan
Global Average
Produced for
Internal Use
Audit Report
Limited
Year-End Report
Not Produced
Mid-Year Review
Produced for
Internal Use
In-Year Reports
Not produced
Citizens Budget
Extensive
Enacted Budget
Produced for
Internal Use
Executive’s
Budget Proposal
Published late
Pre-Budget
Statement
Document 2015
Pre-Budget Statement
Executive’s Budget Proposal
Enacted Budget
Citizens Budget
In-Year Reports
Mid-Year Review
Year-End Report
Audit Report
•Not produced/published late •Produced for internal use •Published
TRANSPARENCY (OPEN BUDGET INDEX)
BY AUDIT
Budget oversight by
the supreme audit
institution in Sudan
is weak.
OUT OF 100
17
BY LEGISLATURE
Budget oversight by
the legislature in
Sudan is weak.
OUT OF 100
24
BUDGET
OVERSIGHT
The Government of
Sudan provides the
public with no
opportunities to engage in
the budget process.
OUT OF 100
0
PUBLIC
PARTICIPATION
OUT OF 100
10The Government of
Sudan provides the
public with scant
budget information.
TRANSPARENCY
(OPEN BUDGET INDEX)
SudanOPEN BUDGET SURVEY 2015
Sudan’s score of 10 on the 2015 Open Budget Index is largely the same as
its score in 2010.
Since 2010, the Government of Sudan has decreased the availability of bud-
get information by:
■■ Producing the Audit Report for internal use only.
Moreover, the Government of Sudan has failed to make progress in the fol-
lowing ways:
■■ Not making the Executive’s Budget Proposal and In-Year Reports available
to the public.
■■ Not making the Pre-Budget Statement available to the public in a timely
manner.
■■ Not producing a Citizens Budget and Mid-Year Review.
Evidence suggests that transparency alone is insufficient for improving
governance, and that public participation in budgeting can maximize the
positive outcomes associated with greater budget transparency.
To measure public participation, the Open Budget Survey assesses the
degree to which the government provides opportunities for the public
to engage in budget processes. Such opportunities should be provided
throughout the budget cycle by the executive, the legislature, and the
supreme audit institution.
Regional Comparison
Elements of Public Participation
Sudan’s score of 0 out of 100 indicates that the public is provided with no
opportunities to engage in budget processes.
0 20 40 60 80 100
25
27
21
10
8
6
4
2
0
0
0
0Sudan
Saudi Arabia
Algeria
Qatar
Morocco
Iraq
Lebanon
Egypt
Yemen
Tunisia
Jordan
Global Average
No
Supreme Audit Institution
No
Legislative
No
Executive
Public Participation
TRANSPARENCY (OPEN BUDGET INDEX)
The Open Budget Survey examines the extent to which legislatures and
supreme audit institutions are able to provide effective oversight of the
budget. These institutions play a critical role – often enshrined in national
constitutions – in planning budgets and overseeing their implementation.
Oversight by the Legislature
The legislature provides limited oversight during the planning stage of the
budget cycle and no oversight during the implementation stage of the
budget cycle.
The Executive’s Budget Proposal is not provided to legislators at least three
months before the start of the budget year. The executive does not receive
prior approval by the legislature before implementing a supplemental bud-
get. Finally, in both law and practice, the legislature is not consulted prior to
the virement of funds in the Enacted Budget, spending any unanticipated
revenue, or spending contingency funds that were not identified in the
Enacted Budget.
Oversight by the Supreme Audit Institution
The supreme audit institution provides weak budget oversight.
Under the law, it has significant discretion to undertake audits as it sees fit.
However, the head of the supreme audit institution can be removed with-
out legislative or judicial approval, which undermines its independence.
Finally, the supreme audit institution is provided with insufficient resources
to fulfill its mandate and has no quality assurance system in place.
Improving Transparency
Sudan should prioritize the following actions to improve budget transpar-
ency:
■■ PublishanExecutive’sBudgetProposal,In-YearReports,andanAuditReport.
■■ Publish in a timely manner a Pre-Budget Statement.
■■ Produce and publish a Citizens Budget and Mid-Year Review.
Improving Participation
Sudan should prioritize the following actions to improve budget participa-
tion:
■■ Establish credible and effective mechanisms (i.e., public hearings, surveys,
focusgroups)forcapturingarangeofpublicperspectivesonbudgetmatters.
■■ Holdlegislativehearingsonthebudgetsofspecificministries,departments,
and agencies at which testimony from the public is heard.
■■ Establishformalmechanismsforthepublictoassistthesupremeauditinstitu-
tion to formulate its audit program and participate in audit investigations.
Improving Oversight
Sudan should prioritize the following actions to strengthen budget over-
sight:
■■ Ensure the Executive’s Budget Proposal is provided to legislators at least
three months before the start of the budget year.
■■ Ensure the executive receives prior approval by the legislature before
implementing a supplemental budget.
■■ Require legislative or judicial approval to remove the head of the supreme
audit institution.
Weak
No
Implementation
Limited
Planning
Recommendations
Budget Oversight
The Open Budget Survey uses internationally accepted criteria developed
by multilateral organizations such as the International Monetary Fund (IMF),
the Organisation for Economic Co-operation and Development (OECD), and
the International Organisation of Supreme Audit Institutions (INTOSAI). It is a
fact-based research instrument that assesses what occurs in practice through
readily observable phenomena. The entire research process took approximately
18 months between March 2014 and September 2015 and involved about 300
experts in 102 countries. The Survey was revised somewhat from the 2012
version to reflect emerging developments in accepted good practice and to
strengthen individual questions. A full discussion of these changes can be
found in a technical note on the comparability of the Open Budget Index over
time (see below).
Survey responses are typically supported by citations and comments. This may
include a reference to a public document, an official statement by the govern-
ment, or comments from a face-to-face interview with a government official or
other knowledgeable party.
The Survey is compiled from a questionnaire completed for each country by
independent budget experts who are not associated with the national gov-
ernment. Each country’s questionnaire is then independently reviewed by an
anonymous expert who also has no association to government. In addition, IBP
invites national governments to comment on the draft results from the Survey
and considers these comments before finalizing the Survey results.
Despite repeated efforts, IBP was unable to get comments on the draft
Open Budget Questionnaire results from the Government of Sudan.
Research to complete this country’s Open Budget Survey was undertaken
by:
Nuha Mohamed
The Regional Center for Training and Development of the Civil Society
(RCDCS)
Khartoum – Ammarat St. No. (51) Sq.12 House
Sudan
mohnuh@yahoo.com
Further Information
Visit www.openbudgetsurvey.org for more information, including:
■■ The Open Budget Survey 2015: Global Report
■■ Individual datasets for each of the 102 countries surveyed.
■■ AtechnicalnoteonthecomparabilityoftheOpenBudgetIndexovertime.
www.internationalbudget.org info@internationalbudget.org
Methodology

More Related Content

What's hot

Indicators for Municipal Financial Analysis
Indicators for Municipal Financial AnalysisIndicators for Municipal Financial Analysis
Indicators for Municipal Financial AnalysisRavikant Joshi
 
Financial Performance Indicators for Municipal Bodies
Financial Performance Indicators for Municipal BodiesFinancial Performance Indicators for Municipal Bodies
Financial Performance Indicators for Municipal BodiesRavikant Joshi
 
Financial Policy Making for Local Government
Financial Policy Making for Local GovernmentFinancial Policy Making for Local Government
Financial Policy Making for Local GovernmentRavikant Joshi
 
Public Financial Management Good Practice Government Resource Planning Budget...
Public Financial Management Good Practice Government Resource Planning Budget...Public Financial Management Good Practice Government Resource Planning Budget...
Public Financial Management Good Practice Government Resource Planning Budget...FreeBalance
 
Philippine Public Financial Management System and its Role in National Develo...
Philippine Public Financial Management System and its Role in National Develo...Philippine Public Financial Management System and its Role in National Develo...
Philippine Public Financial Management System and its Role in National Develo...O C
 
Working of State Finance Commissions in India
Working of State Finance Commissions in IndiaWorking of State Finance Commissions in India
Working of State Finance Commissions in IndiaRavikant Joshi
 
Union Budget 2017 - A Pitchfork Partners Analysis
Union Budget 2017 - A Pitchfork Partners AnalysisUnion Budget 2017 - A Pitchfork Partners Analysis
Union Budget 2017 - A Pitchfork Partners AnalysisAshraf Engineer
 
Capital Budgeting And Public Financial Management
Capital  Budgeting And  Public  Financial  ManagementCapital  Budgeting And  Public  Financial  Management
Capital Budgeting And Public Financial Managementjoelnshisso
 
Local Planning, Budgeting, Fiscal Discipline
Local Planning, Budgeting, Fiscal Discipline  Local Planning, Budgeting, Fiscal Discipline
Local Planning, Budgeting, Fiscal Discipline Ravikant Joshi
 
Budget-Highlights_2011-12
Budget-Highlights_2011-12Budget-Highlights_2011-12
Budget-Highlights_2011-12C S Krishna
 
1. Financial Management - Introduction
1. Financial Management -  Introduction1. Financial Management -  Introduction
1. Financial Management - IntroductionRavikant Joshi
 
The Cash Basis Ipsas An Alternative View
The Cash Basis Ipsas An Alternative ViewThe Cash Basis Ipsas An Alternative View
The Cash Basis Ipsas An Alternative Viewicgfmconference
 
Municipal Finances in India and Alternative Sources of Municipal Finance
Municipal Finances in India and Alternative Sources of Municipal FinanceMunicipal Finances in India and Alternative Sources of Municipal Finance
Municipal Finances in India and Alternative Sources of Municipal FinanceRavikant Joshi
 
City (ULB) Finances & Budget Analysis
City (ULB) Finances & Budget AnalysisCity (ULB) Finances & Budget Analysis
City (ULB) Finances & Budget AnalysisRavikant Joshi
 

What's hot (20)

Indicators for Municipal Financial Analysis
Indicators for Municipal Financial AnalysisIndicators for Municipal Financial Analysis
Indicators for Municipal Financial Analysis
 
Financial Performance Indicators for Municipal Bodies
Financial Performance Indicators for Municipal BodiesFinancial Performance Indicators for Municipal Bodies
Financial Performance Indicators for Municipal Bodies
 
Financial Policy Making for Local Government
Financial Policy Making for Local GovernmentFinancial Policy Making for Local Government
Financial Policy Making for Local Government
 
Public Financial Management Good Practice Government Resource Planning Budget...
Public Financial Management Good Practice Government Resource Planning Budget...Public Financial Management Good Practice Government Resource Planning Budget...
Public Financial Management Good Practice Government Resource Planning Budget...
 
Philippine Public Financial Management System and its Role in National Develo...
Philippine Public Financial Management System and its Role in National Develo...Philippine Public Financial Management System and its Role in National Develo...
Philippine Public Financial Management System and its Role in National Develo...
 
Working of State Finance Commissions in India
Working of State Finance Commissions in IndiaWorking of State Finance Commissions in India
Working of State Finance Commissions in India
 
ENGR. OLUPITAN TEMITOPE
ENGR. OLUPITAN TEMITOPEENGR. OLUPITAN TEMITOPE
ENGR. OLUPITAN TEMITOPE
 
Public financial management
Public financial management Public financial management
Public financial management
 
Tue 1000 Alvarez
Tue 1000 AlvarezTue 1000 Alvarez
Tue 1000 Alvarez
 
Union Budget 2017 - A Pitchfork Partners Analysis
Union Budget 2017 - A Pitchfork Partners AnalysisUnion Budget 2017 - A Pitchfork Partners Analysis
Union Budget 2017 - A Pitchfork Partners Analysis
 
Public financial management reforms
Public financial management reformsPublic financial management reforms
Public financial management reforms
 
Capital Budgeting And Public Financial Management
Capital  Budgeting And  Public  Financial  ManagementCapital  Budgeting And  Public  Financial  Management
Capital Budgeting And Public Financial Management
 
Pfmat book
Pfmat bookPfmat book
Pfmat book
 
Local Planning, Budgeting, Fiscal Discipline
Local Planning, Budgeting, Fiscal Discipline  Local Planning, Budgeting, Fiscal Discipline
Local Planning, Budgeting, Fiscal Discipline
 
Zero-based Budgeting System: Is Budgeting System the Determinant of Budget Im...
Zero-based Budgeting System: Is Budgeting System the Determinant of Budget Im...Zero-based Budgeting System: Is Budgeting System the Determinant of Budget Im...
Zero-based Budgeting System: Is Budgeting System the Determinant of Budget Im...
 
Budget-Highlights_2011-12
Budget-Highlights_2011-12Budget-Highlights_2011-12
Budget-Highlights_2011-12
 
1. Financial Management - Introduction
1. Financial Management -  Introduction1. Financial Management -  Introduction
1. Financial Management - Introduction
 
The Cash Basis Ipsas An Alternative View
The Cash Basis Ipsas An Alternative ViewThe Cash Basis Ipsas An Alternative View
The Cash Basis Ipsas An Alternative View
 
Municipal Finances in India and Alternative Sources of Municipal Finance
Municipal Finances in India and Alternative Sources of Municipal FinanceMunicipal Finances in India and Alternative Sources of Municipal Finance
Municipal Finances in India and Alternative Sources of Municipal Finance
 
City (ULB) Finances & Budget Analysis
City (ULB) Finances & Budget AnalysisCity (ULB) Finances & Budget Analysis
City (ULB) Finances & Budget Analysis
 

Similar to OBS2015-CS-Sudan-English

Bd budget only 41% transparent
Bd budget only 41% transparentBd budget only 41% transparent
Bd budget only 41% transparentM S Siddiqui
 
The Open Budget Survey 2010
The Open Budget Survey 2010The Open Budget Survey 2010
The Open Budget Survey 2010icgfmconference
 
Government for Informed Citizens Obi
Government for Informed Citizens ObiGovernment for Informed Citizens Obi
Government for Informed Citizens Obiicgfmconference
 
Open budgeting rongai chizema, south african parliamentary support trust
Open budgeting   rongai chizema, south african parliamentary support trustOpen budgeting   rongai chizema, south african parliamentary support trust
Open budgeting rongai chizema, south african parliamentary support trustjohnhushein
 
Audit procedure in Bangladesh
Audit procedure in BangladeshAudit procedure in Bangladesh
Audit procedure in BangladeshSahed Uzzaman
 
Only 36% of Bangladesh's budget is transparent.pdf
Only 36% of Bangladesh's budget is transparent.pdfOnly 36% of Bangladesh's budget is transparent.pdf
Only 36% of Bangladesh's budget is transparent.pdfMohammadShahjahanSid
 
1. pdf Dilshad pathan - 114- Sip project Final 0.1 (3) -.pdf
1. pdf Dilshad pathan - 114- Sip project Final 0.1 (3) -.pdf1. pdf Dilshad pathan - 114- Sip project Final 0.1 (3) -.pdf
1. pdf Dilshad pathan - 114- Sip project Final 0.1 (3) -.pdfDilshad85
 
Background note - Mini Survey on Supreme Audit Institutions and Performance-R...
Background note - Mini Survey on Supreme Audit Institutions and Performance-R...Background note - Mini Survey on Supreme Audit Institutions and Performance-R...
Background note - Mini Survey on Supreme Audit Institutions and Performance-R...OECD Governance
 
Etude PwC sur les pratiques comptables des Etats (2013)
Etude PwC sur les pratiques comptables des Etats (2013)Etude PwC sur les pratiques comptables des Etats (2013)
Etude PwC sur les pratiques comptables des Etats (2013)PwC France
 
10.11648.j.jim.20140301.13
10.11648.j.jim.20140301.1310.11648.j.jim.20140301.13
10.11648.j.jim.20140301.13HafidhyMasoud
 
Fiscal Transparency - Delphine MORETTI, OECD (English)
Fiscal Transparency - Delphine MORETTI, OECD (English)Fiscal Transparency - Delphine MORETTI, OECD (English)
Fiscal Transparency - Delphine MORETTI, OECD (English)OECD Governance
 
Fiscal transparency: what does it mean today? - Elena Mondo, IBP
Fiscal transparency: what does it mean today? - Elena Mondo, IBPFiscal transparency: what does it mean today? - Elena Mondo, IBP
Fiscal transparency: what does it mean today? - Elena Mondo, IBPOECD Governance
 
Presentation_of_Budget_Information_in_Fi.ppt
Presentation_of_Budget_Information_in_Fi.pptPresentation_of_Budget_Information_in_Fi.ppt
Presentation_of_Budget_Information_in_Fi.pptwasanthaarachchi
 
Managing public money
Managing public moneyManaging public money
Managing public moneyRahat ul Aain
 
An Introduction to the OECD Working Party of Parliamentary Budget Officials a...
An Introduction to the OECD Working Party of Parliamentary Budget Officials a...An Introduction to the OECD Working Party of Parliamentary Budget Officials a...
An Introduction to the OECD Working Party of Parliamentary Budget Officials a...Congressional Budget Office
 
The_Degree_of_Openness_in_Turkey_s_Publi
The_Degree_of_Openness_in_Turkey_s_PubliThe_Degree_of_Openness_in_Turkey_s_Publi
The_Degree_of_Openness_in_Turkey_s_Publinabaz4u
 
2018-2019 Strategic Plan and Performance Report - Final
2018-2019 Strategic Plan and Performance Report - Final2018-2019 Strategic Plan and Performance Report - Final
2018-2019 Strategic Plan and Performance Report - FinalE.S.G. JR. Consulting, Inc.
 

Similar to OBS2015-CS-Sudan-English (20)

Bd budget only 41% transparent
Bd budget only 41% transparentBd budget only 41% transparent
Bd budget only 41% transparent
 
The Open Budget Survey 2010
The Open Budget Survey 2010The Open Budget Survey 2010
The Open Budget Survey 2010
 
Government for Informed Citizens Obi
Government for Informed Citizens ObiGovernment for Informed Citizens Obi
Government for Informed Citizens Obi
 
Open budgeting rongai chizema, south african parliamentary support trust
Open budgeting   rongai chizema, south african parliamentary support trustOpen budgeting   rongai chizema, south african parliamentary support trust
Open budgeting rongai chizema, south african parliamentary support trust
 
Audit procedure in Bangladesh
Audit procedure in BangladeshAudit procedure in Bangladesh
Audit procedure in Bangladesh
 
Only 36% of Bangladesh's budget is transparent.pdf
Only 36% of Bangladesh's budget is transparent.pdfOnly 36% of Bangladesh's budget is transparent.pdf
Only 36% of Bangladesh's budget is transparent.pdf
 
Background paper, English, Regional Conference for Supreme Audit Institutions...
Background paper, English, Regional Conference for Supreme Audit Institutions...Background paper, English, Regional Conference for Supreme Audit Institutions...
Background paper, English, Regional Conference for Supreme Audit Institutions...
 
1. pdf Dilshad pathan - 114- Sip project Final 0.1 (3) -.pdf
1. pdf Dilshad pathan - 114- Sip project Final 0.1 (3) -.pdf1. pdf Dilshad pathan - 114- Sip project Final 0.1 (3) -.pdf
1. pdf Dilshad pathan - 114- Sip project Final 0.1 (3) -.pdf
 
Background note - Mini Survey on Supreme Audit Institutions and Performance-R...
Background note - Mini Survey on Supreme Audit Institutions and Performance-R...Background note - Mini Survey on Supreme Audit Institutions and Performance-R...
Background note - Mini Survey on Supreme Audit Institutions and Performance-R...
 
Etude PwC sur les pratiques comptables des Etats (2013)
Etude PwC sur les pratiques comptables des Etats (2013)Etude PwC sur les pratiques comptables des Etats (2013)
Etude PwC sur les pratiques comptables des Etats (2013)
 
DFID Main Report
DFID Main ReportDFID Main Report
DFID Main Report
 
10.11648.j.jim.20140301.13
10.11648.j.jim.20140301.1310.11648.j.jim.20140301.13
10.11648.j.jim.20140301.13
 
Fiscal Transparency - Delphine MORETTI, OECD (English)
Fiscal Transparency - Delphine MORETTI, OECD (English)Fiscal Transparency - Delphine MORETTI, OECD (English)
Fiscal Transparency - Delphine MORETTI, OECD (English)
 
Fiscal transparency: what does it mean today? - Elena Mondo, IBP
Fiscal transparency: what does it mean today? - Elena Mondo, IBPFiscal transparency: what does it mean today? - Elena Mondo, IBP
Fiscal transparency: what does it mean today? - Elena Mondo, IBP
 
Presentation_of_Budget_Information_in_Fi.ppt
Presentation_of_Budget_Information_in_Fi.pptPresentation_of_Budget_Information_in_Fi.ppt
Presentation_of_Budget_Information_in_Fi.ppt
 
Managing public money
Managing public moneyManaging public money
Managing public money
 
An Introduction to the OECD Working Party of Parliamentary Budget Officials a...
An Introduction to the OECD Working Party of Parliamentary Budget Officials a...An Introduction to the OECD Working Party of Parliamentary Budget Officials a...
An Introduction to the OECD Working Party of Parliamentary Budget Officials a...
 
The_Degree_of_Openness_in_Turkey_s_Publi
The_Degree_of_Openness_in_Turkey_s_PubliThe_Degree_of_Openness_in_Turkey_s_Publi
The_Degree_of_Openness_in_Turkey_s_Publi
 
2018-2019 Strategic Plan and Performance Report - Final
2018-2019 Strategic Plan and Performance Report - Final2018-2019 Strategic Plan and Performance Report - Final
2018-2019 Strategic Plan and Performance Report - Final
 
SKK FINANCIAL MANAGEMENT REFORMS IN INDIA
SKK FINANCIAL MANAGEMENT REFORMS IN INDIASKK FINANCIAL MANAGEMENT REFORMS IN INDIA
SKK FINANCIAL MANAGEMENT REFORMS IN INDIA
 

OBS2015-CS-Sudan-English

  • 1. Regional Comparison Sudan’s score of 10 out of 100 is substantially lower than the global average score of 45. Drawing on internationally accepted criteria developed by multilateral organizations, the Open Budget Survey uses 109 indicators to measure bud- get transparency. These indicators are used to assess whether the central government makes eight key budget documents available to the public in a timely manner and whether the data contained in these documents are comprehensive and useful. Each country is given a score out of 100 which determines its ranking on the Open Budget Index – the world’s only independent and comparative measure of budget transparency. Usefulness of Budget Information Throughout the Budget Cycle Note: The following categories are used to report the usefulness of each document: Not produced, Published Late, Internal Use, Scant, Minimal, Limited, Substantial, or Extensive. The Availability of Budget Documents Over Time 0 20 40 60 80 100 45 55 42 38 34 19 16 10 3 2 0 0Saudi Arabia Qatar Lebanon Iraq Sudan Egypt Algeria Yemen Morocco Tunisia Jordan Global Average Produced for Internal Use Audit Report Limited Year-End Report Not Produced Mid-Year Review Produced for Internal Use In-Year Reports Not produced Citizens Budget Extensive Enacted Budget Produced for Internal Use Executive’s Budget Proposal Published late Pre-Budget Statement Document 2015 Pre-Budget Statement Executive’s Budget Proposal Enacted Budget Citizens Budget In-Year Reports Mid-Year Review Year-End Report Audit Report •Not produced/published late •Produced for internal use •Published TRANSPARENCY (OPEN BUDGET INDEX) BY AUDIT Budget oversight by the supreme audit institution in Sudan is weak. OUT OF 100 17 BY LEGISLATURE Budget oversight by the legislature in Sudan is weak. OUT OF 100 24 BUDGET OVERSIGHT The Government of Sudan provides the public with no opportunities to engage in the budget process. OUT OF 100 0 PUBLIC PARTICIPATION OUT OF 100 10The Government of Sudan provides the public with scant budget information. TRANSPARENCY (OPEN BUDGET INDEX) SudanOPEN BUDGET SURVEY 2015
  • 2. Sudan’s score of 10 on the 2015 Open Budget Index is largely the same as its score in 2010. Since 2010, the Government of Sudan has decreased the availability of bud- get information by: ■■ Producing the Audit Report for internal use only. Moreover, the Government of Sudan has failed to make progress in the fol- lowing ways: ■■ Not making the Executive’s Budget Proposal and In-Year Reports available to the public. ■■ Not making the Pre-Budget Statement available to the public in a timely manner. ■■ Not producing a Citizens Budget and Mid-Year Review. Evidence suggests that transparency alone is insufficient for improving governance, and that public participation in budgeting can maximize the positive outcomes associated with greater budget transparency. To measure public participation, the Open Budget Survey assesses the degree to which the government provides opportunities for the public to engage in budget processes. Such opportunities should be provided throughout the budget cycle by the executive, the legislature, and the supreme audit institution. Regional Comparison Elements of Public Participation Sudan’s score of 0 out of 100 indicates that the public is provided with no opportunities to engage in budget processes. 0 20 40 60 80 100 25 27 21 10 8 6 4 2 0 0 0 0Sudan Saudi Arabia Algeria Qatar Morocco Iraq Lebanon Egypt Yemen Tunisia Jordan Global Average No Supreme Audit Institution No Legislative No Executive Public Participation TRANSPARENCY (OPEN BUDGET INDEX)
  • 3. The Open Budget Survey examines the extent to which legislatures and supreme audit institutions are able to provide effective oversight of the budget. These institutions play a critical role – often enshrined in national constitutions – in planning budgets and overseeing their implementation. Oversight by the Legislature The legislature provides limited oversight during the planning stage of the budget cycle and no oversight during the implementation stage of the budget cycle. The Executive’s Budget Proposal is not provided to legislators at least three months before the start of the budget year. The executive does not receive prior approval by the legislature before implementing a supplemental bud- get. Finally, in both law and practice, the legislature is not consulted prior to the virement of funds in the Enacted Budget, spending any unanticipated revenue, or spending contingency funds that were not identified in the Enacted Budget. Oversight by the Supreme Audit Institution The supreme audit institution provides weak budget oversight. Under the law, it has significant discretion to undertake audits as it sees fit. However, the head of the supreme audit institution can be removed with- out legislative or judicial approval, which undermines its independence. Finally, the supreme audit institution is provided with insufficient resources to fulfill its mandate and has no quality assurance system in place. Improving Transparency Sudan should prioritize the following actions to improve budget transpar- ency: ■■ PublishanExecutive’sBudgetProposal,In-YearReports,andanAuditReport. ■■ Publish in a timely manner a Pre-Budget Statement. ■■ Produce and publish a Citizens Budget and Mid-Year Review. Improving Participation Sudan should prioritize the following actions to improve budget participa- tion: ■■ Establish credible and effective mechanisms (i.e., public hearings, surveys, focusgroups)forcapturingarangeofpublicperspectivesonbudgetmatters. ■■ Holdlegislativehearingsonthebudgetsofspecificministries,departments, and agencies at which testimony from the public is heard. ■■ Establishformalmechanismsforthepublictoassistthesupremeauditinstitu- tion to formulate its audit program and participate in audit investigations. Improving Oversight Sudan should prioritize the following actions to strengthen budget over- sight: ■■ Ensure the Executive’s Budget Proposal is provided to legislators at least three months before the start of the budget year. ■■ Ensure the executive receives prior approval by the legislature before implementing a supplemental budget. ■■ Require legislative or judicial approval to remove the head of the supreme audit institution. Weak No Implementation Limited Planning Recommendations Budget Oversight
  • 4. The Open Budget Survey uses internationally accepted criteria developed by multilateral organizations such as the International Monetary Fund (IMF), the Organisation for Economic Co-operation and Development (OECD), and the International Organisation of Supreme Audit Institutions (INTOSAI). It is a fact-based research instrument that assesses what occurs in practice through readily observable phenomena. The entire research process took approximately 18 months between March 2014 and September 2015 and involved about 300 experts in 102 countries. The Survey was revised somewhat from the 2012 version to reflect emerging developments in accepted good practice and to strengthen individual questions. A full discussion of these changes can be found in a technical note on the comparability of the Open Budget Index over time (see below). Survey responses are typically supported by citations and comments. This may include a reference to a public document, an official statement by the govern- ment, or comments from a face-to-face interview with a government official or other knowledgeable party. The Survey is compiled from a questionnaire completed for each country by independent budget experts who are not associated with the national gov- ernment. Each country’s questionnaire is then independently reviewed by an anonymous expert who also has no association to government. In addition, IBP invites national governments to comment on the draft results from the Survey and considers these comments before finalizing the Survey results. Despite repeated efforts, IBP was unable to get comments on the draft Open Budget Questionnaire results from the Government of Sudan. Research to complete this country’s Open Budget Survey was undertaken by: Nuha Mohamed The Regional Center for Training and Development of the Civil Society (RCDCS) Khartoum – Ammarat St. No. (51) Sq.12 House Sudan mohnuh@yahoo.com Further Information Visit www.openbudgetsurvey.org for more information, including: ■■ The Open Budget Survey 2015: Global Report ■■ Individual datasets for each of the 102 countries surveyed. ■■ AtechnicalnoteonthecomparabilityoftheOpenBudgetIndexovertime. www.internationalbudget.org info@internationalbudget.org Methodology