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What Would an Ideal <strong>Public</strong> Finance Management System Look Like? 383<br />

18. Andrews (2006) argues that this was the case in Florida in the late 1990s, when a<br />

government faced with fiscal austerity attempted to replace a fledgling programperformance<br />

budget system with a zero-based budget system that introduced a high<br />

level of ex ante economic item controls.<br />

19. PEFA Indicator 12 (iii).<br />

20. Plan quality is often compromised by (a) failure to define end states (objectives)<br />

correctly, (b) incomplete analysis with respect to the desired end states, (c) lack of<br />

creativity in identifying possible strategies, (d) strategies incapable of obtaining the<br />

desired objective, <strong>and</strong> (e) poor fit between the external environment <strong>and</strong> organizational<br />

resources infeasibility.<br />

References<br />

Andrews, Matthew. 2005a. “Background <strong>and</strong> Summary of an Integrated PFM Model.”<br />

Background paper to a presentation at a Poverty Reduction Strategy Paper Learning<br />

Event, World Bank, Washington, DC, December 19, 2005. http://web. worldbank.<br />

org/WBSITE/EXTERNAL/TOPICS/EXTPUBLICSECTORANDGOVERNANCE/<br />

EXTADMINISTRATIVEANDCIVILSERVICEREFORM/0,,contentMDK:<br />

20762325~menuPK:51428063~pagePK:210082~piPK:210098~theSitePK:<br />

286367,00.html.<br />

———. 2005b. “Focusing <strong>and</strong> Integrating PFM Reforms to Ensure They Matter.”<br />

Presentation at a Poverty Reduction Strategy Paper Learning Event, World<br />

Bank, Washington, DC, December 19, 2005. http://web.worldbank.org/WBSITE/<br />

EXTERNAL/TOPICS/EXTPUBLICSECTORANDGOVERNANCE/EXTADMINIS-<br />

TRATIVEANDCIVILSERVICEREFORM/0,,contentMDK:20762325~menuPK:514<br />

28063~pagePK:210082~piPK:210098~theSitePK:286367,00.html.<br />

———. 2006. “Beyond ‘Best Practice’ <strong>and</strong> ‘Basics First’ in Adopting Performance <strong>Budgeting</strong><br />

Reform.” <strong>Public</strong> Administration <strong>and</strong> Development 26 (2): 147–61.<br />

PEFA (<strong>Public</strong> Expenditure <strong>and</strong> Financial <strong>Accountability</strong>). 2006. <strong>Public</strong> Financial<br />

Management Performance Measurement Framework. Washington, DC: World Bank.<br />

Rainey, Hal G. 2003. Underst<strong>and</strong>ing <strong>and</strong> Managing <strong>Public</strong> Organizations. San Francisco:<br />

Jossey-Bass.<br />

RosBusinessConsulting. 2006. “St. Petersburg: Participants of G8 Meeting Supported<br />

Elaboration of the <strong>Public</strong> Finance Management Code.” RosBusinessConsulting,<br />

Moscow. http://www.g8finance.ru/g8news7_100606.htm.<br />

Schick, Allen. 1998. “Why Most Developing Countries Should Not Try New Zeal<strong>and</strong><br />

Reforms.” World Bank Research Observer 13 (1): 123–31.<br />

Wildavsky, Aaron. 1964. The Politics of the Budgetary Process. Boston: Little, Brown.

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