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550 Index<br />

Rosenstein-Rodan, Paul, 438<br />

Rueben, Kim, 34<br />

Rwagasore, Prince Louis, 453<br />

Rw<strong>and</strong>a, 390, 431n4, 453<br />

satisficing, 112<br />

saving costs, ABC/M for, 226–27<br />

savings base, 133<br />

savings, efficiency dividends as, 266<br />

Schiavo-Campo, Salvatore, xxii–xxiii, 3,<br />

11, 16, 18, 53, 237, 276, 278, 322,<br />

356, 387, 398, 422, 430n3, 431n12,<br />

432, 433, 435, 440, 459, 460<br />

separation of powers in budgeting, 58,<br />

84, 283, 290–91, 522, 525<br />

sequencing considerations in budget<br />

reform, 398–99, 498t<br />

sequestrations, 300<br />

Shadbegian, Ronald J., 34<br />

Shah, Anwar, ii, xxiii, 1, 8, 137, 144f, 177<br />

Shen, Chunli, xx, xxiii, 8, 137<br />

Simon, Herbert A., 111, 123<br />

Singapore, 125<br />

Skilling, David, 36<br />

social cost-benefit analysis of automated<br />

public financial management<br />

systems, 352<br />

Social Security funds, 64–65<br />

South Africa, 21–23, 501–34<br />

budget reform in, 388, 389b<br />

cash management, 525–26<br />

classification system, 526–28, 528t<br />

contingency reserve, 517–18<br />

corruption in, 390<br />

credibility of budget, 509–10<br />

execution of budget, 298–300, 299b,<br />

321n10<br />

flexibility of budget law, 524–25<br />

forward (baseline) projections,<br />

513–18, 516b<br />

historical background to reforms in,<br />

501–3<br />

integration of intergovernmental<br />

system <strong>and</strong> annual budget process<br />

in, 506–8<br />

lessons learned from, 530–34<br />

monitoring <strong>and</strong> evaluation, 523<br />

MTEF, 21, 238–39b, 501, 509, 510–12,<br />

533<br />

performance budgeting, 155t<br />

personnel responsibilities, 522<br />

PFMA (<strong>Public</strong> Financial Management<br />

Act of 1999) as legislative<br />

framework, 521–28<br />

policy-budget link, 509–10, 512–13,<br />

513f, 515, 517–18<br />

preparation <strong>and</strong> approval of budget,<br />

509–10, 510f<br />

quality of public spending, 505–6b,<br />

515, 516b<br />

reporting requirements, 518–21, 523f<br />

results of reforms in, 503–6<br />

service delivery performance,<br />

improving, 528–29<br />

shortening of budget cycle, 524<br />

strategic PFM systems, 379<br />

South Korea, 5, 65, 102<br />

Spain, 40<br />

spending baselines, 133<br />

Sri Lanka, 321n16, 459<br />

staff. See human capital<br />

state enterprises, 86n1<br />

sustainability, fiscal, 256–57<br />

Sweden<br />

capital budgeting, 90, 91–92<br />

contracts approach to budgeting<br />

process, 43<br />

efficiency dividends, 267<br />

methods <strong>and</strong> practices in budgeting, 119<br />

PEM (public expenditure<br />

management) in, 387<br />

performance budgeting, 146t, 148b,<br />

149b, 156, 157t, 158t<br />

strategic PFM systems, 379<br />

Switzerl<strong>and</strong>, 33, 156<br />

Szakaly, Kristin, 34<br />

Tanzania<br />

automated public financial<br />

management systems, 354n9,<br />

355n17, 418<br />

Burundi refugees in, 453<br />

corruption in, 390<br />

donor agencies, budget role of, 429

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