This review discusses the recent reforms in Mexico and the current systems for budget formulation, the role of Congress, budget execution and financial management, and accountability for results (performance budgeting), and makes recommendations for further action.
Dans le cadre du programme de travail avec les pays du Moyen-Orient et d'Afrique du nord (MENA), la seconde réunion du Réseau des Hauts responsables du budget OCDE-MENA s'est tenue les 4 et 5 novembre 2009 à Doha, Qatar, à l'invitation des autorités de ce pays.
La 6ème réunion annuelle du réseau des Hauts responsables du budget de l'OCDE sur la performance et les résultats s'est tenue à l'OCDE les 1er et 2 décembre 2009.
Par le biais d'un questionnaire, une enquête sur les pratiques et procédures budgétaires a été lancée par GOV en février 2003. Une nouvelle enquête a été menée en 2007 et 2008.
In his annual speech to the Centres of Governments network, Mr. Gurría reminded that this group is becoming more and more important as decision makers in OECD countries and beyond are being confronted by a combination of policy challenges of unprecedented size and complexity. According to the OECD Secretary-General, these challenges can only be addressed successfully if governments act together and learn from each other.
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The Government Performance and Results Act of 1993 (GPRA, the Results Act) established a performance management framework for federal departments and agencies. The framework consists of agency Strategic Plans, Annual Performance Plans and Annual Performance Reports. Additionally, the Director of the Office of Management and Budget (OMB) annually prepares a Government-wide Performance Plan. Approximately 100 Cabinet departments,
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This paper discusses the uses of outcomes in public sector management inNew Zealand. It begins by describing the overall public management systemwithin which government departments operate, and how outcomes are usedwithin this system. It then outlines some work that is underway to improve thefocus on outcomes, and the way that outcomes are used within the system. Theremainder of the paper is a series of case studies of innovative uses
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In 1998, the Government of the United Kingdom conducted a ComprehensiveSpending Review which examined the resources allocated to each area of spending,and for the first time decided on and published the service improvementsand reforms required in return for the resources allocated to departments’expenditure programmes. These requirements were set out in Public ServiceAgreements (PSAs) for every central government department published
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The introduction in the early 1980s of a privately managed pension system in Chile attracted world-wide attention. This article describes the new system and the reform process, with a special emphasis on the fiscal impacts.
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The Commonwealth Government of Australia introduced an accrual-basedoutcomes and outputs budgeting and reporting framework in 1999-2000. The framework seeks to focus public-sector decision making and accountabilityon three core issues - outcomes, outputs and performance indicators.