The Swiss Parliament hosted the second annual meeting of OECD parliamentary budget officials in Bern, 11-12 February 2010. The term "parliament" is used as a generic term to refer not only to parliaments, but also to congresses, national assemblies, and legislatures.
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.
Recent reforms have improved Mexico’s overall budget framework, helping it to withstand the current global crisis, but further reforms are needed to ensure long-term fiscal sustainability, according to the OECD Secretary-General.
The 6th annual meeting of the OECD network on performance and results took place on 1-2 December 2009 at the OECD Conference Centre in Paris. The meeting was chaired by Dr Gerhard Steger, Director General of the Budget Directorate, Federal Ministry of Finance, Austria.
Under the work programme with Middle East and North African countries (MENA), the second meeting of the OECD-MENA Senior Budget Officials network was held in Doha, Qatar, 4-5 November 2009, hosted by the Qatari authorities.
Through questionnaires, the OECD International Budget Practices and Procedures Database provides comparable information on the entire budget cycle: preparation, approval, execution, accounting and audit, performance information, and aid management.&l
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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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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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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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.