Apr 24, 1997
This article covers information on performance, which is required for good management and effective governance. Knowing how well programs and services are doing is increasingly essential to managing today’s public sector, as governments face resource reductions and a citizenry expecting good value from its government. Credible information on the results being achieved is needed to manage tax dollars better, make better decisions, and provide for better accountability.
By Apr 22, 1997
This study evaluates the effectiveness of financial management within governmental agencies in Canada. It aims to develop a common understanding of what is meant by financial management in government organizations, a basis for creating and institutionalizing an effective financial management model, and a new systematic method that could be used to assess the general state of financial management in government and to provide organizations with guidance for improvement.
Mar 26, 1997
Analysis of budgeting alternatives and the implementation of the Government Performance and Results Act (GPRA).
Feb 24, 1997
Example of a Performance-Based Organization (PBO) bill to achieve clear management objectives, measurable goals, customer service standards, and specific targets for improved performance.
By Jan 24, 1997
This report reviews and analyzes techniques being applied in OECD Member countries for incorporating a more long-term orientation to the budget process. The report consists of three chapters. The first chapter focuses on the use of Multi-Year Budget Frameworks. The second chapter discusses Generational Accounting. The third and final chapter focuses on the New Zealand Fiscal Responsibility Act.
By Oct 24, 1996
This is a publication of the National Performance Review, which seeks to change the way the federal government works. Its goal is to create a government that works better and costs less. This guide is one tool for use toward that goal.
Oct 22, 1996
This report is part of an attempt to provide more information to the Canadian Parliament to increase accountability and support the government strategy of improving accountability through three steps: identifying expected results, improving measurement, and improving reporting.
By Sep 22, 1996
This paper examines how institutional arrangements affect incentives that govern the size, allocation, and use of budget resources. It compares the effects of institutional structures on fiscal discipline in Australia, Ghana, Indonesia, Malawi, New Zealand, Thailand, and Uganda. It also examines how donor assistance affects expenditure outcomes.
Aug 24, 1996
The expenditure management system described in this paper supports the Canadian government’s objective of making the best use of taxpayers’ dollars to deliver quality services. The system is built on the principle of funding new initiatives or priorities by reviewing existing expenditures and then reallocating money. This will foster greater fiscal responsibility and help the government meet its fiscal targets. It will require ministers to look for funds in their existing resources and ensure that public spending is integrated into the government strategic plan, namely the annual budget. At the same time, ministers will receive more autonomy and flexibility within a corporate framework to manage their resources to best meet the priorities of the people, organizations, and businesses they serve.
Aug 22, 1996
This publication provides an overview of New Zealand’s State sector financial management. The system includes the role and information needs of Parliament in approving and scrutinising government expenditure, the tools available to Ministers to focus public resources on the government’s priorities and to set expectations of departments and other government agencies, and the role of departments in ensuring taxpayer’s money is used appropriately.