By Jan 22, 1995
Examines issues related to the productivity of public expenditures. The appendix provides a summary of the composition of public expenditure for high-income, middle-income, and low-income countries, keeping in view the limitations of such cross-country comparisons for the assessment of expenditure priorities.
By Feb 22, 1994
Example of a process for establishing access to government information.
By Jan 24, 1994
This study focuses on the reform of the core public service in New Zealand. It examines the principal stages of a decade of reforms, including commercialization, corporatization, and restructuring undertaken primarily over the period from 1984 to 1987, fundamental changes in the approach to management and accountability, begun in 1988 and 1989, and more recent initiatives which have perpetuated and consolidated the reforms.
Sep 24, 1993
This report, released in 1993, examines ways to improve the budgeting process, making it more reflective of government priorities and more focused on attaining specific results. It creates the framework for changing the management culture in the federal government to focus on results, quality, and customer service.
Sep 24, 1993
Recommendations for program design to avoid inefficiency, redundancy, and lack of accountability.
Aug 24, 1993
This report looks at management expenditures in the U.S. government. In their totality, the federal government’s management control methods are vast, complex, and very expensive. The primary responsibility of approximately one in three federal employees is to exert control over the other two-thirds and non-federal grantees and contractors. The system includes about 280,000 formally designated supervisors, managers, and executives, all of whom perform control functions, costing billions of dollars. Another nearly 267,000 people in internal staff positions–including legal, personnel, procurement, budget, and financial management staff–also spend a large portion of their time performing control functions.
By Oct 24, 1991
This publication from the Treasury Board of Canada Secretariat, highlights methods by which to develop and implement client satisfaction measurement and monitoring practices.