Performance-based Organizations: A Conversion Guide

Nov 24, 1997

Analysis of the requirements of performance-based organizations, governmental organizations which, in exchange for committing to certain measurable goals, are granted the managerial flexibility necessary to increase efficiency.

Intergovernmental Fiscal Relations: The Chinese System in Perspective

By Vivek Arora and John Norregaard , Oct 24, 1997

This paper provides an overview of recent Chinese reforms to introduce a modern system of fiscal federalism that balances the need for central macroeconomic control with the economic advantages of decentralized government. Following a discussion of the rationale for decentralization, the paper describes the main structural and economic developments in China in this area, including their impact on economic stabilization. The key measures in the 1994 fiscal reforms as well as reform initiatives needed in the future are also discussed.

Fiscal Management in Adjustment Lending

By Jayata Datta-Mitra, Jun 19, 1997

The study assesses the experiences of fiscal measures in sustaining government solvency and reducing deficits. Furthermore the study looks at how World Bank-supported fiscal adjustment worked between 1979 and 1994 in countries that initiated policy reforms supported by structural or sectoral adjustment loans. The main findings of the study are that 1) successful fiscal management requires sustained, long-term effort; 2) lower fiscal deficits are associated with faster economic growth; 3) sustained deficit reductions were achieved primarily through revenue enhancement, while expenditure reduction targets were more elusive; and 4) the fiscal reform component of Bank-supported adjustment lending had only limited success because of the fragmented treatment of fiscal issues and the vague conditionality of loans.

Reporting Performance in the Expenditure Management System

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.

Financial Management: Developing a Capability Model

By P.Elaine Grout-Brown, Christine Kelly, Joyce Ku, and Bruce Sloan, 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.