Performance Budgeting: Linking Funding and Results by Marc Robinson, M. Robinson

By Marc Robinson, M. Robinson

This publication examines the speculation and perform of functionality budgeting, which goals to hyperlink the investment of presidency organizations to the consequences they carry to enhance the potency of public spending. In a mix of thematic reports and case reviews, it essentially provides the varied diversity of up to date functionality budgeting versions and examines their effectiveness. Its assurance is really foreign, spanning constructed, constructing, and middle-income international locations. Reflecting this, its case reports variety from the state of the art use of functionality objectives within the finances strategy within the uk to the implementation of performance-based college investment in Ethiopia. the necessities for potent functionality budgeting--including the advance of fine functionality measures and accounting platforms for costing the implications brought through government--are systematically handled, as is implementation technique. for additional info on the best way to buy a duplicate of this identify, please stopover at

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Pdf> (accessed August 1, 2003). pdf> (accessed August 1, 2005). , 2001, “Assessing State Accountability Systems,” Change, March/April, pp. 46–52. Part One Performance Information Foundations 2 Informing Performance Budgeting Marc Robinson1 Part One of this volume focuses upon performance information. “Performance information” has been defined in this volume as referring to information first on the results achieved by public expenditure, and second on the costs of achieving those results. Since performance budgeting is about the use of performance information in budgeting/funding decisions, the development of the right type of performance information is clearly a crucial prerequisite for its success.

Conclusions Performance budgeting seeks to link the funding provided to government agencies to the results they deliver, in order to increase the efficiency and effectiveness of public expenditure. For this purpose, it makes systematic use of performance information in the budgeting/funding process. It is important to distinguish performance budgeting from “managing-for-results,” which is about the use of performance information in public management more generally. In many of its contemporary incarnations, performance budgeting is part of a broader “managing-for-results” set of reforms.

More generally, they viewed traditional budgetary processes as inherently “incrementalist”—that is, as characterized by a tendency for the “base” funding of established agencies and programs to be unthinkingly renewed year after year. Program budgeting aimed to change all this through a system in which expenditure would be planned and controlled by objective. are considered together” Performance Budgeting Models and Mechanisms 5 (Carlson, 1969, p. 617)4—with the objectives of of each program being explicitly defined.

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