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oapen-20.500.12657-767262023-10-14T02:45:18Z Public Financial Management and Internal Control Hepworth, Noel Public Financial Management Public Financial Management reform Internal control reform Developing economies Quality of public service delivery Public finance Managerial reforms Transition economy countries Effective public financial management Public financial management in LMICs Approaches to introducing PFM Public sector accountability and transparency Public sector budgetary management and control Public sector efficiency and effectiveness Public sector financial management Public sector internal control Public sector management bic Book Industry Communication::K Economics, finance, business & management::KF Finance & accounting::KFF Finance::KFFD Public finance bic Book Industry Communication::K Economics, finance, business & management::KF Finance & accounting::KFC Accounting::KFCF Financial accounting bic Book Industry Communication::K Economics, finance, business & management::KC Economics::KCM Development economics & emerging economies This open access book focuses on the ‘downstream’ element of PFM, that is how public organisations utilise public resources. It argues that improvements in PFM/IC will only flow from a recognition that what really matters is the quality of management. Management reform is an essential precondition to the successful implementation of many new techniques. Only when a managerial capacity exists willing to take advantage of the opportunities created by such technical developments, is it beneficial to pursue them. The benefits of PFM/IC flow from an improved quality of management. Despite enormous efforts, reform of public financial management and internal control (PFM/IC) in developing and transition economy countries has not been particularly successful in improving the quality of public service delivery and the use of public resources. This book outlines why this is and suggests a new approach. The analysis set out in this book is particularly relevant especially given limited national budgets and squeezed international aid budgets. These management changes include to the political/official relationships, to management structures, to budgetary and accounting arrangements and to the relationships between, particularly, the ministry of finance and other ministries. They require the delegation of operational management, developments in financial management and in accountability arrangements and a reconsideration of personnel policies, penalty and sanction arrangements. Managerial training for the civil service will be a key requirement. Reform may impact upon traditional cultural practices. These changes are all inter-related and should be coordinated. 2023-10-13T15:43:41Z 2023-10-13T15:43:41Z 2024 book ONIX_20231013_9783031350665_16 9783031350665 9783031350658 https://library.oapen.org/handle/20.500.12657/76726 eng application/pdf n/a 978-3-031-35066-5.pdf https://link.springer.com/978-3-031-35066-5 Springer Nature Palgrave Macmillan 10.1007/978-3-031-35066-5 10.1007/978-3-031-35066-5 6c6992af-b843-4f46-859c-f6e9998e40d5 8658fb2d-0f72-46e2-af72-df0bf75f42f4 9783031350665 9783031350658 Palgrave Macmillan 579 Cham [...] open access
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This open access book focuses on the ‘downstream’ element of PFM, that is how public organisations utilise public resources. It argues that improvements in PFM/IC will only flow from a recognition that what really matters is the quality of management. Management reform is an essential precondition to the successful implementation of many new techniques. Only when a managerial capacity exists willing to take advantage of the opportunities created by such technical developments, is it beneficial to pursue them. The benefits of PFM/IC flow from an improved quality of management. Despite enormous efforts, reform of public financial management and internal control (PFM/IC) in developing and transition economy countries has not been particularly successful in improving the quality of public service delivery and the use of public resources. This book outlines why this is and suggests a new approach. The analysis set out in this book is particularly relevant especially given limited national budgets and squeezed international aid budgets. These management changes include to the political/official relationships, to management structures, to budgetary and accounting arrangements and to the relationships between, particularly, the ministry of finance and other ministries. They require the delegation of operational management, developments in financial management and in accountability arrangements and a reconsideration of personnel policies, penalty and sanction arrangements. Managerial training for the civil service will be a key requirement. Reform may impact upon traditional cultural practices. These changes are all inter-related and should be coordinated.
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