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L’emploi et la protection sociale sont deux moyens déterminants d’assurer l’instauration d’une croissance pro-pauvres et la réalisation des Objectifs du millénaire pour le développement. Dans les pays en voie de développement la majorité des pauvres travaillent, mais principalement dans le secteur informel de l’économie, où les conditions d’emploi sont médiocres, la productivité faible et les revenus insuffisants. Une action visant à créer des conditions plus propices à la création d’entreprises à l’échelon local entraînera une amélioration des résultats obtenus sur le plan de l’emploi dans les pays en développement. La protection sociale est un investissement dans les personnes. Elle offre aux ménages la possibilité d’investir dans des activités productives et dans leur capital humain, et d’accroître ainsi leur productivité et leurs revenus. La protection sociale et l’emploi sont des priorités de développement permanentes, mais ils revêtent encore plus d’importance en période de difficulté économique. Il est jugé de plus en plus souhaitable, dans les pays en développement, que les pouvoirs publics intensifient leur action dans ces deux domaines.
Dynamic scoring – taking full account of all the economic effects of policies when estimating their budgetary effects – is almost self-evidently attractive. But it is formidably difficult to achieve. This paper assesses the key conceptual and practical challenges it poses and considers the pros and cons of adopting it. The objective should be to provide more useful information while being robust to the political debate.
The movement for greater fiscal transparency has been gaining momentum in recent years. To contribute to these efforts, the International Budget Partnership (IBP) developed the Open Budget Survey in 2006. The 2008 survey finds that the state of budget transparency around the world is deplorable, although a number of countries have improved their performance over the past two years. This article discusses the results of the 2008 survey and ways of improving budget transparency.
This article discusses Indonesia’s economic and fiscal performance following the 1997/98 financial crisis and the transition to democracy, as well as the budget formulation process and the role of Parliament. Aspects of budget implementation are discussed throughout the article. Jón R. Blöndal, Ian Hawkesworth and Hyun-Deok Choi
By Peter J. Wallison, American Enterprise Institute
The competiveness of the diverse sector of higher education sees universities increasingly reliant on marketing to position themselves within their main stakeholder groups. In doing so, the use of marketing techniques developed for the service industry are being adopted at strategic and tactical levels with little research to support such undifferentiated action. This paper discusses a number of issues joining marketing with the moral leadership of the university in a persistently competitive and commercial market place. We seek to offer practical actions to ensure that marketing remains a service to the institution and does not convert the mission of all institutions to one of consumerisation. We do this by discussing how a relationship model of engagement with stakeholders might be grounded in a virtue ethics imperative and how this might contribute to brand development and accountability.
This chapter reviews the role of the Mexican legislature in the budget process. Over the past decade, the Mexican Chamber of Deputies has become a much more active participant in the budget process. This development reflects the changes in the political system and the nature of the legislative-executive relationship. On a number of occasions, the budget process has become the focal point of conflict between the two branches. Recent reforms to the legislative budget process have provided tools to strengthen legislative oversight and have helped to some extent to clarify the respective roles of the legislature and the executive. Combined with a growing cross-party willingness to co-operate on the budget and greater emphasis on fiscal responsibility, the legislative budget process has been greatly improved.
Mexico, like most OECD countries, is under pressure to enhance the efficiency and effectiveness of public spending. An important step in this process is to obtain objective information on the performance of programmes and agencies. Performance information allows governments to measure progress towards achieving their goals and to know what programmes and policies are working and those that are not. The majority of OECD countries are seeking to improve the development and use of performance information through performance management and budgeting reforms. These reforms aim to shift the emphasis of budgeting and management away from a focus on controlling inputs and following rules and regulations towards a focus on results.
Over the past decade, the evolution of budgeting in Mexico has been driven by two main trends. First, in order to avoid crises like those of the 1980s and 1990s, the government has been working on developing an institutional framework for stable and sustainable fiscal management. Second, the country has completed the process of transition from a political system where one party dominated to a competitive multi-party system.