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E-book Public Financial Management and Internal Control

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Penilaian

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his chapter describes the key aspects of public financial management and internal control reform, viewed through a managerial lens. It describes how, without a thorough appreciation of the linkage with management, this reform will at best fail to meet the intended objectives and at worst could add to administrative bureaucracy and hence costs. These are recurrent themes throughout this guide. This chapter introduces some of the terms and facets of the reform that will be explored in more depth in later chapters. Overall, this should be regarded as a major reform and it will take several years to achieve. It affects the quality of policy making, the relationships between poli-ticians and the civil (or local government) service officials, the operational managerial arrangements and the approach to internal control and budgetary and accounting information. To undertake the reform is not a simple task: it has wide-reaching effects including the arrangements for delegation, account-ability and transparency. The requirements of the reform may be in conflict with traditional customs and practices and these may affect whether or not the reform can be effectively implemented. This guide is about the development and then the practical application of the public financial management and internal control (PFM/IC) reform. It aims to help countries seeking to adopt PFM/IC to undertake this successfully and to avoid common pitfalls experienced by many countries which have tried to adopt PFM/IC, but ended up ultimately with only superficial reforms. The critical pitfall that this guide seeks to highlight and help countries avoid is the common assumption that focusing solely on the technical procedures and bureaucratic processes of introducing PFM/IC will achieve the substantive benefits of the reform. It will not! The technical aspects of the PFM/IC reform are important but to achieve a robust reform, managerial changes will almost certainly be required. Changes to governance arrangements and transparency are also likely to be needed. The nature of the necessary reforms may conflict with traditional custom and practice with the risk that such reforms may be difficult to embed.Unfortunately, this failure to recognise the impact upon management and traditional custom and practice has been a typical feature of financial manage-ment reform activities, both of PFM/IC and other PFM reforms, such as programme budgeting and accrual accounting, leading to some being described as ‘fake’ reforms.1 A key message of this guide is that countries should do their utmost to avoid this failure. To do that, countries should rec-ognise that introducing PFM/IC requires a major managerial reform and it should be treated as such by senior politicians and senior appointed officials. This guide demonstrates the complexities of the reform.

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Ketersediaan

Informasi Detail

Judul Seri

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No. Panggil

658.15 HEP p

Penerbit

Switzerland : Springer Nature., 2024

Deskripsi Fisik

593 hlm

Bahasa

English

ISBN/ISSN

9783031350665

Klasifikasi

658.15

Tipe Isi

text

Tipe Media

computer

Tipe Pembawa

online resource

Edisi

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Subjek

Financial Management

Info Detail Spesifik

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Pernyataan Tanggungjawab

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Versi lain/terkait

Lampiran Berkas

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