Budgeting levers, strategic agility and the use of performance budgeting in 2011/12:
Governments need to be able to quickly and flexibly reallocate resources from one priority to another. This article addresses this dimension of strategic agility in terms of managing the reallocation of resources in the public sector through the use of various budgetary tools. The focus is on recent...
Gespeichert in:
| 1. Verfasser: | |
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| Weitere Verfasser: | |
| Format: | Elektronisch Buchkapitel |
| Sprache: | English |
| Veröffentlicht: |
Paris
OECD Publishing
2013
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| Schlagworte: | |
| Online-Zugang: | DE-384 DE-473 DE-824 DE-29 DE-739 DE-355 DE-20 DE-1028 DE-1049 DE-521 DE-861 DE-898 DE-92 DE-91 DE-573 DE-19 Volltext |
| Zusammenfassung: | Governments need to be able to quickly and flexibly reallocate resources from one priority to another. This article addresses this dimension of strategic agility in terms of managing the reallocation of resources in the public sector through the use of various budgetary tools. The focus is on recent fiscal consolidation efforts, the use of performance information and spending reviews, and automatic productivity cuts. This article draws on the OECD survey on performance and results that was conducted in 2011/12; the data are accurate as of November 2012 |
| Beschreibung: | 1 Online-Ressource (36 Seiten) 21 x 28cm |
| DOI: | 10.1787/budget-13-5k3ttg15bs31 |
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| index_date | 2024-07-03T19:35:11Z |
| indexdate | 2024-11-07T19:03:18Z |
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| language | English |
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| spelling | Hawkesworth, Ian Verfasser aut Budgeting levers, strategic agility and the use of performance budgeting in 2011/12 Ian Hawkesworth and Knut Klepsvik Paris OECD Publishing 2013 1 Online-Ressource (36 Seiten) 21 x 28cm txt rdacontent c rdamedia cr rdacarrier Governments need to be able to quickly and flexibly reallocate resources from one priority to another. This article addresses this dimension of strategic agility in terms of managing the reallocation of resources in the public sector through the use of various budgetary tools. The focus is on recent fiscal consolidation efforts, the use of performance information and spending reviews, and automatic productivity cuts. This article draws on the OECD survey on performance and results that was conducted in 2011/12; the data are accurate as of November 2012 Finance and Investment Governance Klepsvik, Knut ctb https://doi.org/10.1787/budget-13-5k3ttg15bs31 Verlag URL des Erstveröffentlichers Volltext |
| spellingShingle | Hawkesworth, Ian Budgeting levers, strategic agility and the use of performance budgeting in 2011/12 Finance and Investment Governance |
| title | Budgeting levers, strategic agility and the use of performance budgeting in 2011/12 |
| title_auth | Budgeting levers, strategic agility and the use of performance budgeting in 2011/12 |
| title_exact_search | Budgeting levers, strategic agility and the use of performance budgeting in 2011/12 |
| title_exact_search_txtP | Budgeting levers, strategic agility and the use of performance budgeting in 2011/12 |
| title_full | Budgeting levers, strategic agility and the use of performance budgeting in 2011/12 Ian Hawkesworth and Knut Klepsvik |
| title_fullStr | Budgeting levers, strategic agility and the use of performance budgeting in 2011/12 Ian Hawkesworth and Knut Klepsvik |
| title_full_unstemmed | Budgeting levers, strategic agility and the use of performance budgeting in 2011/12 Ian Hawkesworth and Knut Klepsvik |
| title_short | Budgeting levers, strategic agility and the use of performance budgeting in 2011/12 |
| title_sort | budgeting levers strategic agility and the use of performance budgeting in 2011 12 |
| topic | Finance and Investment Governance |
| topic_facet | Finance and Investment Governance |
| url | https://doi.org/10.1787/budget-13-5k3ttg15bs31 |
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