TY  - BOOK
AU  - Hepworth,Noel
TI  - Public Financial Management and Internal Control: The Importance of Managerial Capability for Successful Reform in Developing and Transition Economies
SN  - 978-3-031-35066-5
PY  - 2024///
CY  - Cham
PB  - Springer Nature
KW  - Development economics & emerging economies
KW  - bicssc
KW  - Financial accounting
KW  - Public finance
KW  - Approaches to introducing PFM
KW  - Developing economies
KW  - Effective public financial management
KW  - Internal control reform
KW  - Managerial reforms
KW  - Public Financial Management
KW  - Public financial management in LMICs
KW  - Public Financial Management reform
KW  - Public sector accountability and transparency
KW  - Public sector budgetary management and control
KW  - Public sector efficiency and effectiveness
KW  - Public sector financial management
KW  - Public sector internal control
KW  - Public sector management
KW  - Quality of public service delivery
KW  - Transition economy countries
N1  - Open Access
N2  - 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
UR  - https://library.oapen.org/bitstream/id/8d21d587-18f8-4578-be2c-963a45364909/978-3-031-35066-5.pdf
UR  - https://library.oapen.org/handle/20.500.12657/76726
ER  -