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Erosion of Expenditure Management System: An Unintended Consequence of Donor Approaches

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  • A. Premchand

Abstract

The paper considers the various procedures and practices relating to budgeting and accounting of foreign aid, and points out that as a result of the high degree of ringfencing associated with the aid, a kind of functional dyarchy has emerged with serious implications for expenditure management in the recipient countries. It concludes that more structured negotiations, improved information systems as well as performance agreements have the potential of avoiding the problems now encountered.

Suggested Citation

  • A. Premchand, 1996. "Erosion of Expenditure Management System: An Unintended Consequence of Donor Approaches," IMF Working Papers 1996/102, International Monetary Fund.
    • Handle: RePEc:imf:imfwpa:1996/102
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    Cited by:

    1. Nadeem Ul Haque, 2007. "Why Civil Service Reforms Do Not Work," Labor Economics Working Papers 22192, East Asian Bureau of Economic Research.
    2. Nadeem Ul Haque, 1998. "Issues in the Designing of Public Sector Reform," The Pakistan Development Review, Pakistan Institute of Development Economics, vol. 37(4), pages 299-327.
    3. Nadeem Ul Haque, 2007. "Why Civil Service Reforms Do Not Work," PIDE-Working Papers 2007:24, Pakistan Institute of Development Economics.

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