The growth of strategic budget initiatives – such as gender budgeting and green budgeting - has been a prominent trend in OECD countries. This is driven by a desire to use the budget to help deliver transformational change in relation to key policy priorities demanding a whole-of-government response. This paper outlines the emergence of strategic budget initiatives across OECD countries and offers some preliminary observations on how these initiatives are being designed and implemented.
This report examines public financial management in Moldova, with a particular focus on budget preparation, execution and reporting. Moldova has already implemented the foundations of modern budget arrangements, and has made good progress in aligning with the OECD Recommendation on Budgetary Governance. The most significant reforms have been the introduction of new budget legislation, greater transparency of budget arrangements, a medium-term budget framework, performance budgeting, reforms to capital expenditure management, and piloting spending reviews. This report focuses on ways to strengthen existing arrangements to improve the quality of the country's system of budgetary governance.
This paper argues that countries will need to better assess potential savings in the provision of universal benefits and providing services free to all at the point of delivery. Instead, programmes will need to be targeted at those truly in need, and services only free to those with limited ability to pay. It draws an analogy to the progressivity of the tax system where those with greater means pay higher taxes. A similar philosophy should be the basis of government spending. It highlights examples of the application of means-testing and user charging for key areas including retirement benefits, health care and education. The paper is meant to stimulate discussion among Senior Budget Officials.
The OECD Performance Budgeting Framework provides four building blocks to guide countries in strengthening their approach to performance budgeting. These are (i) tools and methods for developing meaningful performance information, (ii) accountability and transparency, (iii) a strong enabling environment, and (iv) the use of performance information to inform decisions around the budget.
