Economic Review; Vol.61 No.11 01/2010;
Source: OAI

ABSTRACT There are many reasons that key elements of a performance-based budgeting methodology become a part of the planning mechanism for public expenditure management at the local level of government in Croatia. At the same time, there still remains the issue of linking budget expenditures to the exact results achieved by specific budget programs at the local level of the self-government unit. This paper discusses the experience of the Reconstruction and Development Fund of the Town of Vukovar in applying a modern approach to stimulate local development in the Town of Vukovar and offers some solutions that could improve its utilization. This paper examines establishment of the monitoring and evaluation system based on input, output and outcome indicators in relation to specific and main strategic goals for local development of the Town of Vukovar. Based on defined main and specific goals, this modern planning system ensures establishment of development priorities, efficient and effective allocation of available resources, as well as the permanent assessment of introduced targets.

84 Reads
  • [Show abstract] [Hide abstract]
    ABSTRACT: A conceptual framework for evaluating statutory performance indicators for local authorities is developed. The framework, which contains 14 dimensions of organizational performance, is then applied to the indicators set for local government from 1993/94 to 2001/02. The results show that the validity and comparability of the indicators has improved substantially over time. However, a critical weakness that remains is the absence of indicators that link spending with service outcomes. Such indicators are essential if judgements about value for money and Best Value are to be made.
    Public Money & Management 02/2002; 22(2):17-24. DOI:10.1111/1467-9302.00303 · 0.60 Impact Factor
  • [Show abstract] [Hide abstract]
    ABSTRACT: Local governments in many countries are implementing administrative reforms within the framework of New Public Management (NPM) in order to improve the quality and productivity of public services. The use of performance indicators and benchmarking facilitates evaluation of efficiency regarding the provision of such services and favours the acquisition of better practices. The problems that may arise in the introduction of performance indicators in local government mainly concern the consensual design and standardization of indicators for various entities, the method to be used for calculations and the selection of analytical criteria to be applied to the values obtained. In this article, we identify obstacles that may be encountered in achieving a standardized definition of performance indicators within local government and, on the basis of learning from the practical experience of several large city councils in Spain, formulate strategies to resolve these problems, taking note of the viability and real efficacy of the solutions adopted.
    Public Management Review 03/2008; 10(2-2):241-262. DOI:10.1080/14719030801928706 · 1.42 Impact Factor
  • [Show abstract] [Hide abstract]
    ABSTRACT: Local governments need reliable information about the cities they are governing. However, an analysis of the availability of basic descriptive data (population data, information on household composition, unemployment, poverty, condition of the housing stock, homelessness, recorded crime and composition and size of local municipal income) in 55 European cities makes clear that these data are often not available because they have neither been collected nor disseminated. On average, 30 percent of simple local performance indicators is missing. National statistical traditions may help explaining the lack of data-gathering.
    International Review of Administrative Sciences 03/2004; 70(1):51-64. DOI:10.1177/0020852304041230 · 0.78 Impact Factor
Show more