New Public Management in Action: the Processes of Budgetary Modernisation. An Initial Analysis in Organisational Terms (New Zealand, Great Britain, Australia and Mexico)
David Arellano Gault, José Ramón Gil, Jesús Ramírez Macías and Angeles Rojano
The transformation of the budgetary process as part of the systematic search for specific results has been considered by several countries, such as Mexico, as a substantive piece of a comprehensive reform of public administration. However, this has not been easy. Different experiences in the world, where such budgetary reform have been implemented, are re-evaluating and re-assessing their results.
The substantive purpose of this paper is to create space for analysis from the organisational viewpoint of the budgetary reform recently undertaken in Mexico, based on some experiences in other countries, particularly New Zealand, the United Kingdom and Australia. Some problems faced by reform in those countries are stressed. Given the stage of development in Mexico, such problems are not seen yet, but they may become evident in the near future.
An analysis emphasising three substantive components in the reform is made:
- Reforms concerning measurement of performance and direction of action so as
to get results.
- Legal and regulating mechanisms created to provide the
reform process with legitimacy, order and legality.
- Change of relation
between the agencies that control expense and dependencies, entities and other
government agencies.
Based on each experience, the lessons and dilemmas arising out of reform are underscored. This is summed up in three components to be analysed:
- The role of controlling agencies.
- Autonomy of government
organisations.
- Uncertainty in particular items created by reforms in
government dynamics.
Therefore, possible lessons, rather than final conclusions, are sought.
Boletín Reforme N° 397
