Publication: Implementing a Subnational Results-Oriented Management and Budgeting System: Lessons from MedellĂn, Colombia
dc.contributor.author | GĂłmez, Rafael | |
dc.contributor.author | Olivera, Mauricio | |
dc.contributor.author | Velasco, Mario A. | |
dc.date.accessioned | 2017-08-29T16:17:22Z | |
dc.date.available | 2017-08-29T16:17:22Z | |
dc.date.issued | 2009-09 | |
dc.description.abstract | After a century of political centralization in Colombia, the first public election of city mayors in 19861 began a decentralization trend, which was later reinforced by a constitutional reform in 1991. Subnational governments (departments and municipalities) were made responsible for the planning and management of social and economic development in their jurisdictions. Administrative and political reforms were accompanied by fiscal decentralization, including the transfer of central government revenues. Since 1991 the growth of fiscal transfers has accelerated. Departments and municipalities are now responsible for public health, education, water supply, and sanitation expenditures through earmarked transfers. Out of the total amount of central government expenditures (21.8 percent of GDP (Gross Domestic Product) in 2008) almost one-quarter represent regional transfers (5 percent of GDP), which finance half of all regional expenditures (10.2 percent of GDP). The purpose of this paper is to describe the budget process reform implemented in Medellin, and to analyze its actual performance and evaluate its success. The reform is changing the way public resources are allocated and executed, while gradually institutionalizing supply and demand-side practices beyond the government's political cycles. This paper describes and analyzes how the Results-oriented budgeting (RoB) was designed and implemented, and the achievements of the system to date, in terms of resource allocation and the policy-making process. | en |
dc.identifier | http://documents.worldbank.org/curated/en/921331468018564312/Implementing-a-subnational-results-oriented-management-and-budgeting-system-lessons-from-Medellin-Colombia | |
dc.identifier.doi | 10.1596/978-1-60244-117-0 | |
dc.identifier.isbn | 978-1-60244-117-0 | |
dc.identifier.uri | https://hdl.handle.net/10986/28072 | |
dc.language | English | |
dc.language.iso | en_US | |
dc.publisher | Washington, DC: World Bank | |
dc.relation.ispartofseries | ECD Working Paper Series;No. 19 | |
dc.rights | CC BY 3.0 IGO | |
dc.rights.holder | World Bank | |
dc.rights.uri | http://creativecommons.org/licenses/by/3.0/igo | |
dc.subject | ACCESS TO EDUCATION | |
dc.subject | ACCOUNTING | |
dc.subject | ACTION PLAN | |
dc.subject | ACTION PLANS | |
dc.subject | ASYMMETRIC INFORMATION | |
dc.subject | BEST PRACTICES | |
dc.subject | BUDGET ALLOCATION | |
dc.subject | BUDGET ALLOCATIONS | |
dc.subject | BUDGET CONSTRAINT | |
dc.subject | BUDGET FORMULATION | |
dc.subject | BUDGET PROCESS | |
dc.subject | BUDGET REFORM | |
dc.subject | BUDGETING | |
dc.subject | BUSINESS TOOL | |
dc.subject | CAPITAL EXPENDITURES | |
dc.subject | CHAMBER OF COMMERCE | |
dc.subject | CITIZEN PARTICIPATION | |
dc.subject | COLLECTIVE ACTIONS | |
dc.subject | COMMUNICATION STRATEGY | |
dc.subject | COMMUNITY PARTICIPATION | |
dc.subject | CONTACT INFORMATION | |
dc.subject | CUSTOMER SATISFACTION | |
dc.subject | DATA ANALYSIS | |
dc.subject | DEBT | |
dc.subject | DEBT BURDEN | |
dc.subject | DEBT SERVICE | |
dc.subject | DECENTRALIZATION | |
dc.subject | DECISION MAKING | |
dc.subject | DECISION MAKING PROCESSES | |
dc.subject | DEVELOPING COUNTRIES | |
dc.subject | DEVELOPMENT EFFECTIVENESS | |
dc.subject | ECONOMIC DEVELOPMENT | |
dc.subject | ENFORCEMENT MECHANISMS | |
dc.subject | ENTERPRISE RESOURCE PLANNING | |
dc.subject | EQUIPMENT | |
dc.subject | EVASION | |
dc.subject | EXERCISES | |
dc.subject | EXPENDITURE | |
dc.subject | FAMILIES | |
dc.subject | FINANCIAL INFORMATION | |
dc.subject | FINANCIAL INSTRUMENT | |
dc.subject | FINANCIAL RESOURCES | |
dc.subject | FINANCIAL SUPPORT | |
dc.subject | FINANCIAL SUSTAINABILITY | |
dc.subject | FINANCIAL TERMS | |
dc.subject | FISCAL DECENTRALIZATION | |
dc.subject | FISCAL DISCIPLINE | |
dc.subject | FISCAL PERFORMANCE | |
dc.subject | FISCAL POLICY | |
dc.subject | FISCAL RESPONSIBILITY | |
dc.subject | GENERAL PUBLIC | |
dc.subject | GOVERNMENT EXPENDITURES | |
dc.subject | GOVERNMENT INTERVENTIONS | |
dc.subject | GOVERNMENT REVENUES | |
dc.subject | HEALTH PROMOTION | |
dc.subject | HEALTH RESEARCH | |
dc.subject | HOSPITALS | |
dc.subject | HUMAN DEVELOPMENT | |
dc.subject | IMPLEMENTATION PROCESS | |
dc.subject | IMPLEMENTATION STAGE | |
dc.subject | INCOME | |
dc.subject | INCOME LEVEL | |
dc.subject | INCOME LEVELS | |
dc.subject | INDEBTEDNESS | |
dc.subject | INFLATION | |
dc.subject | INFORMATION ASYMMETRIES | |
dc.subject | INFORMATION ASYMMETRY | |
dc.subject | INFORMATION COMPONENT | |
dc.subject | INFORMATION FLOWS | |
dc.subject | INFORMATION NETWORK | |
dc.subject | INFORMATION POLICY | |
dc.subject | INFORMATION SYSTEM | |
dc.subject | INFORMATION SYSTEMS | |
dc.subject | INNOVATION | |
dc.subject | INSTITUTION | |
dc.subject | INSTITUTIONAL CAPACITIES | |
dc.subject | INSTITUTIONAL CAPACITY | |
dc.subject | INSTITUTIONAL DEVELOPMENT | |
dc.subject | INTERNATIONAL DEVELOPMENT | |
dc.subject | INTERVENTION | |
dc.subject | INVESTMENT DECISIONS | |
dc.subject | INVESTMENT PROJECTS | |
dc.subject | INVESTMENT RESOURCES | |
dc.subject | KNOWLEDGE MANAGEMENT | |
dc.subject | LAW ENFORCEMENT | |
dc.subject | LAWS | |
dc.subject | LEGAL INSTRUMENT | |
dc.subject | LIQUIDATION | |
dc.subject | LOAN | |
dc.subject | MDP | |
dc.subject | MORAL HAZARD | |
dc.subject | MORBIDITY | |
dc.subject | MORTALITY | |
dc.subject | MUNICIPAL ADMINISTRATION | |
dc.subject | MUNICIPALITIES | |
dc.subject | NATIONAL INVESTMENT | |
dc.subject | NUTRITION | |
dc.subject | OUTPUTS | |
dc.subject | PERFORMANCE INDICATORS | |
dc.subject | PERFORMANCE MEASURES | |
dc.subject | PERFORMANCES | |
dc.subject | PERSONAL COMMUNICATION | |
dc.subject | POLITICAL CONTROL | |
dc.subject | POLITICAL ECONOMY | |
dc.subject | PORTFOLIO | |
dc.subject | PRIVATE SECTOR | |
dc.subject | PROFESSIONAL STAFF | |
dc.subject | PUBLIC ADMINISTRATION | |
dc.subject | PUBLIC DEBT | |
dc.subject | PUBLIC EXPENDITURE | |
dc.subject | PUBLIC GOODS | |
dc.subject | PUBLIC HEALTH | |
dc.subject | PUBLIC INVESTMENT | |
dc.subject | PUBLIC RESOURCES | |
dc.subject | QUALITY OF LIFE | |
dc.subject | QUALITY OF SERVICE | |
dc.subject | QUALITY OF SERVICES | |
dc.subject | RADIO | |
dc.subject | RECURRENT EXPENDITURE | |
dc.subject | RESIGNATION | |
dc.subject | RESOURCE ALLOCATION | |
dc.subject | RESULT | |
dc.subject | RESULTS | |
dc.subject | SECRETARIES | |
dc.subject | SERVICE PROVIDER | |
dc.subject | SOCIAL POLICY | |
dc.subject | SOCIAL SECURITY SYSTEM | |
dc.subject | SOFTWARE DEVELOPMENT | |
dc.subject | SUBNATIONAL GOVERNMENTS | |
dc.subject | SUPERVISION | |
dc.subject | SYPHILIS | |
dc.subject | TARGETS | |
dc.subject | TAX | |
dc.subject | TECHNICAL ASSISTANCE | |
dc.subject | TECHNICAL ASSISTANCE PROJECT | |
dc.subject | TECHNICAL SKILLS | |
dc.subject | TECHNICAL SUPPORT | |
dc.subject | TECHNOLOGICAL SUPPORT | |
dc.subject | TELEPHONE | |
dc.subject | TELEVISION | |
dc.subject | TIME FRAME | |
dc.subject | TRAINING WORKSHOPS | |
dc.subject | TRANSLATION | |
dc.subject | TRANSPARENCY | |
dc.subject | URBANIZATION | |
dc.subject | USER | |
dc.subject | USERS | |
dc.subject | USES | |
dc.subject | VERIFICATION | |
dc.subject | VIOLENCE | |
dc.title | Implementing a Subnational Results-Oriented Management and Budgeting System | en |
dc.title.subtitle | Lessons from MedellĂn, Colombia | en |
dc.type | Working Paper | en |
dc.type | Document de travail | fr |
dc.type | Documento de trabajo | es |
dspace.entity.type | Publication | |
okr.date.disclosure | 2011-02-10 | |
okr.date.doiregistration | 2025-04-14T12:33:27.004181Z | |
okr.date.doiregistration | 2025-04-15T02:46:25.466168Z | |
okr.doctype | Publications & Research::Working Paper | |
okr.doctype | Publications & Research | |
okr.docurl | http://documents.worldbank.org/curated/en/921331468018564312/Implementing-a-subnational-results-oriented-management-and-budgeting-system-lessons-from-Medellin-Colombia | |
okr.guid | 921331468018564312 | |
okr.identifier.externaldocumentum | 000356161_20110210022629 | |
okr.identifier.internaldocumentum | 13756972 | |
okr.identifier.report | 59559 | |
okr.imported | true | |
okr.language.supported | en | |
okr.pdfurl | http://documents.worldbank.org/curated/en/921331468018564312/pdf/595590NWP0OED0101public10BOX358284B.pdf | en |
okr.region.administrative | Latin America & Caribbean | |
okr.region.country | Colombia | |
okr.topic | Health, Nutrition and Population::Health Monitoring & Evaluation | |
okr.topic | Finance and Financial Sector Development::Public & Municipal Finance | |
okr.topic | Macroeconomics and Economic Growth::Subnational Economic Development | |
okr.topic | Public Sector Development::Public Sector Management and Reform | |
okr.topic | Public Sector Development::Public Sector Expenditure Policy | |
okr.topic | Public Sector Development::Public Sector Administrative and Civil Service Reform |
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