政府绩效：教训和挑战[外文翻译].rar
政府绩效：教训和挑战[外文翻译],[外文翻译]政府绩效：教训和挑战/government performance: lessons and challenges内包含中文翻译和英文原文，内容完善，建议下载阅览。①中文页数4中文字数3410②英文页数5英文字数 14142③ 摘要在过去二十年中，加强公共部门的业绩已经越来越紧迫，经合组织成员国面临着越来越...
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原文档由会员 郑军 发布
[外文翻译]政府绩效：教训和挑战/Government Performance: Lessons and Challenges
内包含中文翻译和英文原文，内容完善，建议下载阅览。
①中文页数4
中文字数3410
②英文页数5
英文字数 14142
③ 摘要
在过去二十年中，加强公共部门的业绩已经越来越紧迫，经合组织成员国面临着越来越多的政府公共开支的需求，要求更高质量的服务。而且，在一些国家，公众越来越不愿意支付更高的税款。为了应对这些挑战，各经合组织国家都在争取加强其公共部门的业绩，并通过了一系列新的手段和管理方法来完善人员和机构的预算编制。对于政府而言，其中包括将业绩考核纳入预算编制和管理，放宽输入，控制公共部门的责任、职能，并通过与公务员签订合同和引进与业绩相关的薪酬体制来改变公共就业模式。体制变革包括设立执行机构和为外包提供公共服务。本文集中于说明经合组织国家实行业绩为基础的预算和绩效管理。这样的改革要求，推动了重点预算编制，防止管理和问责制远离投入结果。为了提高性能及组织的灵活性，还要追究测量结果的形式和产出。提供业绩信息的本身不是目的，而是为了更好地支持政界人士和公务员的决策，改进性能，并最终提高社会成果。提供给决策者的业绩资料的数量已大幅度增加，但国家继续监管问题的质量和确保该信息用于决策则需要时间来制定业绩措施和指标，甚至要很长的时间才能改变行为中的关键角色系统（政客和官僚），使他们利用这一信息，并制定业绩文化，以适应她们的表现。明确政府的内部和外部宗旨的好处和结果。但是，获得这些好处政府需要一个长期的方针，切合实际的期望，并在期待中坚持。本文探讨了以发展业绩为基础的预算编制，管理和报告，并论述了经合组织国家发展的趋势，优势和局限及现行做法和今后面临的挑战。
Over the past two decades,enhancing public sector performance has taken on a new urgency in OECD member countries as governments face mounting demands on public expenditure,calls for higher quality services and, in some countries , a public increasingly unwilling to pay higher taxes. To address these challenges , various OECD countries have sought to enhance their public sector performance by adopting a range of new levers and approaches to management, budgeting,personnel and institutional structures.Within government, these have included the introduction of performance measures into budgeting and management, the relaxation of input controls,the delegation of responsibility to line ministries/agencies, and changes in public employment typified by the adoption of contracts for public servants and the introduction of performance-related pay. Examples of institutional change include the creation of executive agencies and the privatisation or outsourcing of the provision of public services. This paper concentrates on attempts by OECD countries to introduce performance or results-based budgeting and performance management.This lever of reform seeks to move the focus of budgeting, management and accountability away from inputs towards results.Managers and/or organisations are given flexibility in order to improve performance and are then held accountable for results measured in the form of outputs and outcomes. The provision of performance information is not an end in itself; rather,its overall objective is to support better decision making by politicians and public servants leading to improved performance and/or accountability,and ultimately,enhanced outcomes for society.The quantity of performance information available to decision makers has substantially increased;however, countries continue to struggle with issues of quality and with ensuring that information is used in decision making. It takes time to develop performance measures and indicators, and even longer to change the behaviour of key actors in the system(politicians and bureaucrats)so that they use this information and develop a performance culture adapted to their particular country. The performance movement is here to stay.The benefits of being clearer inside and outside government about purposes and results are undeniable.But to gain these benefits governments need a long-term approach, realistic expectations,and persistence. This paper looks at the development of performance-based budgeting,management and reporting in OECD countries and identifies the trends, the strengths and the limitations of current approaches and future challenges. First it discusses the wider perspective of government performance.
④关键字 挑战/Challenges
⑤参考文献
Teresa Curristine,OECD Journal on Budgeting[J], 2005,(1):127-151
内包含中文翻译和英文原文，内容完善，建议下载阅览。
①中文页数4
中文字数3410
②英文页数5
英文字数 14142
③ 摘要
在过去二十年中，加强公共部门的业绩已经越来越紧迫，经合组织成员国面临着越来越多的政府公共开支的需求，要求更高质量的服务。而且，在一些国家，公众越来越不愿意支付更高的税款。为了应对这些挑战，各经合组织国家都在争取加强其公共部门的业绩，并通过了一系列新的手段和管理方法来完善人员和机构的预算编制。对于政府而言，其中包括将业绩考核纳入预算编制和管理，放宽输入，控制公共部门的责任、职能，并通过与公务员签订合同和引进与业绩相关的薪酬体制来改变公共就业模式。体制变革包括设立执行机构和为外包提供公共服务。本文集中于说明经合组织国家实行业绩为基础的预算和绩效管理。这样的改革要求，推动了重点预算编制，防止管理和问责制远离投入结果。为了提高性能及组织的灵活性，还要追究测量结果的形式和产出。提供业绩信息的本身不是目的，而是为了更好地支持政界人士和公务员的决策，改进性能，并最终提高社会成果。提供给决策者的业绩资料的数量已大幅度增加，但国家继续监管问题的质量和确保该信息用于决策则需要时间来制定业绩措施和指标，甚至要很长的时间才能改变行为中的关键角色系统（政客和官僚），使他们利用这一信息，并制定业绩文化，以适应她们的表现。明确政府的内部和外部宗旨的好处和结果。但是，获得这些好处政府需要一个长期的方针，切合实际的期望，并在期待中坚持。本文探讨了以发展业绩为基础的预算编制，管理和报告，并论述了经合组织国家发展的趋势，优势和局限及现行做法和今后面临的挑战。
Over the past two decades,enhancing public sector performance has taken on a new urgency in OECD member countries as governments face mounting demands on public expenditure,calls for higher quality services and, in some countries , a public increasingly unwilling to pay higher taxes. To address these challenges , various OECD countries have sought to enhance their public sector performance by adopting a range of new levers and approaches to management, budgeting,personnel and institutional structures.Within government, these have included the introduction of performance measures into budgeting and management, the relaxation of input controls,the delegation of responsibility to line ministries/agencies, and changes in public employment typified by the adoption of contracts for public servants and the introduction of performance-related pay. Examples of institutional change include the creation of executive agencies and the privatisation or outsourcing of the provision of public services. This paper concentrates on attempts by OECD countries to introduce performance or results-based budgeting and performance management.This lever of reform seeks to move the focus of budgeting, management and accountability away from inputs towards results.Managers and/or organisations are given flexibility in order to improve performance and are then held accountable for results measured in the form of outputs and outcomes. The provision of performance information is not an end in itself; rather,its overall objective is to support better decision making by politicians and public servants leading to improved performance and/or accountability,and ultimately,enhanced outcomes for society.The quantity of performance information available to decision makers has substantially increased;however, countries continue to struggle with issues of quality and with ensuring that information is used in decision making. It takes time to develop performance measures and indicators, and even longer to change the behaviour of key actors in the system(politicians and bureaucrats)so that they use this information and develop a performance culture adapted to their particular country. The performance movement is here to stay.The benefits of being clearer inside and outside government about purposes and results are undeniable.But to gain these benefits governments need a long-term approach, realistic expectations,and persistence. This paper looks at the development of performance-based budgeting,management and reporting in OECD countries and identifies the trends, the strengths and the limitations of current approaches and future challenges. First it discusses the wider perspective of government performance.
④关键字 挑战/Challenges
⑤参考文献
Teresa Curristine,OECD Journal on Budgeting[J], 2005,(1):127-151
