The International Handbook of Practice-Based Performance Management presents the latest scholarship in performance measurement strategies in the field of evaluation. This important resource combines cutting-edge theory and practice of performance management in the United States and abroad. The book includes contributions from internationally known scholars and practitioners who present chapters that introduce the literature on key topics and provide clear guidance on practical skill building. Key Features: Offers an international perspective: Though most of the chapters deal with performance measurement in the United States, the text represents the most notable examples of performance measurement in Canada, Latin America, Asia, Oceania, and Europe. Integrates theory and practice: The book’s unique structure links literature-based conceptual knowledge with the lessons from practice and specific applied skills. Puts theoretical discussions into context: Case examples and lessons learned connect concepts to the real world while discussion questions allow for further deliberation. Intended AudienceAn excellent addition to any academic library, this resource is ideal for practitioners, academics, and researchers in public administration, non-profit organizations, management, public policy, health care services administration, and health care planning and policy. It can also be used as a text for graduate courses such as Performance Management, Management Reforms, International Performance Management, and Performance Improvement in Public Administration.

Chapter 15: Performance-Based Budgeting in Latin and South America: Analyzing Recent Reforms in the Budgetary Systems of Brazil, Chile, Colombia, and Mexico

Performance-Based Budgeting in Latin and South America: Analyzing Recent Reforms in the Budgetary Systems of Brazil, Chile, Colombia, and Mexico

Performance-based budgeting in latin and south america: Analyzing recent reforms in the budgetary systems of brazil, chile, colombia, and mexico
DavidArellano-GaultEdgar E.Ramirez de la Cruz

The introduction of “New Public Management” ideas in the reform of Latin American countries has been a process of learning, with successes and drawbacks. In the case of the implementation of performance-based budgets, all the contradictions, tensions, and dilemmas Latin American political systems have to face become evident. Tensions between accountability and innovation; choice of political or technical decision making; participation, or not, of the legislative power in the definition of outcomes; and the impression that evaluation by performance has been added ...

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