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Russian Federation - Institutional Reform in Russia: moving from design to implementation in a multi-level governance context (Inglês)

The Russian Federation embarked on a complex and ambitious institutional reform program in 2000, combining Budget Reform, Civil Service Reform and Administrative Reform. Whereas progress had been made in budget system reform in the 1990s, progress in the other two strands had previously been limited, implying that this is a largely new agenda for Russia. The implementation of reform is complicated by the multi-level governance system, which divides the responsibility for reform design and reform implementation between the Federal government and 88 regional governments, vastly disparate in their fiscal and administrative capacity.

Detalhes

  • Data do documento

    2006/06/01

  • TIpo de documento

    Documento de Trabalho

  • No. do relatório

    35576

  • Nº do volume

    1

  • Total Volume(s)

    1

  • País

    Federação Russa,

  • Região

    Europa e Ásia Central,

  • Data de divulgação

    2006/08/23

  • Disclosure Status

    Disclosed

  • Nome do documento

    Russian Federation - Institutional Reform in Russia: moving from design to implementation in a multi-level governance context

  • Palavras-chave

    Institutional Reforms in the Public Sector;Administrative and Civil Service Reform;Poverty Reduction & Economic Management;reform implementation;federal system of government;Human Resource Management System;political economy of reform;public sector management reform;financial management reform program;implementation of reform;capacity building program;change management approach;public sector reform;local government reform;intergovernmental fiscal relation;civil service law;budget system reform;public service delivery;civil service system;incentives for performance;management of reform;capacity of individual;government reform program;allocation of fund;public management system;improved service delivery;political party structure;fiscal transfer system;impact of reforms;introduction of service;public administration system;performance management system;central government authority;series of workshops;investment in capacity;institutional reform agenda;Local Finance Management;governance system;federal level;reform process;federal authority;consultative structure;lagging region;federal government;fiscal incentive;reform design;coalition building;consultative mechanism;legal instrument;budget reform;fiscal discipline;budget support;secondary legislation;monitoring methodology;brazilian case;Budget Management;budget fund;reform effort;competitiveness policy;reform measure;incentive mechanism;Fiscal Reform;state administration;capacity assessment;effective approach;clear rules;incentive system;organizational reform;regional capacity;funding mechanism;management mechanism;political support;administrative structure;operational level;federal funding;fiscal instrument;austrian approach;institutional system;political consensus;textbook example;executive branch;support network;assessment system;central management;political leadership;consultation mechanism;conservative approach;Advisory services;functional reviews;objective criterion;limited capacity;knowledge exchange;donor support;interactive training;integrated management;Performance Standards;unitary systems;competitive basis;awareness campaign;executive bodies;government system;institutional change;legislative change;Fiscal Federalism;strategy formulation;management tool;reform plan;academic institution;central state;enhancing transparency;reform strategy;administrative performance;basic structure;municipal governance;civil society;administrative capacity;federal policy;government institution;tailor made;fiscal mechanism;incentive instrument;political cycle;Performance Budgeting;formal consultation;treasury system;federal program;coordination council;personnel policy;constitutional amendment;comparative analysis;study including;management method;diagnostic criteria;contract arrangement;formal reporting;monitoring mechanism;study material;state budget;governance assessment;legal act;resource constraint;demonstration effect;international donor;effective monitoring;federal legislation;radical change;government fund;in-house training;state council;Donor Contribution;survey instrument;political level;federal resource;quality service;fiscal capacities;negative effect;governance reform;hands-on training;career management;political reality;financial incentive;constitutional instruments;innovative aspect;negative incentive;institutional environment;fiscal stabilization;

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