commission on fiscal imbalance 合集

The feedback system is deemed to work because of the

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Unformatted text preview: haracterises the dialogue among different levels of government and on the other to assume clear responsibilities as compared to at least a limited set of objectives and targets. The strength of the system is heavily dependent upon reducing the risk of renegotiating agreed rules and of tensions on the reserve allocation that would originate pressures to change rules. This risk does exist; however, some characteristics of the process leading to the definition of the rules make it less likely to occur: 1. The incentive device is the outcome of a partnership effort, which will accompany its implementation until the final allocation of the reserve resources; 2. The credibility of the process and the commitment of all the actors is ensured by having made the latter part of an intergovernmental agreement with a super-national partner, the European Commission; 3. Indicators, targets and reallocation rules were clearly defined from the beginning, while a monitoring device has been set to provide administrations with a feedback on how to improve their action to attain the benchmarks; 4. Italy has recently had a positive experience of competition among administrations. In the case of the allocation of 2000 Meuro to projects presented by regional and central administrations, 30% was allocated with a reward mechanism and there was no pressure to renegotiate rules. As said before, we expect that the reserve system will help improving the effectiveness of public investments. Because the programming of structural funds was mainly based on a cooperative model, monitoring and evaluation of the reserve are designed so as to share fully information among all actors involved. A technical group will be appointed to monitor and assess every year the progress made by each administration against their benchmarks. The assessment will then be performed with the help of each management authority (central administration or regional one) and their evaluation unit. Every year, starting from 2001, each management authority will provide the technical group with a report on both reserves, stating the attainment of each indicator. On this basis the technical group will provide the CSF Monitoring Committee with a technical report assessing progress, bottlenecks and obstacles to implement the two reserve requirements. The CSF Monitoring Committee will then formulate specific recommendations to each administration. The deadline for final reports is the end of September 2002 for the 6% and the end of July 2003 for the 4%. 260 Commission on Fiscal Imbalance An effective monitoring and assessment system is crucial in order to provide the necessary information required to readdress or modify measures and actions being carried out to meet the reserve objectives. Therefore its outcomes will be immediately integrated into programming and implementation through a feed-back process. The sequence of properly collecting the data, monitoring, evaluating and feeding back administrations with relevant recommendations and advice is expected to be effective in internalising evaluation results and allowing all administration to satisfy as many indicators as possible. The feedback system...
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This note was uploaded on 03/06/2013 for the course ECON 220 taught by Professor Paulo during the Spring '13 term at University of Liverpool.

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