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180616 ||| eng |
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|a Blöndal, Jón R.
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|a Budgeting in Singapore
|h Elektronische Ressource
|c Jón R., Blöndal
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|a Paris
|b OECD Publishing
|c 2006
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| 300 |
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|a 42 p
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| 653 |
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|a Singapore
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| 653 |
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|a Governance
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|a eng
|2 ISO 639-2
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| 989 |
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|b OECD
|a OECD Books and Papers
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|a /10.1787/budget-v6-art3-en
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|t OECD Journal on Budgeting
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| 856 |
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|a oecd-ilibrary.org
|u https://doi.org/10.1787/budget-v6-art3-en
|x Verlag
|3 Volltext
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|a 320
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|a The public finance system of Singapore consists of four "pillars": the budget sector itself; the Central Provident Fund; the government investment agencies; and various special funds not consolidated into the budget. The budget process is characterised by close interministerial co-operation and the use of constitutional fiscal rules, spending ceilings for ministries ("block budgets"), across-the-board budget extractions (spending cuts), endowment funds, central manpower controls, and continual underspending. Parliament has a limited role. The President of the Republic has an important role as "fiscal guardian". The article describes these particular features of the Singapore budget process, and discusses other elements of budget implementation and government management such as the organisational structure of the government, the execution of budget appropriations, personnel management, financial management and reporting, and performance and results initiatives
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