LEADER 05951nam 2200709Ia 450 001 9910958302403321 005 20251117115713.0 010 $a1-280-08472-3 010 $a9786610084722 010 $a1-4175-3426-5 024 7 $a10.1596/0-8213-5841-3 035 $a(CKB)111098478195400 035 $a(EBL)3050718 035 $a(OCoLC)495528958 035 $a(SSID)ssj0000086197 035 $a(PQKBManifestationID)11120737 035 $a(PQKBTitleCode)TC0000086197 035 $a(PQKBWorkID)10026338 035 $a(PQKB)11582094 035 $a(MiAaPQ)EBC3050718 035 $a(Au-PeEL)EBL3050718 035 $a(CaPaEBR)ebr10063421 035 $a(CaONFJC)MIL8472 035 $a(The World Bank)2004042078 035 $a(US-djbf)13544039 035 $a(BIP)46127326 035 $a(EXLCZ)99111098478195400 100 $a20040331d2004 uf 0 101 0 $aeng 135 $aurcn||||||||| 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 00$aDecentralization in Madagascar 205 $a1st ed. 210 $aWashington, D.C. $cWorld Bank$d2004 215 $axii, 97 pages $cillustrations ;$d26 cm 225 1 $aA World Bank country study 300 $aDescription based upon print version of record. 311 08$a0-8213-5842-1 311 08$a0-8213-5841-3 320 $aIncludes bibliographical references and index. 327 $aTABLE OF CONTENTS; Abstract; Acknowledgments; Acronyms and Abbreviations; Executive Summary; 1. Introduction; 2. Today's Decentralization Agenda-Challenges and Institutional Determinants; The Legal Framework; Deconcentration and Decentralization; Control System; Regional Planning Bodies; Towards a More Service-oriented Administration; 3. Fiscal Framework; The Fiscal Gap; Expenditures; Revenues; Transfers; Improving Madagascar's Fiscal Framework; 4. Communes; Institutional Arrangements at the Commune Level; Measuring Commune Finance: Sample and Methodology 327 $aCommune Needs and Overall Flows of FundsCommune Revenues; Commune Expenditures; Improving Service Delivery at the Commune Level; Annexes; Annex A: Matrix of Policy Recommendations; Annex B: Distribution of Ministerial Functions; Annex C: Revenue Assignment in the 2000 and 2001 Budget; Annex D: Deconcentration of Expenditures; Annex E: The Local Financing Gap Methodology; Annex F: The Representativeness of the 232 Commune Sample; Annex G: Local Government Organigram; Annex H: Local Government Revenue Assignments; Glossary of French and Malagasy Terminology; Bibliography; TABLES 327 $a2.1 Administrative Parallelism2.2 Personnel and Budget Functions in the Social Sectors; 2.3 The Control Framework; 3.1 Possible Expenditure Assignments by Level of Government; 3.2 Composition of Central Government Expenditures; 3.3 Possible Revenue Assignments by Level of Government; 3.4 Revenue Assignments in Madagascar; 3.5 Combining Objectives and Design; 3.6 Transfers to Administrative Levels (in million FMG) in 2001; 3.7 Transfers to Commune Budgets (2001); 4.1 Local Financing Gaps (US per capita and % of total needs); 4.2 Sources of Financing (US per capita) 327 $a4.3 Revenue Items and Collection Mechanism4.4 Revenue Composition of Urban and Rural Communes (estimated); 4.5 Own Revenue by Recovery Mechanism; 4.6 Breakdown of Expenditures in Urban Communes and Communes in the Greater Antananarivo Area; 4.7 Breakdown of Recurrent Expenditures; 4.8 Breakdown of Investments; 4.9 Functional Classification-Overview; CHARTS; 2.1 Madagascar 's Territorial Administration; 3.1 Madagascar's Revenues in the International Context-Government Revenues as a Share of GDP (excluding grants) 1998 327 $a3.2 Madagascar's Revenues in the International Context-Government Revenues as a Share of GDP (excluding grants) 20013.3 Shares of Recurrent Expenditures Executed Below the Center; 3.4 Social Sector Spending by Administrative Level; 3.5 Central Government Budgetary Revenue 1998-2000 (in % of GDP); 3.6 Delay of Unconditional Transfers to Rural Communes (sample of 15 communes); 4.1 Institutional Relationships at the Local Level; 4.2 Data Sources; 4.3 Gap per Sector (US per capita); 4.4 Breakdown of Total Local Revenues; 4.5 Breakdown of Total Local Taxes; 4.6 Breakdown of User Fees 327 $a4.7 Breakdown of Administrative Fees 330 $aDecentralization faces many constraints in poor countries like Madagascar, however many positive lessons can be drawn from the Madagascar case which point to the potentials of the decentralization process.. As has happened in many other developing countries, particularly in Africa, Madagascar's decentralization process has seen reversals, uncertainties and lack of clarity all along. This explains why Madagascar, despite the experience with decentralization, remains a highly centralized country with only about 3-4 per cent of expenditures spent below the center and with very few prerogatives decentralized to the local level. Decentralization in Madagascar identifies some of the constraints, such as the structural centralization of public finances, weak capacity at the local level and inappropriate institutional frameworks. It argues that a lot can be gained from simplifying administrative arrangements and fiscal relationships. These recommendations are based on a detailed empirical analysis of more than 300 local governments' budgets and also applies a methodology for measuring local financing needs ("local financing gap"). 410 0$aWorld Bank country study. 606 $aDecentralization in government$zMadagascar 606 $aBureaucracy$zMadagascar 615 0$aDecentralization in government 615 0$aBureaucracy 676 $a352.2/83 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910958302403321 996 $aDecentralization in Madagascar$94476380 997 $aUNINA