Managing Development for Results: A Role for Results‐oriented Public Expenditure Management

Can results‐oriented approaches to public expenditure management function in low‐income countries? Do they have a role in securing the implementation of poverty reduction strategies? And can they assist donors in ‘managing aid for results’? Findings from seven countries suggest that they can work in environments with mediocre discipline in budget and public finance management and a degree of uncertainty caused by macroeconomic instability, but not when there is excessive ‘informality’ and instability. With political will and a strong finance ministry, they have proved valuable tools in ensuring the coherent expansion of pro‐poor programmes and their delivery through autonomous local governments. However, they have yet to become effective in improving public administrations' accountability to parliament and to non‐governmental stakeholders.