awaits with interest the implementation of a transparent, fair, credible system of local public finances, in which there would no longer be rigid practices and clientelism supporting an unbalanced system of discretionary distribution of budget resources to local communities; it would no longer be possible to influence the structure of revenues accumulated by other administrative levels; greater independence would be given to the local budget process, guaranteeing adequate revenues and enabling the collection of own taxes, which would allow resources to be managed independently and, indirectly, would make it possible to design local economic deve ...[+++]lopment policies; powers would be delegated by the State to local communities, accompanied by the necessary financial resources; procedures for financial equalisation would become true instruments to support disadvantaged communities; resources would be allocated transparently, enabling predictable financial management by all local communities; local financial autonomy would be protected from the interference of public authorities at other levels;

As parts of a series of changes in the structure of government outlined way back in December of 2003, streamlining was announced as well as that the focus would be on controllership and financial management.

International Finance Facility for Immunisation will outsource its two primary activities to existing multinational entities: financing, financial management and risk management will be outsourced to the World Bank and programme management and secretariat functions will be outsourced to Global Alliance for Vaccines and Immunisation.

Except in sub-heading 1B ‘Cohesion for growth and employment’ of the financial framework, for the purposes of sound financial management, the institutions will ensure as far as possible during the budgetary procedure and at the time of the budget's adoption that sufficient margins are left available beneath the ceilings for the various headings.

Mr. Neville, Deputy Comptroller General, Comptrollership Branch, and Mr. John Morgan, executive director, Financial Management and Accounting Policy Directorate, Comptrollership Branch, should be showing up.

Whereas the financial controller is responsible for the internal audit of his institution; whereas, in this respect, he must be consulted about setting up and altering inventory systems and systems of financial management used by the authorising officers; whereas the analysis of financial management should also be submitted to the financial controller;