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Collaborative Governance and the Implementation of Fiscal Responsibility Frameworks

Collaborative Governance and the Implementation of Fiscal Responsibility Frameworks

Sonia D. Gatchair
Copyright: © 2017 |Pages: 20
ISBN13: 9781522516453|ISBN10: 152251645X|EISBN13: 9781522516460
DOI: 10.4018/978-1-5225-1645-3.ch021
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MLA

Gatchair, Sonia D. "Collaborative Governance and the Implementation of Fiscal Responsibility Frameworks." Handbook of Research on Sub-National Governance and Development, edited by Eris Schoburgh and Roberta Ryan, IGI Global, 2017, pp. 463-482. https://doi.org/10.4018/978-1-5225-1645-3.ch021

APA

Gatchair, S. D. (2017). Collaborative Governance and the Implementation of Fiscal Responsibility Frameworks. In E. Schoburgh & R. Ryan (Eds.), Handbook of Research on Sub-National Governance and Development (pp. 463-482). IGI Global. https://doi.org/10.4018/978-1-5225-1645-3.ch021

Chicago

Gatchair, Sonia D. "Collaborative Governance and the Implementation of Fiscal Responsibility Frameworks." In Handbook of Research on Sub-National Governance and Development, edited by Eris Schoburgh and Roberta Ryan, 463-482. Hershey, PA: IGI Global, 2017. https://doi.org/10.4018/978-1-5225-1645-3.ch021

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Abstract

Local governments, like their central government counterparts, must demonstrate increased fiscal responsibility. Although the Jamaican finance ministry has overall responsibility for direction and control of fiscal management at all levels of government, successful implementation cannot be achieved solely by the finance ministry's efforts, but requires the inputs of other actors, including central government, local authorities, the private sector, and civil society groups. This chapter examines the strategic use of collaborations among local authorities and other stakeholders in the implementation of fiscal management policies, in particular revenue-raising efforts in Jamaica, a small island state. The study examines relationships/partnerships (collaborative governance) focusing on the actors, structure, and processes in the implementation of fiscal policy reforms in local authorities. It finds that deliberate efforts must be made to manage complexity arising from overlapping networks with unclear boundaries and fluidity in participation and leadership.

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