Results-oriented budgeting in Egypt

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2013
04
. 
11
. 
This took place at January-end 2005. The Minister of State for Economic Development (the former 
Minister of Planning) is the National Coordinator of the effort. 
Around 92% of the above-mentioned recommendations were implemented as at mid-2004
Abdelhamid, 2004; & Abdelahmid, et al. 2005
In the course of an 11-months period, training programs in results-oriented budgeting and 
management were developed for introductory, intermediate and advanced levels. The total number of 
training courses offered equaled to 147 and the total number of civil servant attendees was 1,585
30 June 2004.
Ending 30 June 2005.
Kusek and Rist, 2004.
8.0 REFERENCES 
1.
Abdelhamid, D. (2004). 
‘Painful Yet Rewarding: Paving the Road to Results
-
Oriented Budgeting in Egypt,’ 
the World Bank Regional Parliamentary Workshop: Strengthening Government-Parliament Dialogue on 
Budget and Policy Reforms, conference proceedings, Rabat, Morocco. 
2.
Abdelhamid, D. et al. (2005). Public Finance in a Globalized World: Egypt Country Case, Office of 
Development Studies, UNDP/ODS Background Paper, Prepared for the Book Project: ‘The New Public 
Finance: Responding to Global Challenges,’ New York
, edited by: Inge Kaul and Pedro Conceiç
āo.
3.
Allen, R., J. Kusek (2003). Mission Summary Report and Plan of Action for Supporting the Government of 
Egypt in Performance Oriented Budgeting, the World Bank, USA. 
4.
Minister Medhat Hassanein Statement to the Euromoney Arab Financial Fo
rum: ‘Towards Results
-Based 
Monitoring and Evaluation in Egypt: Readiness Assessment’
(12-13 September 2001), Cairo. 
5.
Hassanein, M. (2004). Discussion Note Background Paper: Egypt, in Bert Purrin Roundtable Conversation 
on Moving from Outputs to Outcomes: Implications for Public Sector Management
, The World Bank’s 
Operations Evaluation Department and Operational Policy and Country Services and the IBM Center for 
the Business of Government, Washington DC. 
6.
Kusek, J. Z., and R. C. Rist (2004). Ten Steps to a Results-Based Monitoring and Evaluation System, A 
Handbook for Development Practitioners, The World Bank, USA. 
7.
Ministry of Finance (MOF) (1996). Budget Law number 53 for 1973 and its Executive Regulations, Al-
Amireya Publishers, Egypt. 
8.
Lahey, R. (2006). A Comparative Analysis of Monitoring and Evaluation in Four Selected Countries: 
Canada, United States, Australia and United Kingdom, prepared for the World Bank, USA. 
9.
Perrin, B. (2006). Moving from Outputs to Outcomes: Practical Advice from Governments Around the 
World
, based upon the Roundtable ‘Moving from Outputs to Outcomes: Implications for Public Sector 
Management,’ 11
-
16 December 0004, Managing for Performance and Results Series, the World Bank’s 
Independent Evaluation Group, IBM Center for the Business of Government. 
10.
Rist, R. C. (2000). 
‘The Preconditions for Learning: Lessons from the Public Sector,’
in: Frans L. Leeuw, 
Ray C. Rist, and Richard C. Sonnichsen (eds.), Can Governments Learn?: Comparative Perspectives on 
Evaluation & Organizational Learning, New Brunswick, Transaction Publishers, pp. 189-206. 
11.
Sattar, S. (2001). Egypt Social and Structural Review, the World Bank, USA. 
12.
Savedoff, W. D., R. Levine, & N. Birdsall (May 2006). When Will We Ever Learn? Improving Lives 
Through Impact Evaluation, Center for Global Development, Report of the Evaluation Gap Working 
Group, USA. 
13.
World Bank (2001), Readiness Assessment: Toward Results-Based Monitoring and Evaluation in Egypt, A 
World Bank Diagnostic Mission, USA. 

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Interdisciplinary Journal of Research in Business ISSN: 2046-7141
Vol. 2, Issue. 9, (pp.13- 25)