A Case Study in U.S. Government Financial Management in Cross-Disciplinary Teams

Following the example of the private sector, the public sector in the United States has been undergoing process-reengineering, most notable in the Federal Government with the National Performance Review (NPR). The United States Agency for International Development (USAID) asked its overseas missions for volunteer participation as Country Experimental Laboratories (CELs) during USAID's NPR efforts. USAID/ Senegal, in French West Africa, became a CEL in the spring of 1994. The reengineering, occurring over a two-year period, created multi-disciplinary teams centered around Strategic Objectives (SOs). This article describes the experience and lessons learned from developing and implementing financial management policies and procedures to support the SO Teams, while concurrently ensuring that accountability requirements were met. The article uses the case study format, delineating the strengths, weaknesses, opportunities and threats faced by the Mission Controller, the trade-offs between the decentralization of program management and accountability, and the organizational relationships established to reengineer the financial management processes at USAID/Senegal.     

Democracy Without Parties? Political Parties and Regime Change in Fujimori's Peru

Political parties are critical to Latin American democracy. This was demonstrated in Peru, where an atomized, candidate-centered party system developed after Alberto Fujimori's 1992 presidential self-coup. Party system decomposition weakened the democratic opposition against an increasingly authoritarian regime. Since the regime collapsed in 2000, prospects for party rebuilding have been mixed. Structural changes, such as the growth of the informal sector and the spread of mass media technologies, have weakened politicians' incentive to build parties. Although these changes did not cause the collapse of the party system, they may inhibit its reconstruction.     

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