This paper focuses on the centralization program implemented in Israel in 2004 to analyze whether the administrative subordination of municipalities is an effective policy to deal with problems related to soft-budget constraint of lower level governments. The results consistently show, for different specifications and samples of municipalities, that this program brought a substantial decrease of municipalities' expenditures (mostly because of decreases in salary payments), and an increase of local property tax collection. Our analysis shows that all of the fiscal impact of the program is due to the appointment of an accountant that reports directly to the central government, a relatively mild form of administrative subordination. In contrast, more intrusive forms of subordination, like the central imposition of a recovery program, do not result in any substantial improvement of municipalities' fiscal situation. This leads us to conclude that a mild form of administrative subordination
Previous studies showed that the Israeli Ministry of Finance has greater power than finance ministries in most developed countries. The article describes three modes of policy analysis that are used in the Budget Department or on its behalf: in-house work, interministerial committees, and public committees. An examination of the three modes of policy analysis indicates that the major weakness of policy analysis is more evident in the in-house work of the Budget Department, which does not systematically evaluate the expected effects of policy proposals on benefits and costs. The interministerial committees or the public committees do not work according to a fixed methodology, and the quality of their analytical work is therefore arbitrary, depending on the people heading the committee. A tradition of presenting a menu of alternatives to policymakers has not been found in all three modes of policy analysis that were researched here. In addition, the decision rule according to which the