1.30 2.30pm Embarking On Perf Mgmt Latin America (Mario Sangines) English
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Transcript of 1.30 2.30pm Embarking On Perf Mgmt Latin America (Mario Sangines) English
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PERFORMANCE
BASED BUDGETING
IN LATIN AMERICA
Mario F. Sanginés
Inter-American Development Bank
Winter Conference
International Consortium on Government Financial Management
Washington DC, 2 December 2009
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WHAT IS PERFORMANCE-BASED
BUDGETING?
Budgeting system and processes capable of including considerations on performance to the decision-making process
PERFORMANCE is not understood only as the final impact of programs, but also contributions all along the public value engineering chain
PERFORMANCE-BASED budgeting does not mean routinely determining resource allocations; suffice it to have a budgeting discussion which includes performance information
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COMPONENTS OF PERFORMANCE-
BUDGETING
1. performance information
– Precondition for PBB
– Organized into monitoring and assessment
2. Use in the budgetary process
– Budgetary process as decision-making process
– Decisions informed according to available information
– Key stages: planning, formulation, execution
3. Incentives to managers
– Management is done by institutions
– Budget as repetitive game, generates incentives, learning
4. Assigning duties to managers
– Budget as financial restriction and operational constraint
– Key areas: cash flow, redeployments, transfers
– Accountability and trust
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Some good reasons:
• To bring the budget in line with strategic planning, to harmonize the short-term with the mid-term
• To increase ? the and focus of public expenditure
• To facilitate accountability to society for performance
• To improve the quality of public sector services• To be MORE EFFICIENT
WHY IMPLEMENT PBB?
4
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Source: Perry Guillermo, Arias Omar, et al. Poverty Reduction and Growth: Virtuous and Vicious
Circles, p. 31 of Spanish version. World Bank, 2006
NEEDS VS RESOURCES
Total tax revenue over per capita income
Total tax revenue (%of GDP)
LAC Selected countries
GDP per capita log
United States
Italy France
Spain
Dominican Republic
Brazil
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Índice de Desarrollo Humano y Gasto Público
como % del PIB (salud y educación)
Fuente: Elaboración propia en base a los datos del Informe de Desarrollo
Humano, 2005, PNUD
Gasto Público como % del PIB -salud y educación-
181614121086420
Índi
ce d
e D
esar
rollo
Hum
ano
(200
4)
1.00
.90
.80
.70
.60
.50
.40
América Latina
PIB per cápita >
a 23413 US PPP
PIB per cápita <
a 23413 US PPP
Total países
seleccionados
R² = 0.3784
RESOURCES VS PERFORMANCE
Human Development Index and Public Expenditure
as % of GDP (health and education)
Public Expenditure as % of GDP -health and education-
Source: Own compilation based on data from the Human Development Report, 2005, UNDP
Hu
man
Develo
pm
ent In
dex (2
00
4)
Latin America
GDP per capita >
GDP per capita <
Total selected countries
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Some bad reasons:
• To achieve tax savings in the short-term
• To increase control on expenditure
• Just because an international body suggests it
• Because it is fashionable
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WHY IMPLEMENT PBB?
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Who in the country are interested in promoting PBB and what motivates them?
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Stakeholder Motivation
Finance Ministry efficiency, accountability, macro
management
Ministerio de Economía investment-expenditure alignment, value
engineering
Ministry of Planning plan-budget link
Presidency/Prime Minister following up sector, institutional or
political commitments
Line Ministries improved internal management, sectoral
monitoring
Congress accountability of the executive
General Controller “value-for-money”
Society/NGOs transparency, social control
Budget Director efficiency, macro management
STAKEHOLDERS IN PBB
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Influenced by
performance
China
Bolivia
Thailand
MexicoGermany
United
States
Colombia
Peru
Australia
South
Africa
Chile
Korea
Sweden
Uruguay
New
Zealand
Norway
Great
Britain
Brasil
Canada Holland
HOW MUCH CAN
PERFORMANCE INFLUENCE
THE BUDGET?
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EMERGENCE OF PBB IN DEVELOPED
COUNTRIES
Linked to New Public Management:– Delegating powers to managers
– Citizens as users, customers
– Separation of executive roles
– Monitoring management and accountability
PBB may be considered part of a wider performance-oriented management current
PBB is designed as a necessary piece for completing the autonomy-accountability-resource allocation chain
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LESSONS LEARNT IN DEVELOPED
COUNTRIES
PBB has developed its own tools and intervened in basic planning processes, budgeting and execution
PBB involves linking to decision-making
There is no single PBB model, specific models tend to adapt to the institutionality and organizational culture of each country
Implementing PBB implies changes to organizational behavior and culture
In all cases, PBB has required an extensive implementation process
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PBB IN LATIN AMERICA
Moved by a search for greater efficiency in allocating and using limited public resources
Structured processes, incorporated into legislation (changes to financial management, laws on fiscal responsibility)
Practical experience concentrated in generating indexes
Has not generally been backed by adjustments to staff and roles, changes to management practice
Promoted by international bodies, it is associated with “development effectiveness”, facilitated by technical developments in information systems
Development still embryonic, little evidence of results; parallel development of monitoring and assessment linked to planning
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REFORMING BUDGET PROCESSES IN
LATIN AMERICA
PUBLIC MANAGEMENT INDEX BY PERFORMANCE IN
LATIN AMERICA
Source: PRODEV
2.3
1.5
2.6
2.0
1.7
0
1
2
3
4
5
Gestión Financiera, Auditoría y
Adquisiciones
Financial Management,
Audit and
Acquisitions
Program and Project
Management
Strategic Planning
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CONTRASTING USES OF
performance information
CENTRAL
LEVEL
MINISTRIES
SERVICES
DEVELOPED
COUNTRIESLATIN
AMERICA
Taking responsibility
Negotiation,
agreements
Avoiding
responsibility
Audit, penalti
es
MistrustPerformance
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TOWARDS A PBB CONCEPT THAT IS
RELEVANT FOR LATIN AMERICA
1. performance information– The significance of programs and investments makes it
necessary to balance the importance of indicators and assessments in structuring a SME
– The existence of significant budgetary rigidities and the weight of expenses established by permanent legislation makes it necessary for SME to extend to policies, tax coverage, tax expenditures
– Distinguish between strategic and management indicators
– Diversify assessment methods to ensure timeliness and relevance
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2. Incorporating performance information to the budgetary process
– Essential to create space for agent-principal discussion
– May be done in budget by programs or not
– It’s not necessary to seek a direct link between performance and resources, an effective discussion with an outcome is sufficient
– In many countries budget volatility may be a cause of weakness in institutional management. Importance of a good tax management macro
TOWARDS A PBB CONCEPT THAT IS
RELEVANT FOR LATIN AMERICA
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3. Incentives to managers
– Economic incentives not just one component (possibly the most complex) of the structure of incentives operating in the public sector. Other forms of motivation must be considered prior to economic incentives, such as recognition
– Public performance information can be a powerful source of incentives in states that are traditionally closed to the citizenry
– Individual economic incentives are complex to design and of complex effectiveness. Group incentives can be more functional to Latin American public institutions
– There is a tendency to assign supervisory roles to SMEs. A constructive approach must be given priority and be used to generate trust
TOWARDS A PBB CONCEPT THAT IS
RELEVANT FOR LATIN AMERICA
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4. Flexible management
– It is hard to demand performance if managers’ hands are tied by
excessive administrative demands
– The need to build trust suggests replacing broad power-
assigning policies with selective mechanisms, in which flexibility
forms a part of recognition for good management
– A large portion of controls comes from decisions taken by the
legislature. The latter must be incorporated to PBB processes in
the early stages of the system’s development
TOWARDS A PBB CONCEPT THAT IS
RELEVANT FOR LATIN AMERICA
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BUDGET BY PROGRAMS
Is this indispensable, desirable, or contrary to PBB?
PBB, as a method for classifying expenses, is very
useful
Nevertheless, applying the full method on every level
can be too demanding
The main thing is to generate space for discussion
for programs identified as priorities, not necessarily
for all
It is possible to have a hybrid model (e.g.: Chile)
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2
0
THE PBB CHALLENGE TO ACCOUNTING
Is accounting by accrual necessary for implementing PBB?
• Understanding the difference between accounting by accrual vsbudget by accrual
• Depends on the model, but generally not necessary
• The purchaser-provider model requires a budget by accrual because it requires a precise identification of unit costs (depreciation + annual expenditure + future expenditure)
• Other models do not, as adjustments by performance are done regardless
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CONSIDERATIONS ON
IMPLEMENTATION
– Internal consistency and sustainability
– “Big bang” or gradualness
– Importance of investing in spreading
concepts, involving players
– Need for flexibility, capacity for
feedback, persistence
– Get ready for a long voyage
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