ICGFM 2009 Winter ConferenceParticipant Workshop

Group 1Presenter: Lidija Bradara

Group 1 - Question #1: To what extent has your country initiated a performance framework for public finance?

• All countries in group are in a different place on a continuum in carrying out performance

• Even countries who don’t believe they have initiated it are already using elements of performance framework

• E.g. using classification in structuring programs, legislation, automation and participatory budgeting

Group 1 - Question #1: To what extent has your country initiated a performance framework for public finance?(CONT’D)

• Other countries in group have made significant progress

• All countries, regardless of where they are on continuum, are interested in improving their system.

ICGFM 2009 Winter ConferenceParticipant Workshop

Group 2Presenter: Patrick Nomo

Group 2 - Question #1: To what extent has your country initiated a performance framework for public finance?

• Most countries in the group have performance management framework except one

• MTEF and other frameworks operational• National, sector and organisational level

PMF in place• A strong performance Audit system in

India

Conferencia de invierno de 2009 del ICGFMTaller de los participantes

Grupo 3ALEJANDRO CHIAPPE

Group 3 - Pregunta 1: ¿En qué medida su país inició un marco de desempeño para las finanzas públicas?

• (+)MARCO FISCAL DE MEDIANO PLAZO• (+)DESTINACION ESPECIFICA DE RECURSOS• (+) SOSTENIBILIDAD• (+)CONTINIDUAD DE LA POLITICA PUBLICA• DISCIPLINA EN EL GASTO• OBJETIVOS AMBICIOSOS• METAS INALCANSABLES

Conférence d’hiver 2009 de l’ICGFMAtelier des participants

Groupe 4Présentateur: Amos Durosier

Group 4 - Question 1 : dans quelle mesure votre pays a-t-il mis en place un cadre de rendement pour les finances publiques ?• Trois pays (Benin, Canada, Haiti) : engage ou en

cours• Benin: amorce gestion axee sur les resultats

depuis 2003, reforme de la GFP, revision de LOLF integrant la performance

• Haiti: en debut de processus, premiere etape axee sur la formation des cadres avec l’aide du PRODEV

• Canada: tres avance, debut en 1998,revise en 2005, utilise la gestion par les performances pour l’allocation des ressources et la responsabilisation des cadres

Group 1 - Question #2: What key elements must be in place before you can initiate a performance framework?

• An economic and fiscal framework• Planning and Budgeting processes must

be integrated• A legislative framework must be in place• All ministries at all levels must be trained• Clear objectives, results and indicators,

but these should not be too complicated or detailed

Group 1 - Question #2: What key elements must be in place before you can initiate a performance framework? (CONT’D)

• Formal and well formulated guidelines and precedures

• Detailed implementation plan, procedures, clearly defined responsibilities and roles

• Well developed information management system.

Group 2 - Question #2: What key elements must be in place before you can initiate a performance framework?

• Appropriate cultural and ethical attitude• Legal Framework• Planning framework• Accounting and Auditing system• Effective Human Resource Management system• Appropriate ICT system• Clarity of objectives• Data collection and validation system• Regular Internal and external Audits• Political commitment

Group 3 - Pregunta 2: ¿Qué elementos clave deben implementarse antes de iniciar un marco de desempeño?

• VOLUNTAD POLITICA• CAPITAL HUMANO • SITEMAS DE INFORMACION ARTICULADO• CAPACIDAD DE EVALUACION

Group 4 - Question 2 : quels sont les éléments clés qui doivent préalablement exister avant que vous ne puissiez mettre en place un cadre de rendement ?

• Strategie et Vision: recherche de l’efficacite des ressources publiques (y compris aide internationale)

• Volonte politique au plus haut niveau• Base solide de GFP : sequencage des activites

de reforme• Capacite / formation des cadres• Cadre legal et reglementaire• Volonte de repondre au contribuable :

transparence et information• Aspects institutionnels

Group 1 - Question #3: How do you measure the benefits of performance management?

• Information from performance based budgeting is being used in the decision-making process (and adjustments0

• Knowledge exists that programs are progressing and how goals are being achieved

• Performance audits provides information on program efficiency and effectiveness

• Increased Citizen Satisfaction

Group 2 - Question #3: How do you measure the benefits of performance management?

• Improvement in standard of living• Need for bench marking• Election outcomes

Group 3 - Pregunta 3: ¿Cómo mide los beneficios de la gestión de desempeño?

• EFICIENCIA EN EL GASTO• MEJORES SERVICIOS• RESPONSABILIDAD DE LOS FUNCIONARIOS

Group 4 - Question 3 : comment évaluez-vous les avantages de la gestion du rendement ?

• Depenser mieux: efficience• Imputabilite et responsabilisation des

gestionnaires• Benefice pour la societe au sens large : choix

sociaux exprimes• Allocation des ressources suivant les priorites• Accroitre la confiance du public: rendre l’Etat

credible pour ameliorer le devoir civique (impots)

Group 4 - Question 3 : comment évaluez-vous les avantages de la gestion du rendement ? (CONT’D)

• Attention!• Couts associes a la refome• Couts associes a l’obtention de chaque

unite d’information supplementaire• Capacite a utiliser ces informations/

indicateurs dans le processus budgetaire, de gestion et de rendus des comptes

Group 1 - Question #4: Please describe the "lessons learned" from your group's collective experience with performance management

• There has to be clear classification and definition so that progress can be measured

• Legal framework with clear responsibilities for each agency exists

• Seek best practices (and advice) from international practitioners but make sure that these fit the situation of your country.

Group 1 - Question #4: Please describe the "lessons learned" from your group's collective experience with performance management (CONT’D)

• Senior management must be champions for the process and continually inform and train mid-level managers

• Assure that objectives, results and indicators are driven by a clear vision from the beginning.

Group 2 - Question #4: Please describe the "lessons learned" from your group's collective experience with performance management

• Monitoring and Evaluation is a weak link in the performance management process

• Transparency and right to information is critical

• The power of the media to elicit performance cannot be over emphasized

• Feed back mechanisms are essential• Ownership of PMFs

Group 3 - Pregunta 4: Describa las "lecciones aprendidas" de la experiencia colectiva de su grupo en relación con la gestión de desempeño

• EXISTEN INDICADORES DE DESEMPEÑO• SISTEMAS DE INFORMACION• ARTICULACION DE SISTEMAS • RECURSOS HUNAMOS CAPACITADOS• VOLUNTAD POLITICA

Group 4 - Question 4 : veuillez décrire les « enseignements tirés » de l’expérience collective de votre groupe par rapport à la gestion du rendement

• Approches multiples mais uniformite des objectifs et attentes

• Besoin apprendre des autres• Attention! Que mesure-t-on? Facteurs exogenes

sur lesquels les gestionnaires n’ont pas d’influence

• Partage d’experience aide a developper des arguments et des approches pour gerer la resistance au changement

• ATTENTION: PAS UN PANACEE MAIS UN BON OUTIL DONC PRAGMATISME!