Professional Documents
Culture Documents
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Version 7 section Wheres the Software? not talking software today, its process that drives our success in PFM and drives the product
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Technology
Public Financial Management
Government Modernization
Government Objectives
Reality
Government Objectives
Government Modernization
Public Financial Management
Technology
Software
Governance Valuation
B. Budget 2.0
Solution Blueprint
C. Performance Management
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PEFA scores
A. PFM-OUT-TURNS: Credibility of the budget B. KEY CROSS-CUTTING ISSUES: Comprehensiveness and Transparency
PEFA scores
1)Governments that were using FreeBalance software [in green] have above average accounting, recording and reporting when compared to the latest public PEFA scores, recognizing that many countries with unfavourable assessments have not made assessments public. This average is also higher than the average calculated by the Oversees Development Institute in 2008 that included unpublished assessments 2)This reporting, enabled by FreeBalance software also has helped improve external scrutiny
3)There are 3 areas that need improved controls and process to enable our customers to exceed the average
4)Policy-based budgeting seem to be below average as well, although the prior to using FreeBalance software, is close to the current average.
In Context
Public PEFA FreeBalance Customers Average PEFA Score 2.47 2.35 Average HDI Nearest HDI HDI Category Low HDI Nearest PEFA Indonesia 0.482 Cameroon 0.569 Cape Verde
*Latest PEFA from countries, only national governments, not including countries that acquired FreeBalance after the last assessment. Shows that average (using ODI method) FreeBalance assessment greater than average even with low HDI averages Cameroon while the rest averages as Cape Verde. The closest PEFA average to 2.47 is Indonesia, closest to 2.35 in Ghana
It is generally accepted that there is no formula for sequencing public financial management reform
Version 7 section
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Evaluation Method
Front-Office Technology
Public Expenditure and Financial Accountability (PEFA) Commonwealth Public Financial Management Self-Assessment Toolkit (CPFM-SAT) The Chartered Institute of Public Finance & Accountancy (CIPFA) Whole Systems Approach
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No technology guidance although PEFA assessments attribute some achievements to the use of technology A3: Use of IFMIS B2: Use of Debt Management software No technology guidance for publishing O7: Financial management information information systems
Paris Declaration and Accra Agenda for Action International Budget Partnership Open Budget Index (OBI) Gartner Group Open Government Maturity Model Institute for Electronic Government eDemocracy Model Andersen & Henriksen E-Government Maturity
Use of country systems for PFM and procurement does not specify use of technology Internet publishing of budget documents gains higher rating for many categories Provides open government technology insight
E-Democracy
E-Government
E-Government
Meta collection of 3rd party indicators Governance and anticorruption
Service Delivery
Transparency, access to more brief discussion information makes diagnostics more prescriptive
Treasury
Human Resources
Version 7 section
Data from Government Operations Revenue Budget formulation Budget execution Treasury
Human Resources
Treasury
Human Resources
Treasury
Human Resources
Treasury
Human Resources
Treasury
Human Resources
Treasury
Human Resources
Treasury
Human Resources
Version 7 section
B. Budget 2.0
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Version 7 section
Data from Government Operations Revenue Budget formulation Budget execution Treasury
B. Budget 2.0
Human Resources
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B. Budget 2.0
1.4
Budget comprehensiveness
1.2
Budget 2.0
Oversight
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0.8
0.6
0.4
0.2
Timeliness
Policy management
International standards
Budget formulation
Transparency Mechanisms
Budget 1.0 Published Documents Narrative Centric Transitional Web Publishing Visualization Centric Citizen Centric Interactive Data Open Data Budget 2.0
B. Budget 2.0
Oversight
Budget 1.0 Transitional Parliamentary Oversight Audit Audio Visual Performance Audit Press & NGO Access to Information Cooperative Planning Expert Networks Citizen Oversight Budget 2.0
Policy Management
Budget 1.0 Macro-Fiscal Frameworks Transitional Performance Management Policy Outreach Budget 2.0
B. Budget 2.0
Policy-Budget Linkages
Participatory Policy
Budget Formulation
Budget 1.0 Budget as Ceremony Transitional Budget Books Budget 2.0 Participatory Budgeting
Performance Management
Program Budgeting
Accrual Budgeting
Standards
Budget 1.0 National Standards IMF GFS Transitional IPSAS Cash Budget 2.0 IPSAS Accrual
B. Budget 2.0
Timeliness
Budget 1.0 Annual Reports In-Year Execution Audit Reports Pre-Budget Statement Interactive Data Transitional Unaudited Reports Open Data Budget 2.0
Budget Comprehensiveness
Budget 1.0 National Government Transitional Sub-National Parastatal Accrual Extensions Budget 2.0
B. Budget 2.0
Information Completeness
Performance Discipline
Budget Forecasting
C. Performance Management
Treasury
Human Resources
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C. Performance Management
C. Performance Management
C. Performance Management
C. Performance Management
C. Performance Management
Version 7 section
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C. Performance Management
C. Performance Management
C. Performance Management
PEFA/PFM Alignment
Sample Factors Version 7 section Version 7 section Resource dependency revenue management & revenue
transparency
Government employment as %, size civil service brief discussion management Debt and deficits expenditure management and procurement Population, regional disparities, ethnic issues decentralization Democracy, freedom, stability, income disparity budget and performance transparency
Benchmark
Priority Gaps
Sequencing
Benchmark
Priority Gaps
Sequencing
capacity
Governance Valuation
Demonstrates improvement
State Reform
Performance Schedule
Private sector Revenue Integration Budget Transparency Audit Purchasing & Procurement e-Procurement Public Change Management program Social Media integration Open Data Particpatory Budgeting
Planning
Financial Dashboards
Human Resources
Program Budgeting
Sector Dashboards
Balanced Scorecard
People
Performance Talent & Succession Capacity Building & Appraisal Consolidation Training Employee Self-Service
E-Recruitment
Foundation
Infrastructure upgrade
Improved Controls
Process reengineering
Key additional advantage of process: Customer implementation experience goes into product & there is an emphasis on sustainability
Solution Blueprint
B. Budget 2.0
C. Performance Management
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The process is an7 section anchor, Version excellent but not foolproof
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FreeBalance is a global provider of government resource planning software (GRP) for public financial management (PFM) brief discussion Canadian software company ISO-9001/2008 certified Strong domain expertise in government financial management, 100% focus on government Integrated technology for budget formulation and public expenditure management: entire budget cycle De facto standard for fast implementations Global presence, 18 countries, in every World Bank region