Diamond, Jack.
Establishing a Performance Management Framework for Government Jack Diamond. [electronic resource] / Jack Diamond. - Washington, D.C. : International Monetary Fund, 2005. - 1 online resource (28 p.) - IMF Working Papers; Working Paper ; No. 05/50 . - IMF Working Papers; Working Paper ; No. 05/50 .
Based on the experience of budget management reforms that have been introduced over the last two decades in a large number of member countries of the Organization for Economic Cooperation and Development (OECD) it is not uncommon to find emerging market economies moving toward performance-based budgeting where measures of performance play a key role. While it might be tempting for middle income countries to press forward to adopt a full-blown outputs and outcomes framework, there are some risks in the move. Such a change in orientation is only possible once managers have had adequate experience in refining the definition of programs and their objectives, and on this basis developing a comprehensive system of performance measurement. It is argued in this paper that to develop a comprehensive performance measurement system requires resolving a number of issues involved in clearly defining how to measure "performance" as well as overcoming a number of technical issues in the design and use of measures of that "performance." However, perhaps the most critical step is introducing a system whereby performance information can influence resource allocation decisions, i.e., establishing a performance management system. Based on international experience, this paper reviews each of these hurdles in moving toward a performance management framework.
1451860692 : 15.00 USD
1018-5941
10.5089/9781451860696.001 doi
Analysis of Collective Decision-Making
Budget Management
Budget Process
Budget Systems
Macroeconomic - Aspects of Public Finance
Macroeconomic Policy
Australia
United Kingdom
Establishing a Performance Management Framework for Government Jack Diamond. [electronic resource] / Jack Diamond. - Washington, D.C. : International Monetary Fund, 2005. - 1 online resource (28 p.) - IMF Working Papers; Working Paper ; No. 05/50 . - IMF Working Papers; Working Paper ; No. 05/50 .
Based on the experience of budget management reforms that have been introduced over the last two decades in a large number of member countries of the Organization for Economic Cooperation and Development (OECD) it is not uncommon to find emerging market economies moving toward performance-based budgeting where measures of performance play a key role. While it might be tempting for middle income countries to press forward to adopt a full-blown outputs and outcomes framework, there are some risks in the move. Such a change in orientation is only possible once managers have had adequate experience in refining the definition of programs and their objectives, and on this basis developing a comprehensive system of performance measurement. It is argued in this paper that to develop a comprehensive performance measurement system requires resolving a number of issues involved in clearly defining how to measure "performance" as well as overcoming a number of technical issues in the design and use of measures of that "performance." However, perhaps the most critical step is introducing a system whereby performance information can influence resource allocation decisions, i.e., establishing a performance management system. Based on international experience, this paper reviews each of these hurdles in moving toward a performance management framework.
1451860692 : 15.00 USD
1018-5941
10.5089/9781451860696.001 doi
Analysis of Collective Decision-Making
Budget Management
Budget Process
Budget Systems
Macroeconomic - Aspects of Public Finance
Macroeconomic Policy
Australia
United Kingdom