TY  - BOOK
AU  - Diamond,Jack
TI  - Establishing a Performance Management Framework for Government
T2  - IMF Working Papers; Working Paper
SN  - 1451860692 :
SN  - 1018-5941
PY  - 2005///
CY  - Washington, D.C.
PB  - International Monetary Fund
KW  - Analysis of Collective Decision-Making
KW  - imf
KW  - Budget Management
KW  - Budget Process
KW  - Budget Systems
KW  - Macroeconomic - Aspects of Public Finance
KW  - Macroeconomic Policy
KW  - Australia
KW  - United Kingdom
N2  - 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
UR  - http://elibrary.imf.org/view/IMF001/02080-9781451860696/02080-9781451860696/02080-9781451860696.xml
UR  - http://www.imfbookstore.org/IMFORG/9781451860696
ER  -