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SYSTEM OF EVALUATION AND MANAGEMENT CONTROL RESULTS-BASED BUDGETING THE CHILEAN EXPERIENCE

Learn about Chile's system of evaluation and management control, focusing on enhancing resource allocation, transparency, and performance information to elevate public expenditure quality. Explore the evaluation of programs and institutions, strategic definitions, and institutional efficiency mechanisms.

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SYSTEM OF EVALUATION AND MANAGEMENT CONTROL RESULTS-BASED BUDGETING THE CHILEAN EXPERIENCE

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  1. SYSTEM OF EVALUATION AND MANAGEMENT CONTROL RESULTS-BASED BUDGETINGTHE CHILEAN EXPERIENCE Heidi Berner H Head of Management Control Division Budget Office, Ministry of Finance, Chile October, 2008

  2. EVALUATION AND MANAGEMENT CONTROLSYSTEM OBJECTIVE: Providing performance information and introducing practices to improve the quality of public expenditure • Improving resourceallocation • Improving the use of resources • Improving transparency 1

  3. EVALUATION OF PROGRAMS AND INSTITUTIONS • 1997: Evaluation of Public Programs (EPG) • 2001: Impact Evaluation of Programs • 2002: Agency Evaluation (Comprehensive Spending Review) 1993: PERFORMANCE INDICATORS 2001: STRATEGIC DEFINITIONS 1997: COMPREHENSIVE MANAGEMENT REPORT (BGI) 2001: PRESENTATION OF PROGRAMS TO BUDGET • INSTITUTIONAL WAGE INCENTIVE MECHANISMS • 1998: Management Improvement Program: • - Basic Framework Program (2001) • - Advance Framework Program (2003) • 2003: Incentive to Physicians 3 1

  4. EVALUATION OF PROGRAMS AND INSTITUTIONS 2006: Increasing coverage - 155 programs or agencies will be evaluated between 2006-2010. 2009: Creation of New Line: Evaluation of New Programs PERFORMANCE INDICATORS STRATEGIC DEFINITIONS COMPREHENSIVE MANAGEMENT REPORT (BGI) PRESENTATION OF PROGRAMS TO BUDGET 2007: Technical Assistance 2008: Reviewing Program Presentation 2008: PUBLIC MANAGEMENT MODERNIZATION FUND INSTITUTIONAL WAGE INCENTIVE MECHANISMS 2009: Management Improvement Program (PMG) – Framework Program of Quality 2007: Institutional Efficiency Goals 4 1

  5. PERFORMANCE AND BUDGETARY INFORMATION • Not Direct relation (not mechanical) Use together with other categories of information - Political Priorities - Financial Restrictions • Presentation to the Congress along with the Budget Law 1

  6. PERFORMANCE INDICATORS • Aimed at telling how a government organization is performing over time • Agencies compete with their past record • Ongoing, periodical information • Measure performance in different: • Dimensions (effectiveness, efficiency, economy, service quality) • Delivery levels (process, output, outcome) • Need reliable data collection methods • Support from strategic plan, management information system (PMG) • Started 1993 as a pilot, since 2001 is part of the budget preparation • Incrementalist approach, starting on voluntary basis • Budget-related (public agencies presents their indicators and its goals during budget preparation) • Disclosure policy: Congress and general public 1

  7. PERFORMANCE INDICATORS Coverage and Quality of Performance Indicators 1

  8. EVALUATION OF PROGRAMS AND INSTITUTIONS • Assess programs against their stated aims and expected results on their beneficiaries • Requirements: relevance, independence, timeliness, transparency, public, reliable, efficient. • Agreement with Congress and Financial Management Law and its Regulation (2003) • Started 1997 based on logical framework methodology (EPG) • Budget-related (the results of the evaluation are taking into account in the budget preparation) • Programs selected with Congress • Performed by independent evaluators through panels of experts or universities and consulting firms. • Counterpart in ministries/agencies in charge of programs • Impact evaluations (2001) • Agency evaluations (2002) • Delivered in 6 to 12 months • Reported to Budget, Congress and the public • Commitments to incorporate recommendations from the evaluation • Follow up of commitments compliance 1

  9. EVALUATION OF PROGRAMS AND INSTITUTIONS Number of Programs and Agencies Evaluated ( ): On progress. 1

  10. EVALUATION OF PROGRAMS AND INSTITUTIONS Evaluation of Programs (EPG - Impact) (2000 - 2008) EFFECTS % PROG. 1.- MINOR ADJUSTMENTS 23% 2.- MODIFICATIONS IN THE DESIGN OF THE COMPONENTS AND PROCESSES 37% 3.- MAJOR REFORMULATIONS 27% 4.- INSTITUTIONAL RELLOCATION 6% 5.- PROGRAM CANCELLED OR COMPLETELY REFORMULATED 7% TOTAL PROGRAMS (174) 100% 1

  11. EVALUATION OF PROGRAMS AND INSTITUTIONS New Line of Evaluation: Evaluation of New Programs (EPN). To assure that Chile remains in the leading ranks of countries with systematic evaluation processes by updating evaluation procedures and processes to world frontier levels. • Designing of the evaluation at the beginning of each new program • Establishing control groups for the evaluation, based on randomized trials whenever is possible • Establishing an international advisory committee to periodically review and assess the process of evaluation • Implementing this new line gradually 11 1

  12. PRESENTATION OF PROGRAMS TO BUDGET • Started 2000 with preparation of 2001 Budget • Standard format to submit public programs for funding (2005 – 2009) • Ministries submit new programs and existing programs with importance • budget increases • Submission based on logical framework matrix (aims, goals, expected • results, components, indicators, target population) • Finance makes proposal on basis of quality, consistency with government • priorities and strategies, President makes final decision • Provides better base line for future impact evaluation • 2008: Budget Direction gives technical assistance (new Department in the Management Control Division) • 2009: Review of all programs presented to budget 1

  13. COMPREHENSIVE MANAGEMENT REPORTS • Started 1997, from Executive-Congress agreement • Conceived as accountability mechanism • Report performance against stated mandates, goals, commitments, resources • Supports compliance with other management control mechanisms (performance indicators, program evaluation, management improvement programs) and financial management regulations • Standard report format defined by Budget Office • Distributed to Congress, publicly available • Basis for gathering information for the evaluation stage of the budget cycle 1

  14. MANAGEMENT IMPROVEMENT PROGRAM (PMG) • The achievement of management objectives are associated to a monetary incentive to all employees in the public institution (Law 19.553, 1998). • The percentages of incentives are: * Before 2007 the % of incentives were 5% and 2,5%. The modification was done by Law 20.212, august 2007. 1

  15. MANAGEMENT IMPROVEMENT PROGRAM (PMG) The PMG has four period of development clearly defined. In each of these periods the accomplishment of the management objectives committed was associated to: • Performance indicators. Period 1998/2000. • Management Systems established in a Basic Framework Program (2001). • Management Systems established in a Advance Framework Program including the requirements of ISO 9001:2000 (2005) • Framework Program of Quality – certifying the processes involved in the provision of good and services by ISO 9001:2000 standard 1

  16. MANAGEMENT IMPROVEMENT PROGRAM (PMG) Framework Program of Quality Management Quality System implemented and processes of provision of good and services certified by ISO 9001:2000 standard (2009) Advance Framework Program Public Management Areas and Systems defined in the Basic Framework Program certified by ISO 9001:2000 standard (2005) Basic Framework Program Public Management Areas and Systems (2001) 16 1

  17. MANAGEMENT IMPROVEMENT PROGRAM (PMG) • Basic Framework Program 5 areas and 11 management systems with 4 or 6 development stages. The evaluation of the accomplishment of each stage is done by the Ministries of Finance, Internal Affairs and Presidency with the help of an Expert Network (public institutions in charge) • Advance Framework Program The advanced framework program incorporates the objectives of the Basic Framework Program and the requirements of ISO 9001:2000 standard, in order to certificate each PMG system. Four stages: preparation to certification, certification and maintenance of certification for two years. 1

  18. Objectives of Management Areas Systems Priority Weight Development Stages I II III IV V VI VII VIII IX X Training o high 11% Performance Evaluation o medium 9% Human Hygiene, Security and Resources Improved work o medium 10% environ ment Integral Customer Service Customer o high 15% system Service e - goverment o high 11% Internal audits o high 11% Management Territorial o high 1 2% Planning and management Control Planning/ Management low 5% Control Government Procurement o medium 10% Financial Financial Accounting Management o medium 10% Gender focus Gender focus o low 5% MANAGEMENT IMPROVEMENT PROGRAM (PMG) EXAMPLE o 1

  19. PUBLIC MANAGEMENT MODERNIZATION FUND • Created by the Budget Law 2008. • Budding fund finances the elaboration of proposals to solve public management problems in some agency or program. • The proposals can be presented by public agencies or by universities, consulting firms or private consultants. • In January 2008 was the first bidding process. 66 proposals were submitted and 17 were selected to be developed during the first semester of 2008. • 7 from public agencies and 10 from universities, consulting firms and private consultants. • The budget 2009 considers resources to implement 5 of these 17 proposals. 19 1

  20. END OF PRESENTATION www.dipres.cl / Sistema Evaluación y Control de Gestión

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