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Performance Management in Sweden

Performance Management in Sweden. Allan Gustafsson Seoul, March 18, 2004. Features of Swedish government.  50 % redistribution Local government dominates government consumption 20 out 28 % Small Ministries – numerous and independent agencies

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Performance Management in Sweden

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  1. Performance Management in Sweden Allan Gustafsson Seoul, March 18, 2004

  2. Features of Swedish government •  50 % redistribution • Local government dominates government consumption • 20 out 28 % • Small Ministries – numerous and independent agencies • Only 2 % of all government employees in the Cabinet Offices

  3. Objective of PM • Effectiveness (Do the right thing) • Efficiency (Do things right)

  4. Ambit • Political culture, media • Parliamentary process • Interaction legislature – Government • External audit, research institutions • Internal processes in Cabinet Offices • Interaction Cabinet Offices – agencies • Internal processes in agencies • Interaction agencies – public

  5. Basic tenet regarding efficiency • Authority + accountability  efficiency

  6. Authority • Block appropriations • Carry-over & credit facilities • Authority over payments • Personnel • Premises • Own revenue • Accounting

  7. Accountability & responsibility Vis-à-vis government • Agency ordinance (general) • Agency specific instructions • Letter of appropriation • Objectives and results indicators • Ad hoc reporting requirements • Finances • Statement of accounts and yearly report • Follow-up meeting with responsible minister • External audits • Evaluation of financial management

  8. Accountability & responsibility Vis-à-vis the public • Consumer choice • The Parliamentary Ombudsman • The media

  9. Effectiveness Not integral part of budget process • Committees • Cabinet Office working groups • Research institutes • Performance evaluations • Three-year proposals (abandoned)

  10. Accountability & responsibility Vis-à-vis the elected bodies • Agency statements of accounts and yearly report • Consolidated Government annual accounts

  11. Implementation • Drawn-out, piecemeal • Different champions • Initiatives from below • Inertia • Resistance

  12. Results • Greater efficiency – yes! • Greater effectiveness – ?

  13. Difficulties and issues • Willingness and capacity to reassess • Program structure • Definition and agreement on objectives and indicators • Financial and results reporting • Budget ≠ accounts • Monitoring and evaluation capacity • Integration into political process • Cross-institutional coordination and decision-making

  14. Performance budgeting

  15. Programmatic structure Objective Budget Outcome Cost Policy area Programme Objective Budget Outcome Cost Objective Budget Outcome Cost Strategy Sub-programme Objective Budget Output Cost Objective Budget Output Cost Objective Budget Output Cost Minstry A Minstry B

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