Implementing Results-Based Budgeting Allen Schick Special Course on Impact Evaluation and Results-Based Planning and Budgeting Kunming, China 18-21 June 2012 Implementing the Budget: Spending Money Implementing the budget entails two distinct but connected activities: incurring expenditures and delivering services SPENDING MONEY Implementation is not simply a matter of executing the approved budget. In every country, the implemented budget varies from the one adopted The variance between the approved and actual budgets depends on a country’s financial condition, the volatility of public revenues, the role of central institutions (president, cabinet, finance ministry) and the type of budget adopted A highly itemized budget may experience greater variance because every change in a line item deviates from the budget The contemporary trend in public management is to give service providers flexibility in implementing their budgets. But this trend may be more appropriate for highly developed countries than for developing countries 1 Implementing the Budget: Getting Results GETTING RESULTS Implementing the budget also entails carrying out the activities and delivering the services financed by government The more explicit the budget is in specifying activities and services, the greater the capacity to monitor implementation Some variance, due to changing circumstances, may be appropriate, but not purposeful disregard of the government’s intentions Robust monitoring is essential because service providers generally know more than central agencies about what they are doing 2 Monitoring the Actual Expenditure of Funds Many developing countries have significant variances between authorized and actual expenditures Even when funds are spent on authorized purposes, they often do not reach intended users For example, funds budgeted for rural schools may be spent on headquarter staff instead These practices undermine budgeting and make it difficult (or impossible) to link resources and results To counter these problems, governments can implement monitoring procedures that trace the flow of money from the budget to end users 3 Variance of Expenditures from Budget 1. Virement The shift of funds within or between votes, as authorized by law or with the approval of the legislature 2. Impoundment The withholding of funds from obligation or expenditure by the finance ministry or the spending department 3. Reprogramming The shift of money from one activity to another, usually within the same vote, account, or fund 4. Re-budgeting Formal or informal revision to the budget by the government during the fiscal year, usually in response to a change in budget conditions or because the adopted budget was unrealistic Obligation of funds in excess of the amount authorized 5. Over-Obligation or available. In poorly managed countries, overobligation may be unreported until payment is made 4 Types of Expenditure Control Type of Control Exercised By What is Controlled Mode of Accountability EXTERNAL CONTROL Finance Ministry and other central agencies Specific inputs (individual items of expenditures, such as each position or purchase) Compliance with line budget, civil service rules and other rules INTERNAL CONTROL Spending departments Major expenditure items (total salaries, all equipment, or supplies, etc.) Audit of systems to assure that internal controls meet government standards MANAGERIAL ACCOUNTABILITY Spending or Global operating responsibility budget and outputs units Reports and audits on outputs, costs, quality and other results 5 The Shift from External Control to Internal Control FROM TO Expenditures itemized in the budget Classes of expenditures specified in the budget Spending controlled by central agencies Spending controlled by line departments Pre-audit (before spending occurs) Post-audit (after spending has occurred) Audit of individual transactions Audit of internal control systems Audit of all transactions Sample transactions to test the system Managers cannot be given flexibility Managers must have opportunity to improve performance Rules enforced by outside monitors Rules are internalized and accepted as legitimate 6 Internal Control is a Key to Managing for Results - 1 Internal control is a broad term that covers multiple facets of an entity’s operation, such as rules and procedures for spending money, hiring staff, acquiring or selling assets, and maintaining records and data systems. It also covers management of risk and the role of internal auditors Internal control is in contrast to external control, in which an agency must receive approval from a central agency before taking various actions that entail expenditure of funds Internal controls are the main instruments for assuring that government entities are capable of self management 7 Internal Control is a Key to Managing for Results - 2 An entity is capable of self management when auditors find few material weaknesses in internal control. A material weakness is a practice or procedure that exposes the entity to substantial risk or loss In most advanced countries, auditors no longer audit specific transactions; instead they audit the internal control system, and “test” the system by reviewing a sample of transactions The quality of internal control may be the most important guide in determining whether an agency can be prudently entrusted with broad discretion in running operations 8 Using Performance Information to Improve Public Services Activity Purpose Performance Measurement Provides information on expected performance; used to assess results Performance Targets Notifies managers and citizens of the specific outputs government entities are expected to produce Performance Reports Compares actual and targeted performance, and analyzes significant variances Performance Audits Independent assessment of the reliability and relevance of performance reports Performance Benchmarks Provides basis for comparing performance to results achieved by most efficient producers Performance Contracts Agreement between government and internal or external producers on cost and outputs Performance Pay Links all or a portion of managers’ pay to results Performance Budgeting Allocates resources on the basis of expected performance, with each increment of resources linked to an increment of output 9 Implementing Performance-Based Budgeting (PBB) to Improve Public Services PBB allocates funds on the basis of actual or expected results There is no standard definition of PBB: countries differ significantly in the way they define and implement it Many countries define PBB as a system of budgeting that displays the outputs or services provided by each spending unit This form of PBB does not require significant changes in budget practices or in public management A few countries have PBB systems that link each increment in budget resources to an increment in output or to changes in outcomes Implementing this type of PBB does require fundamental changes in budgeting and management However, the closer PBB links resources and results, the greater the likelihood that it focuses on outputs rather than outcomes 10 Managerial Conditions for Performance-Based Budgeting Old View Budgeting “drives” management. If the budget is based on results, managers will drive their organization to improve performance Contemporary View Budgeting is shaped by the managerial culture and context within which resources are allocated and services provided. If managerial conditions discourage performance, efforts to base budgets on results will fail Implication To succeed, performance-based budgeting must be part of a larger effort to restructure public management and to promote performance-based behavior in government organizations 11 Behavioral Conditions for Performance-Based Budgeting Old View Changing the content and classification of information (by measuring outputs/outcomes and implementing a performance or program structure in budgeting) orients budgeting and management to a performance basis Contemporary View It is necessary to change the incentives/behavior of budget-makers and spenders. If these are not changed, adding information on outputs and results will not significantly change budget allocations Two Approaches to Change Incentives/Behavior Managerialism: Shift budgeting and management from control and compliance to performance and results by enabling managers to use judgment and flexibility within fixed budget constraints Market: Establish internal markets within government to force managers to efficiently use resources and accomplish preset objectives 12 Measuring Outputs and Outcomes Producing results is dependent on reliable and timely information on the volume and cost of the outputs or outcomes resulting from public expenditure Output and outcome measures depend on different sources and types of information Outputs depend on information that is internal to the spending entity: a well-run organization routinely compiles output-information in the course of operating its programs Outcomes depend on information that is wholly or partly external to the spending entity. To obtain information on outcomes, an organization must measure what is happening outside its boundaries Organizations have strong control of outputs they produce: They generally have weak control of the outcomes that result from their activities 13 The Human Factor in Delivering Public Service The performance of government depends on the performance of public employees which depends on recognizing that they serve the public The public service ethic tends to be weak when public employees are low-paid, get their posts through political connections, and regard their job as a right rather than an obligation A weak public service ethic opens the door to corruption, “ghost workers” who often are absent (except on paydays), indifference to the quality of services, uncaring treatment of recipients, and other deficiencies that retard performance 14 The Human Factor in Delivering Public Service, continued Instruments of modern public management, such as performance measurement, performance pay, contracts and outsourcing, do not compensate for a weak service ethic Motivating public employees who deal directly with the public (such as teachers, health professionals and tax officials) may be exceedingly difficult, but is essential to improving public service Enclaves (such as for taxes and customs) have been used in some countries to boost morale and performance but their long-term impact is questionable 15 Accountability for Results Performance-based management and budgeting are based on the principle that managers should be accountable for the results they produce – the volume and quality of services, the efficiency with which they are provided, and other dimensions of performance; as well as the impact on social and economic conditions This expanded concept of accountability is often accompanied by administrative reforms that give managers greater discretion in managing their agencies and shift the focus of budgeting from inputs to outputs and outcomes Governments generally have made greater progress in eliminating administrative controls than in holding managers accountable for results One widely used method to strengthen accountability is to specify performance targets in advance, and to compare results against these targets. Another method is to give public employees bonuses for superior performance 16 Accountability for Results, continued Targets work best when they are realistic but challenging, provide for continuing improvement in performance, are transparent, and results are measured against them Performance pay schemes rarely are effective when the bonuses are granted for individual performance; but more effective when group performance is rewarded Some governments employ senior managers under term contracts that specify performance targets and expectations In a few countries, auditors have assumed responsibility for reviewing statements of results issued by government agencies. But the principles for auditing results have not been standardized 17 Accountability for Costs Costs are a measure of resources used and liabilities incurred, in contrast to expenditures which measure payments The accrual basis account for costs, the cash basis accounts for payments Holding managers accountable for costs is a key feature of modern management systems Accountability for costs often is impaired by the failure/inability of government to allocate various costs to the activities that incur them 18 Accountability for Costs, continued In many countries spending units are not charged for the pensions of civil servants or for use of IT systems Simple allocation schemes, such as pro-rating building maintenance costs on the basis of the proportion of space occupied, provides a fuller account of resources used in government Few governments have cost accounting systems that enable them to compute the unit costs of services. This inadequacy impedes governments from linking resources and results 19 Cash Versus Accrual Accounting Expenditure and Payment In cash accounting, expenditure is recorded when payment is made: in accrual accounting, it is recorded when liability in incurred Many countries report finances on the accrual basis, but most still use the cash basis for budgeting The accrual basis provides a more accurate account of financial condition, especially in countries that have significant arrears (unpaid bills) or long-term obligations for pensions and other benefits The accrual basis may also provide stronger incentives for managers to control the costs they incur, for example, the cost of using government-provided offices 20 Cash Versus Accrual Accounting, continued Expenditure and Payment, continued The accrual basis facilitates full costing of government services and operations by charging managers for payments made in a later fiscal period or by other administrative units However, a country can reliably adopt the accrual basis only when it has a sound cash accounting system “Cashbox” budgeting (the government pays bills based on the amount of cash on hand) is common in countries with fragile/volatile economies. It is not efficient, but enables the government to finance activities from one fiscal period or month to the next 21