ICGFM Promotes Knowledge Transfer Among Public Financial Management Experts

Working globally with governments, organizations, and individuals, the International Consortium on Governmental Financial Management is dedicated to improving financial management by providing opportunities for professional development and information exchange.

Friday, December 4, 2009

Workshop on Performance Framework

Four workshop groups were created at the ICGFM Winter Conference to discuss performance frameworks in government. Spokespersons from Amos Durosier from Haiti, Alejandro Chiappe from Argentina, Patrick Nomo from Ghana and Lidija Bradara from Bosnia-Herzogovina presented results to the conference.

1. To what extent has your country initiated a performance framework for public finance?

Differences among countries was described. Most countries are using some element of performance classification while some have full performance frameworks. Fiscal frameworks are in place in most of the 30 countries represented at the conference.

2. What key elements must be in place before you can initiate a performance framework?

There was significant discussion about political will and the human factor in moving to a performance framework. Can reform begin within the civil service or must it start with politicians? Civil servants can influence politicians. Politicians can be convinced of the benefits of performance management for re-elections.

The following elements were presented:

Political element

  • Political support and political will
  • Legislative framework


  • Economic and fiscal framework
  • Effective audit processes and frequent processes
  • Effective sequencing planning - phasing of reform
  • Clear objectives and indicators
  • Detailed implementation plan


  • Solid financial management information management system to facilitate change
  • Effective data collection and validation system
  • Integrated planning and budgeting processes
  • Transparent information presented to the public

Human Resources

  • Training and capacity building of public servants
  • Good human resources system
  • Linking public service renumeration to performance
  • Appropriate cultural and ethical environment
3. How do you measure the benefits of performance management?

The core benefits related to improving citizen services:
  • Although difficult, need to measure citizen satisfaction
  • Government services service levels
  • Standard of living measurement
  • Benchmarking to compare real performance with other countries
  • Election outcomes determines whether performance has been achieved
  • Efficiency measurements
  • Increases in tax collection can indicate that performance has improved because citizens are more willing to pay taxes
4. Please describe the "lessons learned" from your group's collective experience with performance management
  • Challenges associated when the government cannot fully effect outcomes such as job creation when there is a financial crisis
  • Clear classifications and definitions in order to measure progress
  • Clear responsibilities set in the fiscal framework
  • Seek out good practices but apply those that are relevant to your government
  • Lots to be learned from other countries
  • Monitoring and evaluation can be the weak link and needs to be strengthened
  • Right to information and transparency is critical
  • Power of the media to elicit performance cannot be over emphasized
  • Feed-back mechanisms are essential
  • Ownership of public management frameworks by the central government to sustain reform
  • More likely to have performance indicators at the municipal level
  • Need for information systems that connect with budget management
  • Need for skilled public servants
  • Long-term political will
  • Citizen communications directly and through the media
  • Uniform objectives

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