A REFLECTION ON EVIDENCE WORKS 2016 — November 22, 2016

A REFLECTION ON EVIDENCE WORKS 2016

By Peter Harris
Chairman of the Productivity Commission, Australia

I found Evidence Works 2016 to be positive and refreshing evidence in itself of great commitment and intelligent, locally-fashioned solutions to measurement and evaluation challenges by people from a wide array of countries.

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At the Australian Productivity Commission, we are strong advocates of using data and analysis to illustrate, in engaging ways, for both the public and the politicians the true shape of a public policy problem and the way it is best addressed in an Australian context.

We can prove that such systems work, through our decades of experience in putting before governments, after development in open public process, the kind of thorough assessment work which both socialises change within the community and at the same time offers clear guidance on what is likely to work.

While not every one of our reports is immediately adopted, even where they are not the data stays in the public arena, and remains quoted persistently whenever the issue – still by definition unaddressed, and thus often recurring – attracts further calls for change.  The evidence is an asset for the community to draw on, and creates its own case for well-managed reform.

The Australian Government’s Productivity Commission provides independent research and advice to Government on economic, social and environmental issues affecting the welfare of Australians.

 

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Linking Budgeting and Results in the Philippines — November 1, 2016

Linking Budgeting and Results in the Philippines

By Tessie C. Gregorio
Director, Performance Monitoring and Evaluation Bureau                                  Philippines Department of Budget and Management

In the Philippines, the journey towards results-based budgeting started as early as 1973. However, it was only in recent years that we were able to make headway in making the budget a truly performance-informed budget (PIB), where funding allocations are linked to performance measurements and goals.

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Starting with the “new face” of the 2014 budget, Philippines’ budgets have included both financial and non-financial information, as opposed to previous budgets, which focused on numbers—financial data. The General Appropriations Act (GAA), as our national budget is called after it is enacted by Congress, now includes performance information on what agencies will deliver given the budget allocated to them. These agency commitments also have corresponding performance indicators against which the agency performance can be measured. In this way, agencies are made accountable for the delivery of their major final outputs (MFOs) or goods and services they deliver. The MFOs are based on the core mandates of the agencies. This new budgeting approach shifted the focus of agencies from inputs to outputs.

edit-239To further enhance performance-informed budgeting, the 2015 budget included additional information on organizational outcomes that the agencies are trying to achieve. So for the first time, our budget included both output and outcome information that helps measure the efficiency and effectiveness of agency programs, activities and projects.

We also reward good performance among our public sector employees through our Performance-based Incentive System (PBIS), which links bonuses to the achievement of performance measures in agency budgets. The PBIS includes a two-step ranking system: first a ranking of the units/offices within the organization and then a ranking of individuals within the units/offices concerned.

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