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The Future of
Slovenia
New Slovenian development strategy & connection to
performance budgeting
Katja Lautar, MoF Slovenia
Ljubljana, June 2016, SBO CEE
The Process
VISION STRATEGY ACTION
Where
would we like
to be in 2050? How to get there?
From words
to deeds
Picture or description
of a
country/society/individual
in 2050
Areas of development
until 2030 on which
we need to build to
bring the Vision 2050
to life
Milestones that we
need to reach to
implement strategic
priorities
Conrete, Measurable
and Timeframed
Measurements that
show how successful
we are in reacing our
goals
Action plan
Conrete projects
Structural reforms
Budget
Mechanisms of horizontal
cooperation
(whole-of-gov approach)
May 2016
December
2016 2017
STRATEGIC
PRIORITIES GOALS INDICATORS
QUALITY OF LIFE
TRUST
INNOVATIVENESS
IDENTITY KNOWLEDGE
AND SKILLS
Old budget (before 2010):
Important management-related information missing –
Parliament needs more information for political decisions
Only input and no output orientation (written results): Who
gets how much, instead of what has to be the outcome?
From 2010 on:
No long-term, legally binding budget management or long-
term preview
Not reflecting general government
Big- sized, non flexible budget structure; lack of transparency,
too many data?
Bigger Picture missing: What do we want to achieve
with the budget? MOTIVATION?
What was the problem in connection
DS to PBB?
Challenges
How to evaluate big decisions?
Collecting meaningful data
Designing user-friendly IT-Tools
Increasing accountability
and awareness
evaluation and foresight
Political decision
based on the analysis?
Ex ante assessment of
alternatives before
decision
PBB is a step towards...
»Programme budget«:
(1) is a new way of thinking about public planning;
(2) is not a theoretical construction only, but also an actual manner of drawing up the budget;
(3) is referred to by various names, the literature makes a difference between outcome budgeting and performance budgeting;
(4) has an actual impact on decisions regarding the allocation of funds to competitive state users – agencies, ministries and programmes;
(5) represents a victory of a theory over (budget) processes up to the point where impacts/benefits and their corresponding costs define how an X amount of funds should be allocated to A and B activities.
Changes in monitoring and
implementation, as well as
a bureaucratic apparatus?
• IMPACT indicators are used at the highest level of general targets. They measure the impact of a set of measures; they are long-term indicators. Target values are determined four times a year / or for the periods covered by the National Programme of Development Priorities (NPDP) or the Slovenian Development Strategy (SDS)
General targets of individual policies
• In the general, specific targets of individual documents are achieved with a time lag as far as results are concerned, therefore indicators are wider-oriented (as a specific target is not affected by measures only, but other factors as well). For this purpose, OUTCOME indicators are determined. Target values are determined four times a year / or for the periods covered by the NPDP or the SDA
Specific targets of individual policies
• RESULT indicators – applied when measuring and aggregate impact of individual outputs at the level of measures and projects (result contains related measures or projects.) Target values are determined four times a year / or for the periods covered by the NPDP or the SDS
Results – collected measures and projects within the
framework of sub-programmes
• Effects of measures and projects are measured by the OUTPUT (outcomes which are evident as soon as measures/projects are completed). Target values are determined yearly.
Measures and projects of individual documents
Source: Government Office for Development and European Affairs
Graph: Hierarchy of SLO VALID
targets and indicators
Slovenia 2050 - System map – first draft
Source: Vandenbroeck
Model of Performance
Reducing waiting
list/time
Share of overweight
children (6 to 15 years of
age), in %
Share of regular smokers
aged 15+, in %
Unmet needs for health
care services, share of
the population in the
income bracket, in %
• redefinition of basket of
services
• new investments
• improved quality
insurance systems
• common public
procedures...
public administration/service providers
input output outcome/impact
objectives
activities
• Personnel, financial
and other resources
Life expectancy at birth
(men, women), number of
years)
Healthy life years at birth,
(men, women), number of
years
Objective: Improved well being (better health) Indicator:
• reducing pot.years of life
cost
• higher life satisfaction external
factors objectives
Source: Performance Management in Austria, SDS – module 2
Proposal of the connection of strategic
planning and budgeting
Vision
Strategic
Priorities
Goals
qualitative
analysis
measuring
framework
quantitative
analysis
„Missing incentives“ vs. burecratics
cost
• „Consequences are missed when
objectives are not attained.“
• „Outcome orientation leads to
increased administrative effort.“
Objectives to meet in 2016/17:
To introduce outcome orientation
Support priority setting and allocation of resources
Strengthen accountability & transparency
Source: Perfomance Management in Austria, SDS – module 2 & 4
Adaptability is not all you need to succeed; it is inherently reactive and relies on luck.
Implementation strategy is what you need—and if you don’t have one, you will become part of someone else’s....
Tom Johnson, Toffler Associates and Alan White, MIT
BUT: NZ has succeed!
