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150128 ||| eng |
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|a 9781451860696
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|a Diamond, Jack
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| 245 |
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|a Establishing a Performance Management Framework for Government
|c Jack Diamond
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| 260 |
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|a Washington, D.C.
|b International Monetary Fund
|c 2005
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| 300 |
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|a 28 pages
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| 041 |
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7 |
|a eng
|2 ISO 639-2
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| 989 |
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|b IMF
|a International Monetary Fund
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| 490 |
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|a IMF Working Papers
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| 028 |
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|a 10.5089/9781451860696.001
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| 856 |
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|u http://elibrary.imf.org/view/journals/001/2005/050/001.2005.issue-050-en.xml
|x Verlag
|3 Volltext
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|a 330
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|a Based on the experience of budget management reforms that have been introduced over the last two decades in a large number of member countries of the Organization for Economic Cooperation and Development (OECD) it is not uncommon to find emerging market economies moving toward performance-based budgeting where measures of performance play a key role. While it might be tempting for middle income countries to press forward to adopt a full-blown outputs and outcomes framework, there are some risks in the move. Such a change in orientation is only possible once managers have had adequate experience in refining the definition of programs and their objectives, and on this basis developing a comprehensive system of performance measurement. It is argued in this paper that to develop a comprehensive performance measurement system requires resolving a number of issues involved in clearly defining how to measure "performance" as well as overcoming a number of technical issues in the design and use of measures of that "performance." However, perhaps the most critical step is introducing a system whereby performance information can influence resource allocation decisions, id est, establishing a performance management system. Based on international experience, this paper reviews each of these hurdles in moving toward a performance management framework
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