budget oversight by parliament: ireland - tom malone, ireland

Starting the Journey ‐ A Government Centric View

Starting the Journey ‐ A Government Centric View

Outcome

Output targets

Output results

Strategic objectives

Strategies Key outputs

Actions

(Action measures) Output measures

Programmes (All) Programmes to be impacted on Programmes (All)

Subhead Activities to be impacted on Areas of Activity (All)

DEPARTMENT

Vote Strategy Statement or policy initiative

Expenditure Strategy Performance

A conceptual framework suited to the information needs of Parliament

DEPARTMENT

Expenditure Strategy Performance

Vote Strategy Statement or policy initiative

Programmes (All) Programmes to be impacted on Programmes (All)

Subhead Activities to be impacted on Areas of Activity (All)

Output targets

Output results

Outcome

Strategic objectives

Strategies Key outputs

Actions

(Action measures) Output measures

A conceptual framework suited to the information needs of Parliament

Outcome

Output targets

Output results

Strategic objectives

Key outputs Strategies

Actions

Output measures (Action measures)

Output‐related expenditure

DEPARTMENT

Expenditure Strategy

Vote Strategy Statement or policy initiative

Performance

Programme Programmes (All) Programmes to be impacted on

Subhead Areas of Activity (All) Activities to be impacted on

"may require, explain or 

allow changes in"

A Budget and Finance Committee

The political voice for Parliamentary (co-)ownership of the scrutiny development

and reform agenda

A source of direction

A source of momentum

The body responsible for accountability in relation to the general fiscal position

Co-operation with the Department of Public Expenditure and Reform

An agreed information framework for performance reporting and expenditure

An agreed set of standards for performance reporting

A partnership-based approach to rollout.

Co-operation with the Department of the Taoiseach

An agreed information framework for strategy and performance reporting

An agreed set of standards for performance reporting

(A partnership-based approach to rollout).

Co-operation with Departments generally

Communication of the revised framework and standards

Support and advice, from a parliamentary perspective, in implementing

framework and standards, based on a timeline that reflects “local”

circumstances.

Support for Sectoral Committees

Communication of the revised framework and standards

Communication of the opportunities that will increasingly present as the

framework and standards are implemented over time

Briefing that supports and reinforces the framework- and standards-based

approach

A further source of direction and momentum targeting individual Departments

Support for Parliamentary staff

Communication of the revised framework and standards

A further source of direction and momentum targeting individual Departments

A possible source of additional resources at some points of the parliamentary

and budgetary cycle

A possible means of extending the framework and standards to the generality of

Committee business.

Giving members a real sense of ownership of the reform process (and of budgetary

scrutiny itself) is vital.

Members must believe that they have genuine opportunity to contribute to the

budgetary process at key points; and that the effort involved is likely to be

worthwhile in terms of results achieved.

This is at least as important as implementing an appropriate information framework

and providing appropriate supports.

This is one of the last areas in which there should be compromise.

Members are the customers.