improving public sector accountability and results monitoring, the peruvian experience

8/6/2019 IMPROVING PUBLIC SECTOR ACCOUNTABILITY AND RESULTS MONITORING, THE PERUVIAN EXPERIENCE

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IMPROVING PUBLIC SECTOACCOUNTABILITY AND RESU

MONITORING, THE PERUVIA

EXPERIENCE

Miami, May 2011


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JUDICIALBRANCH

JUDICIALBRANCH

JUDICIALBRANCH

PUBLIC BUDGET

PUBLICRESOURCES

PUBLIC POLICIES

PUBLICAGENCIES

A CONSTITUTIONAL STATE NEEDS EFFICIENT, EFFECCONTROLS ON THE MANAGEMENT OF PUBLIC FUND

Treasury Inspector's Office of the ReSupervises, watches and verifies public manag

actions and results.

INTRODUCTION

Im


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PERUVIAN MACROECONOMICONTEXT AND PUBLIC

EXPENDITURES IN RECENT YEA


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GDP: 20 Years of Gross Domestic Product Growt

MillionsofUS$

ACROECONOMIC CONTEXT

Source : CENTRAL RESERVE BANK OF PERU / INTERNATIONAL MONETARYFUND

70,493

5 years of accelerated

2004-2008


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GDP: 9 years of rates of change of GDP consistentlyabove the global average



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GDP Per Capita: Sustained Growth Overthe Last Decade

Projection for the years

Source : MINISTRY OF ECONOMY ANDFINANCE

US$



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Balance of Trade: Growth in Exports and Imports, wTrade Surplus

MillionsofUS$

Source : CENTRAL RESERVE BANK OF PERU

Trade Surplus since 2002



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INR: 20 Years of Sustained Growth in International NReserves (83.2 times increase over 1990)

MillionsofUS$


530



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Domestic Demand: 20 Years of Sustained Growth iDomestic Demand

(2.6 times increase over 1990)

MillionsofUS$


82,264




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Major Reduction in the Ratio of PublicDebt / GDP

(%)Pub

lic

Debt/GDP





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Reduction in Inflation Rate Volatility

Before Application of the MEI With Application of the


OVERNMENT SPENDING


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11 Years of Sustained Growth in PublicExpenditures

Source: MINISTRY OF ECONOMY AND FINANCE

Mi

llionsofUS$

OVERNMENT SPENDING

7,381

OVERNMENT SPENDING


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Increase in Capital Expenses as a Percentage ofthe Total Non-Interest Expenses of the Central

Government

Cur

Cap


OVERNMENT SPENDING


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INVESTMENT OUTLOOK


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INVESTMENT

Ranking Country

1 Mexico

2 Peru

3 Colombia

4 Chile

5 Puerto Rico

World BankDoing Business 2011

Peru occupies the second placein the region in terms ofnational attractiveness forinvestments.

Country S&P Fitch M

Chile A. A. Aa

Mexico BBB BBB Ba

Brazil BBB- BBB Ba

Peru BBB- BBB- Ba

Colombia BBB- BB+ Ba

Venezuela BB- B. B2

Argentina B. B. B3

Bolivia B. B. B1

Ecuador B. B. Ca

Investment Grade Rating

Source: Standard & Poors, Fitch Ratings and Updated April, 2011


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INVESTMENT

Ranking Country Points

1 Peru 275,720

2 Colombia 275,720

3 Chile 275,720

4 Uruguay 275,720

5 El salvador 275,720

6 Bolivia 275,720

7 Brazil 275,720

8 Dom. Republic 275,720

9 Mxico 275,720

10 Guatemala 275,720

Ranking Country Points

1 Peru 275,720

6 China 275,720

8 Switzerland 275,720

9 France 275,720

10 Holland 275,720

11 Mexico 275,720

17 Argentina 275,720

35 Brazil 275,720

39 Chile 275,720

41 Colombia 275,720

Ranking Cou

1 Peru

1 Uru

2 Chil

3 Bra

4 Para

5 Colo

7 Arg

8 Mex

9 Boli

10 Ecu

Source: Getulio Va

and the IFO Institut

Source: World Economic Forum, The

Financial Development Report 2009

Source: World Economic Forum, Benchmarking

National Attractiveness for Private Investmentin Infrastructure. 2007

Benchmarking NationalAttractiveness for PrivateInvestment in Infrastructure.

World BenchmarkingMacroprudential Indicators ofFinancial System Soundness.

BenchmarkingIndex (ECI) in L

World Economic Forum Getulio VaFoundatio


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n

Within a context of economic growth and ingovernment spending, while promoting

investment in the country, a decisive factor transparency and accountability mechaniscontribute to the adequate oversight and monigovernment management results, in ortranslate ithe mprovements madmacroeconomic variables into improvedconditions for its population..


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STRENGTHENING ANDMODERNIZATION OF THE

TREASURY INSPECTOR'S OF

OF THE REPUBLIC

DEFINING A NEW VISION MISSION AND VALUES


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Vision"To be recognized as an institution ofexcellence, that creates value and contributesto improving the quality of life of our citizens."

Mission"To promote the development of an effectiveand modern system of public resourcemanagement that benefits all Peruvians."

ValuesHonesty, Justice and Sound Judgement

DEFINING A NEW VISION, MISSION AND VALUES

EFINING INSTITUTIONAL PROCESSES


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EFINING INSTITUTIONAL PROCESSES

Legal Management,Violations and

Sanctions

Management ofSecurity

H.R. Management

LogisticsManagement

FinancialManagement

AcademicManagement

DocumentaryManagement and

AdministrativeSupport

ICT Management

MACRO PROCESSES OF THE MISSION

SUPPORT MACRO PROCESSES

Compliance Auditing

Financial Auditing

Management Auditing

Citizen Participationand Transparency

Rules andRegulations

Management

STRATEGIC MACRO PROCESSES

QuaManag

EnvironmentalManagement

Strategic Planningand Management

Control

Research andDevelopmentManagement

M

AC

T

I

O

N

AC

T

I

O

N

Monitori

ngNe

edsandW

antso

fthe

MonitoringNe

edsandWantso

fthe

Citizensan

dthe

Govern

ment

Citizens

an

dthe

Government

Planningand Action

Management

InformatiIntelligen

ManagemInternal Auditing

STRATEGY MAP 2011-2013


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STRATEGY MAP 2011-2013VisionObjectives

MissionObjectives

EnablingSteps

A. Achieve a high level of trust and support from thecitizens.

B. Define, design and implement the New Plan for Monitoring and FigCorruption.

C. Define the Clients, Products and Services.

D. Reorganize, decentralize and integrate the Treasury Inspector's Republic.

E. Establish a newModel for Human Talent

Management.

F. Design andimplement Policies,

Processes andGuidelines for the New

Monitoring Plan.

G. Obtain theTechnology and

Information Systems tosupport the new

processes.

Ie

ad

Promote the development of an effective and modern system of pumanagement that benefits all Peruvians.

Be recognized as an institution of excellence, thatcreates value and contributes to improving the

quality of life of our citizens.

ODERNIZATION STRATEGY


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ODERNIZATION STRATEGY

ENSURING VALUE GENERATION FOR SOCIET

Human ResourcesHuman ResourcesManagementManagement

Project ManagmentProject Managment Managment of Managment of

Working ClimateWorking Climate Process Re-EngineeringProcess Re-Engineering New ImageNew Image

Modernization of the National System of Monitoring

New Planfor

Monitoring

Organizational

Structure

Strategic

Alliances

Results-Based

Management

DeconceDeconcentrationntrationDecentraDecentralizationlization

Knowledge

Management

NCu

PERU

VIAN

PERU

VIAN

G

OVERNM E

NT

G

OVERNM E

NT


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RITICAL FACTORS IN THE FIGHT AGAINST CORR


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RITICAL FACTORS IN THE FIGHT AGAINST CORR

Internal

Contro

l

Process

andProjectManage

ment

Results-Based

Management

TranspareTransparencyncy

Accountability ofOfficials

Disseminating

Values

PublicAgencies

GOVE

RNMENT

MANAGEM

ENT


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ANTIONING POWER


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In the 2001-2010 period, ofthe total number of

recommendations onadministrative operationsresponsibility, sanctionswere enforced in only 25.2%of the cases.

In 2011, the Congress of theRepublic grantedsancitioning power to the Treasury Inspector's Office(CGR).

ANTIONING POWER


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Treasury InspectorOffice of the Republic

Peru

Miami, May 2011


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THE NEW MANAGEMENT MOFOR THE

TREASURY INSPECTOR'S OFOF THE REPUBLIC


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MASTER PLAN FOR THE TREASURY INSPECTOR'S OFFI


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REPUBLIC 2011-2013NEW MANAGEMENT MODEL (TO BE)

improving public sector accountability and results monitoring, the peruvian experience

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