This presentation was made by Tom Malone, House of the Oireachtas, Ireland, at the 8th meeting of Parliamentary Budget Officials and Independent Fiscal Institutions held in Paris on 11-12 April 2016.

7. Starting the Journey ‐ A Government Centric View

8. 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

14. 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

17. 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"

19. 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

20. 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.

21. 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).

22. 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.

23. 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

24. 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.

25. 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.