- Code POGO8237
- Unit Value 3 units
- Offered by Crawford School of Public Policy
- ANU College ANU College of Asia and the Pacific
- Course subject Policy and Governance
- Areas of interest Policy Studies
- Academic career PGRD
- Dr Michael Di Francesco
- Mode of delivery In Person
Spring Session 2021
See Future Offerings
In 2021 the class dates are November 18, 19, 25, 26; December 2, 3. See timetable for details.
Contemporary public sector budgeting is about explaining the performance story behind the financial numbers, and working with the inevitable contestability around what the numbers mean. It is about how performance information can be used to better frame dialogue around funding priorities, and to actively manage program delivery within budget constraints.
Current sector-wide performance and accountability frameworks emphasise clear linkages between funding and outcomes, and the integration of performance metrics with budget decision processes, internal organisational management, and external performance reporting. This course uses an integrated case study to survey the strengths and weaknesses of performance-based budgeting approaches in the public sector; steps through intervention logic methodologies for specifying purposes, programs and performance metrics; outlines the role of cost information in performance analysis; and offers an opportunity to apply and appraise these approaches in the context of participants’ own organisational settings and broader public sector institutional reform.
Upon successful completion, students will have the knowledge and skills to:
- Understanding of performance-based budgeting approaches and their role in contemporary budget and policy processes
- Analyse key information requirements for performance-based budgeting and reporting
- Demonstrate understanding and practice in applying methodologies for specifying public purposes, budget programs and performance metrics
- Evaluate basic cost information and its relationship to performance analysis and advocacy in Budget processes
In 2021, the class dates are 18, 19, 25, 26 November; 2, 3 December
- Practice application: Outcome budget statement review. 1000 words equivalent. (30) [LO 3,4]
- Research report: Balancing the costs and benefits of performance-based budgeting. 2500 words equivalent. (70) [LO 1,2,3,4]
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Contact hours: The course will be delivered over three full days of instruction equivalent to 15 contact hours.
Non-contact hours: The course will require assigned pre-reading in the form of case documents, 1-2 short context readings, and 3-5 topic readings. In addition students will be required to conduct independent research for assessment task 2 following course delivery. Total non-contact hours, including class preparation and assignments is estimated to be 40-50 hours.
Allen, R., Hemming, R. and Potter, B. H. Eds. 2016. The International Handbook of Public Financial Management. New York: Palgrave Macmillan. Selected chapters (Allen and Krause; Diamond; Robinson).
Cuganesan, S. 2017. The design of performance budgeting processes and managerial accountability relationships. Public Management Review. 19 (7), pp954-971.
Moynihan, D. and Beazley, I. Eds. 2016. Toward Next Generation Performance Budgeting: Lessons from the Experience of Seven Reforming Countries. Washington DC: World Bank.
Robinson, M. Ed. 2007. Performance Budgeting: Linking Funding and Results. New York: Palgrave Macmillan/International Monetary Fund. Selected chapters (Pierce and Di Francesco; Robinson).
Robinson, M. 2002. Output purchase funding and budgeting systems in the public sector. Public Budgeting & Finance. 22 (4), pp17-33.
The mechanics of a performance budget (A): Preparing a budget in output terms
The mechanics of a performance budget (B): Coping with a budget cut
Nil. However, at least 2-3 years’ experience in the public sector or in an organisation interacting with the public sector would be advantageous.
Tuition fees are for the academic year indicated at the top of the page.
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