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Budget management and transformation - Arthur Camilleri, Australia,

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This presentation was made by Arthur Camilleri, Australia, at the 14th OECD-Asian Senior Budget Officials Meeting held in Bangkok, Thailand, on 13-14 December 2018

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Budget management and transformation - Arthur Camilleri, Australia,

  1. 1. 1 Public Sector Transformation in Australia 14th Annual Meeting of the OECD Asian Senior Budget Officials Session 2: Budget Management and Transformation 13 December 2018
  2. 2. 2 Source: Australian Government Budget Papers The Australian Government Budget Payments and receipts since 2007-08 21 22 23 24 25 26 27 21 22 23 24 25 26 27 % of GDP % of GDP Receipts (as a % of GDP) Payments (as a % of GDP)
  3. 3. 3 Australia’s current public sector challenge 0.00 0.50 1.00 1.50 2.00 2.50 3.00 0.00 0.50 1.00 1.50 2.00 2.50 3.00 percent percent Efficiency Dividend 1987-88 to 2018-19 Ongoing and one-off rates 2008-09 Budget one-off ED 2011-12 MYEFO one-off ED Base ED Ongoing ED 0.50% 0.55% 0.60% 0.65% 0.70% 0.75% 0.80% 0.85% 0% 1% 2% 3% 4% 5% 6% 7% 8% 9% Departmental expenses as a percentage of total Government expenses (a)(b) (LHS) ASL as proportion of the Australian population (c)(d) (RHS)
  4. 4. 4 APS Transformation and the Modernisation Fund Transformation & Innovation 21 projects $350 million • Investment in initiatives which align with whole- of-government priorities • Maximising innovation and collaboration across the APS • Projects funded up to 2019-20, however are expected to continue delivering and capturing benefits beyond the forward years • Investment in initiatives which improve the sustainability of entities • Supporting entities to transition to more sustainable operating models while continuing to deliver high quality services Agency Sustainability 21 projects $150 million Modernisation Fund $500 million • Reinvestment of Efficiency Dividend savings • Transform and modernise the public sector • Deliver quality Government services at lower cost and use leading technology and collaborative approaches to address complex problems facing society
  5. 5. 5 Making better use of data to inform decisions Data Integration Partnership for Australia, $131 million over three years Central analytics capability Economic, business and industry analytics Environment data analytics Government business analytics Social, health and welfare analytics Agencies provide data for linking Accredited Integrating Authorities Enduring integrated longitudinal data assets – housed in a secure environment, using privacy preserving linking methods and best practice statistics to link social policy and business data The Government Business Analytics Unit in Finance will undertake projects that will support a more efficient, productive and sustainable public sector
  6. 6. 6 Modernising Budgeting Processes Modernisation Fund project within Finance The Shared Budget Workflow System (SBWS) will better support government decision-making. The current process relies heavily on: • disparate processes and technologies across agencies, • extensive use of manual processes, and • informal communications, introducing risks to content and/or process. Extensive resources are required to quality assure content and deliver information to Ministers.
  7. 7. 7 Modernising Budgeting Processes Modernisation Fund project within Finance New process will use an integrated system responsive to changing needs. • Facilitates information sharing, collaboration and record keeping. • Automation enhances efficiency in budget process. • Data analytics and presentation tools embedded in the system. Key benefits: • Releases resources for more value-adding functions. • Allows more complex analysis to better inform policy advice.
  8. 8. 8 Investing in assets at a whole-of-government level 1. Develop a comprehensive 10 year picture of major departmental investment needs 2. Look for opportunities to join-up investment Prioritise investment needs against a set of agreed whole-of-government criteria 3. 4. Present ‘package options’ to decision makers

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