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Building the institutional and HR capacities to deliver PFM reform .

Building the institutional and HR capacities to deliver PFM reform. Veikko Kapsta Head of State Budget Department Estonia 28 May 2016. The Structure. History of public finance reform s in Estonia . T he institutional framework . The HR management . The suggestions . The conclusions.

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Building the institutional and HR capacities to deliver PFM reform .

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  1. Building the institutional and HRcapacities to deliver PFM reform. Veikko Kapsta Head of State Budget Department Estonia 28 May 2016

  2. The Structure • History of public finance reforms in Estonia. • The institutional framework. • The HR management. • The suggestions. • The conclusions.

  3. History of public finance reforms (1)

  4. History of public finance reforms (2) - Mapping shortages in current system, simplifications • Start of Centralizing support services • Building capacity to work out and implement changes (networks, pilot projects, methodology)

  5. History of public finance reforms (3) 2017 • Accrual basis state budget • Ideas for changing State Budget Act - New State Budget Act • Centralizing support services 2016 • Preparations to accrual basis budgeting • Centralizing support services (100%) • Start of performance based budgeting step by step (1 line ministry) • Project with PwC 2015 • - New IT system for budgeting • Centralizing support services • Trainings for accrual basis budgeting (200) 2014

  6. Public finance reforms on the way 2020 • Performance based state budget • Other possible changes in budgeting 2018-2019 • Performance based budgeting step by step • methodology and implementation of new ideas of State Budget Act

  7. The institutional framework • Ministry of Finance is the leading institution. • Cooperation with Government Office. • 2 frameworks in Estonia: • - financial managers; • - strategic managers. • Cooperation of strategic and financial management. • Cooperation with universities (training, synergy from theoretical and practical approaches). • Cooperation with private sector.

  8. The HR management • There is a need for a clearly formulated goal. • All parts of the system should be informed and involved. • Training activities. • Work with HR has to be continuous.

  9. The constrains • Human resources. • Work load in the Ministry of Finance (and other ministries) will increase. • Positive effects will not reveal soon enough • Motivation question (if reforms stop or develop slowly).

  10. The Suggestions • Formulate the goals of reform • Brief the decision makers • Build up the networks • Communication in all levels

  11. The Conclusions • Need of extra resources at the beginning gives output in the future. • Coordination. • Monitoring. • Communication, communication, communication!

  12. ThankYou Veikko Kapsta veikko.kapsta@fin.ee

  13. “The single biggest problem in communication is the illusion that it has taken place.” ― George Bernard Shaw

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