GRB in Austria

TOT on gender Responsive Budgeting, Sponsored by UN WomenRussian Presidential Academy on the Economy and Public Administration

Moscow, 18 – 22 June, 2012Sheila Quinn, Gender Specialist, Ireland

sheilagquinn@gmail.com

GRB and Performance Based

Budgeting • Rhonda Sharp in 2004 publication,

Budgeting For Equity, first drew attention to the compatible of of GRB and PPB

• Both focus on results/outcomes

• Both rely on performance information

• Both focus on improved governance of budgetary process

Budget Reform toward PPB

• Performance-based budgeting, performance-oriented budgeting, progamme/outcome/results

• Much variety – different levels of application, progress, implementation, commitment

• Key factors:• Use of performance information• Focus on outcomes rather than inputs• Medium Term Expenditure Framework

Use of Performance Information in

budget

Strategic Spending Reviews

All in the name of Reform

Budget Reform Objectives

• budgetary priorities of expenditure control and improving the efficiency of both how allocations are made as well as productive efficiency

• focused on a results-based management approach and improving public sector service delivery, efficiency and performance, and

• improving accountability to politicians and to the public.

Austria – part of budget reform

• Legislation and constitutional amendment 2007 – comprehensive budget reform – performance based budgeting by 2013

• Entire management processes and budget cycle – medium term strategy, annual budget, formulation, execution and control

• Four strategic outcomes in constitution – efficiency, transparency, true and fair account AND gender equality

Deliberate uptake of GRB

• The Austrian administration views the constitutionally defined objective of gender quality as corresponding to the internationally established concept of gender budgeting or gender-equitable budgeting.

• Gender responsive budgeting thus constitutes the financial policy instrument for the implementation of Austria’s gender mainstreaming strategy.

Steger, Gerhard, Director General Budget Directorate, Ministry of Finance Austria. October 2010. Presentation given at Conference in Dubai and confirmed with the author via email

Outcome focused budgeting

• Traditionally input and output focus – resources and product (example of budgetary allocation for doctors’ salaries)

• Now outcome focused – reduction in incidence of prostrate cancer, eg.

• Key to budget reform – measurement of results which in turn impact of future budget decisions

Outcomes for all budget levels

• Chapter, global and detail

• Each level has to have gender equality outcomes

• Outcomes to be:• Relevant• Consistent across all levels• Comprehensible• Auditable• Comparable• Verifiable

Layout of outcomes for budget

documentation Contribution to outcomes

Key measures

What constitutes success?

Milestones/performance figures for n+1

What constitutes success?

Milestones/performance figures for n

At least one milestone

Carrying forward the milestone/benchmark from the previous year for comparative purposes

Challenges

• As part of reform process – transformation – gender equality needs as much attention

• Overload of performance information

• No space for civil society input

• Capacity in terms of gender sensitivity

In Summary

• Mandated by law, included in constitution!

• Established as part of the regular budget practice – mainstreamed!

• GRB now instrument of analysis & control

• Goal of gender equality through a change in the policies that govern budget management