Public Financial Management is a Process to Improve
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- Dominic Cross
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1 Public Financial Management is a Process to Improve
2 Public Financial Management is a Process to Improve Government Financial Performance and Position (Not a Bureaucratic Accounting Project) Page 2
3 Public Financial Management Significant improvements in government financial performance and position cannot occur unless all the system components use common measures of what constitutes financial performance and position, as defined in internationally agreed upon public sector accounting standards: (i) financial management decision-making align revenue decision with expenditure decisions, (ii) fiscal objectives for performance and position, (iii) the budgetary process, (iv) legislative appropriations, (v) financial reporting and (vi) external audit. Without all the system components being based on a set of common measures, incentives will be unclear and inconsistent, decision-making will be confused, accountability will be weakened, and performance will necessarily suffer as a result. For example, using resources to produce a service (one aspect of performance) is not the same as using them to acquire an asset. Page 3
4 How Does the State Reform? Examples of Using the Public Financial Management
5 Public Financial Management Improving Decision-Making: Allow decision makers to see the economic reality of complex financial transactions and decisions; Provide insights into prospective liabilities; Assist in ranking financial impact of various alternatives; Improving Results: Provide accurate information to better manage financial and fixed assets; Increase the efficiency of public finance decisions: less costs, less Page 5
6 Portugal to Become the 1station in the World to Implement the Public Financial Management
7 Public Financial Management Adopt International Accounting for Decision-Making, Fiscal Objectives, Budgeting, Appropriations, Reporting, and External Audit Portugal implements the Public Financial Management, which includes accrual accounting as specified in internationally agreed upon public sector accounting standards (IPSAS), to improve financial performance and position. Page 7
8 Public Financial Management 1. Use for decision-making in measuring impact on consolidated financial statements; 2. Legal specification that the fiscal objectives of the government include net worth, operating balance, revenues, expenses, and net debt, all of which comply with internationally agreed upon public sector accounting standards; 3. Specify its planned financial performance and year-end position on an IPSAS basis (i.e. budget on an accrual basis); 4. Formalize accrual-based financial plans in parliamentary appropriations(i.e. gives the accrual budget numbers legislative force); and 5. Report on an IPSAS basis in its financial statements at year-end, including reporting against budget and appropriations; and 6. Auditing an IPSAS based financial statement will improve government trust and confidence. Page 8
9 The Public Financial Management Approach Illustrative Examples
10 Cash Flow Focus vs. PFM Focus Illustrative Examples Seven illustrative examples highlighting the financial impact and consequences using a cash flow focus versus a PFM focus (sources of funds from borrowing): Asset Management: 1. Impact of Proper Real Estate Valuation 2. Impact of Increase in Value of Assets Prior to Sale 3. Impact of Financial Assets Appreciation 4. Impact of Investment in Bank Holding Company 5. Impact of Government Investment in Commercial Enterprise Liability Management: 6. Impact of Correct Valuation of Debt 7. Impact of One Year Retirement Age Increase Page 10
11 1. Cash vs. PFM Decision-Making Impact and Consequences of Proper Real Estate Valuation Illustrative example of fair valuation of real estate resulting in increase of 12.5bn. Cash Flow Focus PFM Focus Impact Debt: No impact Fiscal Balance: No impact Net Worth: Increase 12.5bn Assets: Increase 12.5bn Net Debt: No impact Debt: No impact Fiscal Balance: No impact Consequences Asset deterioration Missed opportunities Encourage mismanagement Win trust and confidence with PFM Asset appreciation with better Reduce expenditures Page 11
12 2. Cash vs. PFM Decision-Making Impact and Consequences of Investment and Increase in Value of Non-Financial Assets Prior to Sale Ø Illustrative example of an investment of 5bn and an appreciation of 1bn Cash Flow Focus PFM Focus Impact Debt: Increase 5bn Fiscal Balance: Decrease 5bn Net Worth: Increase 1bn Assets: Increase 6bn Net Debt: Increase 5bn Debt: Increase 5bn Fiscal Balance: No impact Consequences Asset deterioration Missed opportunities Encourage mismanagement Win trust and confidence with PFM Asset appreciation with better Reduce expenditures Page 12
13 3. Cash vs. PFM Decision-Making Impact and Consequences of Financial Assets Appreciation Illustrative example of an appreciation financial assets by 6bn. Cash Flow Focus PFM Focus Impact Debt: No impact Fiscal Balance: No impact Net Worth: Increase 6bn Assets: Increase 6bn Net Debt: Decrease 6bn Debt: No impact Fiscal Balance: No impact Consequences Asset deterioration Missed opportunities Encourage mismanagement Win trust and confidence with PFM Asset appreciation with better Reduce expenditures Page 13
14 4. Cash vs. PFM Decision-Making Impact and Consequences of Investment in Bank Holding Company (Financial Asset) Ø Illustrative example of an equity investment of 2bn and an appreciation of financial assets by 1bn. Cash Flow Focus PFM Focus Impact Debt: Increase 2bn Fiscal Balance: Decrease 2bn Net Worth: Increase 1bn Assets: Increase 3bn Net Debt: Decrease 1bn Debt: Increase 2bn Fiscal Balance: Increase 1bn Consequences Asset deterioration Missed opportunities Encourage mismanagement Win trust and confidence with PFM Asset appreciation with better Reduce expenditures Page 14
15 5. Cash vs. PFM Decision-Making Impact and Consequences of Government Investment in Commercial Enterprise Ø Illustrative example of government investment of 3bn in a commercial enterprise. Cash Flow Focus PFM Focus Impact Debt: Increase 3bn Fiscal Balance: Decrease 3bn Net Worth: No impact Assets: Increase 3bn Net Debt: Increase 3bn Debt: Increase 3bn Fiscal Balance: No Impact Consequences Asset deterioration Missed opportunities Encourage mismanagement Win trust and confidence with PFM Asset appreciation with better Reduce expenditures Page 15
16 6. Cash vs. PFM Decision-Making Impact and Consequences of Valuation of Debt Ø Illustrative example of correct valuation of debt under internationally agreed upon accounting standards. Cash Flow Focus PFM Focus Impact Debt: No Impact ( 241bn; 131% of GDP) Fiscal Balance: No Impact Net Worth: Increase 22bn Assets: No Impact Net Debt: Decrease 22bn ( 146bn; 79% of GDP) Debt: Decrease 22bn ( 219bn; 119% of GDP) Fiscal Balance: No Impact Consequences Overstate debt Borrowing on less attractive terms Lower credit ratings Win trust and confidence with PFM Better borrowing terms Higher credit ratings Page 16
17 7. Cash vs. PFM Decision-Making Impact and Consequences of One Year Retirement Age Increase Ø Illustrative example of a decrease of 2bn in pension liabilities resulting from an increase of 1 year in retirement age starting 3 years from time of decision. Cash Flow Focus PFM Focus Impact Debt: No impact Fiscal Balance: No impact Net Worth: Increase 2bn Assets: No impact Net Debt: No Impact Debt: No Impact Fiscal Balance: Increase 2bn Consequences Hide liability exposure Missed opportunities Encourage mismanagement Win trust and confidence with PFM Asset appreciation with better Reduce expenditures Page 17
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