MR. EDUARDO GURZA-CURIEL, P.A. HEAD OF THE SPECIAL PERFORMANCE AUDITS OFFICE PERFORMANCE AUDIT DEPARTMENT SUPERIOR AUDIT OFFICE OF MEXICO KEY NATIONAL INDICATORS Indicators Performance Assessment in Mexico SAI of Mexico’s Performance Audits

INDICATORS WHY? WHAT FOR? What cannot be measured, cannot be controlled What cannot be measured, cannot be controlled What cannot be controlled cannot be managed What cannot be controlled cannot be managed What cannot be managed, cannot be improved What cannot be managed, cannot be improved Public entities must measure their processes to control, manage and improve them. 2

INDICATORS An indicator is the relation between the public policy theoretically defined dimensions and their respective empirical outcomes. One of the first actions in the development of indicators is the establishment of a univocal-meaning common vocabulary. 3

4 Indicators: Defining Indicators Inference Indicators INDICATORS

5 Indicators selected for the control board Strategic or outcomes indicators: effectiveness Management indicators: efficiency Costs indicators: economy Quality indicators Indicators on Citizen–user’s satisfaction Indicators on the actors’ competence DEVELOPMENT OF A MEASUREMENT SYSTEM BASED ON KEY NATIONAL INDICATORS

Major problems to identify or to build indicators Definition of complex mission objectives Absence of pertinent and measurable objectives Absence of correlation between global and specific objectives Public servants’ relative inexperience Lack of accounting competences beyond traditional training Absence of interest of high-level officers Lack of means to create the necessary information systems Personnel’s resistance Cost of performance measures Work complexity INDICATORS 6

PERFORMANCE ASSESSMENT IN MEXICO In Mexico, the budget based on programmes was first implemented in In 1997, a reform to the budgetary system was implemented in order to use budget as a means of obtaining results. The National Development Plan considered the creation of a follow-up, control and assessment system. In March 2008, the Chamber of Deputies endorsed the Performance Assessment System. 7

The origin of the Performance Assessment System, endorsed by the Chamber of Deputies on March 31, 2008, dates from the publication of the Federal Budget and Finance Liability Law on March 30, System’s Strengths: Linkage of strategic objectives with national objectives Elaboration of a performance indicators matrix Establishment of an annual assessment program Integration of a monitoring and assessment system based on outcomes Implementation of management improvement programs Implementation of framework program associated to management indicators Signature of a performance commitment PERFORMANCE ASSESSMENT SYSTEM IN MEXICO 8

The Mexican Congress granted the faculty to the Superior Audit Office (SAO) to assess the final compliance of the goals and objectives established in federal programs. The SAO’s Rules of Procedure establish that Performance Audit Department is responsible for the coordination and oversight of Performance Auditing Practices. Last May 7, 2008, the Mexican United States’ Constitution was reformed. Through this modification, the outcomes of the resources use will be assessed by technical entities in order to encourage that economic resources be allocated to the respective budgets. 9

List of government functions requiring the implementation of key national indicators Social Development Functions Education Health Social Security Urbanization and Housing Drinking Water and Sewage Social Assistance 10 PERFORMANCE ASSESSMENT SYSTEM IN MEXICO

Economic Development Functions Energy Communications and Transport Financial Services Tourism Science and Technology Agroindustry Sustainable Development 11

Government Functions Legislation Sovereignty Tax collection Incomes Treasury Financial Services Governance Electoral Processes Organization Mass Media Population Religion Civil Protection Access to the Government Public Information 12 PERFORMANCE ASSESSMENT SYSTEM IN MEXICO