Free balance-wp-towards-budget-2-0

FreeBalance®
Government “Budget 2.0”

Government Budget 2.0 Framework:
a framework for evaluating technology for government transparency and
Public Financial Management reform
Doug Hadden, VP Products, FreeBalance

Introduction
This paper proposes a budget-centric and technology-focused framework to assess the government transparency and public
financial maturity. Governments leverage technology to manage public finances and enable transparency. Most assessments of
Public Financial Management (PFM) tend to be technology - neutral by providing little or no guidance about the use of Integrated
Financial Management Information Systemsi (IFMIS), also known as Government Resource Planning (GRP) [Figure 2]. These
assessments focus primarily on procedures and practices because no GRP can improve PFM quality when procedures or practices
are ineffective.
E-government and open government technology is increasingly being leveraged by governments to enable transparency,
accountability, citizen services and citizen engagement. “The real benefit of e-government lies not in the use of technology per se,
but in its application to processes of transformationii.” E-government and open government frameworks tend to combine
technology methods with procedure and practices but have little PFM guidance with the exception of managing transactions
[Figure 2].

Budget Centric Approach to Government Figure 1: Budget-Centric View of
Transparency Open Government
Budget management is the core to public financial management. Often called Government Performance Management
the “organic budget law” or the “vote”, it is the legal embodimentiii of Data from Government Operations
government policy. Budget formulation and execution traditionally “focused Expenditures Revenue
primarily on resource allocation and input controliv” is maturing “towards a Budget
focus on resultsv” or government performance. New tools coupled with citizen
formulation
demand have created a demand for more open and transparent participatory
budgeting “to extend and deepenvi" democratic processes. This trend for open Budget
government, open data and Government 2.0 affects the core of government execution Human
management: the budget. Treasury Resources
Data from Government Operations
Open government often includes budgetary and transactional information such
Government Performance Management
as budget plans, e-procurement opportunities and financial reports. Open
government can also include what might seem as non-budgetary information
such as census statistics, economic data or health advice. The collection and publication of this information requires funding via
budgets. Budget management is core to open government [Figure 1]. And, budgets are tied to this government outputs and
outcomes. Therefore, budget management is core to government performance management, unlike in the private sector. “In
business the budget is only an internal document. In governments and not-for-profits, the budget is the key fiscal document.vii”

From Government 1.0 to Government 2.0
Tim O’Reilly of O’Reilly media coined the term “Web 2.0”viii in 2005 to describe a technological evolution where the web had
become a platform for software. This differs from “Web 1.0” where data generated by client/server software was deployed through
the Internet. Other characteristics of Web 2.0 included harnessing collective intelligence, focusing on data, supporting multiple
technology platforms and deploying rich user experiences. M.I.T. Sloan and Harvard professor Andrew McAfee extended these
concepts to the business domain by describing Enterprise 2.0ix in 2006.
This technology transition enabled observers to describe Government 2.0, Aid 2.0, Civil Society 2.0, etc. The concept of
Government 2.0 includes what Tim O’Reilly calls “government as platformx”. Governments build physical infrastructure like
highways and communications satellites that generate economic growth according to O’Reilly. Economic growth can also be
generated through technology by making government open. O’Reilly sees an intersection between technology open standards and
open government: “open standards spark innovation and growthxi.”
This “openness” intersection is critical to understanding how open technology enables government openness in the Government
2.0 world. For the purposes of this paper, the following definitions are used:

2
FreeBalance®

 Budget 1.0: Traditional mechanisms of budget management that are primarily internally-focused (often called “back-
office”), where control and compliance are major concerns
 Transitional: Increase of externally focused or “front-office” budget management where transparency, web transactions
and government reporting are important characteristics but do not achieve “Web 2.0” characteristics
 Budget 2.0: Social and Web 2.0 mechanisms that attempt to leverage the network effect to improve government
performance and service delivery while leveraging the integration of front and back office systems
Figure 2: Survey of Common PFM and E-Government Assessment Methods
Budget Back-Office
Evaluation Method Scope Front-Office Technology
Implication Technology
Public Expenditure and Financial Comprehensive PFM No technology guidance although PEFA assessments
Yes
Accountability (PEFA) assessment attribute some achievements to the use of technology
Commonwealth Public Financial A3: Use of IFMIS
Comprehensive PFM
Management Self-Assessment Yes B2: Use of Debt
assessment
Toolkit (CPFM-SAT) Management software
O7: Financial
The Chartered Institute of Public management No technology guidance for
Comprehensive PFM Yes
Finance & Accountancy (CIPFA) information systems publishing information
assessment
Whole Systems Approach

Extractive Industries
Revenue Watch Institute Index Yes
transparency
Paris Declaration and Accra Use of country systems for PFM and procurement
Aid effectiveness Yes
Agenda for Action does not specify use of technology
Internet publishing of
Budget preparation
International Budget Partnership budget documents gains
and reporting Yes
Open Budget Index (OBI) higher rating for many
transparency
categories
Gartner Group Open Provides open government
Open government No
Government Maturity Model technology insight
Institute for Electronic
E-Democracy No Use of e-mail systems
Government e-Democracy Model
Andersen & Henriksen E-
E-Government No
Government Maturity Use of web technology
Horizontal and vertical
Layne and Lee Framework of E-
E-Government No integration within
Government
government
World Bank World Governance Meta collection of 3rd
No
Indicators party indicators
No technology guidance
Governance and anti-
Global Integrity Report No
corruption

Technology-Enabled Transparency
The Internet supports government transparency initiatives like open data, procurement, recruitment and grants portals.
Transparency mechanisms have evolved from “freedom of information” processes to proactive publication of machine- readable
data sites. Data that was once packaged by governments to generate revenue are being offered at no cost to enhance business
opportunities. Information timeliness has also become more critical with governments releasing information without lengthy

3
FreeBalance®

publishing processes. And, many governments recognize that open government and open data can provide direct citizen
interaction, demonstrated by the recent Open Government Partnershipxii initiative.
Figure 3: Technology-enabled Transition to Open Government
Classification Closed: “1.0” Transition Open: “2.0”
Transparency Access to information Documents Machine readable
Data Availability Data for sale Publish as exception Publish as norm
Mode Publish, audit and vetted Mixed Near real-time publishing
Target Business community Civil society organizations, press Citizens

Technology Transition to Open Systems
Information Technology is transitioning from closed to open systems. Commercial Off -The Shelf (COTS) software used for
government budget management was predominantly custom-developed or proprietary in the past. In this closed system era,
integration within the product suite was considered paramount. Economies of scale meant that the largest vendors provided the
best extensibility and support for multiple industries. Proprietary architectural frameworks and “middleware” was necessary to
develop robust transactional software. Integration with other PFM-related subsystems was difficult until more broad adoption of
industry standards. Open source and open standards enables more atomic-level integration and interoperability among systems.
This has been further enhanced through open source software that enables reuse and repurposing of software by systems
integrators and government organizations.
Figure 4: Technology Transition to Open Systems
Classification Closed: “1.0” Transition Open: “2.0”
Integration Vendor Proprietary: Intra- Industry standards support with Service-Oriented Architecture provides ease
suite integration generalized integration points of integration
Middleware Vendor Proprietary: Tactical support for open Full support for open standards, broad open
customer lock-in standards source adoption, availability of low cost
cloud deployment services
Extensibility Vendor proprietary Vendor eco-system adds value All vendors and all customers add value
Open systems provide governments with broader Information Technology choices. Governments are less likely to be “locked” into
a proprietary vendor solution. And, governments can choose the most cost-effective IT components at any time whether
proprietary or open source. This enables government agility to adapt to emerging citizen demands.

Historical Perspective
Information Technology functionality for the consumer, business and government markets have improved dramatically over the
past decades. The 1990s to early 2000s saw the rise of Enterprise Resource Planning (ERP)xiii software that replaced previous
rigid business systems. These applications covered multiple horizontal and vertical markets (as defined as ERP II by Gartner
Groupxiv). Many core back-office functions were automated. Intra-suite integrationxv became a competitive differentiator.
The “dot com” era saw a boom and bust of e-commerce applications. The key problem for dot com providers was the need to
create the entire transaction infrastructure. This left some winners like eBay and Amazon who were able to achieve the economies
of scale.
Significant technical advantages were enjoyed through Internet deployment of consumer IT. The sharing of data centre
infrastructure optimized costs. Central management reduced systems administration costs. And, the Internet browser interface was
considered more intuitive. COTS vendors “web enabledxvi” software.
The Consumerization of IT (CoIT) xviihas continued as government technology follows trends in Web 2.0 interactivity, deployment
on the private or public clouds and use of mobile devices. The future Government 2.0 could be characterized by social media
interactivity and emerging CoIT such as “gamificationxviii”.

4
FreeBalance®

Figure 5: Open Systems Maturity: Environment and Technology
Open

Gov 2.0
era
Cloud
CoIT era
computing
Webified Mobile
Environment

ERP era computing

ERP 2 era Web 2.0 era

Dot.com
ERP 1 era
era
Client/
Server era
Mainframe
Closed

era
closed technology open
Back-office focused technology Hybrid traditional back-office with web front-end Web-focused front-office technology

Towards “Budget 2.0”
It is challenging given the Information Technology and
government transparency innovation to develop a holistic Figure 6: Budget 2.0 Evaluation Framework
framework covering front and back-office functionality. There
are numerous overlapping classifications. The Budget 2.0
framework proposes eight evaluation classifications:
 Transparency mechanisms leveraged by governments
[Figure 7]
 Oversight including internal government and external
stakeholders such as citizen engagement [Figure 8]
 Policy management including the process of building
policy and aligning policy to budgets [Figure 9]
 Budget formulation including the process for creating
and approving budgets [Figure 10]
 International standards support for public sector and
transparency standards [Figure 11]
 Timeliness of information provided to legislatures, civil
society and citizens [Figure 12]
 Budget Comprehensiveness including all government
tiers, parastatal organizations and coverage of all
revenue and expenditures [Figure 13]
 Budget execution including accounting methods and how execution is controlled to meet budget objectives [Figure 14]

5
FreeBalance®

Figure 7: Transparency Mechanisms
Maturity cycle: increased technical maturity of transparency mechanisms from documents to open data
Budget 1.0 Transitional Budget 2.0
Published Documents
Web Publishing
 Formal documents like
 Information published to the web as Open Data
“budget book” printed
web pages, documents  Pro-active data disclosure, near
through government printing
 Increasingly pro-active disclosure real-time
agency
 Machine-readable information
Narrative-Centric
Visualization-Centric supporting Application
 Documents focused primarily on
 Diagrams, charts, multimedia Programming Interfaces (APIs) to
narrative where diagrams and
and infographics as primary support information mashups
photographs used to enhance
communications mechanism  Increasing amounts of non-financial
narrative points
data including performance
Citizen-Centric
information
 Significant effort to provide information so
that it is easily understood by citizens
Interactive Data
 Search, drill-down, data selection and output
Figure 8: Oversight
Maturity cycle: increased use of technology use to improve oversight stakeholders and enable citizen engagement
Parliamentary Oversight
 Parliamentary budget agencies as
Audit counterpoint to government
 Primary concern is budget budget organization
compliance Audio Visual
Citizen Oversight
 Often: Internal departmental  Hearings, debates, press
 Enabled through pro-active
audit organizations conferences published via TV and
disclosure, access to information,
 Often: Independent audit web open data, machine readable data
agencies within government
Performance Auditing and mashups
 Audits matures from budget compliance to  Rise of so-called “data journalism”
performance and risk management  Mechanisms to encourage
Press and NGO oversight participation including participatory
 Freedom of the press and freedom of assembly budgeting, crowdsourcing
Access to information
 Freedom of information laws to enable
petitioning government for information
 Formal process to manage, redact and
release
Cooperative Planning Expert Networks
 Outreach to business, academics,  Use of collaborative networks, social media for outreach to
NGOs in planning communities of experts

6
FreeBalance®

Figure 9: Policy Management
Maturity cycle: improved alignment of policy and performance through technology and increasing engagement
Macro-fiscal frameworks
 Methods to collect Performance Management
Participatory Policy
macroeconomic information and  Analysis of policy effectiveness
 Social media mechanisms to
analysis to be used in developing  Results shared externally
develop policy positions during
policy  Adjustment of programs to
elections
Policy-budget Linkages better achieve policy
 Social media mechanisms to
 Linkage of policy objectives to objectives
develop policy positions as
budget inputs
part of budget formulation
Policy Outreach
process
 Leveraging external stakeholders, NGOs, business groups
etc. to develop policy
 Often: formal methods or public hearings used
Figure 10: Budget Formulation Modernization
Maturity cycle: improved alignment of budget and performance through technology and increasing engagement
Budget as ceremony
 Top-down, bottom-up Budget books Government
formal and informal  Publication of budget plans, Performance
processes resulting in government intentions, Management
Participatory Budgeting
budget law organic budget law  Focus on non-
 Extends budget
 Limited stakeholder  Often: pre-budget statement financial measures,
preparation to citizens,
engagement outside  Often: executive budget output and outcome
NGOs, businesses
government & proposal results
parliament  Often: use of
Budget and Commitment controls dashboards and
scorecards
 Formalized methods of managing budget and commitment
accounting  Often: performance
information
 Matures to aggregate controls, support for decentralized
published on web
decision-making during budget execution
 Often: includes
Program budgeting
accountability Accrual budgeting
 Aligns budget with policy structure that
 Often: scenario planning and budget assumptions  Identifies true value of
enables government investments,
used management
 Often: first budgets with macro-fiscal frameworks liabilities
discretion, within
 Often: supports medium-term expenditure rules, to optimize
framework performance
 Often: procurement planning part of process
 Often: project management part of planning

7
FreeBalance®

Figure 11: International Public Sector and Technical Standards
Maturity cycle: increased use of public sector and technical standards to facilitate comparability
IPSAS Cash-Basis
 Standardized method enabling
National Standards
comparison among countries IPSAS Accrual Basis
 National standardization
 Generally somewhat supported by  More effective government comparison tool
sets stage for international
developed countries  Not yet supported by governments
standards support
 Consistent with IFRS reporting in
 Some national standards
private sector
may be consistent with
IMF GFS
important characteristics of XML-Based Machine Readable
 Government Financial Statistics supported by
international standards Transparency Standards
many developing countries that may require
 IATI International Aid Transparency
IMF financing
Initiative
Medium Term Expenditure Frameworks
 EITI Extractive Industries
 Methodology for developing credible budgets often across
Transparency Initiative
three-year window
 XBRL eXtensible Business Reporting
 Typically uses macro-fiscal information as input to budget
Language
formulation
Figure 12: Timeliness
Maturity cycle: increased and more rapid publication of information to make data more relevant
Annual Reports
 Annual budget book produced (enacted Unaudited Reports
budget)  Periodic
 Annual audited accounts produced reports Open Data
In Year Execution published  Pro-active data disclosure, near real-
 Quarterly or mid-year before audit time
audited accounts produced  Machine-readable information
Audit Reports supporting Application Programming
 Audit findings published Interfaces (APIs) to support
Pre-Budget Statement information mashups
 Budget formulation intentions published in time  Increasing amounts of non-financial
for parliamentary debate and for citizen data including performance
engagement information
Interactive Data
 Search, drill-down, data
selection and output
 Often: visualization
capabilities

8
FreeBalance®

Figure 13: Budget Comprehensiveness
Maturity cycle: improved accounting of all functions across all entities of government
National Government Sub-National
 Covers all direct  Integrates all sub-national government information into
departments and budget information
agencies in national Parastatal
government  Integrate all government-owned businesses into budget
 Covers all  Extend to support Public Private Partnerships
expenditure and
revenue Accrual Extensions:
information  Asset, property, contingent liability in budget
 Often: includes
independent and Information Comprehensiveness
autonomous  Information extends to support: budget preparation, budget execution, government accounts,
agencies human resources, procurement, human resources, debt and investment data

Figure 14: Budget Execution and Accounting Methods
Maturity cycle: improved fiscal discipline, performance alignment and determining the true value of government activities
Modified Cash Modified Accrual Accrual Accounting
Cash-based Accounting
 End of year accruals  Expenditure  Full accrual
 Cash-basis of
for revenue and and revenue accounting show full
accounting used
expenditures accrual value of government
Budget and Commitment controls
 Formalized methods of managing budget
and commitment accounting Performance Discipline
 Internal controls includes segregation of  Often: use of dashboards and scorecards
duties  Budget execution decisions including budget
 Matures to aggregate controls, support for transfers and virements informed by
decentralized decision-making during performance information
budget execution  Risk-based approaches used to make
Cash, Liquidity management execution decisions
 Adjustment of controls based on cash
forecasts including issuing warrants
 Often: support for Treasury Single Account
 Often: investment and debt planning
Budget Forecasting
 Forecasting surplus, deficit situations
 Use of scenario tools to better predict economic effects to adjust
budgets during execution

9
FreeBalance®

Conclusion: The Budget 2.0 Framework as Assessment Tool
Observers may find the classifications and descriptions of elements of the Budget 2.0 framework somewhat arbitrary. It is clear
that there is significant interaction among the eight proposed classifications [Figure 15]. The positive effects of an excellent
assessment in one classification, such as transparency mechanisms, could be compromised by low budget comprehensiveness or
poor controls in budget execution.
Figure 15: Technology Interaction towards Budget 2.0
open data, web publish improves oversight comprehen-
Transparency
and enables citizen engagement on policy and siveness in
mechanisms enables
budget formulation budget
integration of
information
internal (i.e., audit) and improves back and
web-
external scrutiny improves enables ability to front office
Oversight deployed
policy & budget alignment to comparisons react quickly functions
increases
performance among to
oversight
countries opportunities
Policy aligns policy carries
and threats improves
management with budget budget
policy and
credibility
Budget budget
through
formulation credibility
execution
Standards enables comparisons among countries
Timeliness Improves ability to react
improves
fiscal
Budget
discipline for
Compr.
“whole of
government”
Budget
Execution

This paper is the first expression of the Budget 2.0 framework. An open assessment tool is being developed from this framework.
This tool will:
 Benefit from feedback to improve the categorization
 Align country and government characteristics to weight the eight framework classifications to help identify priorities
 Integrate elements of current assessment tools [Figure 2], and is not intended to replace any of these tools
 Provide a scorecard methodology to assist in reform decision-making [similar to Figure 6]
 Identify positive or negative impacts of a classification score across other Budget 2.0 classifications
 Provide governments with a “straw-man” PFM reform “road map”

i
Rodin-Brown, Edwin Integrated Financial Management Information Systems: A Practical Guide United States Agency for
International Development, January 2008. http://pdf.usaid.gov/pdf_docs/PNADK595.pdf
ii
UN E-Government Survey 2008, From E-Government to Connected Governance, United Nations, 2008.
http://unpan1.un.org/intradoc/groups/public/documents/un/unpan028607.pdf
iii
IBID Rodin-Brown

10
FreeBalance®

iv
Diamond, Jack Performance Budgeting: Managing the Reform Process. International Monetary Fund, February 2003
http://www.imf.org/external/pubs/ft/wp/2003/wp0333.pdf
v
Curristine, “Teresa Performance Information in the Budget Process: Results of the OECD 2005 Questionnaire”, OECD Journal on
Budgeting, Volume 5, No 2, 2005, Organisation for Economic Co-operation and Development
http://www.oecd.org/dataoecd/13/2/37714836.pdf
vi
IBID Diamond
vii
Granof, Michael, Government and Not-for-Profit Accounting: Concepts and Practices, 4th Edition Wiley, January 2007
http://media.wiley.com/product_data/excerpt/01/EHEP0015/EHEP001501-1.pdf
viii
O’Reilly, Tim What is Web 2.0: Design Patterns and Business Models for the Next Generation of Software, O’Reilly Media,
September 2005 http://oreilly.com/web2/archive/what-is-web-20.html
ix
McAfee, Andrew “Enterprise 2.0: The Dawn of Emergent Collaboration” MIT Sloan Management Review, April 2006
http://sloanreview.mit.edu/the-magazine/2006-spring/47306/enterprise-the-dawn-of-emergent-collaboration/
x
O’Reilly, Tim Government as a Platform, O’Reilly Media, 2010 http://ofps.oreilly.com/titles/9780596804350/
xi
IBID
xii
http://www.opengovpartnership.org/
xiii
Vanover, J. Sunshine; Shorter, Jack D .”Enterprise Resource Planning Today Issues in Information Systems, Volume VII, No.2,
2006 http://www.iacis.org/iis/2006_iis/pdfs/vanover_shorter.pdf
xiv
Comport, Jeff. ERP II Technology and Architecture Trends for 2006, Gartner Group, December 2001
http://www.gartner.com/DisplayDocument?doc_cd=103297&ref=g_SiteLink
xv
Gupta, Shashikant What is ERP (Enterprise Resource Planning)?
http://www.indiastudychannel.com/attachments/communities/152374__What%20is%20ERP.pdf
xvi
ERP vs. ERP II, Cyframe http://www.cyframe.com/site_download_files/ERP_vs_ERP_II.pdf
xvii
Russo, Sara Consumerization of IT, Tuck School of Business, May 2011
http://www.tuck.dartmouth.edu/digital/assets/images/Consumerization_SR_20110505_v1_0.pdf
xviii
Deterding, Sebastian; Sicard, Miguel; Nacke, Lennart; O'Hara, Kenton; Dixon, Dan Gamification: Using Game Design Elements
in Non-Gaming Contexts, CHI 2011, May 2011 http://gamification-research.org/wp-content/uploads/2011/04/01-Deterding-
Sicart-Nacke-OHara-Dixon.pdf

11
FreeBalance®

About FreeBalance
FreeBalance is a For Profit Social Enterprise (FOPSE)
software company that helps governments around the world
to leverage robust Government Resource Planning (GRP)
technology to accelerate country growth. Proven
FreeBalance GRP products and focused methodology
supports financial reform and modernization to improve
governance, transparency and accountability. Good
Contact FreeBalance
governance is required to improve development results.
T: +1 613 236-5150 (outside North America)
FreeBalance ensures high success rates for governments
info@freebalance.com
under stress to those in the G8 and enables governments to
www.freebalance.com
improve performance and comply with government goals.
Unlike other Commercial Off-the-Shelf (COTS) vendors, Canada
FreeBalance is socially responsible as core, customer-centric FreeBalance (Headquarters)
and focused 100% on government. 1101 Prince of Wales Drive
Suite 210, Ottawa, Ontario
The FreeBalance Accountability Suite is a comprehensive
Canada K2C 3W7
fully web-based Government Resource Planning software
T: (613) 236-5150
suite that supports the entire budget cycle and strengthens
Toll Free: 1-877-887-3733 (North America only)
governance by improving budget transparency, fiscal control
F: (613) 236-7785
and predictability. The proven Suite integrates transactions
with content and collaboration through innovative Guatemala
Government 2.0 technology and links budget controls with FreeBalance
objectives to enable governments to improve performance, EuroPlaza World Business Center
transparency and comply with government goals. Unlike Tower 1 – Suite 903 ‘A’
other Commercial Off-the-Shelf (COTS) software, the 5 Avenue 5-55 Zone 14
FreeBalance Accountability Suite is proven in government Guatemala City, Guatemala
implementations around the word, programmed for
government and progressively activated to adapt to current Kosovo
and changing government context. FreeBalance
Bedri Pejani, 7A
FreeBalance i3+qM is an integrated product development, 10000 Pristina, Kosovo
implementation and sustainability services methodology
designed for Government Resource Planning to ensure long Portugal
term implementation success. FreeBalance
Edificio Cyprum, Avenida 25 de Abril
Author No. 15-B, 2D
Doug Hadden is VP Products at FreeBalance, a global Linda-a-Velha, Portugal
provider of software solutions for public financial Uganda
management (PFM). In that role, Mr. Hadden is responsible FreeBalance Inc.
for all aspects of global marketing, business development, Plot No. 23, Soliz House
and product management. He is also the Chief Customer Lumumba Avenue, Kampala, Uganda
Advocate, responsible for aligning FreeBalance activities
with customer priorities. United States
FreeBalance
Mr. Hadden can be reached at dhadden@freebalance.com. 1001 Connecticut Avenue, Suite 720
Washington, DC. 20036
T: 1-877-887-3733 (North America Toll Free)

12
FreeBalance®

www.freebalance.com

2
FreeBalance®

Free balance-wp-towards-budget-2-0

More Related Content

What's hot (6)

Similar to Free balance-wp-towards-budget-2-0 (20)

More from FreeBalance (20)

Recently uploaded (20)

Free balance-wp-towards-budget-2-0