The PFMP is a joint initiative of the Governments of Australia and the Philippines that directly assists the Government of the Philippines to implement its Public Financial Management (PFM) Reform Roadmap. Through the Department of Foreign Affairs and Trade, the Australian Government has committed up to A$30 million over five years, 2011–2016.

Since its commencement in October 2011, the Program has been working continuously with the Philippine Government to implement this roadmap, as well as the key PFM reforms, within different government agencies and partners.

Read the results of PFMP’s technical assistance and how it has continuously helped the Philippine Government improve the efficiency, accountability and transparency in the use of its public funds to enable better service delivery:


PFMP in 2014

PFMP continued to support the Government’s implementation of the PFM Reform Roadmap in 2014, providing substantial support to the rollout of UACS and advice on a number of refinements to the UACS that strengthened the analytical capability provided by this coding structure; continued advice on budget reform, GIFMIS, as well as general management support for the overall reform process. Technical support for the TSA concluded in March 2014.

The year 2014 was an important year for the implementation of the PFM reforms which the PFMP has continuously supported. In January 2014, three key reforms for budget execution were implemented – the Unified Accounts Code Structure (UACS) was adopted for budget execution, the Treasury Single Account (TSA) was adopted for revenue agencies, and the Performance-Informed Budgeting (PIB) came into effect for 2014 budget execution.

PFMP also continued to be flexible in its approach, providing support to new areas on the Government’s agenda (the Comptroller General and the PFM Law) and other ad hoc issues such as the restructuring of DBM.

Simultaneously, support to the Department of Education (DepED) continued during 2014, with support provided to the implementation of the UACS and cash management reforms, as well as assisting the Department to prepare for GIFMIS implementation (as the spending agency pilot). The work for the latter, however, slowed as the future of GIFMIS became increasingly uncertain. A revised approach will be adopted in 2015 in which PFMP will assist the DepED to enhance critical internal systems, and in so doing deliver important functional benefits in the short to medium term.

In Government-CSO engagement, support continued successfully for the participatory audit program of the Commission on Audit (COA) with the completion of initial pilot audits, and an additional phase of support was agreed that will work to institutionalize these new approaches. Other aspects of support to civil society engagement saw a successful change of PFMP focus during 2014. Following a period of slow progress in 2013, focused on the policy environment for civil society engagement, emphasis shifted to the actual practice of CSO engagement, with a consequent change in focus from DBM (as the custodian of CSO policy in relation to public expenditure) to selected spending agencies. New areas of cooperation were developed and initiated with DepED, the National Housing Authority (NHA) and the Department of Health (DOH) to this end.

PFMP remains committed to supporting the Government’s efforts to improve PFM despite the non-implementation of GIFMIS. Clearly, this has necessitated a fairly significant shift in focus for PFMP, and a revised PFMP strategy has been developed to provide a framework for continued support to reform. The overall theme of the revised approach is to strongly increase the emphasis on the practice of PFM: consolidating progress by assisting the Government (and DBM in particular) to put its new tools into practice in the context of day-to-day work, which also involves broadening the current focus on senior executives to include staff at operational levels.

PFMP recognizes that the scale of the reforms has been reduced, however, there are still important benefits that can be delivered in the short to medium term, and demonstrating those benefits in practice will be important to the credibility of future PFM reform.


Read more about our results and progress towards achieving program outcomes in 2014 here.




. Posted in Our Results

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