《International Practice on Budget Execution and Control.ppt》由会员分享，可在线阅读，更多相关《International Practice on Budget Execution and Control.ppt（17页珍藏版）》请在三一办公上搜索。
1、International Practice on Budget Execution and Control,Katherine Barraclough and Bill Dorotinsky,Public Financial Management Workshop,NOSPA,Vientiane,Lao PDR May 23-26,Budget Execution and Control,Concerned with budget execution,accounting and fiscal reportingProcesses and institutions to:Implement
2、the budgetManage resources,assets(and policies)Report on resource useEx poste audit reports and resource useKey questions:Are deficit targets going to met?Are budget adjustments that were agreed at the preparation stage being implemented?Will the budget outturn align with the budget plan?Are expendi
3、ture priorities being reflected in the budget?,Basic Principles for Budgeting,ComprehensivenessInclude all revenue and expenditure,all agenciesAccuracyRecord actual transactions and flowsAnnualityCover a defined period of time(e.g.one year budget,multi-year forecasts)AuthoritativenessEnsure implemen
4、tation is in line with appropriate lawsTransparencyInformation on spending is public,timely and understandablePredictabilityStability in the macro and strategic policy and funding in the short and long term,Cash Budget,Advantages:Appropriations are on a cash basis and define the limits for payment a
5、nd annual commitmentFits well with the need for compliance and expenditure controlExpenditures are classified by organisation and object of expenditure(line item)Disadvantage:Tendency to overlook issues of government objectives,their links to the budget,and the services to be delivered by the govern
6、mentThis can be overcome through an appropriate classification system,Budget Classification(1),Classification is important for:Policy formulationIdentification of resources allocation among sectorsIdentification of activities of governmentLevel of performance to be assessedEstablishment of accountab
7、ility for compliance of authorizations,policies and analysisEveryday budget administration,Budget Classification(2),Budget can be classified according to:Function:for historical and high level analysis and policy formulationOrganisation:for accountability and budget rationFund:source of financingEco
8、nomic:for statistical purposes,compliance,control,and economic analysis Program:for allocating resources based on government objectives and cost-benefit analysisOther:as needed based on country circumstancesCOFOG and GFSCOFOG:http:/unstats.un.org/unsd/cr/registry/regcst.asp?Cl=4GFS:http:/www.imf.org
9、/external/pubs/ft/gfs/manual/,The Budget Execution Process,Key Considerations,Ability to revise budget appropriations in-yearExcessive switching may indicate a lack of budgetary discipline and/or poor budget formulationQuality of information on outturn expenditureInformation needs to be timely,accur
10、ate,and reliableLimits on use of exceptional proceduresAvoid excessive use of procedures that by-pass expenditure controls Adjusting expenditures in yearOnly changes in expenditure policy can deliver sustained changes in expenditure levelsPursuing good governanceEnsuring the basic principles are fol
11、lowedAreas of responsibility,Responsibilities for the CBO,Budget AdministrationAdministering the system of release of fundsMonitoring expenditure flowPreparing in-year budget revisionsManaging central payment system/bank accountsAdministering the central payroll systemConsolidating accounts and prep
12、aring progress reports,Policy ImplementationReviewing progress independently or jointly with spending agenciesIdentifying policy revisions where appropriateProposing to Cabinet reallocations of appropriations,Responsibilities for Spending Agencies,Budget AdministrationAllotting funds among subordina
13、te unitsMaking commitments,purchasing and procuring goods and servicesVerifying the goods and services acquiredPreparing requests for paymentPreparing progress reportsMonitoring performance indicatorsKeeping the books,Policy ImplementationPeriodically reviewing the implementation of the programIdent
14、ifying problems and implementing adequate solutionsReallocating resources among sector programs,Internal Control(1),Compliance controls:Commitment stage:financial controlDelivery:verificationBefore payment:accounting controlAfter final payment:audit,Principles of Internal Control,Internal Control(2)
15、,Any system is a mix of approachesApproaches will vary with fiscal conditionsAs with any trend,they can go too far,External Control,IndependenceAdequate resources,government support and staffHead of Audit Office should be selected on professional meritIndependent of the executiveRelevant scope of wo
16、rkCapacityProfessional expertise and technical knowledgeAccess to informationEffective working relationship with Ministry of Finance and spending agenciesImpactAvailable to the publicFocus on issues of importanceExecutive commitment to follow up on findings,Issues for Developing Countries,Schick,A.,
17、“A Contemporary Approach to PE,”(World Bank,1998)31.,Ratings of Public Financial Accountability,Source:World Bank,East Asia Update,(2001),Ratings:low=medium=high=,Best Practice budget presentation,Budget information should be presented in a way that facilitates policy analysis and promotes accountab
18、ilityBudget data should be reported on a gross basis,distinguishing revenue,expenditure,and financing,with expenditure classified by economic,functional,and administrative category.,IMF Manual on Fiscal Transparency(2001),Best Practice budget execution,Procedures for the execution and monitoring of
19、approved expenditure and for collecting revenue should be clearly specifiedThere should be a comprehensive,integrated system which provides a reliable basis for assessing payment arrearsBudget execution should be internally audited,and audit procedures should be open to reviewFrequent reports on budget developments should be presented to the legislature and final accounts should be presented within a year of the end of the fiscal year,IMF Manual on Fiscal Transparency(2001),
