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Public Sector Governance and Accountability Series: Budgeting and ...

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Accrual Accounting in the <strong>Public</strong> <strong>Sector</strong> 199<br />

once a country has a sound <strong>and</strong> robust cash accounting system in place.”<br />

Hepworth (2002: 8) argues:<br />

Accrual accounting is far more complex than cash accounting <strong>and</strong> it requires<br />

the exercise of relatively sophisticated judgments. Therefore, the change should<br />

only be attempted if the cash accounting system is working effectively <strong>and</strong> has<br />

been doing so for some time.<br />

Once an effective cash accounting system is in operation, an incremental<br />

approach to accrual accounting can be made, moving to modified cash, to<br />

modified accrual, <strong>and</strong> finally to full accrual as human resources <strong>and</strong> IT<br />

capacity permit (Athukorala <strong>and</strong> Reid 2003). Allen <strong>and</strong> Tommasi (2001: 306)<br />

lay out one possible transition path:<br />

It [the transition to accrual accounts] might start with those areas of government<br />

activity that require information on the value of physical assets, their uses,<br />

<strong>and</strong> full costs (e.g., agencies that charge users for services provided). Taking into<br />

account the need to strengthen fiscal management, transition countries should<br />

focus first on implementing methods to better recognize financial liabilities in<br />

their accounts.<br />

In summary, in deciding whether to set accrual accounting as a goal of<br />

public sector reform, policy makers in developing countries need to make a<br />

hard-headed assessment of their institutional environment <strong>and</strong> capacities,<br />

as well as of the benefits <strong>and</strong> costs of such a reform. Accounting regimes are<br />

not an end in themselves. Rather, they are a tool to serve managers, elected<br />

officials, <strong>and</strong> ultimately citizens as these individuals work to improve the<br />

operation <strong>and</strong> governance of the public sector. It is on that basis that they<br />

should be judged.<br />

Notes<br />

1. This section draws heavily on Graham (2007, chapter 4), who provides an accessible<br />

review of the issues surrounding cash <strong>and</strong> accrual accounting in the public sector.<br />

2. For a recent survey, see Alesina <strong>and</strong> Perotti (1999).<br />

3. This section draws heavily on Boothe (2004).<br />

4. It is useful at this point to define more precisely the terms cash <strong>and</strong> accrual accounting.<br />

Until recently, many governments in industrial countries have used what<br />

accountants call modified accrual accounting. Under this accounting regime, physical<br />

capital is treated as an expenditure in the year it is constructed, <strong>and</strong> no depreciation<br />

of the capital is charged as an expense in subsequent years. Because this chapter

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