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

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402 Salvatore Schiavo-Campo<br />

allocation process <strong>and</strong> for improved transparency <strong>and</strong> governance of<br />

extrabudgetary funds that will continue to exist.<br />

Develop special management arrangements for some expenditure<br />

programs (for example, user chargers <strong>and</strong> service delivery agencies) that<br />

can improve their operational efficiency without weakening expenditure<br />

control <strong>and</strong> accountability to the legislature.<br />

Strengthen line-item cash budgeting <strong>and</strong> expenditure control while<br />

improving flexibility by (a) reducing an excessive number of line items, (b)<br />

providing greater discretion for transfers between items, or (c) both.<br />

Set up a classification of expenditure by activity <strong>and</strong> program, to allow the<br />

definition of the right performance indicators at an appropriate level,<br />

although without introducing formal program or performance budgeting<br />

systems. This classification can <strong>and</strong> should be selective, by focusing on the<br />

definition of programs of major economic <strong>and</strong> social significance, <strong>and</strong><br />

should complement—rather than replace—the line-item classification.<br />

Examine the various possibilities of strengthening the performance<br />

orientation of the budget system short of ab<strong>and</strong>oning cash-based line-item<br />

budgeting—for example, by identifying expenditure programs of key<br />

economic or social interest <strong>and</strong> systematically reviewing results in the<br />

context of annual budget discussions.<br />

Multiyear expenditure frameworks<br />

To strengthen the essential link between policy <strong>and</strong> the budget, <strong>and</strong> because the<br />

discretionary expenditure margin on a year-to-year basis is typically very small,<br />

the annual budget preparation should systematically be framed by a multiyear<br />

perspective. This perspective requires, as basic priorities, the following:<br />

A set of medium-term macroeconomic projections, even if at a highly aggregated<br />

level, showing the interrelationships among the balance of payments,<br />

the fiscal accounts, real sector developments, <strong>and</strong> the monetary accounts<br />

Within the above, a medium-term fiscal framework consistent with fiscal<br />

sustainability (that is, stabilizing the ratio of debt to gross domestic product<br />

while providing adequate resources for priority economic <strong>and</strong> social<br />

expenditures) <strong>and</strong> with realistic revenue forecasts<br />

Aggregate expenditure estimates, based on realistic estimates by functional<br />

category <strong>and</strong> broad economic costs of major programs.<br />

Subsequently, the expenditure projections can be gradually replaced by<br />

genuine multiyear expenditure programs consistent with the macroeconomic

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