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

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466 Alta Fölscher<br />

between policy <strong>and</strong> planning are not only a result of problems in budget<br />

preparation, but also a result of deficiencies in budget execution, monitoring,<br />

<strong>and</strong> audit.<br />

The reforms included the following:<br />

Strengthening the legal framework for finance management, including<br />

new financial management <strong>and</strong> procurement legislation<br />

Developing macroeconomic forecasting capacity in the Ministry of<br />

Finance<br />

Developing a participatory MTEF-budget process, with various structures<br />

aimed at improving coordination between agencies <strong>and</strong> cooperation<br />

toward better budget outcomes<br />

Introducing review <strong>and</strong> evaluation instruments, particularly institutionalized<br />

ministerial public expenditure reviews, an overall public expenditure<br />

review, <strong>and</strong> public expenditure tracking methodologies<br />

Constituting central <strong>and</strong> ministerial MTEF structures to improve the link<br />

between planning <strong>and</strong> budgeting<br />

Reforming economic budget classification categories to comply with<br />

international st<strong>and</strong>ards<br />

Developing an integrated financial management information system<br />

Introducing automated payroll controls<br />

Creating a revamped cash management <strong>and</strong> expenditure commitment<br />

control system<br />

Improving systems to track <strong>and</strong> monitor external resources<br />

Improving debt management capacity.<br />

The reforms are applied in the relevant phases of the budget process. This<br />

chapter focuses on the institutional arrangements of the budget preparation<br />

<strong>and</strong> implementation processes, discussing each reform instrument within the<br />

context of the budget process.<br />

Improving the Macrofiscal Budget Link<br />

A key finding of analytical work done on the Kenyan system in the early<br />

2000s was that although previous reform initiatives emphasized the need for<br />

realistic projections of revenue, overly optimistic forecasts of macroeconomic<br />

<strong>and</strong> revenue performance still regularly led to budget planning<br />

based on unrealistic resource envelopes. The result has been in-year cash-flow<br />

shortfalls, leading to (a) repetitive budgeting during the year as both the<br />

Ministry of Finance <strong>and</strong> spending agencies continuously assess funding

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