PLANNING AND BUDGETING UNDER THE FISCAL RESPONSIBILITY ACT BY PROF. DAVID IORNEM
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Transcript of PLANNING AND BUDGETING UNDER THE FISCAL RESPONSIBILITY ACT BY PROF. DAVID IORNEM
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THE CENTRAL ROLE OF BUDGET PLANNING & IMPLEMENTATIONBudgets are about Service Delivery
Budgets are about discipline
Budgets are about needs
Budgets are about projects, goods and
services
Budgets are about control
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Budgets are the evidence of governance
implementation
Budgets give effect to governance
Budgets are about Accountability
Budgets are about Delegation
THE CENTRAL ROLE OF BUDGET PLANNING & IMPLEMENTATION
…MORE
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Budgets are about a social contract between
the State and the citizens.
Budgets are about unity of form
Budgets are about participatory governance
Budgets are about Intervention
THE CENTRAL ROLE OF BUDGET PLANNING & IMPLEMENTATION
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FINANCIAL FRAMEWORKWhat is Financial Management?
Laws Controlling the Financial Framework
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WHAT IS FINANCIAL MANAGEMENT?Setting a financial plan (budget) based on
objectives
Financial administration including control of
revenue, expenditure, assets and liabilities
Preparing financial statements and monitoring
performance
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Accountability
Funding
National
Assembly
Executive Governmen
t
Makes LawsGovernment accountable
Financial Management
Responsibilities
LEGAL CONTROL OF FINANCIAL MANAGEMENT
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COUNSTITUTION/FINANCIAL RESPONSIBILITY ACT
FINANCIAL RESPONSIBILITY ACT
• No public money of the
Territory
shall be issued, spent or
invested
except as authorised by
Enactment
•Budget management Financial
reports CE responsibilities
Banking,
investment & borrowing
Territory
authorities reporting &
governance
LEGAL CONTROL OF FINANCIAL MANAGEMENT
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WHAT IS A BUDGET?Government’s financial plan of the Government and its
agencies:
The financial resources available (revenue) and how
resources will be used (expenses)
The assets and liabilities
- cash flows
- output performance information
Budget is specified for the next financial year, and
three medium-term years
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BUDGET FRAMEWORKLegislation
Constitution
Decisions Concerning Budget Process
Budget office
Measurement
Documentation
Agencies
Whole of Government
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Budget = first Appropriation Bill of a year
Money can only be spent in accordance with
an appropriation
Supplementary appropriations = any
appropriation bill presented after the Budget
“top up” for agencies
Government can change priorities during the
year
BUDGET FRAMEWORK
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Appropriations
Budget
Chief executives
No payment without appropriation
Budget papers
Responsibilities and Accountability
BUDGET FRAMEWORK
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ROLES Budget office
Ministry of Finance
Ministers (Agencies)
Legislators
AGF
FRC
…MORE
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Agencies - advise Ministers
Recurrent initiatives
Capital initiatives and projects
Revenue initiatives
Savings proposals or offsets
Budget pressures
ROLES
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FINANCIAL RESPONSIBILITY DOCUMENTSAnnual budget
1.Underlying Revenue and Expenditure Profile (2yrs)
2.Analysis of Budgeted and Actual Expenditure over
the last 18 months
3. Monthly Projected Revenues
4. Measures on Cost Evaluation
5. Fiscal Target Appendix
6. Fiscal Risk Appendix
…MORE
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Medium-term expenditure framework
1. Macro-economic Framework
2. Fiscal Strategy Paper
3. Expenditure and Revenue Framework
FINANCIAL RESPONSIBILITY DOCUMENTS
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BUDGET TIME TABLE2ND Quarter – Schedule of Revenue and
Expenditure for next 3 years submitted by
MDA to Minister
August – Annual budgets of MDAs to Minister
? – Annual budget to NASS
(Critique: Not comprehensive enough)
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SUGGESTED TIME TABLE1st ½ of 2nd Quarter – Consultations
2nd ½ of 2nd Quarter – MDAs submit
3rd Quarter – Minister to NASS
4th Quarter – Signed into law
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FINANCIAL FINANCIAL PLANNING AND PLANNING AND
BUDGETINGBUDGETING
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FINANCIAL PLANNING DEFINED Financial planning is a process of selecting
among alternatives. It starts with: Definition of goals and objectives.
Planning establishing priorities among the
goals and allocates resources among various
alternatives to attain those goals.
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THE ESSENCE OF BUDGETINGBudgeting takes the alternatives selected
and the resources defined and prepares the
detailed steps for accomplishing the
alternatives.
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Budgeting and Budgetary control involves
looking into the futures, stating what the
organization wants to happen, and then
deciding how to achieve these aims.
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At the stage of preparing the budget it is
assumed that both the evaluation and
prioritization of the alternatives have been
done. It is now more of a detailed blueprint
for accomplishing a specific task or set of
tasks.
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Planning and budgeting are both extremely
important for successful financial
management. The relationship can be
summarized as follows:
PLANNING & BUDGETING
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A budget is also a plan of action expressing
the organization’s intentions in monetary terms.
(a). The operating budget for the year
corresponds to the annual operational plan.
PLANNING & BUDGETING
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(b). The budget provides a means of measuring
progress, but it must be remembered that
what it expresses is the amount of
resources invested in a particular activity.
PLANNING & BUDGETING
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(c). The budget cannot tell about how effective
the programme is for those supposed to be
helped, i.e., quality of the outcome or the
attainment of the desires impact
(d). Other evaluative tools must be used to
make judgments relative to quality
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BUDGETS & MANAGEMENT EFFECTIVENESS
Budgets can and should be used to
measure management effectiveness,
specifically, the degree to which
programme intentions are carried out
within fiscal constraints.
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THE PLANNING PROCESS
1.Review of Organization’s Mission and Vision
2.Setting of Goals
3.Setting Objectives
4.Operational or Implementing
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REVIEW OF ORGANIZATION’S MISSION AND VISION
Good long range planning always includes
a review of the organizations mission
statement (usually found in the
constitution) in light of changing
community needs.
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(a). The mission statement is a broad
philosophical description of the overall
purpose of your organization. It describes
the reason for your existence.
REVIEW OF ORGANIZATION’S MISSION AND VISION
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(b). The mission statement should indicate:
What you want to achieve in the long run.
Your target participant populations.
The problems, concerns or opportunities to
be addressed in serving your community and
members. - - - More
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(c). The General Secretary and the Board
of Directors have the final
responsibilities to carry out the
mission of the organization effectively
and efficiently through the
programmes of the organization.- - - More
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(d). As part of the long range planning
process, the mission is translated into
a framework of goals, objectives and
action steps.
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SETTING GOALSGoals are general statements of intention
but provide a more specific sense of
direction than the mission statement.
(a). Goals should: Be consistent with the mission statement.
Be long range (3-5 years).- - - More
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Provide a framework for the rest of the
planning process.
Inspire creativity and innovation.
Be derived from internal and external data
summaries, reflecting management
operations.
(b). The goals should be officially adopted by the
Board.
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SETTING OBJECTIVES(a). Objectives and Goals must be set to be:
Specific Measurable
Attainable, i.e., Feasible
Realistic, Relevant & Results Oriented
Time-bound
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(b). It is important to realize that those
accountable for achieving the
objectives should be involved in
determining such objectives –
including staff and lay members of
the organization.
SETTING OBJECTIVES
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OPERATIONAL OR IMPLEMENTATION
Develop a yearly operational plan.
(a). It includes all of the objectives
effective for that year.
(b). May be done on an ongoing basis in
reviewing what programmes the
Association will operate the next year.
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(c). Those responsible for achieving the
objective should:
Specify who is responsible.
Define what is to be done.
Cover the year period.
Specify when it is to be completed.
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1. Conceive the budget as a working document
meant to serve for all operational levels of the
Association.
2. Determine the current situation-- What
programmes are going on, what needs to be
done to advance them or complete them?
THE BUDGET PROCESS
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3. Establish some clear goals.
4. Once you have the goals, you can begin
the task of working out what it will take to get
the job done.
5. Programmes for fulfilling the objectives
falling within their department.
THE BUDGET PROCESS
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(a). For a school, this could cover the
number of programmes class hours;
number of staff needed for day care
department, etc.
(b). Other direct costs.
(c). Indirect costs.
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6. Appropriate or allocate staff/projects
overhead and management cost.
7. Appropriate projects income and expenses
based upon planned participants.
THE BUDGET PROCESS
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Reflect projects based upon more than one
year if possible.
Consider potential adjustment in costs.
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8. Assigned staff summarizes all income.
9. Compare expected income to expenses. If expenses exceed income, decisions
should be made to reduce or cut out
lower priority programmes.
THE BUDGET PROCESS
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10. Submit budget to Board of Directors for approval.
Budget directly reflects organizational
priorities, decisions which cannot be made at
the staff level.
THE BUDGET PROCESS
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Staff can recommend but the Board must
approve.
11. Break budget into monthly segments based
upon expected dates of income and
expense.
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USING THE BUDGETAs the budget gets implemented, it is
necessary to continually review
performance by comparing the actual with
the budget. Variances should be studied
and understood so that appropriate action
can be taken.
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Key Points:
1. Lack of commitment.
2. No responsibility centers/Poor delegation.
3. Lack of control procedures.
4. Too “tight” a budget. A budget is a blueprint.
WHY BUDGETS FAIL
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5. Failure to revise when needed.
6. Failure to report financial information on a
timely basis.
WHY BUDGETS FAIL
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To be an effective Financial Planning tool,
the budget must:
1. Be well conceived and approved by the
Board.
2. Be broken down into periods
corresponding to the periodic financial
statements.
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3. Appear on the financial statements so a
comparison with the actual income and
expenditures can be made on a timely basis.
4. Be used by the General Secretary and
Board as a basis for action when there is
a significant deviation.
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BUDGETING PRINCIPLES
There are five main basic principles:
1. Obligation
2. Integration
3. Target orientation
4. Adaptability
5. Motivational
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PRINCIPLE-BASED BUDGETING
This concept is not to be confused with
Budget Principles in the preceding slide.
It means looking at your circumstances
and challenges before deciding on the
main thrusts of your budget. Some
specific concepts may deliberately
underscore an organization’s budget.
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1.Transparency
2.Meeting Required Fund providers
3.Goal Attainment
4.Discipline
5.Focus
6.Delegation & Control
CONCEPTS, PRINCIPLES, THRUSTS THAT MAY UNDERSCORE A BUDGET
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1. Well defined goals and objectives.
2. Full participation management.
3. Understanding that budgets need to be
flexible.
4. Timetable to ensure well thought-out
budgets.
OTHER FORMS OF BUDGET PRINCIPLES
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5. Managers are responsible for specific
activities and are responsible for budgetary
planning.
6. Open communication.
7. Review of budget throughout the year to
identify and address variances.
OTHER FORMS OF BUDGET PRINCIPLES
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