PFM, Governance and Financial Accountability
PFM, Governance and Financial Accountability
PFM, Governance and Financial Accountability
What is governance? What is Public Financial Management? How are the two related? Why are sound PFM systems important?
Governance
Based on the recent analytical research, we define governance as the process and institutions by which authority in a country is exercised. Specifically, governance is: (i) the process by which governments are selected, held accountable, monitored, and replaced; (ii) the capacity of governments to manage resources efficiently, and to formulate, implement, and enforce sound policies and regulations; and (iii) the respect for the institutions that govern economic and social interactions among them.
Participation Rule of Law Effectiveness and Efficiency Accountability Transparency Responsiveness Equity Inclusiveness
Concept of accountability
Accountability is the notion that an individual or body, acting on behalf of another person or group, should report back on their actions. Accountability is needed wherever there are hierarchical relationships, or where delegation of duties or responsibilities takes place. This is to ensure that those with delegated authority act in ways that their ultimate overseers would wish.
Legal and institutional framework Budget formulation Budget execution Accounting Monitoring and reporting Asset management Debt management Contingent liabilities Internal Controls External auditing Legislative scrutiny Public access to information on public finance
effective public financial management systems are critical for making progress in reducing poverty
good financial management system helps by ensuring use of available resources effectively problems in sectors such as health, education, and agriculture can have common origins in weak financial management systems
What are the benchmarks? What is the diagnosis? What reforms are required?
Legal framework as laid down in the Constitution An all India framework Key controls well defined at DDO level, but there is scope for improving accountability at the level of HoD, CO and CCO
Codes require to be revised / modernized Procedure manuals need to be developed for individual departments
District Treasury
DDO
Centre for Good Governance
STO
District Treasury
Accounting
DDO
Centre for Good Governance
Director Treasuries
Treasury Code
District Treasury
DDO
Account Codes
Financial Advisor
Secretary
DDO
Centre for Good Governance
Civil Account R3 Data Entry RBI R4 Hard Copy of account Accountant General
Data
Finance Department
Controlling Officer
State HQ
Hard Copies
Soft Copy
Bank
Treasury
Data Entry
Budget realism Participation of the spending departments Comprehensiveness and transparency Accessibility and timely presentation.
Revenue forecasting is unscientific Receipts from GoI are uncertain Seventy percent of plan budget is dictated by GoI and 80 percent of the non-plan by committed costs Fixed commitments (salaries, pensions and debt servicing) limit flexibility in formulating budget Lack of medium term perspective
Prepare medium term expenditure framework (MTEF) and policy and budget linkage for important departments Prioritizing on-going projects and emphasizing asset maintenance Disclose Tax expenditures Bring in multi-year budgets Outcome budgeting
A high correlation between budget and actual expenditure achieved through predictability in expenditure allocation Ensure funds are spent on authorized and intended purposes Transparent and clear process for within year expenditure changes Departmental controls over approval and recording of transactions submitted for payment Clear processes for moneys granted or advanced to be promptly and accurately recorded, vouched and recovered by departments; and Control commitments and arrears.
Savings due to delays in release of funds (CSS and budget release orders) Excess expenditures are generally well controlled but the supplementary estimates are taken invariably post facto Diversion of funds is a concern Controls in Treasury system adequate; those in respect of AC/DC bills, PD accounts, UC, etc. need improvement
Reforms in budget execution are linked to computerization of budgetary transfers and accounts
Robust accounting system reduces FR by enabling financial monitoring and reporting Clearly defined accounting concepts, policies and procedures. Accounting policies support the needs of the user of the accounts Timely rendering, compilation and production of accounts Systems and Controls support relevant and reliable accounting Complete and reliable accounting for funds held outside the Consolidated Fund
Minimal role of departments and GoAP in accounting Reconciliation of expenditure and control over Public Account need strengthening Central funds received in kind not accounted Cost of services difficult to compute Need for moving to accrual based accounting A large amount of un-reconciled balances pose risk Suspense and remittance accounts lack transparency and can hide misappropriations
Computerization of Accounting Function in government has been fragmented. There is a need for a ERP solution for Government Accounting There is need to switchover to modified accrual based accounting system which would entail revising accounting classification
Timely, relevant and reliable monitoring of budget execution enables line departments, finance department and other stake holders to exercise financial control and undertake corrective action as necessary; and Timely, relevant understandable and comparable financial reporting enables prompt scrutiny at the year end and highlighting the extent to which funds were used for the intended and authorized purposes.
Format of reports not useful, nor user-friendly No correlation between expenditure and physical performance Year end Financial Statements also lack user-friendly formats
Number of Drawing and Disbursing Officers is just too unmanageable; this need urgent rationalization. The major expenditure in government is the establishment expenditure (pay and entitlements). Aggregation and computerization of payroll is urgently needed.
GOI
GOAP
DOMH&FW
CFW District Employe es' Master Data Payroll Monthly event statement Utility Bills
DHS
Dist. Treasury
Poor control over assets leads to their theft and misuse Asset management in government is weak No reporting on assets (cash basis of accounting) Maintenance of stock and asset registers is poor Physical verification ranges from weak to non-existent Investments not valued at lower of cost or market price
Debt management is critical to developing realistic budgets Major portion of debt is to GoI as Plan expenditure is financed by borrowings from GoI GoAP has set out a medium term fiscal framework aims stabilize debt at around 31 percent of GSDP Debt to be applied for capex Transparency in debt reporting improved with inclusion of off-budget borrowings into the budget and accounts
Contingent liabilities pose significant fiduciary risk Guarantees are the most important of contingent liability (Guarantee Redemption Fund) Pensions are the other major non-debt liability (pay-asyou-go and actuarial) Disclosure of contingent liability Assurances and comfort letters in respect of contractual services of PSUs not provided for
Effective internal controls are a prerequisite for containing fiduciary risk Computerization poses new challenges in internal controls Understanding and appreciation of internal controls low among many field level staff Attitude of higher officials towards internal controls could be more positive Effectiveness of internal audit can be improved
CAG audit should include physical verification of assets, increasing risk based audit CAG opinion on accounts should extend to opinion on accounts and PFM Responsiveness to audit should improve Timeliness of PAC scrutiny
Diagnostic Studies
Fiduciary risk is defined as the risk that funds: Are not used for the intended purpose; Do not achieve value for money; and/or Are not properly accounted for.
Methodology
DFID Guidance Note 8 good practice Parameters Prescribed with 15 related bench Marks For assessment of PFM system and Non treasury systems. Field Visits to different districts with wide spread and reach. Controls Testing Questionnaire based Interviews, stake holder work shops Key document desk review
GPP: A clear set of rules governs the budget process BM.1.A budget law specifying fiscal management responsibilities is in operation BM.2. Accounting policies and account codes classifications are published and applied.
BM.3. All general government activities are included in the budget BM.4. Extra budgetary expenditure is not material
BM.5.Budget allocations are broadly consistent with any medium term expenditure plans for the sector or for overall budget
GPP.4.The budget is reliable guide to actual expenditure BM.6.Budget outturn shows a high level of consistency with the budget
BM.7.In year reporting of expenditure BM.8.Systems operating to control virement , commitments and arrears
GPP.6.Government carries out procurement in line with principles of value for money and transparency BM.9.Appropriate use of competitive tendering rules and decision making is recorded and auditable BM.10.Effective action taken to identify and eliminate corruption
BM.11.Reconciliation of fiscal and bank records is carried out on a routine basis BM.12.Audited annual accounts are submitted to parliament/legislature within the statutory period.
GPP.8.There is effective independent scrutiny of government expenditure BM.13.Government accounts are independently audited BM.14.Government agencies are held to account for mismanagement BM.15.Criticisms and recommendations made by the auditors are followed
up.
Rating Snapshot
Overall assessment indicates medium risk Department is ready to take up reforms and Proactive to suggestions. Sector strategy draft is finalized Financial Capacity Building for department staff is being developed NRHM/ State mission / District mission would help to improve situation. PFM reform initiatives to start from Finance Dept. for line departments.
Key Observations
Ineffective Departmental structure - over centralized, unaccountable, managed through vertical programmes without horizontal communication among sub depts. No strategic perspective in fiscal planning, expenditure policy making, budgeting, expenditure policy review, etc. Proliferation of Societies and autonomous bodies with multiple accounting mechanisms Complex, Convoluted, Fragmented, Multiple district administrative structure Revamping necessary with proper role clarity in view of transfer of public services to local bodies.
Standardize Procurement Operations Prepare Procurement Manual Upgrade Inventory Management system with focus on drug indenting planning. Demand Forecasting Mechanism needed Develop dedicated core staff cadre for procurement Incorporate international best practices Set-up dynamic market intelligence E-Procurement to be standardized
Incentive Payments Local Emergency Drug Purchases Non-Maintenance of Patient / drug issue registers Irregular Distribution of Free Drugs. Need to Speed Up Enforcement Process
Risk Mitigation
Increase comprehensiveness and transparency of financial reporting for all central sector schemes.
Risk Mitigation
Procurement capacity building with process standardization in line with international best practices.
e-enablement for on line processing of budgets, accounts, cash management, internal control and Audit recommendations follow up Systems based audit for procurement and civil works in APHMHIDC. Undertake study of corruption prone processes
Risk Mitigation
To reduce speed money, develop Citizen Charters with clear definition of services Employ RTI Act as a tool to enhance citizens capacity to fight corruption Internal Vigilance System to be made fully functional Introduce whistle blower protection legislation