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Dept Budget - ppt-1
Dept Budget - ppt-1
11
PERFORMANCE BUDGETING
Strengths:
Budget based on outputs
Emphasis on performance and results
Greater autonomy and flexibility
Greater accountability
Departments more aware of outputs and cost of producing
outputs
Puts decisions on deployment of resources in the hands of
people at operations
12
PERFORMANCE BUDGETING
Shortcomings:
No clear link to desired outcomes
Lack of focus on processes
Does not address need for sustained superior
performance and results
With tighter fiscal position, need for greater emphasis on
inter-ministry allocations
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PROGRAM BUDGETING
Program Budgeting takes a normative approach
to budgeting in that decision making—allocating
resources—is determined by the funding of one
program instead of another based on what that
program offers.
Programme Budgeting
Strengths:
Greater awareness of goals to be achieved
More flexible than Line Item Budgeting
gradually relaxed transfer of budgets between objects of
expenditures and between activities/programmes
Programme Budgeting
Limitations:
With the expansion of existing programmes and the
introduction of new ones, there was no mechanism to
ensure that the overall expenditure would not outgrow
revenue collection.
PLANNING PROGRAMMING BUDGETING (PPB)
Provides clear
Program accountability Focus is on program linkage between Requires
Requires the
plans, goals and program activities considerable
Program resources necessary
Is the program achieving objectives. Program managers and budget investment of
Budgeting to develop program
its goals and objectives? & program analysis allocation resources
(PPBS) plans, goals and
Requires budgeting to a Links parts to High potential for
objectives
Program effectiveness plan. whole and conflicts
present to future
BUDGET TYPES (Performance , ZBB)
Purpose?
Central Question?Problem Characterstics Central Actors Conditions for Success Strengths Weaknesses
to be solved?
Requires considerable
Program efficiency/ Time-consuming
Measurements are resources to develop
effectiveness Provides and expensive
created for First line reliable measures.
Is the program cost- objective ways of High potential for
Performance workload activities, supervisors and Require time to
effective? Is the program documenting resistance because
Budgeting effeciency of street level develop confidence of
effective accomplishment of fear of measures
resource allocation bureaucrats those needed to create
Measures of what is being s being used to
and effectiveness performance
accomplished penalize
measures.
• BUDGET AT A GLANCE
Budget Surplus
Budget Surplus = Savings
A company's or individual's income exceeds its
expenditures over a particular period of time.
The amount by which government revenues exceed
government spending.
A surplus is considered a sign that government is being
run efficiently.
Used to pay off debt, save for the future, or to make a
desired purchase that has been delayed.
Budget Deficit
Budget Deficit = Shortfall
A company’s or individual's liabilities exceeds its assets
over a particular period of time.
The amount by which government spending exceeds
income in any one fiscal year.
Financed by borrowing money and paying interest on the
borrowed funds.
Program Spending
Discretionary Spending
Programs that are deem discretionary must have
funding approved each year.
i.e. Defense, Education, and Housing
Entitlement Spending
Funding for entitlement programs are mandated by law.
i.e. Social Security and Medicare
BUDGET 2016-17 {SALIAT FETURES}
Total outlay of the budget is Rs. 4894.9 billion
10% higher than the budget 2015-16
Resources available estimated 4442 billion (2016-17)
Resources available estimated 4168.3 billion (2015-16)
Net revenue receipts estimated 2779.7 billion (2016-17)
12.8% over the budget 2015-16
Provincial share in taxes 2135.9 billion (2016-17)
15.5% over the budget 2015-16
Net Capital receipts estimated 453.6 billion (2016-17)
Net Capital receipts 606.3 billion (2015-16)
BUDGET 2016-17 {SALIAT FETURES}
External receipts estimated Rs. 819.6 billion (2016-17)
Increase of 9.1% from budget 2015-2016
Overall expenditure estimated 4894.9 billion (2016-17)
Current expenditure : 3844 billion
Development Expenditure : 1050.9 billion
Share of current expenditure in budgetary outlay is 78.5%
Expenditure on general public service is estimated 2707.2
billion (70.4% of current expenditure)
Development expenditure outside PSDP 156.6 billion
THANK YOU
RULES OF PROCEDURE AND CONDUCT OF
BUSINESS IN THE NATIONAL ASSEMBLY ON
FINANCIAL MATTERS (EXCERPTS FROM THE “RULES
OF PROCEDURE AND CONDUCT OF BUSINESS IN
THE NATIONAL ASSEMBLY – 1992”) 163.
BUDGET
• PRESENTATION OF THE BUDGET
• NO DISCUSSION ON THE DAY OF PRESENTATION
• STAGES OF DISCUSSION OF THE BUDGET
• ALLOTMENT OF DAYS
• GENERAL DISCUSSION ON THE BUDGET
• CUT MOTIONS
• CONDITIONS FOR ADMISSIBILITY OF CUT-MOTION
• SPEAKER TO DECIDE ADMISSIBILITY OF CUT MOTION
• NOTICE OF CUT-MOTIONS
• AMENDMENT TO CUT-MOTION
• VOTING ON DEMANDS FOR GRANTS
• SCHEDULE OF AUTHORIZED EXPENDITURE
• PROCEDURE FOR DEALING WITH SUPPLEMENTARY AND
EXCESS DEMANDS
Financial Accountability Cycle
Funds
authorization
Line Departments
MOF/Legislature
AGP
CGA
Financial
Reporting
Budget—a Planning & Control Model
To achieve objectives set by management, two basic
management functions are to be performed:
Planning, and
Controlling
Vs
Public Account
Consolidated Fund
Article 78/118, Consolidated Fund is:
All revenues received by the
Federal/Provincial Government
All loans raised/received, and
All money received in repayment of any loan
Consolidated Fund & Public Account
BUDGET
CYCLE
Review
Review
Reporting
Reporting
and
and Implementation
Implementation
Monitoring
Monitoring
Budget—A Constitutional Requirement
Article: 80 & Article 120
The Annual Budget Statement— according to the
constitutional requirements.
To show separately ‘charged’ and ‘voted’ expenditures.
To distinguish between ‘current’ and ‘development’
expenditures.
Prescribed format; i.e. separate estimates for
development and
non-development expenditure.
The details to be provided by grant number and according to
the object and functional classification as per Chart of
Accounts.
The Secretary of the department/division is the
“Principal Accounting Officer (PAO)”.
Revised Estimate =
First 04 months Actual Expenditure for the current
FY +
Last 08 months Actual Expenditure for the
Previous FY.
RE-APPROPRIATION
5. GST on Services
- Federal Government recognized that the Sales Tax on Services
is a Provincial subject. NFC decided that it might be collected by
Provinces if so desired
- Provinces will gain Rs. 30 billion as a result of this decision.
Salient Features of 7th NFC Award 2010
6. Gas Development Surcharge
- On account of GDS - Balochistan 28.7 percent,
- KP 3.0 percent, - Punjab 7.8 percent
- Sindh 60.4 percent.
- Loss of royalty to Balochistan is about Rs 2 billion which will be compensated through
generating additional revenue of Rs 1.8 billion under the revised formula. (10 %)
7. Relief Measures for KP and Balochistan
- KP NFC recognized the role of KP as front line province against War on Terror
- Federal Government to bear all expenditure
- 1 % of net proceeds of Divisible Pool ear-marked for KP
- Balochistan ,As the most under-developed province of Pakistan and having peculiar
geographic and economic characteristics, Balochistan needed special attention of
NFC. In the horizontal distribution, its provincial pool has been increased to 9.09%
(approximately twice the 2009-10 Divisible Pool transfers). Moreover, Federal
Government has promised to cover any short fall due to lower federal revenues.
Resources—Federal level
i tu y
or
s
T
re
at
Re ax
l ig
ce
nd
Ob
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pe
n- ts ht
Ex
Re Ta ig
v. x t ra ers— ,
S sf
a n lt i es l
Tr oya yde
R t H ts
Loans Ne rofi
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Resources
Resources
ties
== Divisible
Divisible
yal
Ro
Pool
Pool
l
Re pi ta
Hy ts
l
de
ip
Ca
its
ce
of
Pr
Divisible Pool
As per
As per NFC
NFC Award
Award
Provincial Shares
Provincial Shares
Share of Provinces out of Divisible Pool
Percentage share of Provinces out of divisible pool is as follows:
40% to
40% to Provincial
Provincial
Government
Government
60% to
60% to Districts
Districts
Basis of 60%
60% 20% 20%
Lack of
Distribution Population
Population Backwardness infrastructure
FORMULA FOR RESOURCE DISTRIBUTION TO DISTRICTS
Example:
MD 6002—DCO Malakand
MD 6011—Dy. District Officer Primary Male, Batkhela
Directly
Directly related
related to
to IMF
IMF public
public sector
sector reporting
reporting
requirements
requirements inin the
the publication
publication
““A
A Manual
Manual on
on Government
Government Financial
Financial
Statistics”
Statistics”
Major Minor Detailed Sub-Detailed
09 Education Aff. & 091 Pre-Primary &
Services Primary Edu.
Aff. & Serv
092 Sec. Edu. Aff.
& Serv.
093 Tert. Ed. Aff. & 0931 Tert. Ed. 093101 Gen.
Univer./Colle
Ser. Aff. & Ser. ges/Institutes
093102 Professional/
Tech./Univ.
Colleges/
intit.
093103 Admn.
095 Subsidiary
Services to Edu
096 Admn.
A012 Allowances
A01201 Senior Post Allowance
A01202 House Rent Allowance
A01203 Conveyance Allowance
A011-2
A01151 Basic Pay of Other Staff
Supplementary grant,
Reappropriation,
Excesses/surrenders
Supplementary Grant
If available within the grant, and if already funds were
allocated in a certain head, reappropriation can be made
where required. If not available, funds arranged by FD will be
part of the supplementary grant.
If funds are available within the grant, but no funds were
allocated in the ABS, token grant will form part of the
supplementary grant, remaining managed from within the
grant through re-appropriation.
Supplementary budget is presented to the assembly after
annual budget of the next year, for authorization like ABS
Excess/surrender budget
No timing.
When re-appropriation account is prepared, and is
discussed by the PAC, and if they feel the excesses
are justified, they order preparation of excess budget
which is again submitted to the assembly for
authorization.
Revised Budget
Used for preparation of budget for the upcoming
budget.
Used as a yardstick for preparation of next year
Estimates which are based on:
Reconciled 08 months actual expenditures of the current
year + 04 months expenditure of previous year gives the
Revised Estimates, which is then compared with the
actual allocation and saving is surrendered, or additional
grant is demanded.