预算改革预算管理质量外文文献.docx

1、预算改革预算管理质量外文文献文献信息标题: The Impact of Budget Reforms on the Quality of Budget Management in Nigeria作者: Egbide, Ben-Caleb; Sola, Adeyemi Kenneth; Francis, Iyoha出版物名称: Journal of Accounting and Auditing卷: 2014页: 1-15页数: 15出版年份: 2014出版商: IBIMA Publishing LLC出版物国家/地区: United StatesProQuest 文档 ID: 16444553

2、13文档 URL: http:/ezproxy.scu.edu.au/login?url=版权 2015 ProQuest LLC。 保留所有权利。 - 条款与条件The Impact of Budget Reforms on the Quality of Budget Management in NigeriaAbstractBudget management reforms were the major areas of the Nigerian public service reforms undertaken from the inception of civilian adminis

3、tration in 1999. The major objective was to enhance budget discipline among others. This was predicated on the theoretical considerations that improving the process and management of budgeting through reforms would be ultimately translated into improved budgetary outcome. This paper empirically inve

4、stigated the impact of budget reforms on the quality of budget management in Nigeria. The Medium Term Expenditure Framework (MTEF) and the Fiscal Responsibility Act (FRA) form the proxies for budget reforms, while budget discipline (BDISC) and fiscal discipline (FDISC) were used as proxies for the q

5、uality of budgeting. Historical time series data representing 7years before and 7 years after the adoption of MTEF, and 5 years before and 5 years after the enactment of FRA were collected and analysed using the pre-test/post-test design of a Paired Sample T-test. The result favoured our initial pro

6、position that budget reforms (MTEF and FRA) had not significantly impacted on the quality of budget management (BDISC and FDISC) in Nigeria. It was, therefore, recommended that the government should provide the leadership and political will, not only to enforce the provisions of FRA, MTEF and other

7、reforms, but to sanction those that short circuit the system to their advantage. This will go a long way to enhance compliance with the reforms, and bring about the expected improvement in the quality of the nations budget management.Keywords: Budget, Reforms, Quality, ManagementIntroductionThe rele

8、vance of a budget in any economy cannot be overemphasized. The budget does not only function as a mechanism for resource mobilisation and allocation, it also serves as a tool for economic management (Olomola, 2009 and Government Integrated Financial Management Information System (GIFMIS), 2011). Thi

9、s is because the budget document sets the direction for the entire economy, determines who gets what and when, as well as provides funds to implement new initiatives/policies through legal, rational and acceptable means (Bengali, 2004). In fact, it will be very difficult if not impossible for the go

10、vernment in any modern economy to realise her vision in any fiscal year without the instrumentality of budgeting (Olomola, 2009). This is why, the development of a nations budget is considered to be the governments single most important activity in any given year (Government Finance Officers Associa

11、tion (GFOA), 1999; National Democratic Institute (NDI), 2003).However, for a budget to function as an instrument of fiscal cum macroeconomic engineering, both the budget process and budget management must be sound. By sound budgeting, we mean a well-planned and implemented public spending strategy t

12、hat promotes technical efficiency, allocative efficiency and equity (Lucien, 2002). It is the budget process that is characterised by fiscal discipline and efficiencies in both operational and allocative dimensions (Olomola, 2006, Olomola, 2009). The lack of these basic ingredients of sound budgetin

13、g in most African countries, including Nigeria, has justified the description of their budgetary performances as disappointing, and underscores the need for reforms in public financial management in general and budget management in particular (Lienert &Sarraf, 2001).In Nigeria, budget management ref

14、orms were the major areas of the public service reforms undertaken from the inception of civilian administration in 1999. Prominent among these reforms were: the Medium Term Expenditure Framework (MTEF) introduced in 2005, and the Fiscal Responsibility Act (FRA) passed into the law in 2007. The obje

15、ctives of these reforms were to improve resource management by curtailing wasteful spending, and to ensure budget discipline among others (Government Integrated Financial Management Information System, 2011). After seven (7) years of the adoption of MTEF and five (5) years of the enactment of FRA, t

16、he realisation of the reforms objectives does not seem to be evident.It is against this back drop that this study was conceptualised. The objective is to empirically investigate the impact of MTEF and FRA on the quality of budget management in Nigeria. The rest of the paper is organised into four se

17、ctions namely: literature review and theoretical framework, the study methodology, data analysis and conclusion.Literature Review and Theoretical FrameworkThe Budgetary Reforms in NigeriaOne of the major concerns of the government from the inception of the democratic civilian administration in 1999

18、was the rate of extra budgetary spending, and blatant disregard to budget rule perpetrated by previous (military) administrations (Ben-Caleb &Agbude, 2013). Specifically, during the military regimes, the budget process was said to be thrown into disarray with major defects which precluded the budget

19、 from performing its role effectively as a tool for economic transformation, rather pressurised the nation into economic instability (Obasanjo, 1999). Expectedly, a number of reforms were embarked upon aimed at revamping the processes, programmes and policies considered ailing, in order to bring the

20、 economy on tract with the new democratic agenda and to delivering value to the people. The public sector in general and the public budget process in particular were among the areas for which reforms were exigent.Consequently, a number of budget related reforms were introduced into the Nigeria budge

21、t process. These include; Oil-Price based on fiscal rule, the Medium Term Expenditure Framework (MTEF) 2005, and the Fiscal Responsibility Act 2007 among others (Garba, 2011). The reforms centred on five major aspects namely; administrative procedures, budget preparation, management of government sp

22、ending, budget implementation, as well as budget monitoring and evaluation. They were intended to achieve the following objectives among others; reduce the cost of governance, improve the management of resources by curtailing extravagances, increasing the level of productivity and efficiency, as wel

23、l as ensure budget discipline (i.e. adherence to limits) (Olomola, 2009; GIFMIS, 2011)Specifically, the Medium Term Expenditure Framework (MTEF) was introduced into the Nigerian budgetary process in 2005; although its legal backing came via the Fiscal Responsibility Act in 2007. According to Pascua

24、(2005), MTEF entails annual budgeting system in which budget decisions relating to new programs and projects are made at every budget preparation session based on three-year fiscal scenarios, to ensure that projects financed for the next three years will be approved under the annual system and will

25、be consistent with the baseline budgeting approach. Its emphasis is on a multi-year (three years) budget packaging. The specific objectives for the adoption of MTEF in Nigeria were to improve the allocation of resources to strategic priorities among and within sectors, as well as provide MDAs with a

26、 hard budget constraint among others (Olomola, 2009; State Partnership for Accountability, Responsiveness and Capability (SPARC), 2009).Similarly, the Fiscal Responsibility Act (FRA) was signed into the law by President Musa YarAdua in 2007. It was meant to ensure prudent management of national reso

27、urces, a mandate consistent with section 16 of the 1999 constitution, among others. Besides, the FRA was set to promote greater accountability and transparency in fiscal operations and processes within the medium term fiscal policy framework (Omolehinwa &Naiyeju, 2011). In summary, the enactment of

28、FRA formed the legal basis for the MTEF, and gave impetus to other budget reforms as well.The Relationship between Budget Reforms and Budget ManagementBudget reforms involve making changes to the ways and manner in which the budget is formulated, implemented and evaluated for the purpose of facilita

29、ting effectiveness, efficiency and economy (Allen 1998 cited in world Bank 2001). It is about restructuring the process and/or management of a nations budgeting system in order to improve its feasibility as a fiscal policy vehicle. By implication, therefore, budget reforms must have direct impact on

30、 the quality of budget management, otherwise it would be unnecessary.Supportably, the five planks of the reforms mentioned earlier in this paper (i.e. administrative, preparation, management, implementation and monitoring/evaluation) resonated with both, the four phases of the budget cycle (formulat

31、ion, enactment, execution and evaluation), and the five major elements of budget management (efficiency, effectiveness, discipline, transparency and accountability). It is this interconnectedness that forms the fulcrum of the conceptual and theoretical underpinning of this study as depicted in figur

32、e 1.Figure 1 demonstrates a relationship among the three budgets constructs (Reforms, process and management). The thick arrows represent direct relationships or feedforwards, while the thin arrows represent feed-backs. The implication exemplified in the model is that budget reforms instigate changes in the process, as well as the management of the budget in order to improve its workability as an economic management tool. It is also in conformity with the theoretical postulates by institutional economists that institutional reforms are a necessary condi