14 financial administration

Financial Administration

Collection of sufficient resources from the economy in an appropriate manner along with allocating and use
of these resources efficiently and effectively constitute good financial management. Resource generation,
resource allocation and expenditure management (resource utilization) are the essential components of a
public financial management system.
Efficient and effective expenditure management calls for expenditure planning, allocation of resources
according to policy priorities and good financial operational management and control.Good financial
operational management focuses on minimizing cost per unit of output, achieving outcome for which these
outputs are intended and enhancing the value for money spent.
The financial management system is quite wide and encompasses resource mobilization, prioritization of
governmental efforts, resource allocation, formulation of detailed plans, setting up information systems that
assist decision making, having meticulous accounting systems and creation of robust internal and external
accountability mechanisms.
The commission has focused primarily on expenditure management.
Public finance management includes resource mobilization, prioritization of programmes, the budgetary
process, efficient management of resources and exercising controls.
It was earlier confined to budgeting, accounting, monitoring and evaluation. But, it is now widely accepted
that it includes taxation and other resource mobilization, debt and cash management, budgetary process,
accounting systems, information systems and internal and external audit. Reforms therefore include:
o Improving the collection of revenue is critical.
o Sound principles for deficit funding should be established, efficiencies sought and proper risk
management procedures introduced.
o Effective planning and allocation of resources is key
o Effective oversight and monitoring are crucial to sound governance and PFM reform.

Evolution of Budgeting
Budgeting is the process of estimating the availability of resources and then allocating them to various
activities of an organization according to a pre-determined priority.
The line item Budget
o the budget in which the individual financial statement items are grouped by cost centers or
departments. It shows the comparison between the financial data for the past accounting or
budgeting periods and estimated figures for the current or a future period
o The focus is on ensuring that the agencies or units do not exceed the ceilings prescribed
o It also facilitates centralized control and fixing of authority and responsibility of the spending
units. Its major disadvantage is that it does not provide enough information to the top levels about
the activities and achievements of individual units.
Performance Budgeting
o Performance budget reflects the goal/objectives of the organization and spells out performance
targets. These targets are sought to be achieved through a strategy(s). Unit costs are associated with
the strategy and allocations are accordingly made for achievement of the objectives.
o performance budgeting has a limitation - it is not easy to arrive at standard unit costs especially in
social programmes which require a multi-pronged approach.
Zero-based Budgeting (ZBB)
o every budgeting cycle starts from scratch.
o The basic purpose of ZBB is phasing out of programmes/activities which do not have relevance
anymore.

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o because of the efforts involved in preparing a zero-based budget and institutional resistance related
to personnel issues, no government ever implemented a full zero-based budget, but in modified
forms the basic principles of ZBB are often used.
Programme Budgeting and Performance Budgeting
o Programme budgeting in the shape of planning, programming and budgeting system (PPBS)
o Programme budgeting aimed at a system in which expenditure would be planned and controlled by
the objective.
o objective-oriented classification so that programmes with common objectives are considered
together.
o PPBS went much beyond the core elements of programme budgeting and was much more
than the budgeting system. It aimed at an integrated expenditure management system, in which
systematic policy and expenditure planning would be developed and closely integrated with the
budget.

Weaknesses in the Budgetary Process
o Poor planning; No links between policy making, planning and budgeting; Poor expenditure control;
Inadequate funding of operations and maintenance; Little relationship between budget as
formulated and budget as executed; Inadequate accounting systems; Unreliability in the flow of
budgeted funds to agencies and to lower levels of government; Poor management of external
aid; Poor cash management; Inadequate reporting of financial performance; and Poorly motivated
staff.
o Many of the weaknesses in budgeting reflect the failure to address linkages between the various
functions of budgeting.
o Almost exclusive focus on inputs, with performance judged largely in terms of spending no more, or
less, than appropriated in the budget;
o Input focus takes a short-term approachto budget decision making;
o Cabinet and/or central agencies extensively involved in micro-decision making on all aspects of
funding for ongoing policy;
o Last minute, across-the-board cuts, including during budget execution;
o Poor linkages between policy and resources at the centre, between the center and line agencies, and
within line agencies because of incremental budgeting;
The common elements of the budgetary reforms in OECD member countries are:
o Medium-term budget frameworks - form the basis for achieving fiscal consolidation. Budgets are
however enacted for a time period of one year, and are notorious for their short-term focus. This
short-term time horizon is often criticised for impeding effective expenditure management;
decisions on resource allocation are said to be made on an ad hoc or piecemeal basis.
o Prudent economic assumptions - There is no single factor more responsible for “de-railing” fiscal
consolidation programmes than the use of incorrect economic assumptions.
o top-down budgeting techniques –
 Budgeting has traditionally operated on a bottom-up principle. This means that all agencies
and all ministries send requests for funding to the finance ministry. These requests greatly
exceed what they realistically believe they will get. This bottom-up system has several
disadvantages to it.
 First, it is very time consuming and it is essentially a game; all participants know that the
initial requests are not realistic.
 Second, this process has an inherent bias for increasing expenditures; all new programmes,
or expansion of existing programs, are financed by new requests; there was no system for
reallocation within spending ministries and there were no pre-set spending limits.

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 Third, it was difficult to reflect political priorities in this system as it was a bottom-up
exercise with the budget “emerging” at the end of this process.
 The starting point for the new system is for the government to make a binding political
decision as to the total level of expenditures and to divide them among individual spending
ministries. This decision is made possible by the medium-term expenditure frameworks
which contain baseline expenditure information,
 The Finance Ministry concerns itself only with the level of aggregate expenditure for each
ministry; not the internal allocations.
 Each ministry has a total amount and it can freely reallocate that money among its various
agencies and programmes. This has several advantages to it. It serves to hamper creeping
increases in expenditures as new policies are funded by reallocations from other areas
within the ministry. It creates ownership in the respective ministries for the actions that are
taken. Decisions are also better informed as spending ministries are in the best position to
judge the relative merits of their programmes
o Relaxing central input controls - This is based on the simple premise that the heads of individual
agencies are in the best position to choose the most efficient mix of inputs to carry out the agency’s
activities. Relaxing central input controls operates at three levels. First, the consolidation of various
budget lines into a single appropriation for all operating costs (salaries, travel, supplies, etc.).
Second, the decentralisation of the personnel management function. Third, the
decentralisation of other common service provisions, notably accommodations (buildings). The can
be seen as the public sector’s version of “deregulation.” focus on results;
o An increased focus on results –
 public sector has traditionally been based on compliance with rules and procedures. It didn’t
matter what you did as long as you observed the rules. Now, when the public sector is
deregulated, a new results-based system is needed to hold managers accountable. This is a
fundamental change: holding managers accountable for what they do, not how they do it.
 some government activities simply lend themselves to results measurement much more
readily than others. a few homogenous products or services. On the other hand, agencies
that produce heterogeneous and individualised services can be very difficult to measure.
 choice of defining results either in terms of outputs or outcomes. Outputs are the goods
and services that government agencies produce. Outcomes are the impact on, or the
consequences for, the community of the outputs that are produced.
 From an accountability point of view, the question arises whether you hold managers
responsible for outputs or outcomes. Outputs are easier to work with in this context; but
outcomes are what matters in the final analysis. a combination of the two is the optimum
choice,
o budget transparency
 Budget transparency – openness about policy intentions, formulation and implementation –
is therefore at the core of good governance agenda.
 The first is the release of budget data.
 The second element is an effective role for the legislature.
 an effective role for civil society, through the media and non-governmental organisations.
 These three elements work together. The scrutiny of fiscal information by the legislature and
by civil society can only take place if the information is released in the first place. Similarly,
released budget information is only of value if it is effectively scrutinised by the legislature
and by civil society.
o Modern financial management practices.
 Accruals - Cash and accruals represent two end points on a spectrum of possible accounting
and budgeting bases.

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 Capital charges - Capital has tended to be viewed as a free good in the public sector. Once an
asset was in place, there was no mechanism to track and charge for the cost of capital tied
up in the asset. The government decides to levy a charge on the cost of capital tied up in all
assets in an agency. This creates the incentive. Thus, they could decide to sell excess assets
or move from high-priced areas to lower-priced areas and use the amount of the capital
charge they save for other purposes.
 Carry-overs - Only in cases where an agency continuously, year-on-year, builds up carry-
overs does the Ministry of Finance intervene. The advent of medium-term expenditure
frameworks also gives a benchmark for agencies to see that their appropriations are in fact
being carried-over.
 Interest-bearing accounts - the appropriation of an agency is divided into twelfths
(representing each month) and deposited into an agency’s account (either within the finance
ministry or with a commercial bank.) If an agency spends at less than this rate, they will
receive interest on the difference. If they spend at a faster rate, they will pay interest on the
difference.
o Although they are identified as seven separate features, they do in fact build on each other and must
be seen as a package.

The Budgetary Process
Based on the constitutional provisions and provisions contained in the General Financial Rules (GFR),
General Accounting Rules (GAR), Budget Manual (in the States) etc, a statement of its estimated annual
receipts and expenditure is prepared by each Government and presented to its legislature. This “Annual
Financial Statement” is commonly known as the Budget. In this statement, the sums required to meet the
expenditure charged15 upon the consolidated Fund of India or the consolidated Fund of the State or the
consolidated Fund of the union Territory and the sums required to meet other expenditure proposed to be
met from the Fund are shown separately.
The part of the estimates pertaining to expenditure charged upon the consolidated Fund is not submitted to
the vote of the legislature (although it is open to discussion in the legislature). The part of the estimate
which is concerned with other expenditures is submitted to the legislature concerned in the form of
Demands for Grants on the recommendation of the President or the Governor of the State or the
Administrator of the union Territory with legislature, as the case may be.
The Finance Bill containing the annual taxation proposals is considered and passed by the legislature
only after the Demands for Grants have been voted and the total expenditure is known. Then it enters the
statute as the Finance Act.
Vote on Account – for making any grant in advance in respect of the estimated expenditure for a part of
any financial year pending the completion of the parliamentary procedure;
Vote of Credit – for making a grant for meeting an unexpected demand upon the resources of India when on
account of the magnitude or the indefinite character of the service the demand cannot be stated with the
details ordinarily given in an annual financial statement; and
Exceptional Grant – for making provision for an exceptional grant that does not form part of the current
service of any financial year.
As per the requirements of the Fiscal Responsibility and Budget Management Act, 2003 three Statements
are to be presented to the Parliament, which form a part of the budget documents:
o the Macro-economic Framework Statement -contains an assessment of the growth prospects of
the economy.
o the Medium term Fiscal Policy Statement- indicates the three-year rolling targets for four specific
fiscal indicators in relation to GDP at market prices, namely, (i)Revenue Deficit, (ii) Fiscal Deficit,
(iii)Tax to GDP Ratio, and (iv) Total Out-Standing Debt at the end of the year (Effective revenue
Deficit added this year)

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o The Fiscal Policy Strategy Statement -seeks to outline the strategic priorities of the Government in
the fiscal area for the ensuing year.
Appropriation Bill
o The Grants made by the legislature and
o The expenditure charged on the consolidated Fund, but not exceeding in any case the amount
shown in the statement previously laid before the legislature.
o Re-appropriations from one Grant or Appropriation to another Grant or Appropriation are not
permissible.
The annual accounts of the Government comprise the Appropriation Accounts and the Finance
Accounts. The Finance Accounts show the details of receipts and expenditure for all the three Funds in
the form of various statements including liabilities of the government such as guarantees etc. and loans
given to States, union Territories and public sector undertakings. Through the Appropriation Accounts,
Parliament is informed about the expenditure incurred against the appropriations made by the Parliament in
the previous financial year.

Audit
Article 148 of the constitution provides that there shall be a comptroller and Auditor-General of India
Accounting Functions
Audit Functions
o To audit all receipts which are payable into the consolidated Fund of India and of each State and
each union Territory having a legislative Assembly
o audit all expenditure from the consolidated Fund of India and of each State and of each union
Territory having a legislative Assembly and to ascertain whether the money shown in the accounts
as having been disbursed was legally available for and applicable to the service or purpose to which
they have been applied or charged
o To audit all transactions of the union and of the States relating to contingency Funds and Public
Accounts;
o To audit all trading, manufacturing, profit and loss accounts and balance sheets and other subsidiary
accounts kept in any department of the union or of a State; and
o To audit the accounts of stores and stock kept in any office or department of the union or of a State
and in each case to report on the expenditure, transactions or accounts so audited by him.
legislative Assembly may also request the cAG to undertake the audit of accounts of any authority / body
which has not been entrusted to him under law.
The Reports submitted by the cAG and laid before each House of Parliament is examined by the committee
on Public Accounts (Pac)

Internal Audit
internal audit is conducted through the Internal Audit Wings in the Principal Accounts Offices of various
Ministries/Departments.
The appraisal, monitoring and evaluation of individual schemes;
Assessment of adequacy and effectiveness of internal controls in general,
Identification and monitoring of risk factors (including those contained in the Outcome Budget); critical
assessment of economy, efficiency and effectiveness of service delivery mechanism to ensure value for
money; and
Providing an effective monitoring system to facilitate mid-course corrections.

Integrated Financial Adviser (IFA)
A scheme of Integrated Financial Advisers was put in place in 1975.
In general, the IFAs were made responsible for:

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o Preparation of the budget of the Department/Ministry,
o Arranging payments directly to the bodies, corporations and authorities of grant-in-aid, loans,
etc., as may be sanctioned by the Department;
o Arranging payments through Pay and Accounts Offices
o compilation and consolidation of the accounts of the Department/ Ministry
o Introduction of a system of management accounting suited to the functions and requirements of the
Department/Ministry;
o Installation of a sound system of internal inspection within the department

Flow of Funds Related to Union Government Programmes
Transfer of funds from the union to the States due to the inadequacy of sources of generation of revenue
takes place through various means. The first and foremost is by wayof devolution as per the
recommendations made by the Finance commission (in terms of Articles 280 and 281 of the constitution).
The second channel is through the Planning commission. In this case, the States receive Plan funds from the
Planning commission in the form of ‘central Assistance’ under the ‘Scheme of Financing of States’ Annual
Plan. They also receive Plan Funds through various union Government Ministries/Departments in respect of
certain schemes implemented by State Governments. These schemes are known as ‘centrally Sponsored
Schemes’ (cSS).
due to lack of a proper information system, the tracking of fund flow and correlation between the amount
released and expenditure made could not be determined without a degree of uncertainty. Further, when
funds are transferred directly to the implementing agencies in the States, it has to be done in advance which
results in a substantial accumulation of funds in the pipe line.

ANALYSIS OF THE BUDGETARY PROCESS
In the conventional line-item budgeting, the major focus is on ensuring that agencies do not exceed
the specified allocation.27 Financial compliance is sought to be achieved in this system through a
detailed budgetary specification of inputs and to achieve this, detailed procedures are designed for
expenditure control.
When a Demand is taken up for discussion, any Member may seek reduction in the amount of the Demand
by moving any of the following types of cut Motions:
o Disapproval of Policy Cut (by moving “that the amount of the Demand be reduced to Re. 1”, thereby
representing a disapproval of the policy underlying the demand);
o Economy Cut (by moving “that the amount of the demand be reduced by a specified amount”,
thereby representing the economy that can be effected); and
o Token Cut (by moving “that the amount of the demand be reduced by Rs. 100”, in order to
ventilate a specific grievance).
At the end of the period allotted for discussion on the Demands for Grants, the Speaker puts all the
outstanding Demands for Grants to the vote of the House. This process is known as ‘Guillotine’ which
acts as a device for bringing the debate on financial proposals to an end within a specified time with the
result that several Demands have to be voted by the House without discussions.
India follows both the top-down and bottom-up approaches
The process of preparation of the Budget begins with the issue of the Budget circular by the Budget Division
of the Ministry of Finance in the month of September.
The first step to be taken by the Ministries/Departments is to review the existing Expenditure Budget so as
to prioritise the activities and schemes
Weaknesses in the Budgetary System and Implementation
o Unrealistic budget estimates: The amounts budgeted are often not realistic. Weakness in
preparing proper estimates leads to frequent revisions and supplementaries. On the other hand,
there are major unspent provisions at the end of the year. Large-scale unspent provisions are

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indicative of lack of efficiency in programme management at the departmental level in an annual
budget cycle and undermine efficient use of public money which is one of the major objectives of
any budgeting system. Root cause of the problem lies in the prevalent method of formulation of the
annual budget by getting details from different organizations/units/agencies and fitting them into a
pre-determined aggregate amount leading to unrealistic budget estimates.
o Delay in implementation of projects: Resources are being spread thinly with only token provisions in
some cases, often leading to inordinate delays in execution of projects. time and cost overruns
have been a major problem affecting the central sector projects. Projects and schemes should
be included in the budget only after detailed consideration.
o Skewed expenditure pattern: The expenditure pattern is skewed, with a major portion getting spent
in the last quarter of the financial year, especially in the last month.Modified cash Management
System:
 Obtaining greater evenness in the budgeted expenditure within the financial year,
 Reducing rush of expenditure during the last quarter,
 Reducing tendency of parking of funds.
 Effectively monitoring the expenditure pattern.
a Monthly Expenditure Plan (MEP) has to be worked out for each Demand for Grant. MEP for the
month of March may not exceed 15 per cent of the budgeted provision [Budget Estimate];and
MEP for the months of January-March may be so fixed that the QEA for the last quarter may not
exceed 33 per cent of the budgeted provision;
o Inadequate adherence to the multi-year perspective and missing ‘line of sight’ between plan
and budget. Multi-year budgeting addresses the basic problem faced in budgeting, - how to
integrate planning and budgeting. The preparation of rolling multi-year expenditure planning leads
to improvement in budget preparation by providing advance expenditure ceilings to the
departments, increasing predictability of resource availability, and by improving efficiency of
public spending. It is considered as the cornerstone of performance oriented budgeting, linking
resources to policy objectives that defines performance. In India, the Five year Plans provide the
basis for a medium-term multi-year perspective for resource allocation. On the basis of this, each
year the Planning commission, in consultation with the Ministry of Finance, allocates annual limits
for plan expenditures to each Ministry/Department. It has been noticed, however, that often, major
projects and schemes are launched by government which are not provided for in the plan. This
results in change in allocation for other projects and schemes thereby diluting plan
objectives.Another weakness of the current budget exercise is the absence of a clear link between
the plan and the budget.
o No correlation between expenditure and actual implementation: funds lie in the pipeline with
various project authorities and there is considerable lag before they are actually utilized. Thus
the accounts do not reflect the correct position as regards the implementation of government
schemes and programmes.
o Mis-stating of financial position: The present system of release of funds to project authorities
outside the government often leads to parking of funds which is often resorted to in order to
prevent lapsing of funds. This leads to idle funds being maintained outside government accounts
and thus portrays an incorrect picture of government funds besides causing loss of interest to
government.
o Ad hoc project announcements: Indiscriminate announcement of projects/schemes not
included in the plan/budget is regularly made, often without proper consideration and detailing.
o Emphasis on compliance with procedures rather than on outcomes: At present, government
departments often measure their performance in relation to the expenditure targets laid down in
the budget without adequate regard to outputs and even less to outcomes. Furthermore, little
emphasis is placed on efficient utilization of resources. Check PB, ZBB and OB.

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o Irrational plan / non-plan distinction leads to inefficiency in resource utilization: The distinction
has led to ever increasing tendency to start new schemes/projects to the utter neglect of
maintenance of existing capacity and service levels. The distinction also often leads to the
misperception that non-plan expenditure is inherently wasteful and should be avoided. This
dichotomy has resulted in fragmented view of resource allocation to various sectors. The plan
versus non-plan distinction in expenditures needs to be abolished keeping in view its impact on
budget development and public service delivery. The Departments should have the flexibility in
formulating their budgets with prior indication of resource availability.
Performance Budget
o a technique of presenting Government operations in terms of functions, programmes, activities and
projects’.
o emphasis should get shifted from the means of accomplishment to the accomplishments
themselves.
o the precise definition of the work to be done or services to be rendered and a correct estimate of
what that work or service would cost.
o three basic steps were required in the introduction of the system of performance budgeting:
 establishing a meaningful functional, programme and activity classification of governmental
operations;
 bringing the system of accounting and financial management into accord with this
classification: and
 evolving suitable norms, yardsticks, work units of performance and unit costs, wherever
possible under each programme and activity for their reporting and evaluation.
o Accountability is not merely confined to ensuring that the amounts have been spent but It also
extended to ensuring that the expected results are achieved.
o The preparation of performance budget has become a routine affair without any discernible
influence on expenditure management.
o not be sufficient to have the performance budget document as a supplementary one to the existing
set of documents. The idea of a supplementary document in such a context would inevitably mean
the continuation of the existing procedures, financial practices, accounting classification, etc., with
their inadequacies.
Zero base Budgeting:
o due to lack of capability building, this concept did not prove to be effective in the Indian
context.
o the distinction being followed in India between Plan and Non-Plan expenditure. Ideally,
prioritisation should be done among all items of expenditure whether on-going or new, Non-Plan or
Plan. But the system in which Plan and Non-Plan expenditure are treated differently and assigned
varying priorities, ZBB would have to be applied separately to Plan and Non-Plan expenditures
Outcome Budget:
o Details about the mandate, goals and objectives as well as the policy framework and vision
statement of the Ministry/Department
o Details in indicated tabular format comprising financial outlays, projected physical outputs and
projected/budgeted outcomes.
o The key words used here are ‘Outlays’, ‘Outputs’ and ‘Outcomes’. It has been recognised in the
guidelines that converting ‘outlays’ into ‘outcomes’ is a complex process addressing “value for
money” concerns;
o Defining intermediate and final outcomes specifically in measurable and monitorable terms;
o Standardizing unit cost of delivery;
o Benchmarking the standards/quality of outcomes and services;

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o capacity building for requisite efficiency at all levels, in terms of equipment, technology, knowledge
and skills;
o Ensuring adequate flow of funds at the appropriate time to the appropriate level, avoiding both
delay and ‘parking’ of funds;
o Setting up effective monitoring and evaluation systems, to indicate the directions for further
calibration and honing the processes, to deliver the intended outcomes; and
o Involving the community/target groups/recipients of the service, with easy access and feedback
systems.
o ‘outlays’ imply total financial resources deployed for achieving certain outcomes.
o ‘Outputs’ have been defined as the ‘measure of the physical quantity of the goods or services
produced through an activity under a scheme or programme’. They are identified as an intermediate
stage between ‘outlays’ and ‘outcomes’.
o The purpose is to capture intermediate ‘outputs’ before identifying and measuring the ‘final
outcome’.
o ‘Outcomes’ are the end product/results of various Government initiatives and interventions,
including those involving partnership with the State Governments, Public Sector undertakings,
Autonomous Bodies, private sector and the community. They involve much more than mere
‘outputs’, since they cover the quality and effectiveness of the goods or services produced as a
consequence of an activity under a scheme or programme.
o The performance budget, now part of the outcome budget,
o Outcome Budget cannot be prepared for all Ministries/Departments simply by way of
declaration. It’s a complex process and a number of steps are involved. a beginning may be
made with proper preparation and training in case of the Flagship Schemes and certain national
priorities.
o Traditionally, government schemes are evaluated in terms of expenditure incurred and adherence to
process requirement. It is necessary to shift the focus from vertical input controls to horizontal
coordination and monitoring of outcomes. The need for horizontal coordination is evident
from the fact that interventions in one are, say, rural drinking water nad sanitation, affect
outcomes in health, which affect outcomes in education.

FLOW OF FUNDS FROM ThE UNION TO ThE STATES - CENTRALLy SPONSORED SChEMES
CSS is incurred only when payment is made either to a beneficiary of the scheme or to the supplier of goods
and services. However, due to the lack of a proper information system, the tracking of fund flow and
correlation between the amount released and expenditure made could not be determined without a degree
of uncertainty. Further, when funds are transferred directly to the implementing agencies in the States, it
has to be done in advance which results in a substantial accumulation of funds in the pipeline.
The basic issues here are:
o whether the simple release of funds by union Government Ministries/Departments to State
Governments/other implementing agencies, NGOs, societies etc in the States for implementing
various centrally sponsored schemes could be termed as expenditure in their accounts,
o whether real time information about the use of funds so transferred is available,
o whether such use of funds gets adequately reflected in government accounts, and how to minimize
the costs of raising the financial resources which are lying unutilized.
The practice to transfer funds directly to state and district level bodies, non-governmental
organizations, societies etc. is motivated by the desire to avoid delays on the one hand and
prevention of diversion of these funds by the State Governments in order to support their ‘ways and
means’ position. There is no doubt that when funds are transferred to the consolidated Fund of the
States, it leads to legislative approval and appropriations at two stages.

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The current system does not facilitate tracking of fund flow from the point of release in GOI to final
expenditure at the spending unit level. The current system lacks a reliable reporting system for utilization of
plan scheme funds.
The existing system of expenditure classification is one-dimensional as it flows only in the direction namely
from the fund to the sector/sub-sector. It does not permit an integration and consolidation with regard to
functions, programmes and economic categories in a single hierarchy.
Core Accounting Solution (like CBS) will solve two major problems being faced at present. First, it will provide
a platform for consolidating accounting data relating to all plan schemes on a uniform basis, irrespective of
the agency that is actually charged with the receipt of funds and with programme implementation. Secondly,
the CAS will have the advantage of ensuring that expenditure is booked in the accounts of the union
Government only at the time when the actual payment at the field level takes place.
A robust financial information system is necessary as it helps in:
o Providing timely and reliable information to the decision makers
o Providing inputs to control systems
o Monitoring financial and physical progress
o Ensuring proper utilization of resources
This system should also make accessible to the public real time data on government expenditure at all levels
and should be available in the public domain. This would also be honouring the spirit of the Right to
Information which mandates that government organizations should attempt to provide maximum
information through voluntary disclosures.
A lot would require to be done for improving the estimating and forecasting capabilities within
Ministries/Departments and implementing agencies. major reforms in financial management can only be
undertaken if capacity of both - individuals and institutions – is improved.

ACCRUAL SYSTEM OF ACCOUNTING
Double Entry System, which is based on the fact that in every transaction or financial change two parties or
accounts are involved, one giving and other receiving. Under that system, every transaction, therefore,
requires two entries in the books, one against the party or account giving and the other against the party
or account receiving.
In its Budget for a year, Government is interested to forecast with the greatest possible accuracy what is
expected to be received or paid during the year, and whether the former together with the balance of the
past year is sufficient to cover the latter.
The mass of the Government accounts being on cash basis is kept on Single Entry.
The cash-based system of accounting lays emphasis on transactions vis-à-vis the budget. It does not
record and report complete financial information required for management of resources. The system
fails to reflect government’s liabilities such as accrued liabilities arising due to unfunded pensions and
superannuation benefits and current liabilities arising from a disconnect between commitments and
payments. Similarly, the present system is unable to track current assets as well as non-financial assets. It
does notprovide information on the assets held by the government, much less the cost of holding and
operating these assets and the impact of current consumption on the stock of assets. Another major
limitation is its inability to record the full cost of providing services by the government’s departments or
the commitments made by the government regarding payment in future years. The cash-based
accounting provides room for fiscal opportunism, as tax revenues can be collected in excess during a period
followed by high incidence of refunds, payments can easily be deferred and passed on to future periods,
revenues due in the future could be compromised by providing for one-time payments, etc.
the system of accrual accounting recognizes financial flows at the time economic value is created,
transformed, exchanged, transferred or extinguished, whether or not cash is exchanged at that time. It is
different from cash-based system in that it records flow of resources. Expenses are recorded when the
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resources (labour, goods and services and capital) are consumed, and income when it is earned, i.e. when
the goods are sold or the services rendered. Thus, in addition to cash flow, unpaid consumptions (payables)
and unrealized income (receivables) are also recorded. Resources acquired but not fully consumed during an
accounting period are treated as assets (inventory and fixed assets). The system of accrual accounting,
thus, inter alia, allows better cost – price calculations, records capital use properly, distinguishes
between current and capital expenditures, presents a complete picture of debt and other liabilities and
focuses policy attention on financial position, as shown in the whole balance sheet not just cash flows or
debts. It gives a complete measure of cost of various services, takes care of disinvestment receipts and
provides adequate information of both fiscal balance and net worth and their changes over time.
Information, as would be available under accrual accounts
o There is a high cost of transition from cash-based to accrual-based accounting system as it requires
higher level of trained and skilled personnel, and higher costs are involved in identification and
evaluation of assets and setting up the technological infrastructure.
o The transition period takes a fairly long time to settle, sometimes even more than a decade.
Full accrual accounting requires a comprehensive registration of assets and a sound cost measurement
system. Implementing such systems government-wide needs time and its cost-effectiveness needs to be
carefully examined. Full accrual accounting would not contribute to the development of a performance-
oriented approach to budgeting at the agency level if depreciation is roughly estimated. If accounting
standards are not clearly specified and reported, accrual accounting leaves room for “creative
accounting”, through manipulating estimates of depreciation, provisions, recognition of losses, etc.”
It might start with those areas of of government activity that require information on the value of physical
assets, their uses and full costs (e.g. agencies that charge users for services provided). Taking into account
the need to strengthen fiscal management, transition countries should focus first on implementing methods
to better recognize financial liabilities in their accounts….. Making accrual accounting effective requires a
true and fair recognition of expenses. Applying only formal accounting rules does not increase transparency.
Accrual accounting therefore requires the availability of many highly skilled accountants both inside and
outside the government. Accrual accounting can improve transparency but only if decision-makers and
the public are well informed about the nature of the information provided and its financial implications. This
is not always the case, even in many OECD countries…
o Setting up of a Task Force to examine the costs and benefits of this system. This Task Force should
also examine its applicability in case of the Appropriation Accounts and Finance Accounts.
o A few departments/organizations may be identified where tangible benefits could be shown to
be derived by implementing the new system within 2-3 years, especially departmental ‘commercial
undertakings’.
o The result may be studied by a committee of experts which would recommend or otherwise its
further implementation in all departments/organisations at the union/State level along with
exclusions, if any. This may proceed in a phased manner.
o Training and capacity building needs of the accounting personnel and all stake holders in the
decision making process would have to be addressed and a schedule worked out in line with the
road map.
o Before the new system is adopted, alignment of the plan, budget and accounts needs to be achieved
and a viable financial information system needs to be put in place.

INTERNAL CONTROL AND AUDIT
Internal control systems are basically management control systems with a view to ensuring compliance with
rules and regulations, reliability of financial data and reports, and to facilitate efficiency of government
operations.

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Internal controls can be regarded as one of the foundations of good governance and the first line of defense
against improprieties.
The general duties of the internal audit organization in the Ministries/departments include the following:
o Study of accounting procedures prescribed for the department with a view to ensuring
o that they are correct, adequate and free from any defects or lacunae;
o Watch over the implementation of the prescribed procedures and the orders issued from time to
time;
o Scrutiny and check of payments and accounting work of the accounting units;
o Investigation of important arrears in accounting and other connected records;
o Coordination with other Ministries and C.G.A. regarding internal audit procedures;
o Periodical review of all accounts records;
o Pursuance/settlement of objections taken in test audit notes issued by statutory audit offices and
other matters relating to statutory audit;
o The appraisal, monitoring and evaluation of individual schemes;
o Assessment of adequacy and effectiveness of internal controls in general, and soundness of
financial systems and reliability of financial and accounting reports in particular;
o Identification and monitoring of risk factors including those contained in the Outcome Budget;
o Critical assessment of economy, efficiency and effectiveness of service delivery mechanism to
ensure value for money; and
o Providing an effective monitoring system to facilitate mid course corrections.
the scope of internal audit in the revolves around three functions: (i) risk management, (ii) control and (iii)
governance of the organization concerned.
Internal audit primarily provides an independent and objective opinion to the Accounting Officer on risk
management, control and governance, by measuring and evaluating their effectiveness in achieving
the organisation’s agreed objectives.
The internal audit guidelines are outdated and there are no manuals in many cases. There are also no
prescribed internal auditing standards. Because of the acknowledged problem of under-resourcing of the
internal audit service and shortage of manpower, including that of qualified professional staff,
internal audit is not being conducted in many departments. The limited staff of the internal audit is also
sometimes diverted for accounting and budgeting purposes. In cases where internal audits have been
conducted, there is often lack of response to their reports by auditee units. As a result action is not taken to
rectify the deficiencies and irregularities and the deficiencies pointed out persist. A large number of
central and State scheme and programmes as well as Public Sector undertakings and Autonomous
Bodies have also been kept out of the purview of internal audit. At the supervisory level, there is no
segregation of duties relating to internal audit and other accounting functions. The reports of internal audit
are of a routine nature. It is largely a faultfinding exercise with no positive recommendations. Extremely low
priority is accorded to internal audit and to resource allocation for internal audit both in terms of manpower
and finances.
Direct supervision is not being done regularly as a part of quality assurance techniques.
The practice of communicating all the reports of internal audit to the top management i.e. the
Secretary is generally not followed.
In some cases, the internal auditors are expected to function as internal advisers on financial matters and
even on operational matters.
Risk areas such as unauthorized access to information systems, threats of lawsuit, adverse environmental
impact, third party risks, fiduciary risks, etc. are not factored in by internal audit.
The practice of developing a risk assessment model and taking management inputs into account during
planning are not prevalent.
Field audit techniques such as statistical sampling, process reviews, analytical comparisons and physical
inspections are not used regularly.
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The scope of financial audit appears to be limited.
Despite large-scale computerization, very few respondents have indicated whether IT applications are
audited by internal audit.
collaboration with external auditors in terms of sharing of audit plans and reports is completely absent.
Though there is a mechanism for the disposal of internal reports, there is no enforcement mechanism in
case of non-compliance.
the final internal audit report does not incorporate a certificate indicating the status as determined by the
results of internal audit.
Data extraction and analysis is mostly manual.
The respondents expressed a need for capacity building in terms of trained personnel and constitution
of multi-disciplinary teams.
A need for broadening of scope and greater commitment from top management was felt necessary.
There was a need to develop Internal Auditing Standards consistent with international standards.
internal audit did not have the required independence for its effective functioning.
Inspector General model can be used to revamp the structure of internal audit into a single authority
responsible for both internal audit and investigation, so that audit can be focused on high risk areas. As
opposed to external audit, internal audit can be done on a continuous basis as soon as the transactions take
place.
An Office of the Chief Internal Auditor (CIA) should be established in select Ministries/departments to carry
out the functions related to internal audit. Its independence, duties, functions, mechanism of coordination
with the CAG etc. should be provided by a statute.
CIAs should be directly responsible to the Secretary of the Department.
In the initial stages, personnel may be inducted from existing accounts cadres.
The modalities for ensuring non-duplication of work vis-à-vis the C&AG should be formalized. This should
be aimed at assisting the C&AG in concentrating on carrying out specialized audit/tasks.
Standards for internal audit should be prescribed by the Office of the C&AG.
The Accounting functions should be completely separated from Internal Audit.

EXTERNAL AUDIT AND PARLIAMENTARY CONTROL
External audit has a very important role to play in financial management, because it :
o provides assurance to Parliament/legislature that public money has been spent for the purpose for
which it was sanctioned by the Parliament/legislature
o is a crucial element of public accountability as it is an independent external scrutiny. External audit
is, therefore, deemed to be a key element in ensuring proper accountability
o is a deterrent against careless decision-making and irresponsible attitude towards public
expenditure and project management.
o is expected to establish public confidence that public money is being properly spent.
o is expected to help in achieving full value for money. External audit includes examination of the
economy, efficiency and effectiveness in the use of public resources.
o adds value not merely by analysing and reporting what has happened after the event but also by
looking ahead and identifying lessons to be learnt and by disseminating good practices.
The constitution prescribes exhaustive safeguards for the independent functioning of cAG like fixed
non-renewable term, full access to information, right to table the reports in the Parliament/ legislature;
power to determine the nature and extent of audit checks and to decide what should be included in the
Audit Reports.
The following types of audit are undertaken by the cAG:
o Performance Audit
o Regularity (Financial) Audit
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o Regularity (compliance) Audit
o IT Audit
Strengths of External Audit in India
o The cAG has a high status enshrined in the constitution, upheld by long traditions of public
audit in India. The institution of audit under the cAG is often regarded as the fourth pillar in the
democratic setup and an essential instrument of financial control and accountability.
o The constitution of India ensures independence and autonomy of the public audit.
o The expression ‘Audit’ or scope of the audit has not been defined either in the constitution or
the cAG’s DPc Act, 1971. The scope of external audit is, therefore, wide. Audit can respond to
changes, reforms, new initiatives, changing patterns of Government activities, international
developments in the profession and rising expectations of the stakeholders regarding public
accountability.
o The cAG has the power to determine the nature and extent of audit and related access to
records and to relevant information.
o The cAG has the inherent right to determine what should be included in the Audit Reports.
o There is a requirement that Audit Reports should be tabled in the Parliament/ legislature and
thereafter these become public documents.
o There are well documented Audit Manuals and audit guidelines for the Auditors to follow.
Challenges before the External Audit
o In its Reports, Audit raises many important issues relating inter-alia to weak budgetary controls,
deficiencies in revenue collection, wastage of public resources, inappropriate accounting, poor
returns on investments, diversion of funds, system deficiencies and numerous instances of poor
management of public resources, etc.
o Detailed examination of paras included in the Audit Reports by Public Accounts committee is
barely about 15-20 against the total number of 1000 to 1500 paras
o huge pendency of Audit Paras to be examined by State PAcs.
o cAG’s reports are sometimes not timely because there is substantial time gap between
occurrence of an irregularity and its reporting by Audit. cAG’s audit itself is post facto and by the
time, the process of auditing and reporting is completed, its findings and recommendations may
be too late for corrective action.
o Audit findings are based exclusively on documents and files. Many a times, the situation on the
ground is quite different from what is reflected in the papers. There is practically no physical
verification to supplement or validate the audit findings.
o tend to be unduly negative and their focus is on irregularities and faultfinding. Audit does not always
recognize the practical constraints under which the Government/Government Agencies. Audit often
does not discriminate between errors arising out of bonafide intentions/malafide intentions.
Government Agencies are handicapped by unknown/ unforeseen problems, delays beyond
their control and unexpected hurdles.
o Audit must therefore identify systemic problems.
o The relationship between the auditor and auditee is not always harmonious. Audit is viewed as a
system for policing Government Organisations. The view that audit is a valuable aid to management
is normally missing.
o There is lack of informed media coverage of cAG’s reports on union/ State Governments.
o There is inadequate synergy/coordination between external audit and internal audit.
o There is rarely any audit of grants and loans to NGOs.
committee on Public Accounts (PAc)
o that the moneys shown in the accounts as having been disbursed were legally available for, and
applicable to, the service or purpose to which they have been applied or charged;
o that the expenditure conforms to the authority which governs it; and
14

o that every re-appropriation has been made in accordance with the provisions made in this behalf
under rules framed by competent authority.
committee on Estimates
o to report what economies, improvements in organisation, efficiency or administrative reform,
consistent with the policy underlying the estimates, may be effected;
o to suggest alternative policies in order to bring about efficiency and economy in administration;
o to examine whether the money is well laid out within the limits of the policy implied in the
estimates; and
o to suggest the form in which the estimates shall be presented to Parliament.
o the mandate of this committee is very wide; it is empowered to examine not only the form and
contents of the estimates, but also their relation to overall efficiency.
Departmentally related Standing committees
o to consider the Demands for Grants of the concerned Ministries/Departments and make a report on
the same to the Houses.
o to examine such Bills pertaining to the concerned Ministries/Departments as are referred to the
committee by the chairman, Rajya Sabha or the Speaker, as the case may be, and make report
thereon;
o to consider annual reports of Ministries/Departments and make reports thereon;
o to consider national basic long term policy documents presented to the Houses, if referred to
the committee by the chairman, Rajya Sabha or the Speaker, as the case may be, and make reports
thereon.
legislatures which do not exercise any significant influence on budget policy are basically the
Westminster type Parliaments where any successful amendment to the budget is considered a vote of no
confidence that would prompt the resignation of the Government.
parliamentary consultation on medium term budget policy, thereby diminishing the need for making
amendments to the budget. Secondly, as expenditure related to plans/programmes take place on a
continuous basis, parliament has sufficient opportunities to indulge in analysis of implementation of
these plans/programmes and influencing subsequent budgetary allocations.
In order to strengthen parliamentary control over the executive it is necessary to devise a system
which envisages that PAc examines all the reports submitted by the cAG and submits its recommendations
to the legislature within a stipulated time limit.It has already been observed that this is possible only if the
volume of cAG’s Audit reports is reduced and their quality and content improved.
The PAc and cOPu may like to decide in the beginning of the year itself, which paras would be examined
by them and which by their sub-committees (to be constituted for the purpose). They may consider
assigning other paras for examination to the respective Departmentally related Standing committees. The
objective would be to complete the examination of all paras within one year.
Relationship between Audit and the Government/Government Agencies
o Due to the very nature of its role as watchdog, independent audit is sometimes perceived by
government agencies and auditees as a mere fault finding exercise. led to lack of adequate
cooperation by the auditees
o There is need for better understanding and synergy between government agencies and audit so
that there is proper accountability and timely oversight and consequently better audit impact.
The information provided by the external audit is useful only if the executive acts upon it.encourage
a more collaborative approach
o audit is often perceived by the auditees as discouragement to innovate, change and reform.
Because of this apprehension officers prefer to play it safe and continue with the traditional
time tested methods of functioning even when need for innovations or reforms is obvious because
unlike audit. the audit should carefully examine whether the department had taken adequate
steps to identify the risks and planned suitably before carrying out the reforms/innovations.
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o There is a need for deepening and enhancing the level of interaction between audit and the
executive at senior levels.
o Rather than focus exclusively on irregularities, external audit should conduct studies and evaluation
of systems e.g. accounting, financial management, internal control, risk management, contracting,
procurement, etc. and offer constructive suggestions for strengthening Government
there is no bar to conduct performance audit of programmes concurrently, or at the initial stages of
the implementation of the programmes, in cases where the risk and materiality are perceived as being
significant. concurrent performance audit of long-term on-going schemes should be undertaken at
appropriate intervals.
All audits for the year under review should be completed by 30th of September of the following year. To
start with, all Audit Reports may be finalized by 31st December and this date may be gradually advanced.
The number of audit paras pending in respect of an officer with reasons and adequacy of response to audit
should be an input while appraising an officer.

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