Guide Guidelines for Public Expenditure Management

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Kenya has come a long way in the development of strong governance frameworks for the various subsectors in the larger financial services industry. Specifically, with regard to the unclaimed financial assets regime, the regulatory framework conceived over seven years ago has witnessed considerable achievements that are now reflected in the work of the Unclaimed Financial Assets Authority UFAA.

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These achievements, however, need to be accompanied by a robust reunification strategy, which is the most important pillar of the unclaimed financial assets regime. During the period of implementation of the Unclaimed Financial Assets Act, a lot of valuable lessons have been learnt and gaps identified in the original idea reflected in the architecture of the Act. It is against this backdrop that the Government has drafted this comprehensive policy on unclaimed financial assets.

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The policy is intended to strengthen the unclaimed financial assets regime in Kenya and guide further review and amendments to the relevant existing laws and regulations. Download Letter. Download Survey Questionnaire.

Before the introduction of MTEF in , policy making, planning and budgeting were taking place independently of each other. Despite having taken various reforms particularly in the budgeting process the budget was not delivering. The resources available were distributed thinly on too many projects not linked at all to the policy priorities. This often resulted into stalled projects,increase in pending bills Budgetary Arrears , low funding to priority areas and hence non delivery of intended services.

Although at the start of the Forward budget or the annual budget it was a requirement that there is a forecast of the aggregate resources. Over the years there was the tendency to over estimate revenues which resulted into the adjustments of the budget in the course of the year. The over estimation was mainly driven by the fact that as the deficit had been a performance criteria more efforts were made towards achieving the variable than processes that could lead to the restructuring of the expenditure patterns and composition.

During the period when the budgetary reforms were being instituted the country recorded high fiscal deficit some of which were due to lack of discipline whereas others were due to other external factors such as lack of flow of funds from development partners.

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Guidelines for Public Expenditure Management--Section Introduction

The budget was adjusted as soon as was presented to parliament. This was occasioned by the fact that in an effort to balance the budget expenditure adjustments were made on areas where commitments had been made as such the Ministry of Finance would then request Ministries to make re-allocations virements or issue them a supplementary. There were also instances of over expenditures due to commitments entered into that were higher than the approved budget and also due to programmes started whereas they had no budgetary provision.

The other weakness of the budget was lack of a process of costing and prioritization. Despite having introduced Public Investment Programme the process of project appraisal was not developed therefore viability of projects just depended on arguments of the implementing agency. The budget therefore turned out to be incremental.

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    Guidelines for Public Expenditure Management

    Traditionally, economics training in public finances has focused more on tax than public expenditure issues, and within expenditure, more on policy considerations than the more mundane matters of public expenditure management. For many years, the IMF's Public Expenditure Management Division has answered specific questions raised by fiscal economists on such missions.

    Based on this experience, these guidelines arose from the need to provide a general overview of the principles and practices observed in three key aspects of public expenditure management: budget preparation, budget execution, and cash planning. For each aspect of public expenditure management, the guidelines identify separately the differing practices in four groups of countries--the francophone systems, the Commonwealth systems, Latin America, and those in the transition economies.

    Public Expenditure 1