A distinctive feature of a result-oriented budget is flexibility, which is that the
program administrator can adjust the annual financial plan based on the results of
systematic monitoring of the effectiveness of management, decision-making and
measures to further improve public administration, as well as to encourage entities that
have achieved the best values of indicators.
The main purpose of ROB is to conduct a regular assessment of the effectiveness
and efficiency of public organizations, in particular:
✓
timeliness, accessibility and quality of public services;
✓
security and satisfaction of the population with public services;
✓
efficiency of spending of funds, which means achieving the maximum result
for a given amount of resources or ensuring minimum costs per unit of result;
✓
performance, which characterizes the level of achievement of the objectives
of the program, indicators of expected results [6].
Result-based budgeting is an integral part of public expenditure management
reforms, which include, inter alia, improving mid-term budget planning, strategic
planning, improving the efficiency of sector ministries, and changing procedures
related to budget execution such as accounting, control and regulation of cash
operations [1, p.13].
ROB increases the autonomy of the subjects of budget planning in the framework
of implementation of approved budgets, which strictly controls the structure of
expenditures, directed to perform one or another activity.
The value of result-based budgeting is that it allows to better understanding what
the goals are for public institutions, how much their functional activity meets the needs
of different groups of the population and to what extent the institutions can achieve
their goals.
Benefits of result-oriented budgeting:
- in deprivation of supervision by the controlling bodies and the expansion of the
freedom of action of institutions providing public services in the performance of state
functions in the established sphere of activity;
- the possibility of real independent spending of budget allocations and extra
budgetary financial resources to achieve the set goals (autonomy in operational
management of future expenses, saving of material, financial and labor resources,
changing the structure of expenses while respecting the limits of allocations within the
program-target method of planning and financing);
- improving the efficiency of public institutions by improving the quality of the
financial management process;
- the possibility of finding and using the most effective public and market financial
instruments;
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