CONCLUSION
In general, result-based budgeting is a budget formation (execution) system that
reflects the relationship between budget expenditures that are planned (implemented)
and expected results (achieved).
The main purpose of the budgeting model is to control the adequacy of the
resources spent and the direct and social outcomes received, to assess the importance
and economic and social effectiveness of those or other types of activities financed
from the budget. The results management is a relatively new approach to managing
public finances, but it cannot be called fundamentally new technology in the theory
and practice of financial management, since various management methods for results
have long been successfully used in the field of private business.
The very concept of results-based budgeting implies maximum transparency,
openness and availability of all budget information that enables all stakeholders to
judge how effectively taxpayers spend and assess the effectiveness of government
work.
The use of result-oriented budgeting involves, above all, solving a problem such
as increasing the effectiveness of control-account bodies in the targeted use of budget
funds, shifting from monitoring the implementation of cost estimates to monitoring the
effectiveness and validity of budget expenditures. In addition, the transition to a results-
based budgeting system makes it possible to increase the transparency of budget
expenditures and their orientation towards reaching outcomes at the expense of
concentration of resources on really important directions for society.
Implementation of the effective planning and assessment systems of the budget
performance on the basis of the results, improvement of the state expenses efficiency
– transition from institutional maintenance up to delivering good public services, the
budget decentralization process support by means of a clear distribution of powers and
resources and local budget accountability support are the main tasks of the Strategy.
ROB in Ukraine is used at public budget level and sometimes at local budget level.
It gives the possibility to monitor the efficiency and effectiveness of budget
expenditures by using the information about effective indicators and other indicators,
which are included into budget requests, budget programs profiles, and reports on
budget programs implementation.
BIBLIOGRAPHICAL REFERENCES
1.
Azizova A. (2010), Budgeting for results: training guidance, p. 144.
2.
Bartley Hildreth W., Gerald J. Miller, Jack Rabin (2001), Performance Based
Budgeting.
[Electronic
Resource]
–
Available
from:
https://www.questia.com/library/97099239/performance-based-budgeting
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