2005年-世界发展银行全球_Ghana___2005_External_Review_of_Public_Financial_Management_Volume_2_Annexes_50页_1mb

报告摘要

2005 External Review of Public Financial Management in Ghana

Core Content

The document provides an overview of Ghana's public financial management (PFM) system as reviewed in 2005. It outlines the budget execution process, the flow of accounting information, and presents statistical data on government financial operations from 2002 to 2007.

Budget Execution Process

After the annual budget is approved by Parliament via the Appropriations Act, the Controller and Accountant General's Department (CAGD) issues a general warrant to each Ministry, specifying the maximum amount that can be spent per item.
Each Ministry then issues special warrants to its departments and agencies, indicating the allowable expenditure per item.
The Ministry of Finance and Economic Planning (MoFEP) sets quarterly spending ceilings for each item to ensure that spending does not exceed available financial resources, which include tax revenues, external grants and loans, and domestic financing.
These quarterly ceilings determine the maximum cash that MoFEP will release to Ministries, Departments, and Agencies (MDAs). The total of these ceilings cannot exceed the total of the general warrant.
Unutilized cash can be carried over to the next quarter if not fully spent.
A Commitment Control System (CCS) was introduced in 2004 to prevent arrears accumulation (unpaid invoices after 30 days). It ensures that Ministries cannot commit more than the amount of cash available under the quarterly ceilings.
The execution of personnel emoluments (item 1) is automated through the Integrated Personnel and Payroll Database (IPPD), while other items (administration, services, and investments) are executed on demand.
Once expenditure authorizations are prepared, the Ministry debits its Cash Book, and CAGD prepares monthly reconciliation statements to match bank statements with the cash book.
Unpaid commitments at the end of the year are carried over to a commitment account, along with unspent cash.

Flow of Accounting Information

Present Setup: The flow involves the Consolidated Fund (CF), Internally Generated Funds (IGF), Project Funding (PF), and the Auditor General (AG).
Interim Setup: Similar to the present setup, but with additional details on the reporting of transaction information.
Final Setup: The same as the present setup, with a focus on the final reconciliation and reporting of transaction information.

Statistical Annex

Key Financial Statistics (in billions of cedis)

Total Revenue and Grants

2002: 10,333
2003: 16,862
2004: 21,537
2005: 29,578
2006: 33,203
2007: 37,680

Total Revenue

2002: 8,800
2003: 13,743
2004: 18,187
2005: 23,911
2006: 26,963
2007: 30,528

Tax Revenue

2002: 8,542
2003: 13,346
2004: 16,761
2005: 20,973
2006: 23,552
2007: 26,631

Grants

2002: 1,533
2003: 3,119
2004: 3,350
2005: 5,667
2006: 6,240
2007: 7,153

Total Expenditure

2002: 12,753
2003: 19,035
2004: 22,505
2005: 30,950
2006: 34,795
2007: 39,243

Recurrent Expenditure

2002: 9,763
2003: 13,123
2004: 15,251
2005: 18,783
2006: 20,156
2007: 21,828

Capital Expenditure (Total)

2002: 2,990
2003: 5,912
2004: 7,254
2005: 12,166
2006: 14,639
2007: 17,416

Statutory Funds

2002: 863
2003: 1,871
2004: 2,345
2005: 3,140
2006: 3,677
2007: 4,203

Cash Expenditure

2002: 300
2003: 422
2004: 924
2005: 1,526
2006: 2,114
2007: 3,454

HIPC Financial Expenditure

2002: 175
2003: 722
2004: 1,388
2005: 1,615
2006: 2,144
2007: 2,092

Capital Expenditure (Foreign)

2002: 1,652
2003: 2,897
2004: 2,596
2005: 5,886
2006: 6,704
2007: 7,667

Key Financial Statistics (as a percentage of GDP)

Total Revenue and Grants

2002: 21.1%
2003: 25.5%
2004: 27.4%
2005: 30.5%
2006: 29.4%
2007: 29.2%

Total Expenditure

2002: 26.4%
2003: 29.0%
2004: 28.6%
2005: 31.9%
2006: 30.8%
2007: 30.4%

Recurrent Expenditure

2002: 20.0%
2003: 19.8%
2004: 19.4%
2005: 19.4%
2006: 17.8%
2007: 16.9%

Capital Expenditure (Total)

2002: 6.4%
2003: 9.2%
2004: 9.2%
2005: 12.5%
2006: 13.0%
2007: 13.5%

Statutory Funds

2002: 2.0%
2003: 3.1%
2004: 3.0%
2005: 3.2%
2006: 3.3%
2007: 3.5%

Overall Balance (before arrears clearance, incl. grants)

2002: -5.2%
2003: -3.6%
2004: -1.2%
2005: -1.4%
2006: -1.4%
2007: -1.2%

Overall Balance (after arrears clearance, incl. grants)

2002: -7.0%
2003: -4.6%
2004: -1.6%
2005: -2.6%
2006: -1.6%
2007: -1.3%

Total Poverty Related Expenditures

2002: 4.8%
2003: 6.5%
2004: 6.9%
2005: 7.7%
2006: 8.3%
2007: 8.6%

Non-Wage Poverty Related Expenditures

2002: n.a.
2003: 2.0%
2004: 3.1%
2005: 3.4%
2006: 4.1%
2007: n.a.

Total Primary Expenditure

2002: 20.2%
2003: 22.9%
2004: 24.3%
2005: 28.9%
2006: 28.0%
2007: 28.1%

Domestic Primary Balance

2002: 2.4%
2003: 2.3%
2004: 1.6%
2005: 0.7%
2006: 2.6%
2007: 1.6%

Stock of Domestic Debt

2002: 23.9%
2003: 18.3%
2004: 14.8%
2005: 15.2%
2006: 11.4%
2007: 7.5%

GDP at Current Market Prices

2002: 48,862
2003: 66,158
2004: 78,650
2005: 79,865
2006: 97,018
2007: 112,951

Key Information

The Ghana Poverty Reduction Strategy (GPRS) dedicated 80% of enhanced HIPC relief to poverty spending and 20% to domestic debt reduction.
The Commitment Control System (CCS) was established in 2004 to manage arrears and ensure that expenditures do not exceed cash availability.
The Integrated Personnel and Payroll Database (IPPD) was used for the automatic execution of personal emoluments.
The Domestic Revenue increased significantly from 2002 to 2007, with a rise in both tax and nontax revenue.
The Overall Balance (after arrears clearance) improved over time, with a decrease in the deficit.
Poverty-related expenditures increased as a percentage of GDP, indicating a growing focus on poverty alleviation.
Discrepancy between above- and below-line data was noted, which could be due to float or other accounting adjustments.