APPROACH TO PUBLIC EXPENDITURE MANAGEMENT AND THE EFFECT OF TREASURY SINGLE ACCOUNTS SYSTEM ON PUBLIC UNIVERSITY ADMINISTRATION: A CASE STUDY OF NORTH CENTRAL UNIVERSITIES IN NIGERIA
OTSE, AMOS EGWURUBE
*
Center for Entrepreneurship Development, University of Abuja, Abuja, Nigeria.
*Author to whom correspondence should be addressed.
Abstract
Treasury Single Account (TSA) is an intervention policy of government that will drive revenue generation and close leakages of waste of fund in Nigeria. To achieve the goals of TSA, a unified banking structure that allows for funds and spending to be centralized by government was introduced. The study examined the effect of TSA on the Nigerian Universities to ascertain efficiency, level of acceptability to the universities and the implication of the policy to the autonomy of the universities. The study used primary data from questionnaire and it is limited to the universities in the north central geopolitical zone of Nigeria. The study employed a reconnoiter survey to identify and examine the changes in approach to public expenditure management as a result of the introduction of the TSA and its acceptability in the universities in Nigeria. A performance ratio analysis method was used to establish the change level. The findings shows that there was no significant change in value to the administration of the universities, university autonomy was eroded, bureaucratic bottlenecks increased, excess power to the CBN and too many interests on oversight functions. The study recommend improvement on TSA policy to help build efficiency in budget and performance of the public universities in Nigeria.
Keywords: Treasury single account, public expenditure management, expenditure policy, university autonomy, accountability and transparency
How to Cite
Downloads
References
Barry P, Diamond J. Guidelines for public expenditure management. International Monetary Fund Publication; 1999. Available:http://www.imf.org/external/pubs/ft/expend/
Allen R, Tommasi D. Managing Public Expenditure: A Reference Book for Transition Countries; SIGMA; OECD; 2001.
Campos JE, Sanjay P. Evaluating public expenditure management systems: An experimental methodology with an application to the Australia and New Zealand Reforms. Journal of Policy Analysis and Management. 1997;16(3).
The World Bank. Public Expenditure Management Handbook. Washington; D.C.; The International Bank for Reconstruction and Development/ The World Bank. 1998;17-52.
Schick A. A Contemporary Approach to Public Expenditure Management. World Bank Institute Publication. 1999;1 – 4.
Shah A, Von H. Budgeting and budgetary institutions. Herndon; VA; World Bank; 2007.
OECD; OECD Best Practices for Budget Transparency. OECD Journal on Budgeting; 1(3).
Hou Y. Budgeting for Fiscal Stability over the Business Cycle: A Countercyclical Fiscal Policy and the Multiyear Perspective on Budgeting. Public Administration Review; September- October; 2006.
Premchand A. Public budgeting and economic development: Evolution and practice of an idea. International Journal of Public Administration. 2001;1023.
Schick A. The performing state: Reflection on an idea whose time has come but whose implementation has not. OECD Journal on Budgeting. 2003;3(2):71-103.
Rajaram A, Mallika K. Public expenditure management and accountability: Evolution and current status of World Bank Work. Poverty Reduction and Economic Management Network Operation Policy and Country Services Network; April; 2001.
Jadranka D, Marina D. The importance of public expenditure management in modern budget systems. Series: Economics and Organization. 2009;6(3):281 – 294.
Alexander D. Managing public money. HM Treasury Publication; August; 2015. Available:https://ww.gov/uk/government/publications
Pattanayak S, Fainboim I. Treasury single account: Concept; design and implimentation issues; IMF Working Paper WP/10/143; 2010;1-47.
Saunders M, Lewis P. Doing research in business and management: An essential guide to Planning your Project. UK: Prentice Hall. 2012;108.