Flexible budgetary process and institutional performance of University of Environment and Sustainable Development

Abstract This research paper examines the correlation between the University of Environment and Sustainable Development's Budgetary Process and Performance. Utilizing a descriptive research design, the study collected primary data from a targeted sample of 167 functional leaders involved in the budgeting process at the university, out of 289 staff members. The study found that decentralizing financial management to university departments resulted in inefficiencies related to technology adoption, control measures, and the timeliness of supplemental budgeting, alongside notable weaknesses in internal controls due to inconsistent budget consultations. In contrast, the budget evaluation process was deemed efficient, evidenced by the budget committee's receipt of accurate and timely financial data on a quarterly basis.