Development of Internal financial audit into the internal audit system of public sector organizations as a factor for enhancing operational efficiency

Abstract

Introduction. The contemporary public sector operates under conditions of increasing complexity in managerial functions, digitalization of the budgeting process, expanded interagency coordination, and heightened demands for efficiency in the use of public funds. Under these circumstances, research focus has shifted from mere compliance with budgetary discipline to the evaluation of internal processes, as losses of public resources occur not only during budget execution but also in off-budget processes. Excessive documentation and approvals, redundant manual data entry, paper-based records, repeated returns of documents for revision, and increased labor inputs may not individually constitute budgetary risks, but they hinder the effective delivery of public functions within a changing institutional environment. Purpose. This study aims to substantiate the development of internal financial audit into a comprehensive internal audit system within public sector organizations and to identify institutional conditions under which such a transformation can be regarded as a factor enhancing operational efficiency in these organizations. Methods. The research employed theoretical, institutional, and comparative-legal analyses, alongside examination of normative, methodological, scientific, and official analytical materials. This approach enabled investigation of the issue at the intersection of auditing practices, budget regulation, internal control, accounting, public auditing, and risk management. Results and Conclusions. The current Russian model of internal financial audit represents a mature budgetary-legal framework; however, its scope is confined to budgetary procedures, budgetary risks, internal financial control, budget accounting, budget reporting, and financial management quality. Operational efficiency emerges across a broader set of internal processes, including drafting of regulatory acts, strategic planning, execution of directives, permitting and supervisory activities, handling of citizen and organizational requests, and supporting functions such as human resource management. Consequently, the influence of internal financial audit on operational efficiency is indirect and partial. A four-stage transformation model is proposed, consisting of a federal pilot, extension to subordinate agencies, expansion to regional and municipal levels, and subsequent coverage of budgetary and autonomous institutions, with concurrent implementation of legal, methodological, organizational, and human resource measures to prevent superficial expansion of the audit scope without enhancing analytical rigor.