South Africa's Auditor-General, Kimi Makwetu opened the Finance Indaba Africa at the Sandton Convention Centre this morning. The Indaba is the biggest annual expo and conference for finance professionals. It brings together thousands of colleagues, suppliers of technologies, and CFO's with more than five thousand visitors tapping into a wealth of resources, and inspiration. Hasina Kathrada spoke to the Auditor General about accountability and governance in the public sector. For more news, visit: http://www.sabc.co.za/news
Views: 272 SABC Digital News
Rob Whiteman, Chief Executive of the Chartered Institute of Public Finance and Accountancy, discusses recent global political developments, including populism, Brexit, and the election of President Trump, and their impact on the accountancy profession and public financial management. Rob addresses how the public sector needs to further consider the quality of information provided, what is measured, and how to create more trust.
Manjit Biant discusses the key role of Audit and the Internal Auditor in Public Service.
Views: 157 The GTC Group
PUBLIC SECTOR FORUM The Public Sector Forum was formed to assist members working in, or closely with government to learn from high quality, strategic thinkers, providing both practical, case based presentations and discussion. The latest, is the series was held on Friday 24 June in Canberra. The forum, titled Enhancing Public Sector Governance will discuss: We have the leadership, what can we develop to strengthen performance in the Australian Public Sector. The Auditor-General, Mr Grant Hehir made the address followed by a panel discussion facilitated by David Speers. Please note:- In June 2014 The ANAO issued a better practice guide called Public Sector Governance: Strengthening performance through good governance (see https://www.anao.gov.au/work/better-practice-guide/public-sector-governance-strengthening-performance-through-good) and is referred to by the Auditor-General during his introductory remarks Grant Hehir Auditor-General Grant Hehir commenced his term as Auditor-General for Australia on 11 June 2015. Before his appointment as Commonwealth Auditor-General, Grant served as the Auditor-General of New South Wales (NSW) between November 2013 and June 2015. He worked for the State Government of Victoria between 1998 and 2013 in a number of senior roles including as Secretary of both the Department of Treasury and Finance and the Department of Education and Training. He also served as Chair of the Victorian Leadership Development Centre and CenITex, and as a Director of the Treasury Corporation of Victoria and the Victorian Funds Management Authority. David Speers Political Editor at SKY NEWS and anchor of “PM Agenda” and "Speers Tonight" on SKY NEWS LIVE. David is one of Australia's most respected political journalists and interviewers. He has served for more than a decade on the board of the National Press Club, was elected President of the Parliamentary Press Gallery for three years. David has won two Walkley Awards, Australia's highest journalism honour and more than a dozen ASTRA awards for broadcast journalism and presenting. David joined SKY NEWS as Political Editor in 2000 and has since seen the channel grow to become the home of political and national affairs coverage in Australia. David has covered the last three Presidential elections in the United States and reported from China, India, Afghanistan, Indonesia and throughout Europe. He has also interviewed a number of world leaders including George W. Bush and Tony Blair. Panellists include:- Amanda McIntyre Chief Financial Officer and First Assistant Secretary, Financial Services, Department of Prime Minister and Cabinet Amanda McIntyre was appointed First Assistant Secretary, Financial Services Division in April 2015 and is responsible for providing financial management advice to the Secretary and Executive including strategic reports on the financial position of the Department and its future financial direction. Amanda was responsible for the delivery of corporate services to the G20 Taskforce in 2014. In addition to her role as Chief Financial Officer and First Assistant Secretary, Amanda is the Department’s Executive Diversity Champion representing Gender and the SES Associate Chair of the PM&C Women’s Network. Amanda is committed to ensuring that individuals are judged based on their skills and experience and not on their gender. Amanda is working towards influencing a cultural change towards flexible working arrangements which ensure that staff have a life that is balanced. Amanda’s earlier positions included Principal Consultant at Oakton (2002-2007) and Manager at PwC (1998-2002). Amanda has a Bachelor of Commerce (Honours) and a Bachelor of Laws from the Australian National University. Amanda is a Chartered Accountant with the Institute of Chartered Accountants, and also has a Diploma of Government Fraud Investigations and Certificate IV Training. Professor Kerry Jacobs FCA UNSW Canberra at the Australian Defence Force Academy Kerry Jacobs is a FCA and Professor of Accounting at UNSW Canberra. He has over twenty five years of experience in teaching and researching accounting in New Zealand, Scotland and Australia. He received his PhD from the University of Edinburgh and he has spent the last eleven years in professorial and leadership positions as La Trobe University, ANU and UNSW Canberra. Kerry’s specialist teaching and research interests focus on public sector accountability, governance, audit, financial management and reform; particularly the relationship between accounting and politics has published over 40 papers and contributed to 5 different books about different aspects of public sector accountability and governance. He serves on the editorial board for a range of academic and professional journals on accounting and accountability and has provided international training and consulting in these areas
Views: 1599 Chartered Accountants ANZ
If you were mailing an extremely important package, you'd probably trust FedEx more than the U.S. Postal Service. But why? Is it because FedEx is a private company, while the post office is run by the government? What are the differences between the "private sector" and the government sector? Why does it matter? Find out in this animated two-minute video. Donate today to PragerU! http://l.prageru.com/2ylo1Yt This video is part of a collaborative business and economics project with Job Creators Network. To learn more about JCN, visit https://www.jobcreatorsnetwork.com. Joining PragerU is free! Sign up now to get all our videos as soon as they're released. http://prageru.com/signup Download Pragerpedia on your iPhone or Android! Thousands of sources and facts at your fingertips. iPhone: http://l.prageru.com/2dlsnbG Android: http://l.prageru.com/2dlsS5e Join Prager United to get new swag every quarter, exclusive early access to our videos, and an annual TownHall phone call with Dennis Prager! http://l.prageru.com/2c9n6ys Join PragerU's text list to have these videos, free merchandise giveaways and breaking announcements sent directly to your phone! https://optin.mobiniti.com/prageru Do you shop on Amazon? Click https://smile.amazon.com and a percentage of every Amazon purchase will be donated to PragerU. Same great products. Same low price. Shopping made meaningful. VISIT PragerU! https://www.prageru.com FOLLOW us! Facebook: https://www.facebook.com/prageru Twitter: https://twitter.com/prageru Instagram: https://instagram.com/prageru/ PragerU is on Snapchat! JOIN PragerFORCE! For Students: http://l.prageru.com/29SgPaX JOIN our Educators Network! http://l.prageru.com/2c8vsff Script: If you had something really important to mail, would you head to the Post Office, which is run by the government and considered part of the public sector, or would you go to a place like UPS or FedEx, which are private businesses. Politicians in the media often talk about the private and public sectors of our economy but what's the difference? And which one is more effective? The private sector is made up of businesses or corporations owned by people. The private sector includes malls, grocery stores, and your local diner. To make a profit in the private sector, businesses must earn our money by offering us products and services that we want or need. When businesses have to compete for the same dollars, prices go down because no one wants to pay twice as much for shoes at one store if you can get the same pair cheaper at another place. On the other hand, the public sector is not supported by profits. It doesn't have to compete for our dollars. Instead, the public sector uses our tax dollars to fund its services. So we pay for these programs no matter how much or how little we use them. The government decides how our tax dollars should be spent in the public sector. This makes sense for some things. For example, you probably wouldn't want firefighters or police officers competing with one another for your business. In other cases though, this means things cost more or service is worse. The U.S. Post Office has $100 billion in debt and is regularly bailed out with taxpayer money. And the Department of Motor Vehicles isn't usually known for fast, friendly service. In contrast, private companies know that if they offer poor customer service and don't make money, they'll go out of business. When comparing the private sector with the public sector, it's clear that the market-driven private sector is more efficient. When you don't have to be profitable or accountable, things tend to be more expensive and the service is worse. So when there's a choice between a private sector or a government service, think about that package you really need delivered.
Views: 491172 PragerU
This video accompanies the GSDRC Professional Development Reading pack on Public Financial Management, available at: http://www.gsdrc.org/professional-dev/public-financial-management/ What is Public Financial Management (PFM)? PFM refers to the set of laws, rules, systems and processes used by sovereign nations (and sub-national governments), to mobilise revenue, allocate public funds, undertake public spending, account for funds and audit results. It encompasses a broader set of functions than financial management and is commonly conceived as a cycle of six phases, beginning with policy design and ending with external audit and evaluation (Figure 1). A large number of actors engage in this “PFM cycle” to ensure it operates effectively and transparently, whilst preserving accountability. Andrew Lawson is Co-Director of Fiscus Limited and was previously the Director of the Centre for Aid and Public Expenditure (CAPE) at the Overseas Development Institute, London. He is an economist, with an extensive experience of PFM issues, having worked in ministries of finances in Europe, Latin America, Africa and the South Pacific and having supported PFM reform processes in many countries in development and in transition. He runs capacity development initiatives on PFM for governments and development agencies, and he is a signatory of the Doing Development Differently manifesto, which advocates a more context-sensitive, locally owned and problem-driven approach to development.
Views: 7218 GSDRC
The budgeting of public resources is a delicate balancing act. It is partly a matter of collecting good information and using it to make decisions. It is also a matter of political influence and using it to address citizen and societal needs. A budget is a political instrument that weighs policy priorities against available resources, evaluates efficiency and effectiveness and provides transparency. Governmental budgeting as we know it today is a surprisingly recent invention. Prior to 1900, it was common for each agency or government commission to approach the legislature separately to request funds.The chief administrative officer was left with only informal control, and the legislative body was faced with uncontrolled requests. As with most reforms, experiments with budget accountability began at the state and local level. All levels of American government have experienced growing concern by citizens for more accountability of public expenditures in an environment of more tightly constrained resources. The public mood has undergone a decided change over the past several decades with respect to government spending. We can expect challenges as part of efforts to keep government spending under control, and to link spending to clearly defined goals. Why is this so? Part of the answer is politics. Constituency interests have overpowered the political will of elected officials to budget with clear goals, with a clear sense of priorities, and with a strong sense of discipline. Most importantly, a public budget is the primary means by which local citizens give expression to the kind of community they wish to create.
Views: 575 Gregg Learning
10-01-14 School of Advanced Study http://www.sas.ac.uk/ http://events.sas.ac.uk/support-research/events/view/14917/Responsibility+and+Accountability+in+the+Financial+Sector Keynote Speaker: Professor Arthur Grimes, NZ-UK Link Foundation Visiting Professor at the School of Advanced Study, University of London Micro-prudential settings and financial markets conduct regulations are important in controlling risk within any country -- no matter how well or poorly performing its macroeconomy. In an environment of pervasive information asymmetries, an unfettered market can lead to socially sub-optimal risk-taking. Some restrictions on financial market participants' activities and disclosure requirements are therefore required. However, adoption of policies that make the financial markets appear low risk, or even risk free, to uninformed participants can result in moral hazard that may produce even less stable outcomes than in a free market. Drawing on New Zealand's relatively light-handed approach to financial market regulation, this lecture examines whether the GFC and other crises are caused not by too little regulation, but instead by too much.
Views: 198 SchAdvStudy
For more information log on to http://www.channelstv.com
Views: 23 Channels Television
While many nations around the world now recognize that corruption is a major impediment both to economic growth and to the formation of a fair and orderly society, there remains no consensus about either its causes or its remedies. In order to generate effective and enduring anti-corruption measures, it is essential to identify the design principles underpinning productive innovations in public sector accountability. This panel explored three successful initiatives at local, regional, and national levels of government to uncover strategies for increasing transparency and enhancing competence of leaders in the public sector. *Professor Kenneth Winston, Harvard Kennedy School *Ms. Stephanie Hirsch, Director, SomerStat, Somerville, Massachusetts, USA *Ms. Aruna Roy, Cofounder, Mazdoor Kisan Shakti Sangathan (MKSS), India *The Honorable Frederick Sumaye, Former Prime Minister of Tanzania, Tanzania
Views: 4906 Harvard Ash Center
Nicholas Veron, Economist and Senior Fellow, Bruegel, discusses how poor public sector financial management is often symptomatic of other problems in society. These include corruption, mistrust throughout society, and a lack of public confidence.
Accountability of government to Parliament in the light of Parliamentarians' belief there is a need for more effective scrutiny of the executive, in particular in relation to failures of procurement contracts and/or IT systems.
Public Accountability Texas Tech University is committed to transparency in governance, personal responsibility, and both individual and organizational integrity. Being responsible requires us to be thoughtful stewards of our resources—accountable and respectful to ourselves, to each other, and to the publics we serve. A sense of institutional and public responsibility requires careful reflection on one's ethical obligations and the duty to respect commitments and expectations by acknowledging the context and considering the consequences, both intended and unintended, of any course of action. We promptly and openly identify and disclose conflicts of interest on the part of faculty, staff, students, administration, and the institution as a whole, and we take appropriate steps to either eliminate such conflicts or ensure that they do not compromise our procedures and values. When we make promises, we must keep those promises. We strive to do what is honest and ethical even if no one is watching us or compelling us to "do the right thing."
Views: 1870 TTU Ethics Center
Thursday May 28, 2015 | 11:00am - 12:15pm This session highlights efforts being made to bring transparency and accountability to public institutions. Moderator: Michèle Colyer Speakers: Sandra Elena, Daniel Freund, Indianna Minto-Coy, Gabriel Sipos
Views: 67 International Open Data Conference 2015
A variety of factors began to coalesce in the 1980s, calling into question some of the basic assumptions of public administration. First, there was a resurgence of support for a less intrusive government that reduced the regulatory and financial burden on individuals and property holders. Second, the call for less government was advanced by those who were worried that the growing debt and escalating retirement costs by state and local government. Finally, the call for less government was fueled by a general philosophical belief that democracy was safer when government is smaller. Taken together, these forces for change have resulted in movements that call into question the capacity for government to be the primary agent in solving society’s problems. New Public Management (NPM), took the business or market model as the standard for measuring government success and has applied it in successive waves of administrative reform since the early 1980s. There has been a concerted effort over the last three decades to reframe the model of public administration from a rule-centered system of accountability to one that makes government run more like a business. This movement, called New Public Management, strives to make the services provided by government more responsive and accountable to citizens by applying businesslike management techniques with a strong focus on competition, customer satisfaction, and measurement of performance. The New Public Management agenda is based on a truncated view of the purpose of government. Government is not simply the agent of accountability to citizens or the agent of efficiency and effectiveness. It is also responsible for collecting the values of the community and creating integrated responses to these values across increasingly fragmented government systems.
Views: 5778 Gregg Learning
Tune in for Eyes On Hawaii with Carroll Cox where Mr. Rod Tam, Former Honolulu City Councilman and State Senator, appears to discuss the lack of financial accountability and scrutiny within the Honolulu City Council, Bill 3 and funding for the Honolulu Rapid Transit rail project. ThinkTech Hawaii streams live on the Internet from 11:00 am to 5:00 pm every weekday afternoon, Hawaii Time, then streaming earlier shows through the night. Check us out any time for great content and great community. Our vision is to be a leader in shaping a more vital and thriving Hawaii as the foundation for future generations. Our mission is to be the leading digital media platform raising pubic awareness and promoting civic engagement in Hawaii.
Views: 115 ThinkTech Hawaii
Paul Kirby, KPMG’s Global Head of Government and former head of the Policy Unit at 10 Downing Street shares insights from the UK’s public sector reform program. Paul discusses the value of applying a contestability framework based on principles such as choice, market development, fairness and accountability in order to improve public service delivery.
Views: 1065 KPMG Australia
Dawn Reeves talks about the practical aspects of performance management and how to design a strategy to improve the Public Service.
Views: 664 The GTC Group
Good bookkeeping makes for good government—but not for very long—according to this history of accounting in the public sphere. In this talk, historian and MacArthur fellow Soll surveys public financial record keeping after the invention of double-entry accounting in 13th-century Tuscany, a breakthrough that made systematic analysis of profit and loss possible. The benefits for well-ordered, responsible government were felt wherever this innovation was embraced: medieval Italian city-states, 17th-century Holland, and 18th-century Britain all became economic and geopolitical powerhouses, he argues, thanks to well-kept government books. But this is even more a story of backsliding and failure, as corruption, spendthrift government, and factional intrigues perennially undermine the discipline of meticulous public accounting—and the state. Soll will highlight both the political impact of accounting practices—a public audit of Louis XVI’s woeful state finances helped spark the French Revolution—and the advent of a “culture of accountability” as the bourgeois business classes rose to power; and he will explore the deep-seated religious and philosophical power of balanced-books metaphors in the West, from the Gospel of Matthew to Thoreau’s championing of the simple life. He shows that numbers themselves do not equal financial progress and clarity. There has been talk recently of the possibly demise of capitalism due to population curves. This presentation seeks to complicate this arguments by showing a history of capitalism based not on numerical constants, but rather on long cultural traditions, in particular double-entry bookkeeping and the construction of financially accountable societies.
Views: 1094 SoF/Heyman
Has government financial accountability improved in the last decade? Is there more transparency? What has changed since this interview was first recorded? In this interview with the then Auditor General of Ghana which was first broadcast in 2005, Mr Edward Dua Agyeman talks about accountability and transparency at the Office of the Auditor General. “If you have an Auditor General who is liked by everybody, then you must get worried.” He says. ‘I must be straight, frank and firm. In my public function, I don’t want to be referred to as nice.’ Dua Agyeman goes on to explain some of the challenges faced key government institutions such as the Auditor General and the Controller and Accountant General. ‘The Controller and Accountant general has got the right personnel now so you find that their books are kept in the right way, but you go to the other institutions such as the district assemblies and they don’t have the right staff to do the job. There is a need for training for some of these staff at the district assemblies on the proper way to keep books to make our work easier.’ He adds that corruption is not just about book keeping. "There should be proper systems in place to prevent fraud and other embezzlements." ‘If the Auditor Generals Department has the right caliber of staff, the right level of competence and are able to do our work on time, we will definitely reduce corruption", he says.
Views: 305 Channel Two: Time With David
In a video, the Confederation of Asian and Pacific Accountants’ Chief Executive discusses the organization’s new guide to help professional accounting organizations engage with their governments to assess and improve successful public sector financial management.
Public Sector Accountability.
Views: 288 MyJoyOnline TV
Nigeria is the sixth largest producer of oil and gas in the world, but the average Nigerian on the street is poor and there is poor infrastructure like power supply, roads, hospitals etc. This study examines the management of public funds in terms of how public office holders give accountability report of their stewardship. Data on total federal government revenue and expenditure, state governments' revenue and expenditure were collected from Statistical bulletin from the Central Bank of Nigeria from 1961-2008. The results were analysed using relevant statistical tools. The findings reveals that the level of accountability is very poor in Nigeria because the attributes of accessibility, comprehensiveness, relevance, quality, reliability and timely disclosure of economic, social and political information about government activities are completely non available or partially available for the citizens to assess the performance of public officers mostly the political office holders. On the basis of these, the paper recommends among others that for accountability to be successful in the management of public funds in Nigeria there must be a reduction in the level of corruption, improving public sector accounting and auditing standards, legislators as champions of accountability and restructure the public accounts committees and the value of money must be applied in the conduct of government business. WIN, an acronym for "What Is New" is a comprehensive multimedia services package for maximum news distribution across several media channels via WIN TV, exclusively dedicated for New Media production and Broadcasting. This Channel Features FESTOUR, #TRENDY ISSUES, WHO IS WHO, BUSINESS & COMMERCE and other Playlist. Do Subscribe for updates.
Views: 215 ADELEKE RUFAI
Public sector finance managers face increased pressure to manage their complex planning and budgeting processes in order to achieve the organization’s financial goals. However, public sector organizations face many challenges during the budget year. These challenges impact the budget development process and make it difficult to deliver a timely and effective budget without a significant burden on the organization’s executives and budget management team. In order to meet the funding needs for new and existing programs and sustain compliance and regulatory requirements, as well as deliver transparency and accountability, public sector finance teams need a budgeting and forecasting solution that will integrate the processes from beginning to end. Watch the taped session as we complete a walk through of the budget process from formulation to adoption and how each phase is easily managed in Oracle PBCS. John Regula, our speaker, presents the phases that, when implemented with PBCS, provides the functionality needed to efficiently move the Budget from beginning Goals to Adopted Budget. John showcases: • Calendar & Budget Instructions • Anticipated Goals / Budget Requests (Upcoming FY) • Current Year Budget Update & 1-Year Forecast (i.e. General Fund) • Review / Approval – Department Budgets (i.e. General Fund) • Trial Budget & Preliminary Capital Improvement Program • Proposed Budget & review • Adopted Budget / Authority to Expend Appropriations Plus, John shares how Oracle PBCS can help you: • Reduce budgeting and planning cycles by weeks or months • Improve forecast accuracy by gaining visibility into plan/actuals/budget/forecast comparisons • Reduce the time spent on creating reports and budget books
Views: 1310 KeyPerformanceIdeas
In July 2016 the HLA launched the Leadership Enhancement and Accountability for the Public Sector (LEAPS) programme. LEAPS is an 18-month fellowship programme, designed to foster unity of purpose among regional and state level public-sector healthcare leaders and equip them with the tools required to achieve bold primary health care development goals. In this video are some of the documented highlights of the LEAPS programme and much more.
Views: 402 HLA Africa
TO USE OR PRINT this presentation click : http://videosliders.com/r/1398 ============================================================== The Foundations of Public Sector Budgeting and Accounting: Understanding Cash and Accrual Andrew Graham Queens University School of Policy Studies http://post.queensu.ca/~grahama/ ,Why here? Why now? In run up to both budgeting and accounting, it is important to have a technical grasp of key concepts The basis of accounting and possibly budgeting: cash or accrual is one of them There have been major shifts in how the public sector manages its basis of accounting that will affect an understanding of both budgets and accounting Canadian Public Sector Management ,Private and Public Sector Accounting Environments Private sector accounting records are maintained to assess levels of profitability Public sector accounting records are maintained to ensure that public servants (politicians, bureaucrats, officials) have been properly accountable of the funds they have used Greater emphasis on accountability and stewardship Canadian Public Sector Management ,What is the End Product and how do you Build Accounts to match it? Private sector accounting based on matching revenue and expense in order to measure profit This leads to using accrual accounting which recognizes both revenues and expenses when they occur: bottom line is profitability not cash situation What accrual has developed is an overall assessment of the financial condition of the organization Canadian Public Sector Management ,What is the End Product and how do you Build Accounts to match it? Public sector focus on accountability for funds at hand has lead to using a cash basis as it is more easily understood and more sensitive to annual budgetary approvals of governing body Significant gaps in the cash approach has created a growing trend of governments and other parts of the public sector to adopt the accrual approach to both accounting and budgeting. Canadian Public Sector Management ,Quick Snapshot Cash Accounting recognizes revenues when cash is received and expenses in the form of expenditures when bills are paid (focus on cash movement). Accrual Accounting recognizes revenue when goods or services have been provided and expenses when resources have been used (focus on when revenues are earned or resources are consumed). Canadian Public Sector Management ,Quick Snapshot This is on its way out! Governmental funds have also used Modified Accrual Accounting. Expenditures are recognized when resources are received. Revenues are recognized when they are measurable and available within the accounting period or shortly afterwards (focus on financial resources). Canadian Public Sector Management ,Accrual Accounting Capital assets are reported on the financial statements Non cash transactions – depreciation, amortization, provisions, accruals, receivables are recorded Recognition of (retirement and pension benefits, accumulated leave) employee benefits in the financial statements Financial and reporting practices are similar to private sector Canadian Public Sector Management ,Why Do This? The adoption of accrual basis represents an effort to bring into both accounting and budgeting a totally inclusive approach to identifying costs and revenues, thereby providing a fuller picture Accrual budgeting represents a major challenge to the concept of annualized budgets approved by legislatures, although it in no way reduces the authority of those legislatures Accrual accounting forces a better integration of finance, operations and strategic direction because of its inclusive nature Canadian Public Sector Management ,Why Do This? Accrual accounting demands a higher level of sophistication on the part of public sector managers, their overseers, be they legislatures or boards of directors The shift to both accrual accounting and accrual budgeting is a major change process for any organization creating work and the need to manage the change, often with the adoption of new financial information systems. Canadian Public Sector Management ,Why to Not Do T
Views: 1200 slide show me
The Public Sector Governance Reforms and Development Project was birthed with the aim of strengthening governance by improving accountability and transparency in public finance and human resource management systems in Nigeria. Please click subscribe above to see more of similar videos.
Views: 149 WiseSage Project
Consultation of key stakeholders to discuss main challenges and their root causes for the further development of the Internal Audit System in the Public Sector of Tanzania. Organised jointly by Internal Auditor General’s Division (IAGD) together with the GIZ's Good Financial Governance (GFG) Programme. WATCH, SUBSCRIBE and SHARE: https://youtu.be/c1ox9xwDhps
Views: 57 GIZ Tanzania
http://www.nation.co.ke Over 200 public sector institutions have applied to participate in this year’s financial accountability awards, as regulators tighten the noose on financial statement reporting. The Public Sector Accounting Standards Board (PSASB) Chairman, Mr Bernard Ndung'u, also Director-General of Accounting Services at the National Treasury, said that the sector is excited about financial accountability. It comes after the PSASB joined the regulators of the FiRe Awards. The PSASB now works with The Institute of Certified Public Accountants of Kenya, the Capital Markets Authority and the Nairobi Securities Exchange, who are the main sponsors of the 2015 FiRe awards set for October 15, as they all gear to rein in on rising financial statement fraud.
Views: 60 DailyNation
This report contributes to our aim to strengthen the accountability of the public sector and to help it improve performance. We discuss the status and nature of the audit opinions we issue, comment on the timeliness and quality of financial reporting, and explain how we assessed the key audit matters disclosed by state public sector entities.
Views: 142 Queensland Audit Office
Corruption cases and lack of accountability has delayed Uganda’s economic take off, the reason State Finance minister David Bhati is proposing a mindset shift to foster probity. The Minister is now appealing to practitioners in the accounting sector to lead the fight against corruption. He says accountants play a critical role in the management of public funds and are better placed to stop corruption by exposing scandals.
Views: 284 NBS TV Uganda
A framework that will diagnose the strengths and weakness, of the Public Financial Management System was launched in Port Moresby...- visit us at http://www.emtv.com.pg/ for the latest news...
Views: 219 EMTV Online
English Transcript: https://tinyurl.com/ycpl9ym7 Russian Transcript: https://tinyurl.com/y8plpc7v BCS Transcript: https://tinyurl.com/ycgpk2g6 The PULSAR EduCop Virtual Event took place on June 27, 2018, and introduced the participants to the Accountability. Now. initiative of the International Federation of Accountants (IFAC), including the International Public Sector Financial Accountability Index. The workshop gave an overview of the initiative and explored the good practice example of a project in Zimbabwe to strengthen the capacity of Public Sector accountancy professionals. The professionalization initiative of AFROSAI-E was also presented to the group. The objective of the PULSAR (Public Sector Accounting and Reporting Program) program is to support the enhancement of participating countries’ Public Sector Accounting (PSA) and financial reporting frameworks in line with international standards and in accordance with good practices, in order to improve government accountability, transparency, and performance. More about PULSAR Program: https://tinyurl.com/y7ngxhaa Visit us at http://worldbank.org/cfrr
Views: 41 WorldBank CFRR
Contributor: Richard Bacon MP Accountability of government to Parliament in the light of Parliamentarians' belief there is a need for more effective scrutiny of the executive, in particular in relation to failures of procurement contracts and/or IT systems.
Text on screen: The Australian Government Public Management Reform Agenda. Describer: These words appear in the sky above the clouds. The camera slowly starts to move down through the clouds. Text on screen: From 1 July 2014 the way the Australian Government manages resources will be simplified. Describer: Camera moves down through the clouds a bit more. Text on screen: Each financial year the Australian Government manages public resources worth more than 400 billion dollars. Describer: The camera moves down out of the clouds to a Department of Finance building. The camera zooms in through the doors of the building til it stops inside. Text on screen: These resources are managed by over 300,000 people. Describer: A large crowd of people appear under this text. The camera zooms back out of the building, more buildings grow out of the ground around the Finance building as the camera continues to zoom out. Finally the camera zooms far enough out so you can see all of Australia and building have spread all over Australia. Text on screen: In nearly 200 Australian Government organisations across Australia. Describer: The camera zooms back in to the Finance building as several trucking carrying Australia's tax are shown arriving at the building. Text on screen: These resources are used to provide services such as... Describer: Trucks drive out of the Finance building with the following text written on them. Text on screen: Health, communications, infrastructure, defence, education and social services. Describer: Camera moves back to the Finance building. Text on screen: To guide us to use public resources, we need a proper framework. Describer: The camera zooms back into the building to show people working inside and 2 people standing holding books. One is holding the Financial Management and Accountability Act and the other is holding the Commonwealth Authorities and Companies Act. Text on screen: The current resource management framework requires updating and simplification. From 1 July 2014 existing resource management legislation will be replaced by the PGPA Act 2013. Describer: The camera zooms in on a projector showing the PGPA Act. Text on screen: PGPA Act. Public Governance, Performance and Accountability Act 2013. Describer: The PGPA Act book opens and text is written on the pages. Text on screen: A new framework for all Commonwealth entities with: A single definition for public resources. Uniform duties for chief executives, boards and officials. Describer: The page turns and a 3D pop image appears of a man sitting at a desk covered in red tape as some scissors cut it away. Text on screen: Simplified legal requirements for all Commonwealth entities. Describer: The page turns to show a person writing some plans and 2 other people helping each other up a graph. Text on screen: Greater emphasis on planning and performance. Describer: The page turns to show a man carrying blocks that spell out the word 'Risk' and another man with a trolley being directed by a third man. Text on screen: Greater emphasis on risk management. Describer: The page turns to show a crowd of people standing outside of a maze. Text on screen: Focus on co-operation and partnering. Describer: The book closes and zooms out to show it is now being held by a man inside the Finance building. Text on screen: So make sure you know what the new Australian Government resource management framework means for you. Describer: The camera zooms out of the building, out of Australia and into the clouds once more. The screen goes white and the Australian Government Department of Finance logo is shown. Text on screen: To find out more about the reforms to the Australian Government Resource Management Framework, see www.pmra.finance.gov.au. Developed by Interactive Learning Solutions. [email protected]
Views: 4918 DepartmentofFinance
✪✪✪✪✪ WORK FROM HOME! Looking for WORKERS for simple Internet data entry JOBS. $15-20 per hour. SIGN UP here - http://jobs.theaudiopedia.com ✪✪✪✪✪ ✪✪✪✪✪ The Audiopedia Android application, INSTALL NOW - https://play.google.com/store/apps/details?id=com.wTheAudiopedia_8069473 ✪✪✪✪✪ What is GOVERNMENTAL ACCOUNTING? What does GOVERNMENTAL ACCOUNTING mean? GOVERNMENTAL ACCOUNTING meaning - GOVERNMENTAL ACCOUNTING definition - GOVERNMENTAL ACCOUNTING explanation. Source: Wikipedia.org article, adapted under https://creativecommons.org/licenses/by-sa/3.0/ license. Various governmental accounting systems are used by various public sector entities. In the United States, for instance, there are two levels of government which follow different accounting standards set forth by independent, private sector boards. At the federal level, the Federal Accounting Standards Advisory Board (FASAB) sets forth the accounting standards to follow. Similarly, there is the Governmental Accounting Standards Board (GASB) for state and local level government. There is an important difference between private sector accounting and governmental accounting. The main reasons for this difference is the environment of the accounting system. In the government environment, public sector entities have different goals, as opposed to the private sector entities' one main goal of gaining profit. Also, in government accounting, the entity has the responsibility of fiscal accountability which is demonstration of compliance in the use of resources in a budgetary context. In the private sector, the budget is a tool in financial planning and it isn't mandatory to comply with it. Government accounting refers to the field of accounting that specifically finds application in the public sector or government. A special field of accounting exists because: - The objectives to which accounting reports to differ significantly from that for which generally accepted accounting practice has been developed for in the private (business) sector; & - The usage of the results of accounting processes of government differs significantly from the use thereof in the private sector. An exception exists on the above-mentioned differences in the case of public utility businesses (for example Electricity Services) that may be intended to produce a net income or profit, but a significant debate exists over whether there should be such an exception. Nationalisation includes, amongst others, the argument that entities should be either private or public, and that the objectives of public entities should differ significantly from that of private entities. In other words, is the generation and reticulation of electricity with the objective to generate a profit in the public interest or not? And if it is the best way, shouldn’t it then be completely private instead of having access to public funds and monopolies? Governmental accounting standards are currently being dominated by the accounting standards (internationally sometimes referred to as IFRS) originally designed for the private sector. The so-called Generally Recognised Accounting Practices (GRAP) that are being enforced in the public sector of countries such as South Africa, one of the front-runners in this regard is based on the Generally Accepted Accounting Practices originally developed for the private sector. The above and common sense raises the question of whether this is the best solution. It is of course cheaper and it is alleged that the history of separate development of accounting practices for government has not been successful. Even at the onset of the current fiscal crisis in Europe and other parts of the world it was argued authoritatively that the sometimes inapplicable accounting practices of the private sector being used, have contributed to the origination of, and belated reaction to, the fiscal crisis.(1) Sources (not directly quoted but used in synthesis): 1. Sanderson, I. Worldwide Credit Crisis and Stimulus Packages in Accountancy SA, June 2009, p. 14. 2. Conradie, J.M. The applicability of Generally Accepted Accounting Practice in the Central Government of South Africa (English summary of a thesis written in another language) University of Pretoria, 1994. 3. Conradie, J.M. Die toepaslikheid van Algemeen Aanvaarde Rekeningkundige Praktyk in die Sentrale Owerheid van Suid-Afrika. Universiteit van Pretoria, 1993. (Original full text of the summary.) 4. Donald amcool
Views: 8464 The Audiopedia
IRC's podcast series WASH Talk shares ideas on changes the water, sanitation and hygiene (WASH) sector has to make in order to contribute to achieving universal access by 2030. To do so speakers from all over the world are given a voice in this podcast series. Find out more on www.ircwash.org/washtalk. According to the World Bank, global WASH public resources needed to meet Sustainable Development Goal 6.1 and 6.2 on drinking water and sanitation (SDG 6) are behind by about US$ 116 billion per year. This presents massive hurdle to achieving the goals by the 2030 deadline. In response to this challenge, WASH Talk Episode 16: Public Finance and Accountability focuses on the role civil society can play in narrowing this budget gap by holding governments accountable to SDG 6 targets with improved transparency tools.
Views: 13 IRC WASH
Sponsored by the European Union in the framework of the Financial Management Improvement (FMIP) Programme this pilot initiative was conducted by the National Treasury in conjunction with the University of Cape Town (UCT). The Post Graduate Diploma was designed in 2013 within the FMIP in response to results from a research conducted by National Treasury which revealed that only a limited number of Education, Training and Development solutions relevant to public sector trainees were being accredited through the National Qualification Framework. The EU sponsored 22 students for this first pilot programme in order to roll out the programme and they graduated on the 29th of July 2016.
Views: 351 EU Delegation South Africa
Victorian Auditor-General's report on Public Sector Performance Measurement and Reporting, 15 October 2014. The audit examined the effectiveness of selected departments in applying the government’s performance measurement and reporting system and of the Department of Treasury and Finance’s oversight of the system.
Views: 747 VAGO ASG
With Mark Obeng-Adu Agyemang from the Public Interest and Accountability Committee in Ghana and Andrew Bauer from the Natural Resource Governance Institute. Filmed at the NRGI-Central European University School of Public Policy course Reversing the Resource Curse: Theory and Practice in April 2016.
Views: 174 Natural Resource Governance Institute
Public budgets are structured to provide resources and accountability for a defined period of a fiscal year or biennium. The fiscal year captures all expenditures and revenues reserved within a defined 12-month period. In some states, jurisdictions operate on a 24-month biennium. Each jurisdiction must have a budget prepared and adopted into law when the official budget year begins. The structure of the public budget process assures this readiness. The public budgeting process has gradually evolved into a predictable pattern, with a set of characteristics that are common throughout most jurisdictions. The cycle has distinct phases with clear expectations about the work to be done, those responsible for doing it, and a time frame within which the work has to be completed. This cycle possesses some unique characteristics that set the budgeting process apart from almost all other governing activities. With such a variety of professional backgrounds and process goals, it is not surprising that tensions and misunderstandings arise among the various actors during the budget process. However, because these tensions occur within a deliberately crafted system of separation of powers and checks and balances, some of the resulting conflict is tempered by role expectations.
Views: 1921 Gregg Learning
In this video series, IPSASB Chair Ian Carruthers answers questions about the IPSASB and the importance of International Public Sector Accounting Standards for transparency and accountability in public sector financial management.
The Public Sector Governance Reforms and Development Project was birthed with the aim of strengthening governance by improving accountability and transparency in public finance and human resource management systems in Nigeria. Please click subscribe above to see more of similar videos.
Views: 23 WiseSage Project