Over the past two decades, there has been a paradigm shift in public administration and public sector accounting around the world, with increasing emphasis on good governance and accountability processes for government entities. This is all driven both by economic rationalism, and by changing expectations of what governments can and should do. An important aspect of this accountability and governance process is the establishment and effective functioning of a Public Accounts Committee (PAC), a key component of democratic accountability. With contributions from renowned scholars and practitioners, and using case studies from around the world, this research-based collection examines the rationales for current roles of the PACs and explores the links between PACs and National Audit Offices. It also compares PAC practices from developing and developed countries such as Africa, Asia, Pacific islands, and Europe with both Westminster and non-Westminster models of government. This will be valuable reading for academics, researchers, and advanced students in public management, public accounting and public sector governance.
Over the past two decades, there has been a paradigm shift in public administration and public sector accounting around the world, with increasing emphasis on good governance and accountability processes for government entities. This is all driven both by economic rationalism, and by changing expectations of what governments can and should do. An important aspect of this accountability and governance process is the establishment and effective functioning of a Public Accounts Committee (PAC), a key component of democratic accountability. With contributions from renowned scholars and practitioners, and using case studies from around the world, this research-based collection examines the rationales for current roles of the PACs and explores the links between PACs and National Audit Offices. It also compares PAC practices from developing and developed countries such as Africa, Asia, Pacific islands, and Europe with both Westminster and non-Westminster models of government. This will be valuable reading for academics, researchers, and advanced students in public management, public accounting and public sector governance.
There is growing recognition of the need for new approaches to the ways in which donors support accountability, but no broad agreement on what changed practice looks like. This publication aims to provide more clarity on the emerging practice.
Policymakers and program managers are continually seeking ways to improve accountability in achieving an entity's mission. A key factor in improving accountability in achieving an entity's mission is to implement an effective internal control system. An effective internal control system helps an entity adapt to shifting environments, evolving demands, changing risks, and new priorities. As programs change and entities strive to improve operational processes and implement new technology, management continually evaluates its internal control system so that it is effective and updated when necessary. Section 3512 (c) and (d) of Title 31 of the United States Code (commonly known as the Federal Managers? Financial Integrity Act (FMFIA)) requires the Comptroller General to issue standards for internal control in the federal government.
"Like honesty and clean water, ""accountability"" is invariably seen as a good thing. Conversely, the absence of accountability is associated with most of the greatest abuses in human history. Accountability is thus closely linked with the exercise of power and the legitimacy of policies and those pursuing them. This book looks at the role of evaluation and of audit as key elements in democratic accountability processes. The contributors explore the apparent paradox of there being more accountability-related activities today than ever before, at the same time as much public debate laments what is seen as a lack of actual accountability. Such a situation raises a number of questions: Is there a need for different approaches to establishing accountability or can current arrangements be modified to make them more effective? Are present practices part of the problem and are they preventing a mature debate about performance improvement taking place? How can systems awash with performance information ensure that at least some of it makes sense to a wide range of potential users? How is it that greater accountability and transparency can so quickly have become associated with concerns about perverse incentives and be seen by some as a costly burden? The volume includes detailed case studies and synthesizes up-to-date research evidence drawn from very different governmental systems, ending with practical advice for those involved in the accountability processes. In doing so, it attempts to address both conceptual ambiguities about the notion of ""accountability"" and the practical uncertainties over its implications for democratic government. This book is aimed at serious people who think about trends in the use of evaluation and audit in seeking to hold governments accountable for their actions and performance."--Provided by publisher.
This book provides a general overview of accountability, a key concept in modern democratic governance. Richard Mulgan draws on examples and analyses from the United States and the United Kingdom as well as other 'Westminster' countries. Major topics discussed include the contrast between accountability in the public and private sectors, the effects of public management reforms on accountability, accountability for collective actions, accountability in networks and the limits of accountability.
Michael Parry and Jesse Hughes have written the only book that comprehensively examines government financial management addressing the conceptual issues, challenges and detailed techniques in countries in every region of the world. "Accounting for Governments: from Budget to Audit" is essential reading for anyone interested in governance and the management of public resources by countries across the world - whether as a politician, official, adviser, practitioner or student.Cem Dener from the World Bank stated "the authors are not only providing a clear and candid view of all important aspects of Government Financial Management (GFM), but also discussing several fundamental issues and the potential impact of disruptive technologies in GFM domain".Citizens have a right to know how their government raises, manages and spends their money - making government accountable. Yet despite modern technology and ever more sophisticated techniques of financial management, achieving effective accountability remains an elusive goal. THE BOOK-comprehensively examines government financial management, from planning and budgeting through the practical implementation of the budget to delivering services, reporting, control and audit-surveys the historical development of government financial management through to modern techniques and the potential disruptive impact of future technology-considers technical approaches in detail and with examples and case studies from around the world -identifies the many challenges to achieving effective government financial management CONTENTS Chapters 1 and 2 - background, legal and institutional frameworkChapter 3 - historical development of government financial managementChapters 4 and 5 - planning and budgetingChapters 6 to 8 - budget execution, accounting and accounting baseChapters 9 and 10 - financial transparency, reporting and International Public Sector Accounting StandardsChapters 11 and 12 - classification and consolidationChapters 13 and 14 - transparency, accountability, control and auditChapter 15 - education, certification, and ethics of accountants and auditorsChapter 16 - managing the modernization of government financial managementChapter 17 - key issues and the future of government financial managementBibliographyTHE AUTHORSDr. Michael Parry (Ph.D., B.Sc. (Econ), FCA, CGMA, ACMA, ATII) principal of PFM Training Ltd and Michael Parry Consulting LLP. Formerly chairman of a major international consulting firm, has provided advice to governments in Europe, Asia, Africa, the Pacific and the Caribbean working for the UN, IMF, World Bank, ADB, DfID and other organisations. Extensive finance and management experience in the public and private sectors in countries across the world.Dr. Jesse Hughes (Ph.D., CPA, CIA, CGFM) Professor Emeritus of Accounting at Old Dominion University, Virginia, USA. Author of numerous articles. Worked in government for 20 years as an auditor, accountant, and comptroller, and in academe for another 20 years. During the past 20 years, worked as a consultant for each of the big four accounting firms, IMF, World Bank and UN on government financial management issues in 22 countries.
