Principles of Financial Control in the Public Sector delves into the compliance and implementation of control principles by control institutions in the public sector. The book uses examples from control practice to highlight the problems and weaknesses of financial control bodies resulting from their irregular action and influence. The Public Financial Inspection Agency (PFIA) in Bulgaria serves as a case study and proposes a methodology for ensuring the quality implementation of financial control principles during inspections. The book presents current issues in the field of financial control, which are of interest to a wide range of readers. The book's research methodology covers the stages for implementation of financial control principles and their application in the control technology and process. The empirical part of the book uses information from 2,450 reports on financial inspections by PFIA from 2007 to 2011, annual reports on the activity of PFIA from 2007 to 2011 and 2019 to 2022, and research results by various NGOs in the field of financial control, such as the Center for Study of Democracy and the Association for Combating Economic Fraud. It is suitable for students, practitioners, senior officials, academics, auditors, accountants, financiers, and business owners who have continuous contact with state offices and administration.

"The main thesis of the monographic work is that the principles of control determine the methodological foundations of financial control and are a means of improving the quality of control impact"--

Financial Strategy for Public Managers is a new generation textbook for financial management in the public sector. It offers a thorough, applied, and concise introduction to the essential financial concepts and analytical tools that today's effective public servants need to know. It starts "at the beginning" and assumes no prior knowledge or experience in financial management. Throughout the text, Kioko and Marlowe emphasize how financial information can and should inform every aspect of public sector strategy, from routine procurement decisions to budget preparation to program design to major new policy initiatives. They draw upon dozens of real-world examples, cases, and applied problems to bring that relationship between information and strategy to life. Unlike other public financial management texts, the authors also integrate foundational principles across the government, non-profit, and "hybrid/for-benefit" sectors. Coverage includes basic principles of accounting and financial reporting, preparing and analyzing financial statements, cost analysis, and the process and politics of budget preparation. The text also includes several large case studies appropriate for class discussion and/or graded assignments.

Traditionally, economics training in public finances has focused more on tax than public expenditure issues, and within expenditure, more on policy considerations than the more mundane matters of public expenditure management. For many years, the IMF's Public Expenditure Management Division has answered specific questions raised by fiscal economists on such missions. Based on this experience, these guidelines arose from the need to provide a general overview of the principles and practices observed in three key aspects of public expenditure management: budget preparation, budget execution, and cash planning. For each aspect of public expenditure management, the guidelines identify separately the differing practices in four groups of countries - the francophone systems, the Commonwealth systems, Latin America, and those in the transition economies. Edited by Barry H. Potter and Jack Diamond, this publication is intended for a general fiscal, or a general budget, advisor interested in the macroeconomic dimension of public expenditure management.

This work focuses on the theory and practice of financial management in public organizations and local government, highlighting the planning, analysis, and control skills necessary to navigate a future of change in technology, society, politics and economics. It details three fundamental areas of responsibility in the annual financial management cycle - cash management, financial planning, and management control. The authors discuss the financial planning-control continuum, cash management and investment strategies, and techniques of financial and managerial cost accounting to assist financial managers and public administrators in their daily efforts to promote more efficient and effective use of financial resources.

This book provides a comparative look at financial management systems from a family of systems point of view.

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.