عرض العناصر حسب علامة : الموازنة
الأحد, 05 فبراير 2023 11:17
رسالة ماجستير: نظم صنع القرار في الموازنة العامة للسلطة الوطنية الفلسطينية وأثرها على تقديرات الموازنة
هدفت هذه الدراسة إلى التعرف على أنواع اتخاذ القرار في الموازنة العامة للسلطة الوطنية الفلسطينية، وبيان أثر استخدام كل من النظام التراكمي أو العقلاني أو المختلط على تقديرات الموازنة العامة للدولة
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رسائل ماجستير و دكتوراة
الإثنين, 07 نوفمبر 2022 10:24
رسالة دكتوراه تحليل العلاقة بين الممولين والإدارة الضريبية في ظل أزمة الوباء العالمية وإنعكاسها على العدالة الضريبية
تحتل الضرائب مکانة هامة ومتميزة وأهمية کبيرة في التشريعات المالية لما لها من نتائج کبيرة لا يستهان بها في دعم الموازنة العامة کما تعد الضرائب من أهم مصادر الايرادات العامة لتمويل النفقات العامة لتحقيق التنمية في مختلف المجالات
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رسائل ماجستير و دكتوراة
موسومة تحت
الثلاثاء, 18 أكتوبر 2022 11:23
رسالة ماجستير: نموذج مقترح لتطبيق نظام الموازنة على أساس الأنشطة ABB في البنك الإسلامي العربي
هدفت الدراسة إلى بحث مدى إمكانية تطبيق نظام الموازنة على أساس الأنشطة (ABB) Activity Based Budgeting في البنك الإسلامي العربي، ومدى توفر المقومات الأساسية اللازمة لتطبيق هذا النظام، والوقوف على المعوقات والصعوبات التي تحد من تطبيق هذا النظام في البنك الإسلامي العربي.
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رسائل ماجستير و دكتوراة
موسومة تحت
الأحد, 14 أغسطس 2022 07:36
رسالة دكتوراه: العلاقة التبادلية بين عجز الموازنة العامة المصرية ومعدل التضخم
يعتبر عجز الموازنة العامة من أهم المسائل والقضايا التي يولي لها الباحثون اهتماماً كبيراً في دول العالم المختلفة، لأن نجاح هذه الدول يقاس بمدى نجاح سياستها المالية والاقتصادية والاجتماعية.
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رسائل ماجستير و دكتوراة
الأحد, 08 أغسطس 2021 13:56
دورة: إعداد ومراقبة تنفيذ الموازنات وتحليل الانحرافات
معلومات إضافية
- البلد لبنان
- نوع الفعالية برسوم
- بداية الفعالية الإثنين, 09 أغسطس 2021
- نهاية الفعالية الجمعة, 13 أغسطس 2021
- التخصص محاسبة ومراجعة
- مكان الفعالية بيروت (لبنان)-Lancaster suites raouche
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فعاليات مهنية
موسومة تحت
الثلاثاء, 06 يوليو 2021 14:29
دورة: إعداد ومراقبة تنفيذ الموازنات وتحليل الانحرافات
معلومات إضافية
- البلد الإمارات العربية المتحدة
- نوع الفعالية برسوم
- بداية الفعالية الأحد, 11 يوليو 2021
- نهاية الفعالية الخميس, 15 يوليو 2021
- التخصص محاسبة ومراجعة
- مكان الفعالية دبي (الإمارات العربية المتحدة)
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فعاليات مهنية
موسومة تحت
الأربعاء, 21 سبتمبر 2022 13:24
كورونا وعدم المساواة بين الجنسين
ما هي تأثيرات كوفيد -19 على المساواة بين الجنسين؟
معلومات إضافية
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المحتوى بالإنجليزية
The Social and Economic Impacts of COVID-19 Have Not Been Gender-blind – Neither Should Our Response
RACHEL BLEETMAN | MARCH 8, 2021
COVID-19 and gender inequality
The COVID-19 pandemic has affected every corner of the world and all aspects of society, and the impacts of it will be felt for decades to come. One particular troubling consequence has been its devastating impact on gender inequality. The evidence is clear – the gender inequality gap is widening despite decades of progress that sought to close it.
As a result of the pandemic, women’s employment is 19% more at risk compared to men’s (UN Women 2020) and women are more likely than men to take on unpaid care and domestic work in households. In addition, it is estimated that global domestic violence cases are up around 20% (BBC 2020). For women in more marginalised communities – such as women with disabilities, LBTQ women and women from ethnic minorities, compounding factors have led to even greater discrimination and inequality.
Addressing the crisis
To tackle gender inequality, governments around the world can employ a critically important public policy tool known as gender-responsive budgeting (GRB) when designing COVID-19 economic recovery packages. GRB is defined by UN Women as a ‘process of assessing the implications for women and men of any planned action, including legislation, policies and programmes, in all areas and at all levels.’ It is importantly, not a process of allocating resources to men or women separately nor is it necessarily about allocating more resources than originally planned. Rather, it is a technical process of assessing existing budget policies to better evaluate their impacts on gender equality as well as being a high-level commitment to combat gender inequality. It is also not a new concept – it has been implemented in some form in over 80 countries (Stotsky 2020) since it was first developed in the 1980s.
To be most effective, gender-responsive budgeting techniques should be found throughout the policy and budget cycle. From the initial policy design, through to design and implementation and of course, in the auditing and evaluation stage. By adding a gendered perspective to each part of the cycle, policymakers and public finance professionals can ensure that they adequately account for the differing needs of men and women in a more holistic way. To promote the use of GRB in the COVID-19 response and to enable public sector finance professionals to employ the tool effectively, ACCA has developed a set of tools and resources to help the profession learn more about GRB and implement it wherever they are based.
An example of how to use gender-responsive budgeting
The UK’s Office of National Statistics releases data on unemployment disaggregated by both sex and sector each quarter. For August to October 2020, the unemployment figures were as follows:
74,000 people were classified as being unemployed in the construction sector. When filtered by sex, it shows that men accounted for 86% of that figure while 14% were women.
So, when designing a policy response aimed at tackling unemployment in the construction sector, it is critical that policymakers consider the gendered impact of what a construction job package might look like. It is clear from the sex-disaggregated data that the majority of end-users of this policy decision and budget allocation will be men. Therefore, subsequent or supplementary measures should be considered to ensure that female-dominated sectors are also prioritised in job retention or reskilling schemes to avoid women being overrepresented in the unemployment figures.
Additionally, exploring qualitative data can help better understand why women are so underrepresented in this sector – what barriers exist that have clearly prevented women from entering the construction sector? And for men, more data could probe thinking around, for example, the impacts of unemployment on mental health. Policymakers could also consider what policies could be used to equip those made unemployed with skills beyond construction. This initial process will encourage a more holistic approach to this particular package to fully understand its broader objectives outside of simply saving jobs. By assessing the impact of the policy on both men and women, policymakers can ensure that this policy response does not unintentionally exacerbate or perpetuate gender inequality.
Having explored the objectives, the next stage involves designing the policy and allocating the adequate resources to ensuring the policy will achieve its intended outcome. To do so, a number of useful techniques can be employed, for example –an equality impact assessment can be carried out to assess the expected impact on both women and men. The policy should also be subject to parliament scrutiny with a gendered lens. It is important to ensure that the way the policy is designed and measured will achieve the ultimate objective. For example, considering whether to use performance-based budgeting to measure outcomes or whether a zero-based budgeting approach would work better if this is a new policy objective.
At the implementation stage, considerations include whether line ministries have the training and capacity to implement the policy, and if sufficient resources have been allocated to achieve the objectives. Importantly, public finance professionals can use an expenditure tracking system to ensure actual spending meets planned spending – this will also improve the audit trail for the final evaluation stage. Finally, the finance professional can help ensure that the policy objective was met – this is where the vital role of auditors comes into play, to assess:
Was the intended objective met?
How mainstreamed was gender throughout the process?
And critically, what should be improved for the next cycle?
Supreme Audit Institutions have a critical role to play in ensuring that governments achieve both the objectives they lay out in budget statements, but also in ensuring governments meet their commitments to achieving the Sustainable Development Goals (SDGs)– in this case, SDG 5 on gender equality.
The central role of the finance profession
As the resources on ACCA’s website outlines, GRB can be implemented in any jurisdiction if certain conditions are in place. The public finance profession can play a key role, wherever they are in the world, to make GRB a reality and to shed a renewed light on COVID-19 and its impact on gender inequality. From ensuring data is disaggregated by sex, using that data to inform policymaking, designing budgets that can measure defined objectives and measuring progress made on achieving those objectives - the public finance profession is at the heart of GRB.
To learn more about what GRB is, where it can be found, how to implement it and what the profession can do to raise awareness of this policy tool, go to ACCA’s website to see our newly published resources and register here for our CPD webinar on GRB and the COVID-19 economic recovery.
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موضوعات متنوعة
الأربعاء, 21 سبتمبر 2022 12:11
استشارات الميزانية للمحاسبين لعام 2021
نظرًا لاضطرابات العام الماضي، يجب أن يكون أصحاب الأعمال مستعدين للتغلب على حالة عدم اليقين المستمرة
معلومات إضافية
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المحتوى بالإنجليزية
Budgeting advice for accountants for 2021
By Helen Braswell Kakouris
Given the turbulence of the past year, agility should be at the forefront of our minds when building a budget and strategy for 2021. Business owners need to be prepared to navigate the continued uncertainty. The ability to pivot in an unpredictable business environment will be essential this year, and with revenue assumptions changed across all industries by the events of 2020, a fresh approach is needed.
The industry can look to PwC’s advice: “Protect growth and profitability through actions such as scenario planning [and] more frequent financial modeling exercises to improve resiliency.” It is time to shift the approach to the new environment, with small and medium-sized companies now requiring quarterly or monthly strategic advice. This will transform the way that the industry offers its services, with strategy and consulting services offered as a monthly retainer, pushing away from the traditional per hour format. With the software advances of recent years, switching accounting pricing models can be a near seamless transition.
Historically, only large enterprise companies had the means to invest in quality software to enhance their decision-making capabilities for strategy and budgeting. Small and medium-sized enterprises in contrast often relied on a semi-annual conversation with their CPA. In the last few years, countless new software products have come to the market geared toward SMEs. There has never been a more important time for accountants to look ahead and prepare themselves for strategy-based budgeting conversations rather than historical budgeting.
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First, let’s run through the ground rules for forming a budget, before looking more specifically at how the 2021 budget should differ.
The basics
When forming a budget, it has to align with the company’s vision and goals. Are the vision and goals specific, measurable, achievable, time-based and relevant? This is the S.M.A.R.T. acronym from a paper published by George Doron almost four decades ago. A well-formulated goal could be something like, “I want to increase company sales by 30 percent by the end of 2021.”
Understand the executive team: What is their management style? Are they aggressive or conservative? That will ultimately decide whether they are willing to absorb losses in order to achieve their growth goals and thus will shape the budget and give a clear picture on raising or securing necessary capital. Understanding management style and the decision-making approach is really a personal question for every business owner, which must be reflected on individually.
Get specific with the industry. Think about the industry and economic factors that will affect the company’s operations in the coming year. Naturally the whole business world has been radically changed by the events of 2020, but its effects will be distinct across different industries.
Consider the company’s overall revenue goal. Is it hoping to offer new products or services? If management wants to increase sales, perhaps it needs new sales personnel, and the budgeted payroll expense will likely depend on their level of experience.
Consider the company’s costs: Do they need greater inventory to satisfy orders? What is the staffing cost required for increased sales, or even the cost of outsourcing some tasks? Also, try to predict upcoming costs, like any equipment purchases that could be beneficial.
The last ground rule for forming a budget is to choose a budget framework — a historical budget or a zero-based budget. In normal times, a hybrid budget would be recommended, with historical data as a base to develop revenue and payroll, and all other expenses using the zeroed-out approach. However, the 2021 approach to budgeting is going to challenge the traditional ways.
The 2021 approach
A new business environment demands a fresh approach to budgeting. Zero-based budgeting should be the preferred framework, prioritized over the historical data approach. In fact, McKinsey even echoed this point in a recent study.
The historical data approach could be misleading this year. 2020 may have been a statistically anomalous year, meaning the data produced in the most recent year, which would usually carry the most weight, is difficult to utilize.
In building a budget, assumptions are one of the most important components because those will drive total annual budgeted revenue and expenses, and thus shape the entire report. For 2021, those assumptions are even more important and should be afforded greater scrutiny. Geographical and seasonal variables also require particular attention. With greater market fluctuations expected amid an unpredictable political and economic environment, accountants must make themselves available for up-to-the-minute advice. Businesses will need them to be on hand to review and adjust budgets throughout the year, to help adapt to environmental changes as they come.
The accountants who build that trust are likely to have a profitable 2021 and beyond. They should consider changing their own pricing model to a monthly retainer, rather than a by-the-hour model, so their company involvement can be more consistent and available for pivoting throughout the year.
In addition, the increase in automation is compounding the need for the new pricing model. Much of the traditional bread and butter work of accountants is being automated, meaning the professional role is becoming increasingly advisory, with trust key to the relationship. Accountants should realize where the industry is headed, and get ahead of the game.
Those professionals should consider acting as a strategic partner to businesses rather than a professional who gets called in for projects or regulatory requirements. While the ground rules remain an important point of reference, the 2021 budget demands the industry adapt to an unfamiliar economic environment. Being in such unchartered waters heightens the importance of the zero-based budgeting framework and requires deep thought on every single assumption included in the budget.
Accountants will be trusted with a weighty responsibility as their clients navigate and profit from an unpredictable 2021. Those who are on hand to course a way through choppy waters are sure to develop great relationships with their clients and gain a solid reputation in the industry.
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موضوعات متنوعة
الأربعاء, 07 أكتوبر 2020 14:10
التكاليف المعيارية والموازنات التخطيطية
أصبحت محاسبة التكاليف أمرا ضروريا لكل إدارة ناجحة
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كتب و مجلات
موسومة تحت
الإثنين, 17 أغسطس 2020 14:16
دراسة ماجستير: بناء نموذج لقياس أثر التخطيط الاستراتيجي على الربحية في البنوك الأردنية
يعتبر التخطيط الاستراتيجي أداة هامة تعمل على توجيه المنظمة نحو تحقيق أهدافها حيث يعتمد نجاح أو فشل المنظمات إلى حد كبير على دقة التخطيط الاستراتيجي، وقد مارست المنظمات التخطيط طويل المدى ومن ثم التخطيط الإستراتيجي وتطور إلى ما يعرف اليوم بالإدارة الإستراتيجية
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رسائل ماجستير و دكتوراة