This document proposes establishing a Federative Savings and Investment Fund (FSIF) in Brazil to increase government savings and public investment rates. The FSIF would make savings mandatory for federal, state, and municipal governments. It would redistribute investment resources to ease fiscal burdens on states and municipalities and increase their investment capacity. This is expected to boost Brazil's economy by promoting a steady GDP growth rate of 4% annually through higher overall savings and investment levels. The FSIF would be administered by BNDES to appraise and finance approved projects, with the goal of improving infrastructure and public services across Brazil.
Latest updates in mid-2017, the stakeholders related to the issuance of municipal bonds including the Ministry of Finance, the Financial Services Authority (OJK), the World Bank, and PEFINDO cooperate in advocating the opportunities and risks on the preparation of the Municipal Bonds issuance to the potential local government
Latest updates in mid-2017, the stakeholders related to the issuance of municipal bonds including the Ministry of Finance, the Financial Services Authority (OJK), the World Bank, and PEFINDO cooperate in advocating the opportunities and risks on the preparation of the Municipal Bonds issuance to the potential local government
In this report published in September 2019, we present a legal and technical understanding of the general budget in Lebanon. We discuss the general budget, its components, its method of preparation, its main principles, and provide definitions to basic economic terms necessary to understand the public budget.
In addition to comparing the 2017 draft budget with the actual disbursements of the administrations that provided us with their financial statements, we analyze the 33 financial statements we acquired. We found it difficult to provide a comprehensive comparative study in terms of disbursements, however, because each administration has its own way of tabulating, identifying functions, and detailing disbursements (not identical to those published in the General Budget Project). In addition, many of the administrations that responded to us do not make any collection in favor of the treasury of the state, thus they only provided us with their disbursements without their collections.
Fiscal relations across levels of government - Li XU, ADBIOECD Governance
This presentation was made by Li XU, ADBI, at the 13th Annual Meeting of OECD-Asian Senior Budget Officials held in Bangkok, Thailand, on 14-15 December 2017
The revenue and expenditure of india,fiscal policyHuma Ansari
• Revenue – sources of revenue
• Tax revenue and non tax revenue
• Union budget analysis
• Expenditure of government
• Need, types, objectives of government expenditure
• What is fiscal policy
• Concept and types of fiscal policy
• Different measures to control fiscal deficit
Pennsylvania Public Utility Commission Act 13/Impact Fees Audit by PA Auditor...Marcellus Drilling News
A biased look at how 60% of impact fees raised from PA's shale drilling are spent, by the anti-drilling PA Auditor General. He chose to ignore an audit of 40% of the impact fees, which go to Harrisburg and disappear into the black hole of Harrisburg spending. The Auditor General claims, without basis in fact, that up to 24% of the funds are spent on items not allowed under the Act 13 law.
The Pennsylvania Public Utility Commission responded to each point raised in a draft copy of the PA Auditor General's audit of how Act 13 impact fee money, raised from Marcellus Shale drillers, gets spent by local municipalities. The PUC says it's not their job to monitor how the money gets spent, only in how much is raised and distributed.
On February 25, 1986, the Filipino People toppled a dictatorship in four days of nonviolent protest. Crying out “tama na, sobra na!”[i] the people poured out into the streets after heeding the call of rebel soldiers and religious leaders to end the decades-long reign of Ferdinand E. Marcos, whose leadership was marred by corruption, human rights violations and worsening poverty. The People Power Revolution of 1986 hoisted Corazon C. Aquino—housewife of a martyr[ii] of Martial Law—as President of the Philippines.
Twenty-five years after this historical milestone, the Philippines is presented anew with an opportunity to put the political tradition of People Power back on track. With a resounding mandate[iii], President Benigno C. Aquino III won in the last May 2010 elections in place of an administration marred with allegations of massive corruption, political legitimacy issues and the widening gap between rich and poor. His agenda for “kung walang corrupt, walang mahirap[iv]” resonated among the majority who hunger for change.
The development plan[v] of the Philippine Government revolves around the President’s commitment to fight corruption and patronage, the very reasons for the people’s poverty. This plan is anchored upon transparent, accountable and participatory governance as a key ingredient to achieving poverty reduction and economic expansion. Supporting these are strategies to secure an environment conducive for development, particularly, just and lasting peace and environmental integrity.
This plan is anchored upon People Power: a paradigm that the nation’s progress will be achieved only with the active and meaningful participation of citizens. The Philippine Government strives to take People Power from the streets and into the halls of government in order to ensure that the benefits of governance reach the poor in a direct, immediate and substantial way. As opposed to secrecy, impunity and collusion in the past, it seeks to widen the spaces for citizens in their very own government.
The Philippine Government sees open government as a way to operationalize and institutionalize People Power. It will take on the grand challenges of improving public services, increasing public integrity and more effectively managing public resources: all in line with the Aquino administration’s pursuit of kung walang corrupt, walang mahirap. In crafting this Action Plan for the OGP, the Philippine Government consulted with national networks of civil society organizations (CSOs)[vi].
In this report published in September 2019, we present a legal and technical understanding of the general budget in Lebanon. We discuss the general budget, its components, its method of preparation, its main principles, and provide definitions to basic economic terms necessary to understand the public budget.
In addition to comparing the 2017 draft budget with the actual disbursements of the administrations that provided us with their financial statements, we analyze the 33 financial statements we acquired. We found it difficult to provide a comprehensive comparative study in terms of disbursements, however, because each administration has its own way of tabulating, identifying functions, and detailing disbursements (not identical to those published in the General Budget Project). In addition, many of the administrations that responded to us do not make any collection in favor of the treasury of the state, thus they only provided us with their disbursements without their collections.
Fiscal relations across levels of government - Li XU, ADBIOECD Governance
This presentation was made by Li XU, ADBI, at the 13th Annual Meeting of OECD-Asian Senior Budget Officials held in Bangkok, Thailand, on 14-15 December 2017
The revenue and expenditure of india,fiscal policyHuma Ansari
• Revenue – sources of revenue
• Tax revenue and non tax revenue
• Union budget analysis
• Expenditure of government
• Need, types, objectives of government expenditure
• What is fiscal policy
• Concept and types of fiscal policy
• Different measures to control fiscal deficit
Pennsylvania Public Utility Commission Act 13/Impact Fees Audit by PA Auditor...Marcellus Drilling News
A biased look at how 60% of impact fees raised from PA's shale drilling are spent, by the anti-drilling PA Auditor General. He chose to ignore an audit of 40% of the impact fees, which go to Harrisburg and disappear into the black hole of Harrisburg spending. The Auditor General claims, without basis in fact, that up to 24% of the funds are spent on items not allowed under the Act 13 law.
The Pennsylvania Public Utility Commission responded to each point raised in a draft copy of the PA Auditor General's audit of how Act 13 impact fee money, raised from Marcellus Shale drillers, gets spent by local municipalities. The PUC says it's not their job to monitor how the money gets spent, only in how much is raised and distributed.
On February 25, 1986, the Filipino People toppled a dictatorship in four days of nonviolent protest. Crying out “tama na, sobra na!”[i] the people poured out into the streets after heeding the call of rebel soldiers and religious leaders to end the decades-long reign of Ferdinand E. Marcos, whose leadership was marred by corruption, human rights violations and worsening poverty. The People Power Revolution of 1986 hoisted Corazon C. Aquino—housewife of a martyr[ii] of Martial Law—as President of the Philippines.
Twenty-five years after this historical milestone, the Philippines is presented anew with an opportunity to put the political tradition of People Power back on track. With a resounding mandate[iii], President Benigno C. Aquino III won in the last May 2010 elections in place of an administration marred with allegations of massive corruption, political legitimacy issues and the widening gap between rich and poor. His agenda for “kung walang corrupt, walang mahirap[iv]” resonated among the majority who hunger for change.
The development plan[v] of the Philippine Government revolves around the President’s commitment to fight corruption and patronage, the very reasons for the people’s poverty. This plan is anchored upon transparent, accountable and participatory governance as a key ingredient to achieving poverty reduction and economic expansion. Supporting these are strategies to secure an environment conducive for development, particularly, just and lasting peace and environmental integrity.
This plan is anchored upon People Power: a paradigm that the nation’s progress will be achieved only with the active and meaningful participation of citizens. The Philippine Government strives to take People Power from the streets and into the halls of government in order to ensure that the benefits of governance reach the poor in a direct, immediate and substantial way. As opposed to secrecy, impunity and collusion in the past, it seeks to widen the spaces for citizens in their very own government.
The Philippine Government sees open government as a way to operationalize and institutionalize People Power. It will take on the grand challenges of improving public services, increasing public integrity and more effectively managing public resources: all in line with the Aquino administration’s pursuit of kung walang corrupt, walang mahirap. In crafting this Action Plan for the OGP, the Philippine Government consulted with national networks of civil society organizations (CSOs)[vi].
Unlocking financial opportunities for the attainment of sustainable Developme...Tunde Ekundayo
“Unlocking Financial Opportunities for the Attainment of Sustainable Development in Africa” explored the prevailing experience of Africa about the need for financial resources, as well as the obstacles and modalities requires to successfully mobilise financial resources for the development of infrastructure in Africa towards the attainment of SDGs by 2030. The piece is designed to give a quick run-down of the essentials of infrastructural development as well as financial mobilisation for policymakers, development practitioners and other stakeholders.
Final project unlocking investment & finance in emerging markets and develo...Damian Attah
Nigeria's GDP has been growing in a slower pace compared to the population growth rate of 2.6%. The year-on-year budget deficit and the slow growth in government revenue has continued to constrain investment in critical social and physical infrastructure that will be needed to be on the path of economic growth. The ineffective fiscal framework and erosion of social trust in government spending has resulted to a tax to GDP ratio of less than 1% compared to the minimum requirement of 15% recommended for an emerging nation like Nigeria. The country's current debt profile of over $73billion and the allocation of 23% of the annual budget to debt servicing makes additional loans quite unsustainable. Funding the critical sectors that will create a transformative growth will require the crowding in of required financing from both the public and private sources and the unlocking of investment opportunities that will attract FDI, ODA and OOF finance. Posing as a government official that is exploring the option of attracting public, private and multilateral funding, the slides seeks to address the following:
(a) What are the estimated financing needs for the country’s development?
(b) Which sources of finance are available to you international and domestically, from both public and private sources?
(c) How will the country access these?
(d) How will you work with multilateral development banks to address barriers to accessing these sources of finance?
The finance minister maintained a commendable balance between the evenly stronger and mostly diverging compulsions of economic growth, fiscal discipline and political expediency.
Most of the budget provisions are inarguably aimed at ensuring inclusive growth, and bringing in equity in taxation and provisions.
A record number of measures have been introduced, to bring predictability, transparency and conciliation in the tax regime of the country.
We welcome the decision by the International Public Sector Accounting Standards Board (IPSASB) to review the Cash Basis IPSAS, but we are reminded of the story of the pedestrian who was asked by a motorist for directions, and replied, “If I was you I wouldn’t start from here...”.
Public investments can boost economy more than private onesALTAX Consulting
The general idea is that if a critical mass of small investments is undertaken simultaneously the average social return will be much higher than the average private return, because they will create demand for each other, and overcome coordination failures that keep private market economies in a low-income equilibrium.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
A strategy to reach qualitative reform of brazilian
1. A Strategy to Reach Socioeconomic
Development By Strengthening
Local Government’s Saving and
Investment Capacities
Proposition of Action to Brazilian Public
Administration
2. RELATION BETWEEN SAVING RATES AND GNP GROWTH
Accountability, Local Government and Public Finance
2
GNP Growth
SavingRates
3. BRAZIL’S GNP GROWTH RATES
Accountability, Local Government and Public Finance
3
4. BRAZIL’S SAVING RATES
(% OF GNP)
Accountability, Local Government and Public Finance
4
Domestic Savings
External Savings
5. SAVINGS & INVESTMENT RATES
Accountability, Local Government and Public Finance
5
INVESTIMENT
DOMESTIC SAVINGS
6. BRAZIL’S PUBLIC INVESTMENT RATES
Accountability, Local Government and Public Finance
6
13
15.18
16.1
21.4 22.21
18.24
16.68 17.5
2.7 3.42 4.22 3.71
2.68 2.58 1.92 2
14.2
16.4
20
25.2 25.2
33
35 35
1940 1950 1960 1970 1980 1990 2000 2010
TAX BURDEN
PUBLIC
INVESTMENT
TOTAL INVESTMENT
7. Main Causes of Low Public Investment
Rates
Excess of Current Expenditure
Sistemic Waste and Corruption
Decisions Made Just through Political Criteria
Weak and Uncoordinated Planning
System
Concentration of Resources in the
Federal Level
Accountability, Local Government and Public Finance
7
8. REVENUE DISTRIBUTION AMONG FEDERATE ENTITIES
Accountability, Local Government and Public Finance
8
60
25
15
Federal State Municipal
9. Today’s Municipal Attributes
Accountability, Local Government and Public Finance 9
Public Health
Public Education
Social Works
Urban Transportation
Housing
Water, Sewer and Waste (Sanitation)
Urban Traffic
Licensing of Works, Services and Goods Production
Environmental Regulations
Tourism Promotion
Public Works
Law Enforcement
Urban Security
Cultural Affairs
Attract New Businesses to Generate Income and Jobs
10. What Got to Be Done Without Further Delay?
Increase saving rates in the 3 levels of
government: Federal, State and Municipal.
Redistribute investment resources between the 3
levels of government, in order to decentralize and
easy the fiscal burns of states and
municipalities, and increase their investment
capacity.
Increase total public investment rates at least to
3.5% of GNP, in order to assure a Country’s total
saving and investment level of 20% and a steady
and sound GNP Growth of at least 4% a year.
Accountability, Local Government and Public Finance
10
11. How to Reach It?
By reforming the Fiscal Responsibility Law (Lei de Responsabilidade Fiscal)
to turn mandatory a level of savings (and so of Investment) in the 3 levels
of government.
Savings of 3 levels of government should be gathered in a Federative
Savings and Investment Fund (FSIF, similar to education’s FUNDEB), in the
form of quotas, with funds to be rescued under certain rules stablished by
law.
FSIF would make a redistribution of investment funds between the 3 levels
of government, easing the unbalance of today, and allowing more
investment in the sub-national levels.
FSIF should also improve other useful economic operations, such act as
PPP’s guarantor fund, act as colateral to project financing and so forth
FSIF should be administred by BNDES, who would appraise the proposed
projects and liberate the funds to finance them.
Accountability, Local Government and Public Finance
11
12. FSIF Financial Prospectives
(GNP of US$ 2,3 trillions, Tax Burden 35%)
LEVEL OF
GOVERNMENT
MANDATORY
SAVINGS (% OF
TOTAL
INCOME)
INVESTMENT
(% OF
SAVINGS)
ESTIMATED
SAVINGS
AMOUNT PER
YEAR (in US$
Billions)
ESTIMATED
INVESTMENT
AMOUNT PER
YEAR (In US$
Billions)
FEDERAL 6 15 48 12
STATE 2.5 25 20 20
MUNICIPAL 1.5 60 12 48
TOTAL 10 100 80 80
Accountability, Local Government and Public Finance
12
13. FSIF Investment Rules
Savings will be recovered by the levels of
government only by presentation of investment
projects in areas to be specified by law, to be
appraised and approved by FSIF manager
(BNDES).
To each state and city will be assured access to
investment funds by at least the amount of
their own saving.
Acess to investment funds in excess of their
own savings will depend on certains
circunstances, to be regulated by law, for
instance, stimulating project competition
among sub-national entities
Accountability, Local Government and Public Finance
13
14. Possible Consequences of the FSIF
Strategy to Public Services
Increase government saving rates
Increase public investment, boosting the economy in
general
Reach a desirable, rational and beneficial
Decentralization of resources to the state and municipal
level
Promote a Qualitative Reform of public administration
Allow the planning, better coordination and
implementation of projects in key areas of
government, renewing infrastructure and public
services, avoiding duplications and project collisions
Boost public services’ efficiency and quality
Reduce public debt in the long run
Accountability, Local Government and Public Finance
14
15. Possible Consequences of FSIF to
Taxpayers and Society as a Whole
Allow consistent reduction of interest rates
Easy taxation burns
Get a steady growth of GNP
Easy inflationary pressures
Get Better public services by LGs
Allow private investment to grow steadly
Allow investment to ameliorate the
infraestructure in the country and in the
cities
Better quality of life to the population
Accountability, Local Government and Public Finance
15
16. In The Short Run
Legislation would be passed allowing the
Sub-National Federate Entities, during the
first five years , to transform part of their
debt into capital, as Quotas of FSIF
The amount of debt to be transformed into
capital (FSIF Quotas) would correspond to
1.5% of gross (Municipalities) or 2,5%
(States) of the fiscal year total revenues of
the Sub-National Federate Entities
Question to specialists: How would this
operation be accounted in the public
entities balance sheet?
Accountability, Local Government and Public Finance
16
17. Conclusions
Increasing Savings and Investment by
government is a key issue to transform Brazil
into a real developed country, socially fair.
Increasing S and I by government should be
reached by a strategy based upon a change in
the Fiscal Responsibility Law, in order to
become savings and investment
mandatory, gathered in a Federative Fund.
This would bring positive consequences to the
public services and to society as a whole.
In the future, public Saving and Investment
levels should be considered the rate of success
or failure of a public administration.
Accountability, Local Government and Public Finance
17
18. SOURCES
Pastore, A.C. “O Caminho do
Crescimento”, 2009
Araújo, Carpena & Cunha, IBGE
FGV-CPDOC: Santos Jr.; Bugelli; Ellery &
Gomes; Merenda
Pastore, A.C.; Pinotti, M.C.;Pagano, T.A
“Limites ao Crescimento Econômico”
Forum Nacional 2009
18