Fostering effective internal control and risk management in IMSS' procurement activities

2019 ◽  
Vol 3 (V) ◽  
pp. 286-304
Author(s):  
Shadrack Musunkui Towett ◽  
Isaac Naibei ◽  
Williter Rop

In an attempt to bridge the gap between the budgetary allocations and actual expenditures most universities have started income generating units with the aim of boosting their operational expenses. Whereas there is the potential of the use of Income Generating Units (IGUs) to generate additional funds, most universities still experience challenges in full implementation and realization of the revenue goal. This study therefore sought to determine the financial control mechanisms affecting performance of income generating units among selected public universities. The study sought to determine the effect of internal controls, credit policies, financial risk management and internal audit on performance of income generating units in selected universities. Targeted population was all the 290 employees in the IGU departments of selected public universities. The respondents were sampled using simple random sampling so as to enable equal representation of the target population without any biasness. Data collection was done using the questionnaire to ensure sufficient data was collected from the respondents. Descriptive statistics assisted in the determination of respondent’s views and opinions on every variable. Qualitative data was analysed using content analysis into meaningful, precise and comprehensive statements and presented in quotations. Data analysis was done using SPSS version 21 and data presented in form of figures and tables. The study ensured that all ethical considerations were considered by the study. The findings were that most employed Income Generating Units in Public Universities were Collection of rental fees, Evening and executive programs and Trainings of both short and long courses while the least was established to be Sales of memorabilia and books. All the financial control mechanism investigated namely internal audit, internal control measures, risk management strategies and credit policies had large extents of adoption in the selected universities. The results of the regression analysis showed that the financial control mechanisms investigated had a significant positive relationship on performance of the IGUs. Specifically, 47% of the variation of the performance of IGUs was established to be explained by the studied factors. The study concluded that the performance of the IGUs among the selected public universities was largely accounted for by the implemented financial control measures. Therefore effective financial control mechanisms is concluded to lead to better IGU performance whereas shortcomings in the financial control mechanisms is concluded to lead to diminished returns in the IGUs. The study recommended that the management in charge of the IGU department in the public universities to prioritize the formulation, implementation and monitoring of financial control mechanisms in the IGUs. To facilitate effective financial controls, the study recommended that the management especially those in the audit section to conduct regular checks and inspections on the IGUs. Additionally, frequent reforms were recommended to address the shortcomings experienced in integrating financial control measures in IGUs.


2021 ◽  
Vol 20 (12) ◽  
pp. 2324-2344
Author(s):  
Tat'yana A. POZHIDAEVA

Subject. The article investigates the construction of a system of risk-oriented internal control of educational organizations’ activities. Objectives. The purpose is to develop a classification of risks associated with various activities of an educational organization, identify entities of internal control responsible for risk management, create a portfolio and risk register that serve as a basis for organizing an effective system of risk-oriented internal control and improving the quality of university management. Methods. The study draws on methods of detailing, observation, generalization, comparison, classification, etc. Results. Using the university case, I disclose approaches to risk classification, considering the specifics of educational organization's activities, the formation of a passport and risk register, enabling through internal control tools to identify opportunities for their mitigating and to make appropriate management decisions. Conclusions. It is possible and advisable to apply a risk-based approach to the organization of internal control in an educational organization along with traditional approaches that are aimed at identifying violations of the requirements of legitimate, targeted and rational spending of budgetary and extra-budgetary funds. It is necessary to classify and assess risks associated with various activities of an educational organization, to monitor the implementation of risk management initiatives.


2021 ◽  
Vol 39 (11) ◽  
Author(s):  
Mahammed Adil Mohammed ◽  
Thamer Kadhim Al-Abedi ◽  
Hakeem Hammood Flayyih ◽  
Hussein Ali Mohaisen

This study aims at searching in different editions of internal control frameworks and its relation with governance and risk management by dividing the study into three themes. The first one includes studying each framework in terms of the concept of internal control, elements and goals and what makes it different form the latter. The second concerns the relation of internal control with governance and the importance of what it provides to economic unity. The third one and the last regards the relation of internal control to risk management framework and what economic unity will achieve if it managed its risks properly through presenting a number of academic studies that dealt with the subject of the study. The design of this paper depends on reviewing literature during the period (2012-2019) and analyzing results concluded by these literatures concerning the study of internal control framework and its relation with governance and risk management. The study concluded that economic unity cannot achieve its goals and maintain success without an effective management of risks, control and governance. Board of directors and administration both need each other to apply governance, risk management and control effectively.


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