The document provides information on costing grants at the University of Birmingham, including details on:
- The research finance structure and team contacts for different subject areas
- The process for requesting costings and the information required
- What will be included in the costing output such as staff costs, overheads, and estates and indirect costs
- Examples of how estates and indirect costs are calculated using FTE and current rates
- Which funders pay full economic costs and the university's overhead rates for non-fEC funded projects
- What the estates and indirect costs cover beyond the funded 80% portion of fEC projects
Challenges and opportunities facing the future health workforce (2013)Grant Fitzner
What are the challenges of workforce planning in England, and what constitutes a more robust approach? This is a 2013 presentation, outlining the Centre for Workforce Intelligence's approach when I was its Director of Analytics. For more detail on our methodology please have a look at the CfWI Technical Paper series.
Note: The Centre's contract with the Department of Health ended in March 2016. Some of its analysts and functions were brought in-house by DH. The Centre's website is archived here: http://webarchive.nationalarchives.gov.uk/20161007101116/http://www.cfwi.org.uk/
Universities need to balance Mission, Market, and Money.
- All programs should further the university’s mission.
- Some programs need to make money so that others can operate at a loss.
• Some mission-critical programs may have small markets, low enrollment, and losses.
• Other programs central to the mission may have high costs.
• Larger, lower-cost programs can help to fund them.
- These cross-subsidies enable universities to fund and assert their academic values.
- Good estimates of program margins are needed to maintain a prudent balance.
Gray Associates - Understanding Program Economics [Live Webcast]Gray Associates, Inc
On September 11th, we shared how colleges and universities are analyzing program economics to strike a more informed and effective balance.
Dr. Bill Massy, a past Professor, Dean, and CFO at Stanford University and Bob Atkins, CEO of Gray Associates, shared best practices in the analysis of program economics and the use of this data to inform program reviews and decisions. In Dr. Massey's view, understanding program economics is critical to maximizing mission attainment, especially for a not-for-profit university.
Challenges and opportunities facing the future health workforce (2013)Grant Fitzner
What are the challenges of workforce planning in England, and what constitutes a more robust approach? This is a 2013 presentation, outlining the Centre for Workforce Intelligence's approach when I was its Director of Analytics. For more detail on our methodology please have a look at the CfWI Technical Paper series.
Note: The Centre's contract with the Department of Health ended in March 2016. Some of its analysts and functions were brought in-house by DH. The Centre's website is archived here: http://webarchive.nationalarchives.gov.uk/20161007101116/http://www.cfwi.org.uk/
Universities need to balance Mission, Market, and Money.
- All programs should further the university’s mission.
- Some programs need to make money so that others can operate at a loss.
• Some mission-critical programs may have small markets, low enrollment, and losses.
• Other programs central to the mission may have high costs.
• Larger, lower-cost programs can help to fund them.
- These cross-subsidies enable universities to fund and assert their academic values.
- Good estimates of program margins are needed to maintain a prudent balance.
Gray Associates - Understanding Program Economics [Live Webcast]Gray Associates, Inc
On September 11th, we shared how colleges and universities are analyzing program economics to strike a more informed and effective balance.
Dr. Bill Massy, a past Professor, Dean, and CFO at Stanford University and Bob Atkins, CEO of Gray Associates, shared best practices in the analysis of program economics and the use of this data to inform program reviews and decisions. In Dr. Massey's view, understanding program economics is critical to maximizing mission attainment, especially for a not-for-profit university.
Exam 2 BA 620 Deadline Dec 3, 2019ProfName Thomas Grif.docxelbanglis
Exam 2 BA 620
Deadline: Dec 3, 2019
Prof:
Name: Thomas Griffin
1. What is a financial option? What is the single most important characteristic of an option? ( 5 pts)
A financial option is a contract which its holder the right to buy (or sell) an asset at a predetermined price within a specified period of time. An option’s most important characteristic is that it does not obligate its owner to take any action; it merely gives the owner the right to buy or sell an asset.
2. Consider Triple Play’s call option with a $25 strike price. The following table contains historical values for this option at different stock prices:
Stock Price Call Option Price
$25 $ 3.00
30 7.50
35 12.00
40 16.50
45 21.00
50 25.50
a) Create a table which shows (1) stock price, (2) strike price, (3) exercise value, (4) option price, and (5) the time value. (10 pts)
Stock Price
Strike Price
Exercise value
Call Option
Time value
25
25
0
3
3
30
25
5
7.5
2.5
35
25
10
12
2
40
25
15
16.5
1.5
45
25
20
21
1
50
25
25
25.5
0.5
b) What happens to the option’s time value as the stock price rises? Why? (5 pts)
Options time value falls as the stock price increase because:
1. Time value is very important, because it erodes such that it disappears completely at option expiration. Thus, an option's worth at expiration is only the amount it is in the money. The more an option is in the money, the higher its value.
2. When the option is deep in the money the price difference is itself quite higher to outweigh time value of options.
3. Quinlan Enterprises stock trades for $52.50 per share. It is expected to pay a $2.50 dividend at year end (D1 = $2.50), and the dividend is expected to grow at a constant rate of 5.50% a year. The before-tax cost of debt is 7.50%, and the tax rate is 25%. The target capital structure consists of 45% debt and 55% common equity.
a) What is the company's WACC if all the equity used is from reinvested earnings? (10 pts)
b) What four common mistakes in estimating the WACC should be avoided? (10 pts)
4. Carolina Company is considering Projects S and L, whose cash flows are shown below. These projects are mutually exclusive, equally risky, and are not repeatable.
WACC: 7.75%
Year 0 1 2 3 4
CFS −$1,050 $675 $650
CFL −$1,050 $360 $360 $360 $360
a) If the decision is made by choosing the project with the higher IRR, how much value will be forgone? (15 pts)
$12.72
b) What is the underlying cause of ranking conflicts between NPV and IRR? (5 pts)
5. a) Distinguish among beta (or market) risk, within-firm (or corporate) risk, and stand-alone risk for a ...
Operating BudgetBUDGET SAMPLECurrent YearNew Budget% DifferenceCommentsGROSS REVENUEOutpatient RevenueOffice visits1,000,000immunizations500,000Well Child Exams500,000Pregnancy Care300,000Diabetes education150,000Mammography2,500,000MRI5,000,000Total Gross Patient Services Revenue9,950,000EXPENSESSalariesMD$ 2,500,000MD salaries combinedRN$ 800,000RN salaries combinedLPN$ 350,000Nursing staff salaries combinedOther Staff$ 180,000Admin staff salaries combinedTotal Salary Expense$ 3,830,000SUPPLIESMedical Supplies485,000What is needed for the clinic to operate?Office Supplies265,000What is needed for the clinic to operate?Total Supplies750,000OTHER EXPENSESEquipment$ 250,000.00
Author: Author:
Equipment is 'never' and expense; Fixed assets are to be depreciated over a period of time.
For example, a building is a fixed assets; a vehicle is a fixed asset; a plane is a fixed asset; all of which are to be depreciated (Note: Chapter4 in Principles of Accounting I)Legal Fees$ 108,786Professional Fees152,288Utilities497,694Repairs and Maintenance506,984Equipment Lease183,509Is your capital budget item a lease?Insurance154,996What insurance is required for the practice?Bad Debt Expense80,000Uncollectable accountsTOTAL OTHER EXPENSES$ 1,934,257Total All Expenses$ 6,514,257Excess (Deficit) Revenues over Expenses$ 3,435,743
Capital BudgetCapital Budget SAMPLESpecific Department FY 20XXPROPOSED QUARTER OF PURCHASEITEM REQUESTEDPURPOSE / USEITEM COSTINSTALLATIONTOTAL COST1st2nd3rd4thExample:Floor ScrubberFacilities $ 6,000$ 1,000
Author: Author:
This is funny.
How do you install a floor scrubber? A floor Scrubber is not attached to real property; thus, the asset is not installed. Commercial floor scrubbers are just delivered with a set of instructions, just like one would buy a car.$ 7,000XFloor tile in EntryFacility upgrade$ 7,000$ 3,000$ 10,000XTOTALS$ 13,000$ - 0$ 4,000$ - 0$ 17,000Submitted by:Approved by:Date :Date :
Submission Feedback:
You have a good start here but significant improvement is needed. Please make sure you are reviewing all my materials and taking the time to watch my video and review the rubric. Please read the rubric description - several areas you included were not well defined and lacked context/detail related to the rubric description. Make sure you continue to make the connection between your project and the mission, vision, and values of the facility. This is very important when you approach your board – they want to know how it fits into the overall objectives of the organization. I have provided some detailed feedback above that I think your project could benefit from. Think about what questions an investor or board would ask from a financial and clinical perspective and then answer them. The key is to answer questions before they are asked. One of these questions is, "How long will it take to make my money back?"
Please review each criteria needing revision
Proposal: Or ...
Running head DEPARTMENTAL BUDGET AND PROPOSAL OUTLINE 1DEPART.docxhealdkathaleen
Running head: DEPARTMENTAL BUDGET AND PROPOSAL OUTLINE 1
DEPARTMENTAL BUDGET AND PROPOSAL OUTLINE 3
Departmental Budget and Proposal Outline
Venice Family Clinic
PART 1
Options:
I believe Venice Family Clinic (VFC) need to implement a major asset of Electronic Health Record (EHR) Systems that would be beneficial for both the population it will serve and the hospital as well (Grain, Martin-Sanchez & Schaper, 2014). Using AHIMA along with Webinars, a certified coder will be chosen that will serve both the inpatient and outpatient, as an alternative option for providing coding updates services. Outpatient coders will meet with certified outpatient coders within the facility while, inpatient coders meet with certified inpatient coders. This exercise will need a trainer who will train the facility’s coding experts once every 3 weeks in a session of 2 hours. I estimate this exercise to cost an approximate of $2000 per year to cater for the two employees who will be teaching the coders. Through webinars, AHIMA lasts 1 hour, starting at noon Eastern Time and their charges start at $98.9 for members and $118 for non-members (Venice Family Clinic, 2018).
Financial Research:
These opportunities come with low or fee charges, though they bring a huge impact to the facility and also improving patient care delivery. According to VFC (2018), various factors determine the types of health care used in a facility, the timing of care and how much health care people use. Cash flow statements are indicated in a separate financial statement as cash flows (VFC, 2018). This implies the company’s health status is indicated by cash flow statements; because a cash flow statement serves as an important organizational asset that assists in determining the facility’s capacity to pay its existing expenses.
Communication:
Support from information technology
Organizational Resources
VFC has an opportunity of using a multitude of resources when organizing its annual financial status. For example, when the organization wants to draft its budget, it can hire an outsider professional consultant. Also, an excel system can be used as an alternative electronic method.
PART 2
Statements
It is important for an organization to do regular statements when doing financial budgeting. The regular statements will help VFC to be accountable for every coin spent and ensure that it is not losing a huge amount of money through unnecessary budgets. I would recommend brief quarterly review statements and a comprehensive annual statement.
Expenses
I estimated my budget for VFC salaries to remain the same; however, there was a slight decrease in RN and staffing salaries. I did this projection for a short period of the term to allow the facility to settle other medical supplies expenditure. Subsequently, the facility will not purchase other equipment in the year to come; this has reduced our equipment's financial budget by $100,000. Though in case of an emergency purchase, ...
Running Head RESEARCH BUDGET 1RESEARCH BUDGET 2.docxtodd521
Running Head: RESEARCH BUDGET 1
RESEARCH BUDGET 2
Research Budget
Research Budget
The research is to be conducted focusing on the predictive model in the management of Alzheimer’s disease. The budget aims at making the most out of every dollar spent (Patil, 2017)
100% sponsorship by the Alama Nursing School
Period of the research project 05/15/2019 to 05/015/2020
Budget period 05/15/2019 to 05/15/2020
Senior Personnel
Name
Request by Agency
PI Prof. A. Dorothy @ 1.5 SM months
10,000
Co-PI Dr. H. Hughes @ 2.0 SM months
8,000
Co-PI Dr. D. Mucahu @ 1.5 CY months
7,000
Other Personnel
Data Analyst @ 5 CY months
12,000
3 Graduates @ 12 CY months
15,000
Total Personnel
52,000
Fringe Benefits for PI, Co-PI and Analyst
5,000
Materials
5,000
Equipment and supplies
9,000
Printing
1,000
Travel
3,200
Subcontract (Alama Nursing School)
2,000
Consultation
3,500
Refreshments
1,600
Direct Costs Total
82,300
Indirect Costs
Facilities and Administrative Costs (F&A) @22% MTDC (19,000)
4,180
Total Costs (Direct + Indirect)
86,480
Total Project Cost = $86,480
Budget Justification
Senior Personnel
The senior personnel in this research include a single primary investigator and two co-primary investigators.
Prof. Amanda Dorothy is a Senior Professor at the Alama Medical School. She is a decorated psychiatrist and a renowned researcher of Mental Health issues. She will serve as the PI at a summer salary for one and a half months at $10,000
Dr. Hillary Hughes is an Associate Professor and he is willing to assist in the project as co-PI with a request of two and a half months of summer salary of $8,000.
Dr. Doreen Mucahu is also an Associate Professor and she is willing to work as the second Co-PI with a request of a one and a half months for $7,000
Other Personnel
Mr. Robert Rowling’s is a full-time research data analyst and he is willing to devote half of his working hours to this research at the fee ($12,000).
Three graduate students have been requested to assist in the research at a fee of $5,000 each. The students will assist in collecting data from the various entry point and administration of questionnaires.
Fringe Benefits
This is a convenience fee to be paid to those who commit to working with the researchers (Dawson, 2019). The fringe benefits were calculated at 20% of the salaries offered for the investigators and the data analyst. The graduates will not receive this part of the benefit, as they are not listed in the School policy.
Equipment
There is a need for acquisition of the analysis machine that will be used exclusively in this research project. The manufacturer has quoted $9,000 for the full package.
Travel
The primary investigators and the co-PIs will travel to a conference on methods of diagnosis and treatment of Alzheimer’s at an estimated cost of $1,500. For the local logistics of the investigators and the graduate students, we will require $1,700 for automobile mileage.
Subcontracts
It is important to have an external .
Review of Marie Skłodowska-Curie actions unit costs in preparation for Horizo...Mantas Pupinis
The objective of this study was to carry out a review of the MSCA unit costs system in line with the Commission’ policy priorities and Horizon Europe proposal, and to determine the future eligible researcher and institutional unit costs for each Marie Skłodowska-Curie Action.
A Life After RapeMolestation, Inc.Scholarship Fund BudgetT.docxsleeperharwell
A Life After Rape/Molestation, Inc.
Scholarship Fund Budget
The total budget required to fund the ALARM Scholarship Fund as follows:
SOURCES OF FUNDING:
A Life After Rape/Molestation, Inc. has identified various sources that will contribute to funding and maintenance of the ALARM Scholarship Fund. Outlined below is an explanation of the funding sources for year one of the scholarship fund:
Anticipated Grant Award: $75,000.00
Private Individual Contributions: $35,000.00
Expected Fundraising Contributions: $22,000.00
Existing Funds Set Aside by ALARM: $13,000.00
Total Monetary Revenue:$145,000.00
ALARM is also expecting to receive in-kind goods and service revenue from various in the amount of $5,000.00 in addition to the monetary funding above. The total cost for year one of ALARM’s scholarship fund is $150,000.00 which includes all costs of goods, services and funds disbursement.
The in-kind services anticipated are as follows:
A long folding table and two chairs will be donated by Mrs. Jenny Ordesi to use during volunteer recruitment events with a monetary value of $150.00.
Three laptop computers with Wi-Fi capabilities will be donated, two by West Coast Pawn Shop in Tampa, Florida and one by ALARM Founder and Executive Director, Sandra Dakers, and have a monetary value of $450.00 each, totaling $1,350.00
Two new iPad tablets have been donated by an anonymous donor and have a monetary value of $500.00 each, totaling $1,000.00.
A training room for two days of volunteer training will be provided by Victim Services Center in Orlando, Florida and has a monetary equivalent of $100.00.
A meeting room for a one-day final advisement meeting, notepads, and pens will be provided by Four Corners Upper School in Champions Gate, Florida and has a monetary equivalent of $150.00.
The theatre room inside Oasis Club at Champions Gate will be provided by Joshua Frank, Club Manager at Oasis Club, to host a three-hour scholarship fund meeting with donors. Oasis Club will also be providing food and non-alcoholic drink services for the meeting. The theatre room’s monetary value is $500, including 3 servers and the food a drink services have a monetary value of $500.00 which is a total monetary equivalent of $1,000.00.
Two part-time volunteers working a total of 125 hours at a $10.00 per hour to assist with processing the applications have a monetary equivalent of $1,250.00 for the year.
EXPENSES
Below are the anticipated costs associated with the scholarship fund:
Salaries: $15,000.00
Background Checks: $300.00
Computer Equipment: $300.00
Personnel Travel: $50.00
Office Supplies: $25.00
Printing Materials: $125.00
Project Evaluation: $200.00
Scholarships Paid: $134,000.00
Total Program Expenses:$150,000.00
A salary of $5,000 to pay each of the three Founders and Directors for the first year for managing and maintaining the scholarship fund totaling $15,000.00.
A background check and fingerprin.
DII - A Patient Engagement Workbook for Research TeamsUCLA CTSI
August 2, 2017
Sarah Madrid
Co-Chair, HCSRN Patient Engagement in Research SIG
Institute for Health Research, Kaiser Permanente or Colorado
A presentation of the Southern California Regional Dissemination, Implementation and Improvement Science Webinar Series
Provided by the UCLA CTSI
WhyChange fails, Why Aligning people is crucial to successful change, AlEX - Aligning Expectations Process, Samples of Strategic Components, Tracking alignment, Improved Alignment Data.
Exam 2 BA 620 Deadline Dec 3, 2019ProfName Thomas Grif.docxelbanglis
Exam 2 BA 620
Deadline: Dec 3, 2019
Prof:
Name: Thomas Griffin
1. What is a financial option? What is the single most important characteristic of an option? ( 5 pts)
A financial option is a contract which its holder the right to buy (or sell) an asset at a predetermined price within a specified period of time. An option’s most important characteristic is that it does not obligate its owner to take any action; it merely gives the owner the right to buy or sell an asset.
2. Consider Triple Play’s call option with a $25 strike price. The following table contains historical values for this option at different stock prices:
Stock Price Call Option Price
$25 $ 3.00
30 7.50
35 12.00
40 16.50
45 21.00
50 25.50
a) Create a table which shows (1) stock price, (2) strike price, (3) exercise value, (4) option price, and (5) the time value. (10 pts)
Stock Price
Strike Price
Exercise value
Call Option
Time value
25
25
0
3
3
30
25
5
7.5
2.5
35
25
10
12
2
40
25
15
16.5
1.5
45
25
20
21
1
50
25
25
25.5
0.5
b) What happens to the option’s time value as the stock price rises? Why? (5 pts)
Options time value falls as the stock price increase because:
1. Time value is very important, because it erodes such that it disappears completely at option expiration. Thus, an option's worth at expiration is only the amount it is in the money. The more an option is in the money, the higher its value.
2. When the option is deep in the money the price difference is itself quite higher to outweigh time value of options.
3. Quinlan Enterprises stock trades for $52.50 per share. It is expected to pay a $2.50 dividend at year end (D1 = $2.50), and the dividend is expected to grow at a constant rate of 5.50% a year. The before-tax cost of debt is 7.50%, and the tax rate is 25%. The target capital structure consists of 45% debt and 55% common equity.
a) What is the company's WACC if all the equity used is from reinvested earnings? (10 pts)
b) What four common mistakes in estimating the WACC should be avoided? (10 pts)
4. Carolina Company is considering Projects S and L, whose cash flows are shown below. These projects are mutually exclusive, equally risky, and are not repeatable.
WACC: 7.75%
Year 0 1 2 3 4
CFS −$1,050 $675 $650
CFL −$1,050 $360 $360 $360 $360
a) If the decision is made by choosing the project with the higher IRR, how much value will be forgone? (15 pts)
$12.72
b) What is the underlying cause of ranking conflicts between NPV and IRR? (5 pts)
5. a) Distinguish among beta (or market) risk, within-firm (or corporate) risk, and stand-alone risk for a ...
Operating BudgetBUDGET SAMPLECurrent YearNew Budget% DifferenceCommentsGROSS REVENUEOutpatient RevenueOffice visits1,000,000immunizations500,000Well Child Exams500,000Pregnancy Care300,000Diabetes education150,000Mammography2,500,000MRI5,000,000Total Gross Patient Services Revenue9,950,000EXPENSESSalariesMD$ 2,500,000MD salaries combinedRN$ 800,000RN salaries combinedLPN$ 350,000Nursing staff salaries combinedOther Staff$ 180,000Admin staff salaries combinedTotal Salary Expense$ 3,830,000SUPPLIESMedical Supplies485,000What is needed for the clinic to operate?Office Supplies265,000What is needed for the clinic to operate?Total Supplies750,000OTHER EXPENSESEquipment$ 250,000.00
Author: Author:
Equipment is 'never' and expense; Fixed assets are to be depreciated over a period of time.
For example, a building is a fixed assets; a vehicle is a fixed asset; a plane is a fixed asset; all of which are to be depreciated (Note: Chapter4 in Principles of Accounting I)Legal Fees$ 108,786Professional Fees152,288Utilities497,694Repairs and Maintenance506,984Equipment Lease183,509Is your capital budget item a lease?Insurance154,996What insurance is required for the practice?Bad Debt Expense80,000Uncollectable accountsTOTAL OTHER EXPENSES$ 1,934,257Total All Expenses$ 6,514,257Excess (Deficit) Revenues over Expenses$ 3,435,743
Capital BudgetCapital Budget SAMPLESpecific Department FY 20XXPROPOSED QUARTER OF PURCHASEITEM REQUESTEDPURPOSE / USEITEM COSTINSTALLATIONTOTAL COST1st2nd3rd4thExample:Floor ScrubberFacilities $ 6,000$ 1,000
Author: Author:
This is funny.
How do you install a floor scrubber? A floor Scrubber is not attached to real property; thus, the asset is not installed. Commercial floor scrubbers are just delivered with a set of instructions, just like one would buy a car.$ 7,000XFloor tile in EntryFacility upgrade$ 7,000$ 3,000$ 10,000XTOTALS$ 13,000$ - 0$ 4,000$ - 0$ 17,000Submitted by:Approved by:Date :Date :
Submission Feedback:
You have a good start here but significant improvement is needed. Please make sure you are reviewing all my materials and taking the time to watch my video and review the rubric. Please read the rubric description - several areas you included were not well defined and lacked context/detail related to the rubric description. Make sure you continue to make the connection between your project and the mission, vision, and values of the facility. This is very important when you approach your board – they want to know how it fits into the overall objectives of the organization. I have provided some detailed feedback above that I think your project could benefit from. Think about what questions an investor or board would ask from a financial and clinical perspective and then answer them. The key is to answer questions before they are asked. One of these questions is, "How long will it take to make my money back?"
Please review each criteria needing revision
Proposal: Or ...
Running head DEPARTMENTAL BUDGET AND PROPOSAL OUTLINE 1DEPART.docxhealdkathaleen
Running head: DEPARTMENTAL BUDGET AND PROPOSAL OUTLINE 1
DEPARTMENTAL BUDGET AND PROPOSAL OUTLINE 3
Departmental Budget and Proposal Outline
Venice Family Clinic
PART 1
Options:
I believe Venice Family Clinic (VFC) need to implement a major asset of Electronic Health Record (EHR) Systems that would be beneficial for both the population it will serve and the hospital as well (Grain, Martin-Sanchez & Schaper, 2014). Using AHIMA along with Webinars, a certified coder will be chosen that will serve both the inpatient and outpatient, as an alternative option for providing coding updates services. Outpatient coders will meet with certified outpatient coders within the facility while, inpatient coders meet with certified inpatient coders. This exercise will need a trainer who will train the facility’s coding experts once every 3 weeks in a session of 2 hours. I estimate this exercise to cost an approximate of $2000 per year to cater for the two employees who will be teaching the coders. Through webinars, AHIMA lasts 1 hour, starting at noon Eastern Time and their charges start at $98.9 for members and $118 for non-members (Venice Family Clinic, 2018).
Financial Research:
These opportunities come with low or fee charges, though they bring a huge impact to the facility and also improving patient care delivery. According to VFC (2018), various factors determine the types of health care used in a facility, the timing of care and how much health care people use. Cash flow statements are indicated in a separate financial statement as cash flows (VFC, 2018). This implies the company’s health status is indicated by cash flow statements; because a cash flow statement serves as an important organizational asset that assists in determining the facility’s capacity to pay its existing expenses.
Communication:
Support from information technology
Organizational Resources
VFC has an opportunity of using a multitude of resources when organizing its annual financial status. For example, when the organization wants to draft its budget, it can hire an outsider professional consultant. Also, an excel system can be used as an alternative electronic method.
PART 2
Statements
It is important for an organization to do regular statements when doing financial budgeting. The regular statements will help VFC to be accountable for every coin spent and ensure that it is not losing a huge amount of money through unnecessary budgets. I would recommend brief quarterly review statements and a comprehensive annual statement.
Expenses
I estimated my budget for VFC salaries to remain the same; however, there was a slight decrease in RN and staffing salaries. I did this projection for a short period of the term to allow the facility to settle other medical supplies expenditure. Subsequently, the facility will not purchase other equipment in the year to come; this has reduced our equipment's financial budget by $100,000. Though in case of an emergency purchase, ...
Running Head RESEARCH BUDGET 1RESEARCH BUDGET 2.docxtodd521
Running Head: RESEARCH BUDGET 1
RESEARCH BUDGET 2
Research Budget
Research Budget
The research is to be conducted focusing on the predictive model in the management of Alzheimer’s disease. The budget aims at making the most out of every dollar spent (Patil, 2017)
100% sponsorship by the Alama Nursing School
Period of the research project 05/15/2019 to 05/015/2020
Budget period 05/15/2019 to 05/15/2020
Senior Personnel
Name
Request by Agency
PI Prof. A. Dorothy @ 1.5 SM months
10,000
Co-PI Dr. H. Hughes @ 2.0 SM months
8,000
Co-PI Dr. D. Mucahu @ 1.5 CY months
7,000
Other Personnel
Data Analyst @ 5 CY months
12,000
3 Graduates @ 12 CY months
15,000
Total Personnel
52,000
Fringe Benefits for PI, Co-PI and Analyst
5,000
Materials
5,000
Equipment and supplies
9,000
Printing
1,000
Travel
3,200
Subcontract (Alama Nursing School)
2,000
Consultation
3,500
Refreshments
1,600
Direct Costs Total
82,300
Indirect Costs
Facilities and Administrative Costs (F&A) @22% MTDC (19,000)
4,180
Total Costs (Direct + Indirect)
86,480
Total Project Cost = $86,480
Budget Justification
Senior Personnel
The senior personnel in this research include a single primary investigator and two co-primary investigators.
Prof. Amanda Dorothy is a Senior Professor at the Alama Medical School. She is a decorated psychiatrist and a renowned researcher of Mental Health issues. She will serve as the PI at a summer salary for one and a half months at $10,000
Dr. Hillary Hughes is an Associate Professor and he is willing to assist in the project as co-PI with a request of two and a half months of summer salary of $8,000.
Dr. Doreen Mucahu is also an Associate Professor and she is willing to work as the second Co-PI with a request of a one and a half months for $7,000
Other Personnel
Mr. Robert Rowling’s is a full-time research data analyst and he is willing to devote half of his working hours to this research at the fee ($12,000).
Three graduate students have been requested to assist in the research at a fee of $5,000 each. The students will assist in collecting data from the various entry point and administration of questionnaires.
Fringe Benefits
This is a convenience fee to be paid to those who commit to working with the researchers (Dawson, 2019). The fringe benefits were calculated at 20% of the salaries offered for the investigators and the data analyst. The graduates will not receive this part of the benefit, as they are not listed in the School policy.
Equipment
There is a need for acquisition of the analysis machine that will be used exclusively in this research project. The manufacturer has quoted $9,000 for the full package.
Travel
The primary investigators and the co-PIs will travel to a conference on methods of diagnosis and treatment of Alzheimer’s at an estimated cost of $1,500. For the local logistics of the investigators and the graduate students, we will require $1,700 for automobile mileage.
Subcontracts
It is important to have an external .
Review of Marie Skłodowska-Curie actions unit costs in preparation for Horizo...Mantas Pupinis
The objective of this study was to carry out a review of the MSCA unit costs system in line with the Commission’ policy priorities and Horizon Europe proposal, and to determine the future eligible researcher and institutional unit costs for each Marie Skłodowska-Curie Action.
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A Life After Rape/Molestation, Inc.
Scholarship Fund Budget
The total budget required to fund the ALARM Scholarship Fund as follows:
SOURCES OF FUNDING:
A Life After Rape/Molestation, Inc. has identified various sources that will contribute to funding and maintenance of the ALARM Scholarship Fund. Outlined below is an explanation of the funding sources for year one of the scholarship fund:
Anticipated Grant Award: $75,000.00
Private Individual Contributions: $35,000.00
Expected Fundraising Contributions: $22,000.00
Existing Funds Set Aside by ALARM: $13,000.00
Total Monetary Revenue:$145,000.00
ALARM is also expecting to receive in-kind goods and service revenue from various in the amount of $5,000.00 in addition to the monetary funding above. The total cost for year one of ALARM’s scholarship fund is $150,000.00 which includes all costs of goods, services and funds disbursement.
The in-kind services anticipated are as follows:
A long folding table and two chairs will be donated by Mrs. Jenny Ordesi to use during volunteer recruitment events with a monetary value of $150.00.
Three laptop computers with Wi-Fi capabilities will be donated, two by West Coast Pawn Shop in Tampa, Florida and one by ALARM Founder and Executive Director, Sandra Dakers, and have a monetary value of $450.00 each, totaling $1,350.00
Two new iPad tablets have been donated by an anonymous donor and have a monetary value of $500.00 each, totaling $1,000.00.
A training room for two days of volunteer training will be provided by Victim Services Center in Orlando, Florida and has a monetary equivalent of $100.00.
A meeting room for a one-day final advisement meeting, notepads, and pens will be provided by Four Corners Upper School in Champions Gate, Florida and has a monetary equivalent of $150.00.
The theatre room inside Oasis Club at Champions Gate will be provided by Joshua Frank, Club Manager at Oasis Club, to host a three-hour scholarship fund meeting with donors. Oasis Club will also be providing food and non-alcoholic drink services for the meeting. The theatre room’s monetary value is $500, including 3 servers and the food a drink services have a monetary value of $500.00 which is a total monetary equivalent of $1,000.00.
Two part-time volunteers working a total of 125 hours at a $10.00 per hour to assist with processing the applications have a monetary equivalent of $1,250.00 for the year.
EXPENSES
Below are the anticipated costs associated with the scholarship fund:
Salaries: $15,000.00
Background Checks: $300.00
Computer Equipment: $300.00
Personnel Travel: $50.00
Office Supplies: $25.00
Printing Materials: $125.00
Project Evaluation: $200.00
Scholarships Paid: $134,000.00
Total Program Expenses:$150,000.00
A salary of $5,000 to pay each of the three Founders and Directors for the first year for managing and maintaining the scholarship fund totaling $15,000.00.
A background check and fingerprin.
DII - A Patient Engagement Workbook for Research TeamsUCLA CTSI
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WhyChange fails, Why Aligning people is crucial to successful change, AlEX - Aligning Expectations Process, Samples of Strategic Components, Tracking alignment, Improved Alignment Data.
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An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
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This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
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Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
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Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
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Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
2. Research Finance Structure
Research Finance is split into 5 teams
Including 2 teams for MDS
Plus 1 team solely for EU Framework Funding
Each team is headed up by a Team Leader supported by a
group of Accounting Assistants.
3. Who are your Research Finance
Contacts?
CANCER SCIENCES
DJAA
CANCER SCIENCES
Emma Yates
DJAB
CLINICAL TRIALS: CCTU
Tamara Jordan
DJAC
CLINICAL TRIALS: BCTU
Toni-Anne Seymour
DJAD
NMR
Emma Yates
CLINICAL & EXPERIMENTAL MEDICINE
DLAB
CARDIOVASCULAR AND RESPIRATORY SCIENCES
Jo Hawkins
DLAC
ENDOCRINOLOGY
Jo Hawkins (Temporary)
DLAD
NEUROSCIENCE
Dave Windridge (Temporary)
DLAE
PHARMACOLOGY
Dave Windridge
DLAF
NEUROPHYSIOLOGY
Dave Windridge (Temporary)
DLAG
REPRODUCTION, GENES & DEVELOPMENT
Dave Windridge/Joanne Hawkins
DLAH
MEDICAL SCIENCE & EDUCATION
Dave Windridge
DENTISTRY
DNEN
DENTISTRY
Mike Jones (Temporary)
HEALTH & POPULATION SCIENCES
DMAB
PRIMARY CARE CLINICAL SCIENCES
Sukhdev Mann
DMAC
OCCUPATIONAL & ENVIRONMENTAL MEDICINE
Toni-Anne Seymour
DMAD
PUBLIC HEALTH, EPIDEMIOLOGY & BIOSTATISTICS
Chris Purvis
DMAE
HEALTH ECONOMICS
Toni-Anne Seymour
DMAG
NURSING & PHYSIOTHERAPY
Toni-Anne Seymour
IMMUNITY & INFECTION
DKAA
IMMUNITY & INFECTION
Mike Jones/Joanne Hawkins
EU Framework & AWM
ALL SCHOOLS
Juliet Ralphs
4. Contact details
CONTACT
EXTENSION
E-MAIL
Dave Windridge - Team Leader
46078
d.j.windridge@bham.ac.uk
Joanne Hawkins
43021
j.hawkins@bham.ac.uk
Mike Jones
45332
m.jones@bham.ac.uk
Vacant
58209
Medical & Dental Sciences (1)
Medical & Dental Sciences (2)
Craig Maskell - Team Leader
46097
c.i.maskell@bham.ac.uk
Tamara Jordan
48482
t.c.jordan@bham.ac.uk
Toni-Anne Seymour (Wed - Fri only) *
48178
t.seymour@bham.ac.uk
Sukhdev Mann
46103
s.s.mann@bham.ac.uk
Chris Purvis
46104
c.j.purvis@bham.ac.uk
Emma Yates
45316
e.g.yates@bham.ac.uk
58202
j.c.ralphs@bham.ac.uk
EU Framework & AWM
Juliet Ralphs - Team Leader
EU Costings
fp7@lists.bham.ac.uk
* Toni-Anne Seymour's out of office will point you to the correct contact on Monday/Tuesday for urgent queries only.
5. Request for Costings
Speak with your Research Facilitator
Send a costing request to your Research Finance contact
Please plan in order to allow time to receive your costing
Research Finance aim to turnaround costing requests within
3 working days
Research Finance will provide Staff Costings and applicable
Overheads
Your Research Facilitator will support with non-staff costs
6. Information required by Research
Finance to produce a Costing
Planned Project Start Date and Duration
Funder and Funding Stream (ideally with a weblink)
Names OR Grade and Spine Point for all staff
FTE, Start date and Duration of all staff
Ball park non-staff figure
A costing template is available if required to guide you
through the process. This can be supplied by either your
Research Facilitator or Research Finance contact
7. What will you receive?
A costing output schedule detailing all the staff requested
including employers NI and Superannuation
The costing output should be in an appropriate format for
you to complete the application form
It will include either an overhead as a fixed %, or Estates and
Indirect Costs dependant on the Funder’s rules
8. Full Economic Costing (fEC)
fEC refers to the “true” costs of carrying out research activities
and therefore requires careful consideration of the amount of
staff effort to be engaged in Research projects.
9. fEC – Cost Categories
There are four cost categories we consider when calculating fEC
namely:
Directly Incurred
Directly Allocated
Indirect Costs
Exceptional Items
10. Calculating Estates and Indirect Costs
Estates and Indirect Costs are calculated based on the
Research Staff effort employed on a Research project (FTE
per annum)
Calculated by multiplying the staff FTE per annum by the
following current rates:
Non Laboratory Based Estates = £7513
Lab-Based Estates = £16,175
Indirect Costs = £40,099
11. Example
e.g. A standard 3 year Research grant in a Lab-based School
employing:
a Post-doctoral Researcher full time
a Principal Investigator with 10% effort input
For 3 years this totals 3.30 FTE
12. Example Continued
Using the current rates from the earlier slide this calculates the
following costs:
Lab-based Estates
3.30 x £16,175 = £53,378
Indirect Costs
3.30 x £40,099 = £132,327
13. Which Funders pay fEC?
In the main fEC is paid by Research Councils and Government
Bodies @ 80% fEC
These funders may not apply fEC to certain funding streams
it is crucial therefore that funding guidance is referred to
Where the funder does not specify fEC it is down to the
institutions discretion as to the overhead rate to apply
MDS applies a rule of the higher of fEC or 50% of all direct
staff costs
14. Who pays the other 20% on a 80%
fEC funded project?
In short the University
Your project needs to be adequately costed in order that
there is sufficient Investigator, Estates and Indirect Costs
included in order to cover the 20% unfunded element
15. Is the 20% enough?
In short NO
As well as covering the 20% element the Estates and Indirect
Costs have to cover a number of other things
16. So what do Estates and Indirect
Costs cover?
ESTATES
INDIRECT COSTS
Rent and Rates
Utilities
Building repairs and maintenance
Grounds maintenance
Cleaning and waste disposal
Estates management services
Security and portering
Post room
Telephones
Transport costs
Professional services including insurance
Technicians
Depreciation
Infrastructure adjustment
Return for Finance & Investment – Asset
Based Element Only
Central Library
Central computing
Finance
Pro-vice Chancellors
Human Relations / Personnel
Marketing
Registry / planning
Vice Chancellor
Sport and recreation
Students Guild
Pensions
Estates cost of support
School support
Other expenditure
Return for Financing & Investment – Expenditure
Based Element Only
