This document provides an overview of contribution agreements between organizations and the Government of Canada for providing services to newcomers. It discusses key aspects of the contribution agreement lifecycle including planning, assessing proposals, negotiating agreements, monitoring funding usage, and closing out agreements. The document outlines accountability requirements and defines the difference between grants and contributions.
Contribution agreement cic presentation oct 2012 englishOCASI
This document provides an overview of contribution agreements between organizations and the Government of Canada's Immigration branch. It discusses key differences between grants and contributions, the accountability expected in contributions, and the lifecycle of a contribution agreement from planning through monitoring and closing. The full lifecycle includes negotiating objectives and budgets, submitting claims and reports, potential amendments, and financial and activity monitoring to ensure terms are met.
How to Use Free Grant Money from State of Minnesota to Clean-up Real EstateDan Schleck
This program summarizes the use of free clean-up grant funds from the Minnesota Department of Employment and Economic Development (DEED) to remediate contaminated Real Estate and add equity into a deal by leveraging these funds.
This audit program summarizes procedures to audit an indirect loan portfolio in four sections:
1) Ensuring general ledger balances are properly recorded by testing reconciliations of selected accounts.
2) Verifying loan documentation complies with credit policy and regulations by reviewing a sample of loan files.
3) Confirming dealer relationships are properly managed and monitored by reviewing dealer agreements and activity.
4) Determining timely and accurate management reports are prepared and reviewed by documenting reports used and the post-closing loan review process.
The Exceptions Based Annual Plan – Some Stakes in the GroundSOLGMNZ
The document discusses the requirements for local councils in New Zealand to prepare annual plans under the Local Government Act 2002. It summarizes that annual plans are no longer required to use the special consultative procedure if there are no significant or material differences from the content in the long-term plan for that year. If differences exist, consultation is required that gives effect to section 82 using an annual plan consultation document. The document outlines what must be included in the consultation document such as explanations of any significant variations in spending, costs, or delays/cancellations of significant projects and their implications. It concludes that even minor changes from the long-term plan could be considered significant, so consultation is advisable to avoid challenges.
SA 230 outlines requirements for audit documentation. Audit documentation includes records of audit procedures performed, relevant audit evidence obtained, and conclusions reached. Documentation must be dated and signed, with all significant matters documented. Documentation assists the audit engagement, enables accountability, and allows for quality reviews and inspections. Sufficient documentation must be prepared to enable an experienced auditor to understand the size and complexity of the entity, nature of audit procedures, significant matters, and conclusions. Documentation includes audit programs, summaries, issues memos, and confirmations. The final audit file must be assembled within 60 days of the audit report date and retained for 7 years.
Financial management is the constant process of tracking progress towards financial objectives and safeguarding the financial assets of an organization. Financial management is important to grantees and project sponsors administering federal programs for several reasons: it helps organizations budget for activities; it promotes sound and efficient operation of organizations and their programs; it serves the need for accountability to funding agencies and beneficiaries of the program(s); and it is required by law. This workshop will provide practical recommendations on managing program budgets by illustrating examples of best practices and financial tools needed to manage grants and contracts effectively.
This career summary document outlines Li Liu's experience as a fixed asset accountant and financial accountant from 2011 to 2015. It details her roles and responsibilities in accounting for fixed assets, financial reporting, and reconciliation for various companies. The document also lists her qualifications in accounting and relevant software skills.
This document provides an overview of the procurement manual for the Indian Hydrology Project - Phase II (IHP-II). The key points are:
1. IHP-II aims to strengthen hydrological information systems and improve water resources management across 13 Indian states and 8 central agencies. It has three main components: institutional strengthening, vertical extension, and horizontal expansion.
2. The procurement manual provides guidelines for IHP-II agencies to procure goods, works and consulting services in accordance with World Bank policies. It outlines procurement methods such as international competitive bidding, national competitive bidding, shopping, and selection of consultants.
3. The manual explains the procurement cycle and importance of procurement planning. It specifies contract value
Contribution agreement cic presentation oct 2012 englishOCASI
This document provides an overview of contribution agreements between organizations and the Government of Canada's Immigration branch. It discusses key differences between grants and contributions, the accountability expected in contributions, and the lifecycle of a contribution agreement from planning through monitoring and closing. The full lifecycle includes negotiating objectives and budgets, submitting claims and reports, potential amendments, and financial and activity monitoring to ensure terms are met.
How to Use Free Grant Money from State of Minnesota to Clean-up Real EstateDan Schleck
This program summarizes the use of free clean-up grant funds from the Minnesota Department of Employment and Economic Development (DEED) to remediate contaminated Real Estate and add equity into a deal by leveraging these funds.
This audit program summarizes procedures to audit an indirect loan portfolio in four sections:
1) Ensuring general ledger balances are properly recorded by testing reconciliations of selected accounts.
2) Verifying loan documentation complies with credit policy and regulations by reviewing a sample of loan files.
3) Confirming dealer relationships are properly managed and monitored by reviewing dealer agreements and activity.
4) Determining timely and accurate management reports are prepared and reviewed by documenting reports used and the post-closing loan review process.
The Exceptions Based Annual Plan – Some Stakes in the GroundSOLGMNZ
The document discusses the requirements for local councils in New Zealand to prepare annual plans under the Local Government Act 2002. It summarizes that annual plans are no longer required to use the special consultative procedure if there are no significant or material differences from the content in the long-term plan for that year. If differences exist, consultation is required that gives effect to section 82 using an annual plan consultation document. The document outlines what must be included in the consultation document such as explanations of any significant variations in spending, costs, or delays/cancellations of significant projects and their implications. It concludes that even minor changes from the long-term plan could be considered significant, so consultation is advisable to avoid challenges.
SA 230 outlines requirements for audit documentation. Audit documentation includes records of audit procedures performed, relevant audit evidence obtained, and conclusions reached. Documentation must be dated and signed, with all significant matters documented. Documentation assists the audit engagement, enables accountability, and allows for quality reviews and inspections. Sufficient documentation must be prepared to enable an experienced auditor to understand the size and complexity of the entity, nature of audit procedures, significant matters, and conclusions. Documentation includes audit programs, summaries, issues memos, and confirmations. The final audit file must be assembled within 60 days of the audit report date and retained for 7 years.
Financial management is the constant process of tracking progress towards financial objectives and safeguarding the financial assets of an organization. Financial management is important to grantees and project sponsors administering federal programs for several reasons: it helps organizations budget for activities; it promotes sound and efficient operation of organizations and their programs; it serves the need for accountability to funding agencies and beneficiaries of the program(s); and it is required by law. This workshop will provide practical recommendations on managing program budgets by illustrating examples of best practices and financial tools needed to manage grants and contracts effectively.
This career summary document outlines Li Liu's experience as a fixed asset accountant and financial accountant from 2011 to 2015. It details her roles and responsibilities in accounting for fixed assets, financial reporting, and reconciliation for various companies. The document also lists her qualifications in accounting and relevant software skills.
This document provides an overview of the procurement manual for the Indian Hydrology Project - Phase II (IHP-II). The key points are:
1. IHP-II aims to strengthen hydrological information systems and improve water resources management across 13 Indian states and 8 central agencies. It has three main components: institutional strengthening, vertical extension, and horizontal expansion.
2. The procurement manual provides guidelines for IHP-II agencies to procure goods, works and consulting services in accordance with World Bank policies. It outlines procurement methods such as international competitive bidding, national competitive bidding, shopping, and selection of consultants.
3. The manual explains the procurement cycle and importance of procurement planning. It specifies contract value
Hari Krishna Bhogi has over 4.5 years of experience in accounting, financial analysis, reporting, taxation and auditing. He is qualified as an ACMA, CA and CIMA. Currently he works as an Assistant Manager of Finance at Coal India Limited, where he oversees accounting operations, financial reporting, budgeting and more. Previously he worked as an audit assistant/senior at an audit firm in Hyderabad.
Subramanian M has over 4 years of experience in finance, accounting, and supply chain management in the financial services industry. He currently works as a Senior Specialist at Maersk Global Service Centre, where he is responsible for accounts payable processing, reconciliation, and report preparation. Previously, he worked as an Analyst at Flextronics Global Shared Service Centre, where he handled invoice processing, reconciliation, and statutory reporting. He holds an MBA from Pondicherry University and a B.Com from Madras University.
1. The document discusses audit documentation, which provides evidence of the auditor's basis for conclusions and that the audit was performed according to standards. It assists auditors in planning, performing, and reviewing the audit.
2. The purposes of audit documentation include assisting the audit team, demonstrating the work was properly performed, and providing records for future audits. It guides auditors in providing reasonable assurance that documentation supports the audit evidence and conclusions in the report.
3. The document outlines specific requirements for audit documentation content, organization, and formats. It provides examples of typical documentation like audit programs, files, schedules, and issues analyses. Documentation ownership and confidentiality are also addressed.
This SOP describes the procedure for following up on site audit findings. The auditor will prepare a draft audit report within a specified number of working days and ensure corrective actions are prepared and implemented by the site within required timelines. All corrective action documentation will be filed in the audit file. Once all issues have been resolved, copies of the report will be recalled and filed securely along with an audit log listing audited studies and sites.
The document discusses contract closeout procedures. It explains that contract closeout verifies both parties fulfilled obligations, assesses success, and identifies lessons. A contract is ready for closeout when all goods/services are received/accepted, reports delivered/accepted, administrative actions completed, equipment returned, and final payment made. Closeout ensures all work is completed, payments made, property issues resolved, records compliance, and deficiencies documented for communication. It provides examples of issues that can arise like performance bonds, payment bonds, and retainage.
The audit of the City of Killeen's financial statements for the year ended September 30, 2016 resulted in unmodified opinions and no findings. The auditors found no issues with internal controls over financial reporting, compliance with laws and regulations, or compliance with requirements for major federal programs. Management's estimates and judgments were deemed reasonable. The auditors encountered no difficulties during the audit and had no independence issues.
Kristi Nichols has over 29 years of experience in government accounting and finance. She currently works as a Financial Analyst III for Gryphon Technologies, where her responsibilities include financial analysis, budgeting and forecasting, financial reporting, and cost analysis. Prior to this, she held accounting and finance roles of increasing responsibility for several other government contractors, demonstrating extensive experience in areas such as financial reporting, budgeting, cost accounting, and audit preparation.
The document describes an end-to-end default services solution provided through a partnership between Channel Inc., Dialogue Marketing, and Quatrro. It involves managing the default process from initial contact and evaluation, through options like loan modification, short sale, or foreclosure. Key steps include borrower contact, evaluation of the best option, completing necessary documents, property preservation if needed, listing and selling the property with approval. The partners each bring expertise in areas like case management platforms, call centers, and business process outsourcing to complete all stages of default servicing.
Judith A. Mangan has over 30 years of experience in mortgage lending, servicing, and compliance. She has held roles at various financial institutions including Perl Mortgage, JPMorgan Chase Bank, The Northern Trust Company, GMAC Commercial Mortgage, and Fannie Mae. Her experience includes loan processing, quality control, risk analysis, servicing, and ensuring compliance with regulations. She has expertise in areas such as flood insurance monitoring, loan documentation review, and managing portfolios exceeding billions of dollars.
The document discusses various aspects of project finance and administration including the finance officer's role, budgeting concepts and sample budgets, accounting procedures, financial reporting, IDRC financial analysis and payments, budget revisions, recipient contributions, foreign exchange fluctuations and more. Key aspects covered are the finance officer coordinating the budget, accounting records, and financial reporting for the project. Financial reports are used for progress reporting and budgetary control. IDRC analyzes variances and cash position in reports to determine future payments. Budgets can be revised through horizontal and vertical transfers of funds between line items and sources.
This document summarizes representative transactions completed by an intern at CBRE Capital Markets: Debt & Structured Finance. It describes multi-family and retail property acquisition and permanent financing deals involving market research, financial analysis, loan document organization, and participation in closing calls to facilitate loan underwriting and closing. Key responsibilities included constructing financial models, compiling market data for offering memorandums, tracking lender quotes and documents, and presenting a loan analysis.
The document outlines a project to develop and implement financial control procedures and automate approval processes for an automotive distributor. The goals are to create electronic databases for liabilities and budgets, and establish automatic control processes. Key tasks include developing financial control procedures, automating approval workflows for activities, budgets, contracts and payments, and integrating systems while addressing restrictions like a limited SAP version. Implementation will occur in main stages, including automating processes in SharePoint, launching SAP modules, migrating databases, and establishing integrated budget and cash flow control. The results achieved full automation of approval workflows, creation of electronic databases, analytical reporting, and integration of systems to enable online budget oversight and cash flow monitoring.
Eurette Cohen has over 20 years of experience in accounting and financial management. She has worked in staff accountant roles for several non-profit organizations, most recently at the Council on Aging-Community Transit in Florida from 2007 to 2012. Her responsibilities included generating monthly reports, tracking government grants, reconciling bank statements, and preparing payroll and financial statements. She also served in the United States Navy from 2005 to 2007, where her duties involved inventory processing and reporting. Cohen has a BA in Accounting from Queens College and an AAS in Accounting from Borough of Manhattan Community College.
This document outlines the key stages of a Service Oriented Architecture (SOA) project lifecycle:
1. Planning stages include SOA Adoption Planning to determine scope, timeline, funding and governance models.
2. Service Inventory Analysis identifies existing services across business units.
3. Later stages involve modeling services (Service-Oriented Analysis), designing service contracts (Service-Oriented Design), developing service logic, deploying services, and monitoring service usage.
The Basics Of Incurred Cost Electronically and Quick BooksFelipe Alonso
The document discusses the basics of Incurred Cost Electronic Submission (ICE) and how QuickBooks can be configured to complete an ICE. It provides an overview of the history and purpose of the Defense Contract Audit Agency (DCAA) and federal regulations regarding incurred cost submissions. It explains that ICE is an Excel spreadsheet used to submit indirect expenses, occupancy, G&A, and cost of money rates. Configuring QuickBooks by creating cost pools and tracking timekeeping can help meet DCAA auditing requirements and integrate with the ICE model.
The document discusses risk assessment and management for non-profit organizations. It defines risk as anything that threatens an organization's ability to accomplish its mission and preserve its reputation. The document outlines the board's role in overseeing risk management and delegating detailed risk assessment and mitigation tasks to staff. It also lists some major risks non-profits may encounter, such as loss of funding, fraud, natural disasters, and personal injury. Finally, it categorizes risks into financial, operational, and legal/regulatory types.
The document discusses social enterprises and the legal structures available for organizing them. It defines social enterprises as businesses with social aims that generate revenue to support their social missions. The key legal structures discussed are business corporations, non-profit organizations, registered charities, and new hybrid entities. Challenges for social enterprises operating as non-profits under the Income Tax Act are also examined.
A6 supporting clients dealing with family law issuesocasiconference
The document summarizes a workshop for settlement counselors and outreach workers on supporting clients with family law issues. The workshop introduces Family Law Education for Women (FLEW), a project that provides accessible legal information to women on family law rights through written and audio-visual materials. Attendees learn about FLEW's materials on topics like custody, support, and domestic violence, which are available in multiple languages and formats. They also discuss ways to use FLEW materials in their work with clients.
The document summarizes a webinar presentation about payday loans and consumer protections regarding them. Payday loans are short-term, high-interest loans offered by payday lenders. While notorious for their unconscionable interest rates and fees, payday loans were previously unregulated but laws have since been passed on both the federal and provincial level in Ontario to provide more protections for consumers. The webinar outlines Ontario's Payday Loans Act of 2008, which regulates payday lenders and includes requirements around licensing, operations, and restrictions intended to protect borrowers.
A1 french seminar presentation mci ernest engocasiconference
The document summarizes a presentation given to OCASI Executive Directors Forum on the future of Francophone immigration in Ontario. It discusses the development of an Ontario immigration strategy informed by expert consultations, targeted consultations with the francophone community, and research on French language settlement services. The research found strengths in family integration and education services but weaknesses in labor market integration, English language training, and service quality and uniformity. The presentation emphasizes the government's increased focus on Francophone immigration and commitment to collaboration to ensure its success.
Hari Krishna Bhogi has over 4.5 years of experience in accounting, financial analysis, reporting, taxation and auditing. He is qualified as an ACMA, CA and CIMA. Currently he works as an Assistant Manager of Finance at Coal India Limited, where he oversees accounting operations, financial reporting, budgeting and more. Previously he worked as an audit assistant/senior at an audit firm in Hyderabad.
Subramanian M has over 4 years of experience in finance, accounting, and supply chain management in the financial services industry. He currently works as a Senior Specialist at Maersk Global Service Centre, where he is responsible for accounts payable processing, reconciliation, and report preparation. Previously, he worked as an Analyst at Flextronics Global Shared Service Centre, where he handled invoice processing, reconciliation, and statutory reporting. He holds an MBA from Pondicherry University and a B.Com from Madras University.
1. The document discusses audit documentation, which provides evidence of the auditor's basis for conclusions and that the audit was performed according to standards. It assists auditors in planning, performing, and reviewing the audit.
2. The purposes of audit documentation include assisting the audit team, demonstrating the work was properly performed, and providing records for future audits. It guides auditors in providing reasonable assurance that documentation supports the audit evidence and conclusions in the report.
3. The document outlines specific requirements for audit documentation content, organization, and formats. It provides examples of typical documentation like audit programs, files, schedules, and issues analyses. Documentation ownership and confidentiality are also addressed.
This SOP describes the procedure for following up on site audit findings. The auditor will prepare a draft audit report within a specified number of working days and ensure corrective actions are prepared and implemented by the site within required timelines. All corrective action documentation will be filed in the audit file. Once all issues have been resolved, copies of the report will be recalled and filed securely along with an audit log listing audited studies and sites.
The document discusses contract closeout procedures. It explains that contract closeout verifies both parties fulfilled obligations, assesses success, and identifies lessons. A contract is ready for closeout when all goods/services are received/accepted, reports delivered/accepted, administrative actions completed, equipment returned, and final payment made. Closeout ensures all work is completed, payments made, property issues resolved, records compliance, and deficiencies documented for communication. It provides examples of issues that can arise like performance bonds, payment bonds, and retainage.
The audit of the City of Killeen's financial statements for the year ended September 30, 2016 resulted in unmodified opinions and no findings. The auditors found no issues with internal controls over financial reporting, compliance with laws and regulations, or compliance with requirements for major federal programs. Management's estimates and judgments were deemed reasonable. The auditors encountered no difficulties during the audit and had no independence issues.
Kristi Nichols has over 29 years of experience in government accounting and finance. She currently works as a Financial Analyst III for Gryphon Technologies, where her responsibilities include financial analysis, budgeting and forecasting, financial reporting, and cost analysis. Prior to this, she held accounting and finance roles of increasing responsibility for several other government contractors, demonstrating extensive experience in areas such as financial reporting, budgeting, cost accounting, and audit preparation.
The document describes an end-to-end default services solution provided through a partnership between Channel Inc., Dialogue Marketing, and Quatrro. It involves managing the default process from initial contact and evaluation, through options like loan modification, short sale, or foreclosure. Key steps include borrower contact, evaluation of the best option, completing necessary documents, property preservation if needed, listing and selling the property with approval. The partners each bring expertise in areas like case management platforms, call centers, and business process outsourcing to complete all stages of default servicing.
Judith A. Mangan has over 30 years of experience in mortgage lending, servicing, and compliance. She has held roles at various financial institutions including Perl Mortgage, JPMorgan Chase Bank, The Northern Trust Company, GMAC Commercial Mortgage, and Fannie Mae. Her experience includes loan processing, quality control, risk analysis, servicing, and ensuring compliance with regulations. She has expertise in areas such as flood insurance monitoring, loan documentation review, and managing portfolios exceeding billions of dollars.
The document discusses various aspects of project finance and administration including the finance officer's role, budgeting concepts and sample budgets, accounting procedures, financial reporting, IDRC financial analysis and payments, budget revisions, recipient contributions, foreign exchange fluctuations and more. Key aspects covered are the finance officer coordinating the budget, accounting records, and financial reporting for the project. Financial reports are used for progress reporting and budgetary control. IDRC analyzes variances and cash position in reports to determine future payments. Budgets can be revised through horizontal and vertical transfers of funds between line items and sources.
This document summarizes representative transactions completed by an intern at CBRE Capital Markets: Debt & Structured Finance. It describes multi-family and retail property acquisition and permanent financing deals involving market research, financial analysis, loan document organization, and participation in closing calls to facilitate loan underwriting and closing. Key responsibilities included constructing financial models, compiling market data for offering memorandums, tracking lender quotes and documents, and presenting a loan analysis.
The document outlines a project to develop and implement financial control procedures and automate approval processes for an automotive distributor. The goals are to create electronic databases for liabilities and budgets, and establish automatic control processes. Key tasks include developing financial control procedures, automating approval workflows for activities, budgets, contracts and payments, and integrating systems while addressing restrictions like a limited SAP version. Implementation will occur in main stages, including automating processes in SharePoint, launching SAP modules, migrating databases, and establishing integrated budget and cash flow control. The results achieved full automation of approval workflows, creation of electronic databases, analytical reporting, and integration of systems to enable online budget oversight and cash flow monitoring.
Eurette Cohen has over 20 years of experience in accounting and financial management. She has worked in staff accountant roles for several non-profit organizations, most recently at the Council on Aging-Community Transit in Florida from 2007 to 2012. Her responsibilities included generating monthly reports, tracking government grants, reconciling bank statements, and preparing payroll and financial statements. She also served in the United States Navy from 2005 to 2007, where her duties involved inventory processing and reporting. Cohen has a BA in Accounting from Queens College and an AAS in Accounting from Borough of Manhattan Community College.
This document outlines the key stages of a Service Oriented Architecture (SOA) project lifecycle:
1. Planning stages include SOA Adoption Planning to determine scope, timeline, funding and governance models.
2. Service Inventory Analysis identifies existing services across business units.
3. Later stages involve modeling services (Service-Oriented Analysis), designing service contracts (Service-Oriented Design), developing service logic, deploying services, and monitoring service usage.
The Basics Of Incurred Cost Electronically and Quick BooksFelipe Alonso
The document discusses the basics of Incurred Cost Electronic Submission (ICE) and how QuickBooks can be configured to complete an ICE. It provides an overview of the history and purpose of the Defense Contract Audit Agency (DCAA) and federal regulations regarding incurred cost submissions. It explains that ICE is an Excel spreadsheet used to submit indirect expenses, occupancy, G&A, and cost of money rates. Configuring QuickBooks by creating cost pools and tracking timekeeping can help meet DCAA auditing requirements and integrate with the ICE model.
The document discusses risk assessment and management for non-profit organizations. It defines risk as anything that threatens an organization's ability to accomplish its mission and preserve its reputation. The document outlines the board's role in overseeing risk management and delegating detailed risk assessment and mitigation tasks to staff. It also lists some major risks non-profits may encounter, such as loss of funding, fraud, natural disasters, and personal injury. Finally, it categorizes risks into financial, operational, and legal/regulatory types.
The document discusses social enterprises and the legal structures available for organizing them. It defines social enterprises as businesses with social aims that generate revenue to support their social missions. The key legal structures discussed are business corporations, non-profit organizations, registered charities, and new hybrid entities. Challenges for social enterprises operating as non-profits under the Income Tax Act are also examined.
A6 supporting clients dealing with family law issuesocasiconference
The document summarizes a workshop for settlement counselors and outreach workers on supporting clients with family law issues. The workshop introduces Family Law Education for Women (FLEW), a project that provides accessible legal information to women on family law rights through written and audio-visual materials. Attendees learn about FLEW's materials on topics like custody, support, and domestic violence, which are available in multiple languages and formats. They also discuss ways to use FLEW materials in their work with clients.
The document summarizes a webinar presentation about payday loans and consumer protections regarding them. Payday loans are short-term, high-interest loans offered by payday lenders. While notorious for their unconscionable interest rates and fees, payday loans were previously unregulated but laws have since been passed on both the federal and provincial level in Ontario to provide more protections for consumers. The webinar outlines Ontario's Payday Loans Act of 2008, which regulates payday lenders and includes requirements around licensing, operations, and restrictions intended to protect borrowers.
A1 french seminar presentation mci ernest engocasiconference
The document summarizes a presentation given to OCASI Executive Directors Forum on the future of Francophone immigration in Ontario. It discusses the development of an Ontario immigration strategy informed by expert consultations, targeted consultations with the francophone community, and research on French language settlement services. The research found strengths in family integration and education services but weaknesses in labor market integration, English language training, and service quality and uniformity. The presentation emphasizes the government's increased focus on Francophone immigration and commitment to collaboration to ensure its success.
The document discusses strategies for Francophone immigration in Ontario. It provides context on French language rights and services in Ontario. It summarizes the French Language Services Act, the role of the Office of the French Language Services Commissioner, and recommendations to improve French language services and welcome Francophone immigrants. The document concludes by inviting questions on developing an effective strategy for Francophone immigration.
The document outlines the life cycle of a contribution agreement between Citizenship and Immigration Canada (CIC) and service provider organizations, including the commitment to assist newcomers, selection criteria for funding proposals, negotiation and contract preparation, assessment of results, and reimbursement of eligible costs incurred by funded organizations in delivering settlement services. The purpose is to ensure public funds are used responsibly and accountably to meet newcomer needs through open processes and cooperation between CIC and service providers.
Tues oct 23 pm cic nhq ops presentation en bruce scoffieldocasiconference
1. CIC is modernizing its grants and contributions program to improve efficiency, consistency, and risk management across regions. This includes a standardized risk assessment tool (FRAM), a national call for proposals, and greater consistency in staff training.
2. The first national call for proposals was launched in August 2012 and received almost 900 applications. Eligibility decisions will be completed by January 2013.
3. CIC is working with sector representatives to solicit feedback on the modernization initiative and address priority issues related to payment schedules, advances, and budget categories. CIC will continue engaging the sector and exploring innovative service delivery approaches.
The document describes the Loan Administration Change Initiative (LACI) which aims to improve development effectiveness through better financial management of World Bank financed projects. LACI simplifies disbursement procedures by linking quarterly disbursements to physical progress reports instead of requiring detailed documentation. It also ensures projects have strong financial management systems in place. The roles of both borrowers and the World Bank are outlined, and procedures for project selection, implementation, reporting, certification and disbursement under LACI are described.
This document provides guidance on utilizing the Department of General Services Acquisition Planning Tool (DGS-APT) for fiscal year 2017 acquisitions planning. It outlines the purpose of acquisition planning, relevant policies and laws, key roles and the acquisition planning process. The document describes how to navigate the DGS-APT electronic form, enter general information, metrics, and submit acquisition plans. Division staff are instructed to submit priority-ranked planned acquisitions for the next fiscal year by September 26th.
Administering individualised funding in the Cloud - South Australia's develop...Connecting Up
This document discusses reforms to disability services funding in South Australia, including transitioning to an individualized funding model and preparing for the National Disability Insurance Scheme. It outlines issues with the previous system and describes how a new cloud-based system called RCR addresses these issues by streamlining processes, increasing efficiency, and providing transparency and security. Key benefits of RCR include faster contracting and payments, electronic invoicing, and over 300,000 payment transactions processed compared to under 100,000 previously. Future plans include expanding the system and integrating with other records.
10 internal audit manual for construction companiessunilmall99
The internal audit has three main objectives:
1. To assist project management with timely financial information to enable corrective action
2. To carry out the audit in accordance with Indian auditing standards
3. To cover all sources and uses of funds for the entire project, including all contracts
The audit will include producing project financial statements and assessing the financial management system, funds flow, compliance with agreements, and transaction records. Specific areas of coverage include transaction verification, asset management, and ensuring expenditures are eligible.
This document outlines best practices for structuring a chart of accounts to meet various reporting and accounting needs. It discusses dimensions for financial accounting, budgetary accounting, project accounting, grant accounting, and work order accounting. For each, it provides examples of how accounts could be structured and recommendations for setup. The goal is to have an integrated chart of accounts that facilitates required reporting, budgeting, cost tracking, and analytics across different areas.
This document provides guidance on managing Technology Initiative Grants (TIGs) effectively, including reporting requirements, compliance, lessons learned, and best practices. It discusses forming project committees, creating work plans, evaluating projects, submitting payment requests and reports, budgeting, contracting, and resolving conflicts of interest. The document also outlines the 2015 TIG cycle schedule and areas of interest, and provides tips for writing letters of intent. Resources from the TIG website and LSC staff contacts are listed for additional assistance.
LSCTIG 2015 Session Materials - managing your grant effectively
The TIG staff will review reporting requirements, grant assurances and discuss best practices for managing technology grants. There will also be a preview of the upcoming 2015 TIG Cycle.
This document outlines the audit phases and timeline, deliverables, readiness recommendations, and testing activities for an upcoming audit. It discusses planning the audit from May to September, with fieldwork in mid-September and completion by November/December. Recommendations are made to reconcile accounts monthly and prioritize certain tasks that can be done in July in preparation for the audit. The accounting basis for various financial statements is also reviewed.
Key Areas to Consider Regarding Grant ComplianceCBIZ, Inc.
Wilfredo Corps presented on key areas of grant compliance including classifying costs as direct or indirect, properly allocating and documenting staff time, strategies for determining unit costs, and new developments that may impact future grants administration. Some new developments proposed by OMB include focusing audit efforts on higher-risk awards, streamlining compliance requirements, strengthening audit follow-up processes, and reforming cost principles.
NEC4 overview: key changes and impacts - Birmingham, September 2017Browne Jacobson LLP
This seminar looked at changes to the NEC structure, changes in approach following the change to the structure, and the introduction of two new contracts to the suite.
Session 1 - audit, accounting and general update September 2023 slidesFelixPerez547899
This session covers a wide range of topics, including the latest on audit, accounting, tax, and vat issues, governance, the next Charity SORP, key Charity Commission and Fundraising Regulator updates and the latest topical issues and how these will impact your organisation. In addition, our in house employment law specialists will give an update on important issues affecting the sector.
Session 1 – Audit, Accounting and general sector round up
NEC4 overview: key changes and impacts - Nottingham, September 2017Browne Jacobson LLP
This seminar looked at changes to the NEC structure, changes in approach following the change to the structure, and the introduction of two new contracts to the suite.
Innovate UK's monitoring services procurement - full briefing packInnovate UK
Innovate UK is expanding its use of monitoring services to manage increased grant funding and a growing number of projects. It plans to establish a Dynamic Purchasing System to procure these services, dividing opportunities into lots by sector. Suppliers can apply to join the DPS and will bid on contracts as they arise. Innovate UK will define requirements for each project and evaluate bids based on price and quality. The goal is to broaden their pool of monitoring experts to effectively oversee grant funding and ensure projects comply with policies.
The document provides an overview and agenda for a grantee orientation web conference held by the Child Maltreatment Prevention Unit. The agenda covers introductions, an overview of the unit, fiscal processes like budgets, billing, and contract monitoring. It also reviews programmatic requirements such as evaluation components and reporting. Grantees will submit standardized invoices monthly including expenditure details. Source documentation for monitoring will be requested based on risk level. Budget revisions over 10% require approval. Data for evaluation includes aggregate demographics, outcomes, outreach activities and assessment analyses. Mid-year and final reports are due for different programs.
Similar to A6 contribution agreement oct 23 semhar and carly (20)
Overseas - Pre Arrival Services (CIIP) - Thomas Hopeocasiconference
This document provides information about the Canadian Immigrant Integration Program (CIIP), a voluntary pre-arrival program that helps skilled immigrants prepare for economic success in Canada. CIIP provides group orientations, personalized action plans, and connections to partners across Canada to give immigrants resources and a support network. Studies show CIIP clients find employment faster, at higher rates, and in their field of work compared to non-CIIP clients. The program aims to give immigrants a realistic understanding of opportunities and challenges in Canada.
Naomi Alboim - New Directions in Refugee Re-Settlementocasiconference
The document proposes new directions for Canada's refugee resettlement program, including facilitating family reunification for refugees in Canada, expanding private sponsorship, improving support for government-assisted refugees, and enhancing refugee labour market integration. It recommends pilot projects matching refugees with jobs in communities and sectors needing workers, such as agriculture, tourism, and food processing. These projects would provide language training, cultural orientation, and ongoing support to help refugees find employment and integrate into their new communities.
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2. Introduction
• Outline:
– Grant versus Contribution Agreement
– Accountability
– The Contribution Agreement Life Cycle
– Resources
– Question and Answer
• Goal:
– By the end of the session you will understand the
lifecycle of a contribution agreement within the
Integration branch.
3. Grants vs. Contributions
• Grant
– Unconditional transfer of funds
– Not subject to monitoring
• Contribution
– Conditional transfer of funds
– Funds must be accounted for and are subject to
monitoring
4. Accountability
• The Grants & Contributions program is
governed by the need to collect data,
evaluate services and to be administratively
effective.
• An environment of heightened scrutiny and
accountability
• Audits and reviews
• Standing Committee on Citizenship and
Immigration
6. Planning, Assessing and Recommending Proposals
• Planning
– Set priorities, and formulate delivery objectives
to ensure that services meet client needs
• Assessing and Recommending Proposals
– Ensure contribution agreement funds are
awarded using a fair and transparent process;
7. Call For Proposal (CFP) Cycle
1st Service
Standard
(September 7)
1st Service Standard:
Acknowledgement of Receipt
of Application 2nd Service
2nd Service Standard: Standard
Decision on Applicant Eligibility (October 17)
3rd Service Standard:
Decision on proposal Approval 3rd Service
Standard (January
10
Agreement
Negotiated
8. When Negotiating a Contribution Agreement
• Quantitative and qualitative objectives, deliverables
should be:
– in support of CIC’s program objectives;
– achievable within the duration of the agreement.
• Costs must be:
– reasonable and directly related to the provision of
services
– conformed with CIC’s Negotiation Guidelines.
• CIC will contribute to a portion of the shared costs
required to achieve program objectives.
• Service providers need to declare all sources of
funding initially and during the duration of the CA.
9. Contribution Agreement
• A legally binding document between your
organization and the Government of Canada.
• Stipulates the maximum contribution/budget
over a specified period for the administration
and delivery of identified services and expected
results
• CA is comprised of two parts:
– The Articles and
– The Schedules
11. Articles Continued
6.0 Program Monitoring, Information and
Reporting Requirements
7.0 Privacy and Security Obligations
8.0 Default
9.0 Third Party
10.0 Intellectual Property
11.0 Capital Assets
12.0 General
12. Schedules
• Schedule 1
– Describes the objectives, activities, outputs,
outcomes and reporting
• Schedule 2
– Program Budget
• Schedule 3
– Outlines the terms of payment
• Schedule 4
– Contains supplementary terms and conditions
related to financial practices and program activities
13. Forecast of Cashflow
• What is a forecast of cashflow?
– Is a CIC reporting requirement
– Developed in consultation with the program
manager
– Forecast expenditures accurately according to
activities occurring that month.
14. Reviewing Claims and Calculating Payments
• What can be claimed? (Article 2.3)
– Eligible costs, incurred and paid for, up to the total
value of Schedule 2 (per fiscal year)
• Claims submitted by 10th of the following month
• Approximately 2 weeks for CIC to issue payment
• CIC may request supporting documents to
substantiate claimed expenses
• March claims should only include eligible
expenses incurred up to and on March 31
15. Claims Continued
• To avoid delays in processing claims, ensure that:
– Claims along with statistical and narrative reports are
submitted on time
– Copies of supporting documentation are attached when
requested
– Costs are incurred and paid
– Costs are eligible
– Expenses do not exceed maximum in Schedule 2
– Shared costs are claimed as per agreed percentage spilt
– Claims are mathematical accurate
16. Amending Contribution Agreements: Slippage
• Slippage occurs when claimed amount is
greater than forecast
– Apparent slippage if the funds will be claimed
later
– Real slippage if the funds will not be claimed
• Real Slippage must be identified so that it
can be de-committed or reallocated
– Aim is to support programs throughout the
region
17. Amendments
• Used to modify the CA to account for
slippage or new developments in the
program
• Amendments are usually negotiated in
winter
• Amended CA documents are signed by your
organization and CIC
• Allow 6 - 8 weeks for approval
18. Monitoring
• Review of program finances and activities to
ensure that the terms and conditions of the
CA are being met.
– Each organization is subject to at least one
activity and one financial monitor for the
duration of the agreement
– Monitors provide an opportunity to improve
mutual understanding between the service
provider and the Settlement Officer
19. Purpose of Monitors
• Financial monitor
– Adequate financial controls are in place
– Supporting documentations are available
– Expenditures are reasonable and eligible under the
terms of the agreement
• Activity monitor
– Meet with management, staff and clients
– Review client files to ensure proper reporting and
record keeping (refer to article 6.0) (if applicable)
– Observe activities (classes, conversation circles, etc.)
20. Closing Agreement
• Final Claim
– Deadline is usually set for the first week of April
– Expenses must be incurred before March 31
• Final Report (Section 6.7 of CA)
– Submitted after the completion of fiscal year
activities (Annual Project Performance Report)
• Final payment
– Includes March claim and 10% holdback if applicable
– Usually occurs at the end of May
– May include the reconciliation of any overpayments
21. Referral Resources
• Meeting client needs
• Developing referral relationships
– LIPs, Francophone agencies, OCASI, etc.
• List of organizations serving newcomers
– http://www.servicesfornewcomers.cic.gc.ca/
– www.settlement.org
– www.211toronto.ca
Grant:An unconditional transfer payment made to an individual or organization where eligibility criteria that are applied before payment assure that the payment objectives will be met. An individual or organization that meets the eligibility criteria for a grant can usually receive the payment without having to meet any further conditions. Grants are not subject to being accounted for or audited.Contribution:A conditional transfer payment to an individual or organization for a defined purpose as set out in a contribution agreement. Specific terms and conditions must be met by a recipient before payment is given. The use of a contribution is subject to be accounted for and audited.CIC Integration (Settlement) only uses Contribution Agreements.Payments are made on a reimbursement basis for costs that are incurred based on the Contribution Agreement.
Activities to meet these needs include: monitors, forecasts, claims and spot checks. CIC management of a large and diverse portfolio demands rigorous accountability as governed by Federal Acts and policies. Federal Acts and policies:Federal Accountability Act, Financial Administration ActTreasury Board’s Transfer Payment Policy CIC operates an audit and review processes designed around effectively monitoring and reporting the disbursement of funding throughout Ontario
We’ll start with the Planning stage and make our way to closing an agreement.
During the planning stage CIC conducts a needs/gaps analysis, mapping exercise.Generally, two individuals assess a proposal. In the event of a tie, there is a third assessor. Selection CriteriaTimeliness - Proposal was submitted on or before the deadline Completeness - A signed application was received. All necessary documents were included with the proposal as stated in the CFP Eligibility of the Applicants:accessible to all newcomer population;Provincial, territorial or municipal governments; Not for profit organizations including non-governmental organizations, non-profit corporations, community groups and umbrella organizations; Businesses; Educational institutions (including school boards, districts and divisions); Individuals. Eligibility of the Proposed Clientele Permanent Residents of Canada.;Convention Refugees and Protected PersonsIndividuals who have been selected, in Canada to become permanent residents (pending verifications) and who have been informed, by a letter from Citizenship and Immigration Canada; Live-in Caregivers who are in Canada with a work permit under the Live-in Caregiver Program are eligible to settlement services, but not language training.Eligibility and Appropriateness of Proposed ActivitiesMeet priorities and prescribed activities identified in the call for proposals;Able to achieve the objectives within the duration of the agreement.Costs Effectiveness of the ProposalMinimum contributions to achieve the proposed objectives;Costs must be necessary and directly related to the delivery of services and achievement of the program objectives;Proposal must demonstrate and represent a sound investment for the Department.Past and Current Performance of the ApplicantApplicant’s track records in meeting negotiated targets/deliverables;Applicant’s track records in meeting financial accountability requirements;Applicant’s management and governance capacity and capability;CIC’s past experience with the Applicant.Financial Stability of the ApplicantReview of the applicant’s financial situation based on audited financial statement.
Acknowledgement letter - September 7 Eligibility - October 17 Confirmation of funding/need additional time - January 10
CIC will not reimburse costs that occurred prior to the start of and after the end of the agreement;Examples of eligible costs: HST Salaries and benefits required to deliver services classroom rentalsTravel costs related to the administration and delivery of servicesChild care snakes and suppliesExamples of ineligible costs:Employee severance costs Parking tickets Internal agency hospitality expensesSalaries costs related to union activities Maternity and long term disability Early lease cancellation penaltyLate payment fees and charges
A Contribution Agreement identifies the objectives, activities, results and deliverables of the agreement.Has a clearly defined start and end date signaling the contribution period.Articles are: The cornerstone of what your organization and CIC commit to one another. Schedules are an integral part of the Contribution Agreement. They supplementthe articles.
Highlights of articles as they appear in your contract agreements, refer to the training manual for a more detail description.1.0 Agreement– lists the attached schedules, with accompanying titles2.0 Interpretation– explains the terminology used in the agreementSection 2.3 "Eligible costs" means the costs described in Schedules 2 are:incurred and paid by the Service Provider in relation to the services during the funding period,Section 2.5 "Eligible client" means:A) For the Settlement Program:i. Permanent Residents of Canada who have not become Canadian citizens;ii. Protected persons;iii. Individuals who have been selected, in Canada or overseas, to become permanent residents and whohave been informed, by a letter from Citizenship and Immigration Canada;iv. Convention refugees and protected persons overseas who have been selected for resettlement;v. Live-in CaregiversIneligible clients: Canadian citizens, refugee claimants.3.0 Contribution – explains the rules governing this type of funding provided by the Government of Canada. It covers areas such eligible costs, funding from other sources, tax rebates. It also briefly explains conflict of interest guidelines around hiring of immediate family (nepotism)4.0 Conditions Governing Payment of the Contribution– explains payment terms. It also explains both the Treasury Board’s and Parliament’s role in approving and providing contribution funds for specific programs5.0 Service Provider Obligations– explains obligations related to record keeping, declaration of funds received from other sources and requirements related to all personnel designated by the SPO to provide services under Schedule 1. It also explains obligations related to Official Languages requirements and Board governance.
6.0 Program Monitoring, Information and Reporting Requirements– describes how your organization needs to maintain financial records, meet audit requirements, and comply with financial monitoring and reporting requirements.7.0 Privacy and Security Obligations– explains obligations under the privacy and access to information legislation.8.0 Default– explains how and why an agreement can end before its stated date, from both, your organization’s perspective and CIC’s.9.0 Third Party – highlights what your organization should know about the Department’s rules and regulations for contracting with outside parties.10.0 Intellectual Property – describes the intellectual property rights and obligations of your organization and CIC.- Article 10.3, which states that “Service Providers should, or must if applicable, negotiate a copyright license with one of the Canadian copyright licensing agencies in order to have rights on all copyright materials for use by students, instructors and administrative staff.” Was introduced by CICNHQ to greater foster the acknowledgment of the parties responsible for the creation of materials as well as to protect the integrity of these materials. However, because some SPOs already have an agreement via the provinces (i.e. some colleges and school boards) in place with Copyright Access, this contractual obligation has already been satisfied.11.0 Capital Assets – outlines the obligations related to purchase, use and disposition of capital assets by your organization.11.2 That an inventory of capital assets purchased with Department funds be kept by the Service Provider.11.3 That the Service Provider neither sell, transfer, mortgage, lease nor otherwise dispose of any capital assets purchased with such funds without the prior written consent of the Department.12.0 General– provides general details related to initiating, amending and ending the agreement
Schedule 1A (Orientation) – Clients have information and understand life in CanadaB (Language/Skills) – Clients have the official language and life skills needed to function in CanadaC (Labour Market Access) – Clients have knowledge of labour market and skills necessary to job searchD (Welcoming Communities) – Clients are connected to community, community is connected to clients E (Program and Policy Development) – Policies and programs are effective Objectives: as described in your funding proposal and further developed during negotiationsActivities: Outlines activities such as providing information and referral, holding workshopsActivitiesNeeds Assessment and Referrals Support ServicesInformation and Awareness ServicesLanguage Learning and Skills Development Employment Related ServicesCommunity Connections Policy and Program Development/Program Implementation and Management Outputs: sets targets for the year, number of clients served etc. Outcomes: impact on clients and long term solutions ReportingMonthly reports ClaimStatisticalNarrativeAction PlanDue with May claim! Outlines how/when the organization will perform activities and delivery outputs Final Report (Annual Project Performance Review)Due after end of the contribution agreement Schedule 2Lists maximum eligible costs by budget line item that your organization may claimSchedule 3Outlines the terms of payment Advances vs. ReimbursementsAdvancesFunding recipient has demonstrated a need for advance payment;Funding recipient has accessed other alternative funding sources and request advance payment in writing10% holdbackOccurs when the amount paid out to your organization reaches 90% of the total contribution agreement for the yearThe final 10% is held back by CIC to ensure that overpayments can be recovered and all final reporting requirements are met 10% is released at the time of payment of the March claim Schedule 4 : Supplementary conditionsReporting requirements: HARTs and iCAMSCommunication ProtocolNotify CIC, within 14 days, of changes to the Board or staff that relate to the AgreementNotify CIC of Annual General Meeting No duplication of funding for the same expense No reimbursement of salary increases without prior authorization from CIC No movement of funds to or from salary & benefits, overhead or capital costs Flexibility to move $1,000 across line items
Used to determine the value of advancesTool to track expenditures and slippageDo not divide budgeted amounts by 12 months
CIC’s reimbursement is also contingent on service provider has demonstrated its compliance with all the elements of the contribution agreement;Direct Deposit will reduce CIC’s payment time
CLAIMS PROCESS Claim is reviewed by the officer for accuracy and eligibility The officer will contact the organization if there are any issues Officer recommends the claim for approval when satisfied that the claim is compliant with the T&Cs Claim is approved and processed for payment
Apparent slippage if the $ will be claimed laterInsurance: Forecast in May but will not be invoiced until JuneReal slippage if the $ will not be claimedSalary: Hiring anticipated in April but completed in MayTORONTO SPECIFIC ONLY: In the slippage report there are two pink boxes which will need to be completed by the SPO. The two boxes will turn yellow once they sum to the FYTD Slippage box.
The process for an amendment is similar, if not the same, as completing a new agreement.Do not action any changes to the terms of the CA until an amendment is fully signed or approval has been provided by the department (Settlement Officer). Examples of reasons to conduct an amendment:Movement of funds greater than $1,000Creation of a new line itemChange in activities
Section 6 of the CA.Monitors are an opportunity to see the output of activities first hand
Ensure the terms of the agreement are adhered to (for both activity and financial)Ensure proper use of public fundsMonitors are to ensure expenditures are not also charged to another funding source (double dipping).Funding recipient can demonstrate that organization’s own internal policy and management control has been properly followed and there is effective program delivery oversight in place;SPO can demonstrate and share with CIC the challenges and successes of program delivery and the changes in clients and community needs.Monitors are conducted by Settlement Officers either on or off site. At times financial monitors may be conducted by a Financial Officer. Monitors go smoothly when the requested information is complete and well organized.Allows Officers to see activities take place, better understand the program/project and meet staff and/or clients first hand.
Conduct a thorough review of the last claim; Assess and document performance in terms of output and outcomes, as applicable; Determine the disposition of the capital assets (if applicable); Ensure all overpayment has been recovered; Issue the final payment to funding recipient.