Budget AnalysisARAPAHOE COUNTY BUDGET PROJECTION 1ST WAY (Regression)--Public WorksAdopted Budgets for 2014 through 2017(by regression)
2018 ProjectionExpenditure Category20142015201620172018Salaries and Wages$ 7,491,467$ 7,804,584$ 8,086,791$ 8,232,077$ 8,529,739<-- DO NOT COPY FROM HEREEmployee Benefits$ 2,365,082$ 2,419,845$ 2,501,179$ 2,474,823$ 2,542,872<-- AND PASTE INTO HERESupplies$ 2,511,620$ 2,350,798$ 2,579,989$ 3,008,160$ 3,042,345[Read instruction #14, after "IMPORTANT"]Services & Other$ 10,081,347$ 11,704,317$ 12,943,006$ 6,527,952$ 7,958,782Community Programs$ -$ -$ -$ -$ -Capital Outlay$ 1,350,092$ 2,014,569$ 1,832,918$ 7,842,175$ 8,083,588Central Services$ 2,045,442$ 2,499,827$ 2,683,073$ 2,671,716$ 2,990,532Transfers$ 492,466$ 548,106$ 384,962$ 511,563$ 457,811Total$26,337,516$29,342,046$31,011,918$31,268,466$33,605,667BUDGET PROJECTION 2ND WAY (Compounded annual % change)--Public WorksExpenditure Category% Change
2014-15% Change
2015-16% Change
2016-17Compounded Annual % Chg.(using compounded
annual % change)
2018 ProjectionSalaries and Wages4.2%3.6%1.8%3.19%$ 8,494,874Employee Benefits2.3%3.4%-1.1%1.52%$ 2,512,523BUDGET PROJECTION 2ND WAY (3-year moving average)--Public WorksExpenditure Category3-yr average for 2014-162018 Projection = 3-yr average for 2015-17Supplies$ 2,480,802.33$ 2,646,316Services & Other$ 11,576,223.33$ 10,391,758Community Programs$ - 0$ -Capital Outlay$ 1,732,526.33$ 3,896,554Central Services$ 2,409,447.33$ 2,618,205Transfers$ 475,178.00$ 481,544ARAPAHOE COUNTY 2018 BUDGET COMPARISON COMBINING 2 WAYS--Public Works% difference btw 2018 budget and…Expenditure Category2018 Adop-
ted Budget2018 Low
Projection2018 High
ProjectionLow ProjectionHigh ProjectionSalaries and Wages$ 8,570,370$ 8,494,874$ 8,529,7390.89%0.48%Employee Benefits$ 2,589,033$ 2,512,523$ 2,542,8723.05%1.82%Supplies$ 3,382,160$ 2,646,316$ 3,042,34527.81%11.17%Services & Other$ 6,766,833$ 7,958,782$ 10,391,758-14.98%-34.88%Community Programs$ -$ -$ -Capital Outlay$ 7,823,512$ 3,896,554$ 8,083,588100.78%-3.22%Central Services$ 2,744,050$ 2,618,205$ 2,990,5324.81%-8.24%Transfers$ 157,895$ 457,811$ 481,544-65.51%-67.21%Total$ 32,033,853$ 28,585,065$ 36,062,37712.06%-11.17%
Sheet2
Sheet3
INSTRUCTIONS FOR COMPLETING FORECASTING ASSIGNMENT
You’re a budget analyst who’s tasked with doing a “sanity check” on Arapahoe County’s 2018 adopted budget. In doing so, you’ll need to think about the nature of forecasting. What we are doing here, as budget examiners, is to build projections using the previous years to develop our own independent estimates of what to expect for the 2018 budget.
This type of analysis would usually be done on the front end as part of budget formulation and is logically prior to budget adoption. So we have to use “make believe” to get past the timing being backwards.
TOCFinancial Plan Forecast TemplateBA499Table of ContentsWorksheet.docxturveycharlyn
TOCFinancial Plan Forecast TemplateBA499Table of ContentsWorksheetContentsInput WorksheetsIntroIntroduction plus basic inputs for company name and start dateSalesInputs for Sales and COS by product/servicePeopleInputs for personnel expenses including benefitsISInputs for other income statement items (includes summary IS)BSInputs for other balance sheet items (includes summary BS)CFInputs for other cash flow items (includes summary CF)BreakInputs for breakeven analysisPVInputs for present value analysisReport WorksheetsReportsIntroductionYR-CFAnnual Cash FlowYR-ISAnnual Income StatementYR-BSAnnual Balance SheetYR-BreakAnnual Breakeven AnalysisYR-RatiosAnnual Ratio AnalysisYR-PVAnnual Present Value AnalysisMth-CFMonthly Cash Flow for Year 1Mth-ISMonthly Income Statement for Year 1Mth-BSMonthly Balance Sheet for Year 1AssumptionsBlank Page to enter AssumptionsClick the blue "Return to TOC" box to return here anywhere in the workbookVersion 1.03 7/14/03All rights reserved. Copyright Andy T. Dungan, 2002. No copying, re-publication, or use of this spreadsheet, other than as authorized by Andy T. Dungan or the Southern Oregon University School of Business for its BA 499 students, may be made unless otherwise specifically authorized in writing by Andy T. Dungan or the Dean of the School of Business.
RETURN TO TOC
Intro
Sales
People
IS
BS
CF
Break
PV
YR-CF
YR-IS
YR-BS
YR-Break
YR-Ratios
YR-PV
Mth-CF
Mth-IS
Mth-BS
Assumptions
Reports
IntroIntroduction
Welcome to the BA499 integrated model for projecting financial statements for your business plan.
This brief introduction has been divided into several pieces. They are:
- A discussion of intimidation
- Organization of the workbook
- Where the assumptions are found
- What the background colors mean
- A note on startup costs
- First things to enter
- Tips and tricks
- A final word from the author
If any of us as professors can help please ask. If you have specific technical questions your professor can not answer please contact the author of this workbook, Dr. Andy DunganAre You Intimidated by Financial Statements?
Many of you may be intimidated by the financial statements. We have two pieces of advice: 1. You can do this! and 2. DON'T WAIT TO GET STARTED. The sooner you start, the sooner you will finish. A significant amount of time is required to do a reasonable job on your financials. If you procrastinate, you will have a difficult time finishing the financials in time. The process of projecting financial statements is an iterative one. What that means is that it will take multiple attempts to figure out your financials; you will try one thing and then another. In the beginning you may be confused and not understand how changing one variable changes another. Keep working. Eventually you will see how your inputs relate to the financial statements and you will have a much better understanding of how the different statements relate to each other.Organi ...
Revenue AdjustmentTEMPLATE FOR REVENUE ADJUSTMENTRevenue adjustmen.docxaudeleypearl
Revenue AdjustmentTEMPLATE FOR REVENUE ADJUSTMENTRevenue adjustment for
General Fund-10.0%Revenue adjustment for
Social Services Fund-5.0%ARAPAHOE COUNTY 2015 BUDGET INCLUDING ALL FUNDS--Public WorksExpenditure Category2015 Adop-
ted BudgetNew Budget Amount% ReductionSalaries & Wages$ 7,804,584$ 7,336,193-6.00%Employee Benefits$ 2,419,845$ 2,282,911-5.66%Supplies$ 2,350,798$ 2,338,292-0.53%Services and Other$ 11,704,317$ 11,653,014-0.44%Community ProgramsCapital Outlay$ 2,014,569$ 2,014,5690.00%Central Services$ 2,499,827$ 2,493,127-0.27%Transfers$ 548,106$ 548,1060.00%Total$ 29,342,046$ 28,666,211-2.30%DEPARTMENT'S GENERAL FUND ONLY (unless your dept. is Human Services, in which case it's the Social Services Fund)Expenditure Category2015 Adop-
ted BudgetAmount
ReductionSalaries & Wages$ 4,683,913$ (468,391)Employee Benefits$ 1,369,345$ (136,935)Supplies$ 125,060$ (12,506)Services and Other$ 513,029$ (51,303)Community ProgramsCapital OutlayCentral Services$ 67,001$ (6,700)TransfersTotal$ 6,758,348$ (675,835)Target Reduction$ (675,835)<= equals /|\ ?
Sheet2
Sheet3
DETAILED INSTRUCTIONS FOR CUTBACK SCENARIO
Once you have opened “Revenue Adjustment Template” – an Excel Spreadsheet…
1) Go past the first 6 lines. But notice there are two different rates – the first is the reduction percentage (-10%) for all departments except for one, and the 2nd (-5%) for Human Services.
2) The next area is entitled “Arapahoe County 2015 Budget Including All Funds.”
3) Replace F5, which currently says “(your dept)” with your assigned department. Your department is assigned as follows:
For student ids ending in 1, Assessor’s Office
For student ids ending in 2, Clerk & Recorder’s Office
For student ids ending in 3, Community Resources
For student ids ending in 4, County Attorney
For student ids ending in 5, Finance
For student ids ending in 6, Human Resources
For student ids ending in 7, Human Services
For student ids ending in 8, Information Technology
For student ids ending in 9 or 0, Public Works
4) Get data (under the Assignments tab).
5) The .pdf file called “Complete 2015 Adopted Budget” has budget data for this area of the spreadsheet.
6) Adopted budget data can be found on different pages for different departments.
For the Assessor’s Office, it’s in the “Budget Summary” table on page 168 (180 of 399).
For the Clerk & Recorder’s Office… on page 178 (190 of 399).
For Community Resources… on page 188 (200 of 399).
For County Attorney’s Office… on page 200 (212 of 399).
For Finance… on page 213 (225 of 399).
For Human Resources… on page 218 (230 of 399).
For Human Services… on page 222 (234 of 399).
For Information Technology… on page 228 (240 of 399).
For Public Works & Development… on page 243 (255 of 399).
7) Fill in the amounts for all Expenditure Categories present (as many as you have) from the far right column of the Summary Budget Table into B7 through B14 (in the column called “2015 Ado ...
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/supercharge-strategy-execution-performance-scorecard-1870
BENEFITS OF DOCUMENT
You will learn the entire strategy development and execution process from practicing management consultants- the secret of the pros. To the point- no fluff.
Obtain a unique, comprehensive, ready-to-use template of the 'Performance Scorecard' to generate a consolidated organization level and department level scores of performance
Tool aids in superior strategy execution, breaking down department silos and facilitating cross-functional collaboration
DOCUMENT DESCRIPTION
The Performance Scorecard is a unique framework that acts as an invaluable tool for senior management to cut through the clutter of reviewing multiple (and at times irrelevant) department Key Performance Indicators (KPIs) and provides a single view dashboard to aid performance tracking & strategy execution.
Leveraging the strengths of Kaplan and Norton's Balanced Scorecard and GoI's Results Framework Document, it provides a consolidated, template for laying out the organization strategy and an inter-department comparable scoring system that can tracked over time to show the performance trend.
In addition, it facilitates cross-functional collaboration by identifying inter-dependencies and highlighting areas that need coordinated inter-department actions to achieve necessary goals. By prioritizing the most important organizational goals, it alleviates department 'silo mentality' and narrow focus on departmental KPIs
1-Base-CaseTool KitChapter 11112118Note Calculations are automaMartineMccracken314
1-Base-CaseTool KitChapter 1111/21/18Note: Calculations are automatic, including for tables. This will make the calculations take longer to complete. You can disable automatic calculations for tables by following the steps shown here.Cash Flow Estimation and Risk AnalysisWorksheet 1-Base-CaseThis worksheet contains the base-case model. It calculates an expansion project's cash flows and performance measures using base-case, or most likely, values for the input variables. It also includes the basic analysis but with straight-line depreciation and bonus depreciation.Go to the menu "Files" at the top left of the menu bar.Select "Options" from the items in the first column.This will give you the screen shown below:The second worksheet (2-Sens) extends the basic model to include sensitivity analysis using Data Tables (we include a brief tutorial on the use of Data Tables). Worksheet 2-Sens also illustrates special cases of sensitivity analysis, including breakeven analysis, one-way data tables with multiple outputs, and two-way data tables.Worksheet 3a-Sens extends the basic model to include scenario analysis. Worksheet 3b-ScenMgr shows how to use Excel's Scenario Manager for scenario analysis.Worksheet 4-Sim extends the basic model to include simulation analysis. Worksheet 5-Replmt illustrates the analysis for a proposed cost-reducing replacement investment. Replacement decisions differ from expansion decisions because most of the cash flows are found by subtracting the old project's cash flows from those of the new project to calculate incremental cash flows for use in the analysis.Worksheet 6-DecTree extends the scenario analysis to examine two decision trees in which the decision is made in stages. The first one simply shows the situation where the firm can abandon the project if things are not working out and cash flows are negative. The second one involves a marketing study and a prototype of the final product designed to learn more about demand before deciding to go into full production.Worksheet Appendix 11-A provides depreciation tables as described in Appendix A of the textbook. It also shows examples using straight-line depreciation and bonus depreciation.11-1 Identifying Relevant Cash FlowsA proposal’s relevant project cash flows are the differences between the cash flows the firm will have if it implements the project versus the cash flows it will have if it rejects the project. These are called incremental cash flows.Choose "Formulas" in the first column.11-2 Analysis of an Expansion ProjectThis will give you the screen shown below.The figure below shows the inputs and key results of Project L (one of the projects whose cash flows are used in the previous chapter); the actual analysis is conducted further below in the worksheet. The values in the Inputs section are linked to the model, as are the values shown in Key Results. If you change any of the values in the Input Section, the model recalculate almost instantly, causing ch ...
1-Base-CaseTool KitChapter 11112118Note Calculations are automaAbbyWhyte974
1-Base-CaseTool KitChapter 1111/21/18Note: Calculations are automatic, including for tables. This will make the calculations take longer to complete. You can disable automatic calculations for tables by following the steps shown here.Cash Flow Estimation and Risk AnalysisWorksheet 1-Base-CaseThis worksheet contains the base-case model. It calculates an expansion project's cash flows and performance measures using base-case, or most likely, values for the input variables. It also includes the basic analysis but with straight-line depreciation and bonus depreciation.Go to the menu "Files" at the top left of the menu bar.Select "Options" from the items in the first column.This will give you the screen shown below:The second worksheet (2-Sens) extends the basic model to include sensitivity analysis using Data Tables (we include a brief tutorial on the use of Data Tables). Worksheet 2-Sens also illustrates special cases of sensitivity analysis, including breakeven analysis, one-way data tables with multiple outputs, and two-way data tables.Worksheet 3a-Sens extends the basic model to include scenario analysis. Worksheet 3b-ScenMgr shows how to use Excel's Scenario Manager for scenario analysis.Worksheet 4-Sim extends the basic model to include simulation analysis. Worksheet 5-Replmt illustrates the analysis for a proposed cost-reducing replacement investment. Replacement decisions differ from expansion decisions because most of the cash flows are found by subtracting the old project's cash flows from those of the new project to calculate incremental cash flows for use in the analysis.Worksheet 6-DecTree extends the scenario analysis to examine two decision trees in which the decision is made in stages. The first one simply shows the situation where the firm can abandon the project if things are not working out and cash flows are negative. The second one involves a marketing study and a prototype of the final product designed to learn more about demand before deciding to go into full production.Worksheet Appendix 11-A provides depreciation tables as described in Appendix A of the textbook. It also shows examples using straight-line depreciation and bonus depreciation.11-1 Identifying Relevant Cash FlowsA proposal’s relevant project cash flows are the differences between the cash flows the firm will have if it implements the project versus the cash flows it will have if it rejects the project. These are called incremental cash flows.Choose "Formulas" in the first column.11-2 Analysis of an Expansion ProjectThis will give you the screen shown below.The figure below shows the inputs and key results of Project L (one of the projects whose cash flows are used in the previous chapter); the actual analysis is conducted further below in the worksheet. The values in the Inputs section are linked to the model, as are the values shown in Key Results. If you change any of the values in the Input Section, the model recalculate almost instantly, causing ch ...
Capital Expense PowerPoint Presentation SlidesSlideTeam
This complete deck is oriented to make sure you do not lag in your presentations. Our creatively crafted slides come with apt research and planning. This exclusive deck with twenty two slides is here to help you to strategize, plan, analyse, or segment the topic with clear understanding and apprehension. Utilize ready to use presentation slides on Capital Expense PowerPoint Presentation Slides with all sorts of editable templates, charts and graphs, overviews, analysis templates. It is usable for marking important decisions and covering critical issues. Display and present all possible kinds of underlying nuances, progress factors for an all inclusive presentation for the teams. This presentation deck can be used by all professionals, managers, individuals, internal external teams involved in any company organization. http://bit.ly/2Skys9T
TOCFinancial Plan Forecast TemplateBA499Table of ContentsWorksheet.docxturveycharlyn
TOCFinancial Plan Forecast TemplateBA499Table of ContentsWorksheetContentsInput WorksheetsIntroIntroduction plus basic inputs for company name and start dateSalesInputs for Sales and COS by product/servicePeopleInputs for personnel expenses including benefitsISInputs for other income statement items (includes summary IS)BSInputs for other balance sheet items (includes summary BS)CFInputs for other cash flow items (includes summary CF)BreakInputs for breakeven analysisPVInputs for present value analysisReport WorksheetsReportsIntroductionYR-CFAnnual Cash FlowYR-ISAnnual Income StatementYR-BSAnnual Balance SheetYR-BreakAnnual Breakeven AnalysisYR-RatiosAnnual Ratio AnalysisYR-PVAnnual Present Value AnalysisMth-CFMonthly Cash Flow for Year 1Mth-ISMonthly Income Statement for Year 1Mth-BSMonthly Balance Sheet for Year 1AssumptionsBlank Page to enter AssumptionsClick the blue "Return to TOC" box to return here anywhere in the workbookVersion 1.03 7/14/03All rights reserved. Copyright Andy T. Dungan, 2002. No copying, re-publication, or use of this spreadsheet, other than as authorized by Andy T. Dungan or the Southern Oregon University School of Business for its BA 499 students, may be made unless otherwise specifically authorized in writing by Andy T. Dungan or the Dean of the School of Business.
RETURN TO TOC
Intro
Sales
People
IS
BS
CF
Break
PV
YR-CF
YR-IS
YR-BS
YR-Break
YR-Ratios
YR-PV
Mth-CF
Mth-IS
Mth-BS
Assumptions
Reports
IntroIntroduction
Welcome to the BA499 integrated model for projecting financial statements for your business plan.
This brief introduction has been divided into several pieces. They are:
- A discussion of intimidation
- Organization of the workbook
- Where the assumptions are found
- What the background colors mean
- A note on startup costs
- First things to enter
- Tips and tricks
- A final word from the author
If any of us as professors can help please ask. If you have specific technical questions your professor can not answer please contact the author of this workbook, Dr. Andy DunganAre You Intimidated by Financial Statements?
Many of you may be intimidated by the financial statements. We have two pieces of advice: 1. You can do this! and 2. DON'T WAIT TO GET STARTED. The sooner you start, the sooner you will finish. A significant amount of time is required to do a reasonable job on your financials. If you procrastinate, you will have a difficult time finishing the financials in time. The process of projecting financial statements is an iterative one. What that means is that it will take multiple attempts to figure out your financials; you will try one thing and then another. In the beginning you may be confused and not understand how changing one variable changes another. Keep working. Eventually you will see how your inputs relate to the financial statements and you will have a much better understanding of how the different statements relate to each other.Organi ...
Revenue AdjustmentTEMPLATE FOR REVENUE ADJUSTMENTRevenue adjustmen.docxaudeleypearl
Revenue AdjustmentTEMPLATE FOR REVENUE ADJUSTMENTRevenue adjustment for
General Fund-10.0%Revenue adjustment for
Social Services Fund-5.0%ARAPAHOE COUNTY 2015 BUDGET INCLUDING ALL FUNDS--Public WorksExpenditure Category2015 Adop-
ted BudgetNew Budget Amount% ReductionSalaries & Wages$ 7,804,584$ 7,336,193-6.00%Employee Benefits$ 2,419,845$ 2,282,911-5.66%Supplies$ 2,350,798$ 2,338,292-0.53%Services and Other$ 11,704,317$ 11,653,014-0.44%Community ProgramsCapital Outlay$ 2,014,569$ 2,014,5690.00%Central Services$ 2,499,827$ 2,493,127-0.27%Transfers$ 548,106$ 548,1060.00%Total$ 29,342,046$ 28,666,211-2.30%DEPARTMENT'S GENERAL FUND ONLY (unless your dept. is Human Services, in which case it's the Social Services Fund)Expenditure Category2015 Adop-
ted BudgetAmount
ReductionSalaries & Wages$ 4,683,913$ (468,391)Employee Benefits$ 1,369,345$ (136,935)Supplies$ 125,060$ (12,506)Services and Other$ 513,029$ (51,303)Community ProgramsCapital OutlayCentral Services$ 67,001$ (6,700)TransfersTotal$ 6,758,348$ (675,835)Target Reduction$ (675,835)<= equals /|\ ?
Sheet2
Sheet3
DETAILED INSTRUCTIONS FOR CUTBACK SCENARIO
Once you have opened “Revenue Adjustment Template” – an Excel Spreadsheet…
1) Go past the first 6 lines. But notice there are two different rates – the first is the reduction percentage (-10%) for all departments except for one, and the 2nd (-5%) for Human Services.
2) The next area is entitled “Arapahoe County 2015 Budget Including All Funds.”
3) Replace F5, which currently says “(your dept)” with your assigned department. Your department is assigned as follows:
For student ids ending in 1, Assessor’s Office
For student ids ending in 2, Clerk & Recorder’s Office
For student ids ending in 3, Community Resources
For student ids ending in 4, County Attorney
For student ids ending in 5, Finance
For student ids ending in 6, Human Resources
For student ids ending in 7, Human Services
For student ids ending in 8, Information Technology
For student ids ending in 9 or 0, Public Works
4) Get data (under the Assignments tab).
5) The .pdf file called “Complete 2015 Adopted Budget” has budget data for this area of the spreadsheet.
6) Adopted budget data can be found on different pages for different departments.
For the Assessor’s Office, it’s in the “Budget Summary” table on page 168 (180 of 399).
For the Clerk & Recorder’s Office… on page 178 (190 of 399).
For Community Resources… on page 188 (200 of 399).
For County Attorney’s Office… on page 200 (212 of 399).
For Finance… on page 213 (225 of 399).
For Human Resources… on page 218 (230 of 399).
For Human Services… on page 222 (234 of 399).
For Information Technology… on page 228 (240 of 399).
For Public Works & Development… on page 243 (255 of 399).
7) Fill in the amounts for all Expenditure Categories present (as many as you have) from the far right column of the Summary Budget Table into B7 through B14 (in the column called “2015 Ado ...
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/supercharge-strategy-execution-performance-scorecard-1870
BENEFITS OF DOCUMENT
You will learn the entire strategy development and execution process from practicing management consultants- the secret of the pros. To the point- no fluff.
Obtain a unique, comprehensive, ready-to-use template of the 'Performance Scorecard' to generate a consolidated organization level and department level scores of performance
Tool aids in superior strategy execution, breaking down department silos and facilitating cross-functional collaboration
DOCUMENT DESCRIPTION
The Performance Scorecard is a unique framework that acts as an invaluable tool for senior management to cut through the clutter of reviewing multiple (and at times irrelevant) department Key Performance Indicators (KPIs) and provides a single view dashboard to aid performance tracking & strategy execution.
Leveraging the strengths of Kaplan and Norton's Balanced Scorecard and GoI's Results Framework Document, it provides a consolidated, template for laying out the organization strategy and an inter-department comparable scoring system that can tracked over time to show the performance trend.
In addition, it facilitates cross-functional collaboration by identifying inter-dependencies and highlighting areas that need coordinated inter-department actions to achieve necessary goals. By prioritizing the most important organizational goals, it alleviates department 'silo mentality' and narrow focus on departmental KPIs
1-Base-CaseTool KitChapter 11112118Note Calculations are automaMartineMccracken314
1-Base-CaseTool KitChapter 1111/21/18Note: Calculations are automatic, including for tables. This will make the calculations take longer to complete. You can disable automatic calculations for tables by following the steps shown here.Cash Flow Estimation and Risk AnalysisWorksheet 1-Base-CaseThis worksheet contains the base-case model. It calculates an expansion project's cash flows and performance measures using base-case, or most likely, values for the input variables. It also includes the basic analysis but with straight-line depreciation and bonus depreciation.Go to the menu "Files" at the top left of the menu bar.Select "Options" from the items in the first column.This will give you the screen shown below:The second worksheet (2-Sens) extends the basic model to include sensitivity analysis using Data Tables (we include a brief tutorial on the use of Data Tables). Worksheet 2-Sens also illustrates special cases of sensitivity analysis, including breakeven analysis, one-way data tables with multiple outputs, and two-way data tables.Worksheet 3a-Sens extends the basic model to include scenario analysis. Worksheet 3b-ScenMgr shows how to use Excel's Scenario Manager for scenario analysis.Worksheet 4-Sim extends the basic model to include simulation analysis. Worksheet 5-Replmt illustrates the analysis for a proposed cost-reducing replacement investment. Replacement decisions differ from expansion decisions because most of the cash flows are found by subtracting the old project's cash flows from those of the new project to calculate incremental cash flows for use in the analysis.Worksheet 6-DecTree extends the scenario analysis to examine two decision trees in which the decision is made in stages. The first one simply shows the situation where the firm can abandon the project if things are not working out and cash flows are negative. The second one involves a marketing study and a prototype of the final product designed to learn more about demand before deciding to go into full production.Worksheet Appendix 11-A provides depreciation tables as described in Appendix A of the textbook. It also shows examples using straight-line depreciation and bonus depreciation.11-1 Identifying Relevant Cash FlowsA proposal’s relevant project cash flows are the differences between the cash flows the firm will have if it implements the project versus the cash flows it will have if it rejects the project. These are called incremental cash flows.Choose "Formulas" in the first column.11-2 Analysis of an Expansion ProjectThis will give you the screen shown below.The figure below shows the inputs and key results of Project L (one of the projects whose cash flows are used in the previous chapter); the actual analysis is conducted further below in the worksheet. The values in the Inputs section are linked to the model, as are the values shown in Key Results. If you change any of the values in the Input Section, the model recalculate almost instantly, causing ch ...
1-Base-CaseTool KitChapter 11112118Note Calculations are automaAbbyWhyte974
1-Base-CaseTool KitChapter 1111/21/18Note: Calculations are automatic, including for tables. This will make the calculations take longer to complete. You can disable automatic calculations for tables by following the steps shown here.Cash Flow Estimation and Risk AnalysisWorksheet 1-Base-CaseThis worksheet contains the base-case model. It calculates an expansion project's cash flows and performance measures using base-case, or most likely, values for the input variables. It also includes the basic analysis but with straight-line depreciation and bonus depreciation.Go to the menu "Files" at the top left of the menu bar.Select "Options" from the items in the first column.This will give you the screen shown below:The second worksheet (2-Sens) extends the basic model to include sensitivity analysis using Data Tables (we include a brief tutorial on the use of Data Tables). Worksheet 2-Sens also illustrates special cases of sensitivity analysis, including breakeven analysis, one-way data tables with multiple outputs, and two-way data tables.Worksheet 3a-Sens extends the basic model to include scenario analysis. Worksheet 3b-ScenMgr shows how to use Excel's Scenario Manager for scenario analysis.Worksheet 4-Sim extends the basic model to include simulation analysis. Worksheet 5-Replmt illustrates the analysis for a proposed cost-reducing replacement investment. Replacement decisions differ from expansion decisions because most of the cash flows are found by subtracting the old project's cash flows from those of the new project to calculate incremental cash flows for use in the analysis.Worksheet 6-DecTree extends the scenario analysis to examine two decision trees in which the decision is made in stages. The first one simply shows the situation where the firm can abandon the project if things are not working out and cash flows are negative. The second one involves a marketing study and a prototype of the final product designed to learn more about demand before deciding to go into full production.Worksheet Appendix 11-A provides depreciation tables as described in Appendix A of the textbook. It also shows examples using straight-line depreciation and bonus depreciation.11-1 Identifying Relevant Cash FlowsA proposal’s relevant project cash flows are the differences between the cash flows the firm will have if it implements the project versus the cash flows it will have if it rejects the project. These are called incremental cash flows.Choose "Formulas" in the first column.11-2 Analysis of an Expansion ProjectThis will give you the screen shown below.The figure below shows the inputs and key results of Project L (one of the projects whose cash flows are used in the previous chapter); the actual analysis is conducted further below in the worksheet. The values in the Inputs section are linked to the model, as are the values shown in Key Results. If you change any of the values in the Input Section, the model recalculate almost instantly, causing ch ...
Capital Expense PowerPoint Presentation SlidesSlideTeam
This complete deck is oriented to make sure you do not lag in your presentations. Our creatively crafted slides come with apt research and planning. This exclusive deck with twenty two slides is here to help you to strategize, plan, analyse, or segment the topic with clear understanding and apprehension. Utilize ready to use presentation slides on Capital Expense PowerPoint Presentation Slides with all sorts of editable templates, charts and graphs, overviews, analysis templates. It is usable for marking important decisions and covering critical issues. Display and present all possible kinds of underlying nuances, progress factors for an all inclusive presentation for the teams. This presentation deck can be used by all professionals, managers, individuals, internal external teams involved in any company organization. http://bit.ly/2Skys9T
ChapterTool KitChapter 1212912Corporate Valuation and Financial .docxmccormicknadine86
ChapterTool KitChapter 1212/9/12Corporate Valuation and Financial Planning12-2 Financial Planning at MicroDrive, Inc.The process used by MicroDrive to forecast the free cash flows from its operating plan is described in the sections below.Setting Up the Model to Forecast OperationsWe begin with MicroDrive's most recent financial statements and selected additional data.Figure 12-1 MicroDrive’s Most Recent Financial Statements (Millions, Except for Per Share Data)INCOME STATEMENTSBALANCE SHEETS20122013Assets20122013Net sales$ 4,760$ 5,000Cash$ 60$ 50COGS (excl. depr.)3,5603,800ST Investments40-Depreciation170200Accounts receivable380500Other operating expenses480500Inventories8201,000EBIT$ 550$ 500Total CA$ 1,300$ 1,550Interest expense100120Net PP&E1,7002,000Pre-tax earnings$ 450$ 380Total assets$ 3,000$ 3,550Taxes (40%)180152NI before pref. div.$ 270$ 228Liabilities and equityPreferred div.88Accounts payable$ 190$ 200Net income$ 262$ 220Accruals280300Notes payable130280Other DataTotal CL$ 600$ 780Common dividends$48$50Long-term bonds1,0001,200Addition to RE$214$170Total liabilities$ 1,600$ 1,980Tax rate40%40%Preferred stock100100Shares of common stock5050Common stock500500Earnings per share$5.24$4.40Retained earnings800970Dividends per share$0.96$1.00Total common equity$ 1,300$ 1,470Price per share$40.00$27.00Total liabs. & equity$ 3,000$ 3,550The figure below shows all the inputs required to project the financial statements for the scenario that has been selected with the Scenario Manager: Data, What-If Analysis, Scenario Manager. There are two scenarios. The first is named Status Quo because all operating ratios except the sales growth rate are assumed to remain unchanged. The initial sales growth rate was chosen by MicroDrive's managers based on the existing product lines. The growth rate declines over time until it eventually levels off at a sustainable rate. The other scenario is named Final because it is the set of inputs chosen by MicroDrive's management team.Section 1 shows the inputs required to estimate the items in an operating plan. For each of these inputs, Section 1 shows the industry averages, the actual values for the past two years for MicroDrive, and the forecasted values for the next five years. The managers assumed the inputs for future years (except the sales growth rate) would be equal to the inputs in the first projected year.MicroDrive's managers assume that sales will eventually level off at a sustaniable constant rate.Sections 2 and 3 show the data required to estimate the weighted average cost of capital. Section 4 shows the forecasted growth rate in dividends.Note: These inputs are linked throughout the model. If you want to change an input, do it here and not other places in the model.Figure 12-2MicroDrive's Forecast: Inputs for the Selected ScenarioStatus QuoIndustryMicroDriveMicroDriveInputsActualActualForecast1. Operating Ratios2013201220132014201520162017201 ...
This deck consists of total of twenty two slides. It has PPT slides highlighting important topics of Operating Expense PowerPoint Presentation Slides. This deck comprises of amazing visuals with thoroughly researched content. Each template is well crafted and designed by our PowerPoint experts. Our designers have included all the necessary PowerPoint layouts in this deck. From icons to graphs, this PPT deck has it all. The best part is that these templates are easily customizable. Just click the DOWNLOAD button shown below. Edit the colour, text, font size, add or delete the content as per the requirement. Download this deck now and engage your audience with this ready made presentation. http://bit.ly/2UC81PE
Discussion 1 Analysis of Financial Statements.A. This discussi.docxfelipaser7p
Discussion 1: Analysis of Financial Statements
.
A. This discussion assignment will allow for the completion of a ratio analysis. It will also provide information that will be useful as you prepare the written report for Assignment 1: Financial Research Report, which is due at the end of Week 9.
Step 1
: Select a publicly-traded company that you will (or might) use for Assignment 1: Financial Research Report, which is due at the end of Week 9.
Step 2
: Locate financial ratio data from Mergent Online. Financial statements, ratios, and other useful information are available from the Mergent Online database that is available through the Strayer University Learning Resource Center (online). Please notice that financial ratios are grouped into appropriate categories (Profitability Ratios, Liquidity Ratios, Debt Management Ratios, and Asset Management Ratios), which makes it easy to set up the ratios and use them in the analysis.
Accessing the Mergent Online Database – Financial Statements for companies, financial ratios, and Form 10K annual reports can be obtained from the Strayer University Learning Resource Center, which is accessible from the Online Classroom (see tab at the top of the screen).
Select – Learning Resource Center
Select – Databases
Select Mergent Online
Then, in the block titled “Company Search – Enter Symbol or Company Name” enter the company’s name or its Stock Ticker Symbol (e.g., for McCormick & Company, enter MKC). Next, select the company from the drop-down menu.
For Financial Statements – Select “Company Financials” tab
For Financial Ratios – Select “Company Financials” tab and “Ratios” sub-tab
For Form 10K Annual Reports – Select “Filings” tab (and then select the most recent Annual Form 10K report)
Step 3
: Enter the financial ratio data into the Financial Ratio Analysis Model (the attached Excel spreadsheet). The data need to be entered into the yellow-coded cells (column is titled “Oldest Year”) progressing to the most recent year on the left (column is titled “Most Recent Year”).
The model presently contains financial information for McCormick & Company (Stock Ticker MKC).
You will note that the Excel spreadsheet model is programmed to identify if each ratio improved or deteriorated over the time period. And, the spreadsheet is programmed to calculate the percentage change in each of the ratios during the same period. This information should be helpful as you prepare your analysis.
(Note: This spreadsheet could be “imported” into the Assignment 1: Financial Research Report due at the end of Week 10.)
Step 4
: Prepare an analysis and discussion of the financial ratio data that are examined in the Financial Ratio Analysis Model. It is always appropriate to include the actual ratio data in the written analysis in addition to its presentation in a table, chart or graph.
(Note: In addition to Mergent, another good source of financial data and company information is:
http://www.advfn.com
.)
B. Fr.
Directions Flexible Budget Performance Report Project You a.docxmariona83
Directions
Flexible Budget Performance Report Project
You and your partner will each work on this project on your own laptops, using each other for resources while completing the assignment. In the end, you will Turn in ONE project per team. If you or your partner feels you did not share equally in the work, email me for a possible grade adjustment. Otherwise, you will both receive the same grade. Upload your completed project to Canvas using “Flex Budget_Last Name ID#_Last name ID# “ as the file name.
Kelsey’s Frozen Confectionaries buys and distributes single-serve ice cream treats to convenience stores, ballparks, and amusement parks. In this project, you will create 1) a master budget performance report, and 2) a flexible budget performance report for Kelsey's Frozen Confectionaries. Your performance reports should be developed in such a way that any changes to the original assumptions will correctly ripple through the entire spreadsheet. After developing the performance reports, you will answer questions about the variances and determine whether the variances are consistent with management's explanation about operational changes that took place during the period.
Part 1) DIRECTIONS for Master Budget Performance Report:
1) Use the budget assumptions, along with Excel formulas, to populate the Master Budget column. Note: Your formulas must work such that if ANY of the budget assumptions change, the new assumptions ripple through the entire budget. Part of your grade will be based on whether you correctly formulate the cells. Do NOT TYPE A NUMBER IN ANY CELL!!!
2) Use a formula to calculate the “variance” in cell H7: (Actual – Budget). Copy and paste (or use the fill handle to drag) the formula to the rest of the cells in the column. Leave as positive or negative, rather than absolute values.
3) Use a formula to calculate the “Variance percentage”. NOTE: The percentage is the variance as a percent of the Master Budget. Copy and paste (or drag) the formula to the rest of the cells in the column
4) Format cells appropriately. Attention to detail makes a report look more professional. (For example, percentages shown as %, dollar signs using the accounting or currency format, underlines and double underlines where appropriate, zero decimal places for dollar amounts, etc.,).
5) Use the “If” statement function to show the variances as U or F. The “If” statement can be found under “Formulas, Logical”. Example: =IF(H7>=0,"F","U"). This formula means: If cell H7>0 or H7=0, then mark as “F”; If not greater than or equal to 0, mark as “U”. Be careful with revenues and expense variances since they should be opposite of one another. ALSO- The formula you use should mark any variance of “0” as an “F” since a zero variance means that budget expectations have been met. After using the function, check each line to make sure it is going in the direction you believe it should go.
6) Check your answers us.
Directions Flexible Budget Performance Report Project You a.docxcuddietheresa
Directions
Flexible Budget Performance Report Project
You and your partner will each work on this project on your own laptops, using each other for resources while completing the assignment. In the end, you will Turn in ONE project per team. If you or your partner feels you did not share equally in the work, email me for a possible grade adjustment. Otherwise, you will both receive the same grade. Upload your completed project to Canvas using “Flex Budget_Last Name ID#_Last name ID# “ as the file name.
Kelsey’s Frozen Confectionaries buys and distributes single-serve ice cream treats to convenience stores, ballparks, and amusement parks. In this project, you will create 1) a master budget performance report, and 2) a flexible budget performance report for Kelsey's Frozen Confectionaries. Your performance reports should be developed in such a way that any changes to the original assumptions will correctly ripple through the entire spreadsheet. After developing the performance reports, you will answer questions about the variances and determine whether the variances are consistent with management's explanation about operational changes that took place during the period.
Part 1) DIRECTIONS for Master Budget Performance Report:
1) Use the budget assumptions, along with Excel formulas, to populate the Master Budget column. Note: Your formulas must work such that if ANY of the budget assumptions change, the new assumptions ripple through the entire budget. Part of your grade will be based on whether you correctly formulate the cells. Do NOT TYPE A NUMBER IN ANY CELL!!!
2) Use a formula to calculate the “variance” in cell H7: (Actual – Budget). Copy and paste (or use the fill handle to drag) the formula to the rest of the cells in the column. Leave as positive or negative, rather than absolute values.
3) Use a formula to calculate the “Variance percentage”. NOTE: The percentage is the variance as a percent of the Master Budget. Copy and paste (or drag) the formula to the rest of the cells in the column
4) Format cells appropriately. Attention to detail makes a report look more professional. (For example, percentages shown as %, dollar signs using the accounting or currency format, underlines and double underlines where appropriate, zero decimal places for dollar amounts, etc.,).
5) Use the “If” statement function to show the variances as U or F. The “If” statement can be found under “Formulas, Logical”. Example: =IF(H7>=0,"F","U"). This formula means: If cell H7>0 or H7=0, then mark as “F”; If not greater than or equal to 0, mark as “U”. Be careful with revenues and expense variances since they should be opposite of one another. ALSO- The formula you use should mark any variance of “0” as an “F” since a zero variance means that budget expectations have been met. After using the function, check each line to make sure it is going in the direction you believe it should go.
6) Check your answers us ...
An introductory PowerPoint presentation from the Economy Module of the South West Observatory on the Regional Accounts, its data sources and the Economic Impact tool.
This is a class term project please follow directions carefully. blossomblackbourne
This is a class term project please follow directions carefully.
You will be using budget from Miami-Dade County. Please read the directions carefully and do the present budget.
https://www.miamidade.gov/budget/
Public Sector Budgeting (PAD 6227)
Budget Analysis Project
Fall 2018
A. Assignment
Each student will analyze the budget and budgetary trends for a local government (city or county government). The paper will be formatted as follows:
1. Overview and budget process and format
2. Expenditure and revenue trends
3. Conclusion and Recommendation
Below are the due dates for the components of the project:
1. Selection of government: October 28 (
Canvas message notification to the instructor
)
2. Draft of the first section (
overview and budget process/format section
): November 4
3. Draft of the second section (
expenditure and revenue trends section
): November 18
4. Final paper: December 9
The primary source of data will be the budget of the government that you are analyzing. You may be able to get copies of these from the government. Many governments now also have budget documents posted on their Web site. You may also want to review Census data for socio-demographic information about the area. Finally, you might search newspaper indexes to find information on major recent budget issues.
If you work with one or two partners, you may divide the project up in a number of different ways. Generally, all of you will receive the same grade for the project. However, it is possible that grades will vary if one member has not performed adequately, or if one student’s performance is exemplary.
There is no “cookie-cutter” approach to this project. Each government is different, so the focus of the analyses will vary somewhat. The following sections are intended to provide guidelines for you to consider, but your paper may be quite different from this. You are expected to organize the report in the manner best suited to the entity you are studying.
B. Overview and Budget Process/Format
The paper should be written as if you were briefing a new budget director for this government. The new director is moving here from another part of the country, and knows very little about the area or the budget issues. This section should first include a brief overview of the state or locality, including factors/trends that may affect the budget (e.g., location, population, income levels, primary types of employment, etc.)
This section should also address the budget process and the format of the budget. You may include the following, for example:
1. Is the budget annual or biannual?
2. What is the fiscal year?
3. Brief description of the process
4. Form of government (e.g., a city could be operated by a council-manager, mayor-council, or commission form)
5. Elected officials (number and term of legislators, executive)
6. Do citizens appear to play any role in the budget process?
7. What budget format is used?
8. Does the executive ...
ASSESSMENT CASE PAPER ANALYSIS / TUTORIALOUTLET DOT COMjorge0048
A report broken down into the following sections:
Summary results and recommendations—up front, concise, and to the point.
Answers to the 6 questions asked—devote a paragraph to each, with individual headings
What it managers need to know about working capital it-toolkits.orgIT-Toolkits.org
Have you ever wondered how your company pays its bills? I mean, every day when you come to work, the lights are on, the security guard is working, and food is served in the cafeteria. Somehow, thanks to the efforts of your company’s leadership, that is all getting paid for, but how? The secret my dear IT manager lies in the world of working capital…
334-335.pdf336-337.pdf338-339.pdf340-341.pdf
Principles of Macroeconomics Unit 5 Assignment
Chapter 9 Questions 1, 4, and 9
1) (Consumption) Use the following data to answer the questions below:
Consumption
Real Disposable Expenditures Savings
Income (billions) (billions) (billions)
$100 $150 $__________
$200 $200 $__________
$300 $250 $__________
$400 $300 $__________
a. Graph the consumption function, with consumption spending on the vertical axis and disposable income on the horizontal axis.
b. If the consumption function is a straight line, what is the slope?
c. Fill in the saving column at each level of income. If the savings function is a straight line, what is its slope?
4) Consumption Function How would an increase in each of the following affect the consumptions function?
a. Net taxes
b. The interest rate
c. Consumer optimism, or confidence
d. The price level
e. Consumers’ net worth
f. Disposable income
9) For each of the following values for the MPC, determine the size of the simple spending multiplier and total change in real GDP demanded following a $10 billion decrease in spending:
MPC = 0.9
MPC = 0.75
MPC = 0.6
Chapter 10: Questions 3, 5, and 6
3. (Expansionary and Recessionary Gaps) Answer questions a through f on the basis of the following graph:
a. If the actual price level exceeds the expected price level reflected in long-term contracts real GDP equals and the actual price levels equals in the short run.
b. The situation described in part (a) results in (n) gap equal
to ____________
c. If the actual price level is lower than the expected price level reflected in long-term contracts, real GDP equals and the actual price level equals in the short run.
d. The situation described in part (c) results in a (n) gap equal to __________
e. If the actual price level equals the expected price level reflected in long-term contracts, real GDP equals and the actual price level equals __________ in the short run.
f. The situation described in part (e) results in a (n) to ________________
5. (Changes in Aggregate Supply) List three factors that can change the economy’s potential output. What is the impact of shits of the aggregate demand curve on potential output? Illustrate your answer with a diagram.
6. (Supply Shocks) Give an example of an adverse supply shock and illustrate graphically. Now do the same for a beneficial supply shock.
References
McEachern, W. A. (2015). ECON macroeconomics (4th ed.). Stamford, CT: Cengage Learning
Solving the Issue of Cost Calculation in BPM Workbench
BPM Workbench does not automatically show the cost of the process. The following example shows how to solve
this issue.
1- Double click on each task
2- Click on “Resource Requirements”
3- Go to “Additional Resources”
- Click on the arrow (Step 1 in the figure) to show the list of the available roles.
- From the dropdown list, select the responsible person for this t.
Martha Rogers’ Science of Unitary Human BeingsFOR THE THEORY CRI.docxtienboileau
Martha Rogers’ Science of Unitary Human Beings
FOR THE THEORY CRITIQUE of Martha Rogers’ Science of Unitary Human Beings
SUGGESTION: Get article/s which are CRITIQUES of the THEORY ASSIGNED TO YOU
CRITERIA
UNITS OF ANALYSIS
CRITIQUE ARTICLE NO. 1
(Author of Critique)
CRITIQUE ARTICLE NO. 2
(Author of Critique)
MY VIEWPOINT
(3.1) Relationship between
structure and function
(3.1.1) Clarity
(3.1.2) Consistency
(3.1.3) Simplicity / Complexity
(3.1.4) Tautology / Teleology
(3.2) Diagram of Theory
(3.2.1) Visual and Graphic Presentation
(3.2.2) Logical Representation
(3.2.3) Clarity
(3.3) Circle of Contagiousness
(3.3.1) Graphical origin of theory and geographical spread
(3.3.2) Influence of theorist versus theory
(4) Usefulness
(4.1) Practice
(4.1.1) Direction
(4.1.2) Applicability
(4.1.3) Generalizability
(4.1.4) Cost Effectiveness
(4.1.5) Relevance
(4.2) Research
(4.2.1) Consistency
(4.2.2) Testability
(4.2.3)
Predictability
(4.3) Education
(4.3.1) Philosophical Statement
(4.3.2) Objectives
(4.3.3) Concepts
(4.4) Administration
(4.4.1) Structure of Care
(4.4.2) Organization of Care
(4.4.3) Guidelines for Patient Care
(4.4.4) Patient Classification System
(5) External Components of Theory
(5.1) Personal Values
(5.1.1) Theorist implicit/explicit values
(5.2) Congruence with other professional values
(5.2.1) Comlementarity
(5.2.2) Esoterism
(5.2.3)
Competition
(5.3) Congruence with social values
(5.3.1) Beliefs
(5.3.2) Values
(5.3.3) Customs
(5.4) Social Significance
ISM 645 Mission, Vision, and Time Horizon Statement (MVTH)
Worksheet
The following information is provided to assist you in writing the Mission, Vision, and Time Horizon
Statements.
Writing the Mission Statement – Comparisons
The mission statement describes the purpose of the organization and the reason the business or business
unit exists. You will be creating an IT mission statement for the Acme Company. Review the article,
“Mission Statements.” Then, based on what you have learned, evaluate the mission statements of the
following service companies:
• Microsoft®
“At Microsoft, our mission and values are to help people and businesses throughout the
world realize their full potential.”
• Apple®
“Apple designs Macs, the best personal computers in the world, along with OS X, iLife, iWork
and professional software. Apple leads the digital music revolution with its iPods and iTunes
online store. Apple has reinvented the mobile phone with its revolutionary iPhone and App
store, and is defining the future of mobile media and computing devices with iPad.”
In your evaluation, consider the positive aspects as well as the shortfalls of the statements. Do your own
additional research on these companies and consider whether the company’s strategic approach aligns
with its mission statement.
Writing the Vision Statement – Comparisons
The vision statement describes the business o.
Running head: RISK REDUCTION 1
RISK REDUCTION 4
Risk reduction
Paul Grasso
CSU
Unit 6 Project EMS Risk Reduction
Risk reduction
Complete a cost vs. benefit analysis report for your risk reduction program.
Cost-benefit analysis refers to a technique that is used in the comparison of the total costs that are incurred in a certain project or a program with the benefits, and it uses monetary units as the common metric. The costs that would be incurred in the implementation of a risk-reduction program includes the total cost of the activity including both the direct and the indirect costs as well as the costs of the potential risks that are likely to arise (Pearce, Atkinson, & Mourato, 2006). The cost depends on the approach of the program, and it looks into all the activities which are conducted as part of the systematic analysis and in the planning process including research. Additional expenses regarding money, time and other resources are considered to be more reasonable from the perspective of the willingness of the members of the public to incur expenses because these costs to a great extent aids in the reduction of the level or costs associated with the risks
In the implementation of a risk reduction program, benefits refer to the advantages that the organization is likely to accrue as a result of the implementation. The benefits include all the direct as well as the indirect revenues and the intangible benefits such as increased level of productivity due to factors such as the improvement in morale and safety of the employee’s and also an increase in the level of sales as a result of the customer’s goodwill. Lots of benefits are derived from the use of additional resources to inhibit risks from taking place.
Cost-benefit analysis aids in the calculation of the benefit or the net cost that is associated with a certain program. A lot of care should be taken in the process of cost-benefit analysis to ensure that neither cost nor benefits are underestimated or overestimated. Before the implementation of the risk reduction program, one should compare the aggregate cost and benefits to ensure that the benefits of implementation outweigh the cost. A program is said to be rational if the costs are less than the benefits and in case of this, it can thus be easily put forward. In the case that the costs are greater than the benefits, a review of the project should be done to increase the benefits or decrease the cost so that the program can be made viable (Quah, & Toh, 2012).
References
Pearce, D., Atkinson, G. & Mourato, S. (2006). Cost-benefit analysis and the environment : recent developments. Paris: Organisation for Economic Co-operation and Development.
Quah, E. & Toh, R. (2012). Cost-benefit analysis : cases and materials. Milt ...
Question and Answers from - A benefits management framework for prioritising programmes webinar
Monday 17 February 2020
presented by:
Dr Hugo Minney
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/a-benefits-management-framework-for-prioritising-programmes-webinar/
This supports the APM publication “A guide to using a benefits management framework” and takes participants through the implementation process:
https://www.apm.org.uk/book-shop/a-guide-to-using-a-benefits-management-framework/
Presentation slides:
https://www.slideshare.net/assocpm/a-benefits-management-framework-for-prioritising-programmes-webinar-17-february-2020
DETAILED INSTRUCTIONS FOR CUTBACK SCENARIOOnce you have opened .docxcuddietheresa
DETAILED INSTRUCTIONS FOR CUTBACK SCENARIO
Once you have opened “Revenue Adjustment Template” – an Excel Spreadsheet…
1) Go past the first 6 lines. But notice there are two different rates – the first is the reduction percentage (-10%) for all departments except for one, and the 2nd (-5%) for Human Services.
2) The next area is entitled “Arapahoe County 2015 Budget Including All Funds.”
3) Replace F5, which currently says “(your dept)” with your assigned department. Your department is assigned as follows:
For student ids ending in 1, Assessor’s Office
For student ids ending in 2, Clerk & Recorder’s Office
For student ids ending in 3, Community Resources
For student ids ending in 4, County Attorney
For student ids ending in 5, Finance
For student ids ending in 6, Human Resources
For student ids ending in 7, Human Services
For student ids ending in 8, Information Technology
For student ids ending in 9 or 0, Public Works
4) Get data (under the Assignments tab).
5) The .pdf file called “Complete 2015 Adopted Budget” has budget data for this area of the spreadsheet.
6) Adopted budget data can be found on different pages for different departments.
For the Assessor’s Office, it’s in the “Budget Summary” table on page 168 (180 of 399).
For the Clerk & Recorder’s Office… on page 178 (190 of 399).
For Community Resources… on page 188 (200 of 399).
For County Attorney’s Office… on page 200 (212 of 399).
For Finance… on page 213 (225 of 399).
For Human Resources… on page 218 (230 of 399).
For Human Services… on page 222 (234 of 399).
For Information Technology… on page 228 (240 of 399).
For Public Works & Development… on page 243 (255 of 399).
7) Fill in the amounts for all Expenditure Categories present (as many as you have) from the far right column of the Summary Budget Table into B7 through B14 (in the column called “2015 Adopted Budget”).
a. To save keying mistakes, you can highlight only 1 number at a time in the .pdf, copy it, and paste it into the spreadsheet. Warning: If you try 2 or more numbers at a time, Excel will paste it as a text field, not a number. You cannot do anything (add, subtract,…) with text.
b. Do not try to copy a “dash” from the .pdf, which means zero. Just enter 0 in the spreadsheet
8) Total the column (in B15) to check against the .pdf’s total. B15 should be: =sum(B7:B14)
9) Next, locate your department’s General Fund spending by category. These amounts start in Appendix 7, on page 358 (370 of 399). Only Assessor’s Office is on that page. Clerk & Recorder’s Office is on the following page, p. 359 (371 of 399). The rest of the departments are on the next 4 pages – through page 363 (375 of 399). Public Works & Development finishes on the top of page 363, continued from the bottom of the previous page, p. 362 (374 of 399). Enter the amounts from the Expenditure Categories present from the FAR RIGHT column into B19 through B26 in the column called “2015 Adopted Budget.”
10) Total the column (in B27) to check ag ...
BUSI 330Collaborative Marketing Plan Final Draft Instructions.docxrichardnorman90310
BUSI 330
Collaborative Marketing Plan Final Draft Instructions
Include the following in your Group Discussion Board Forum:
1. A report with the final Marketing Plan that includes the three previous drafts, attached as an MS Word file. In addition, this final MP must include the following sections:
· Marketing Programs & Financial Projections.
You should review pp. 54–55 of the text for examples of the key issues that should be discussed within these sections of the MP. You will need a comprehensive marketing program, which includes a discussion of: the Product Strategy, the Pricing Strategy, the Promotion Strategy and the Distribution (channels) Strategy.
The last section on Financial Projections should show a 5-year projection of expected revenues. In addition, you should present some type of idea when BE (break-even) will take place. Companies that introduce new products generally do not make a profit in “year 1” because of the high development and marketing costs required to test and launch the product. Obtaining costs will be difficult, but you should try to estimate costs.
· Executive Summary (ES)
Finally, once the MP is written, you will need to write the Executive Summary. The ES is written last but is placed right after the Table of Contents. You will want the reader to see the ES first. if they like it, they may read on. If it does not excite the reader, the MP will likely be discounted. The ES should contain only the most important findings, conclusions, and recommendations contained within your plan.
· The Table of Contents
The Table of Contents contains a list of the major sections of your marketing plan with the names of the group members that participated in the actual writing of each section. This will allow the instructor to evaluate each member’s contribution to the overall group project.
· Appendices
The only Appendix required is a reference list. Keep in mind that data and key information may need citations, but will surely require a reference list. A plan with no references will be considered marginal since information sources add considerable credibility to the ideas in your plan.
Your Collaborative Marketing Plan Final Draft must be submitted by 11:59 p.m. (ET) on Friday of Module/Week 8.
Running head: 1
4Group 4-Crystal ArzolaEdwin BrannanLevi ClarkJennifer HardyBrodee Whichard
Liberty UniversityDraft 1-Marketing Plan
1. Executive Summary
Our marketing plan is for the pediatric rack system used by g-tube patients to be distributed and sold through the Fortune 500 company, Owens & Minor.
2. Company Description
Owens and Minor was established by cofounders Otho O. Owens and G. Gilmer Minor in 1882 to provide healthcare services for the local Richmond community. What started as a drugstore, in a now historic landmark, quickly grew to buy out competitor drugstore Bodeker Drug Company in 1954. With this acquisition, the company briefly changed names to Owens, Minor & Bodeker, commonly known in that day as OMB. In pre.
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Similar to Budget AnalysisARAPAHOE COUNTY BUDGET PROJECTION 1ST WAY (Regressi.docx
ChapterTool KitChapter 1212912Corporate Valuation and Financial .docxmccormicknadine86
ChapterTool KitChapter 1212/9/12Corporate Valuation and Financial Planning12-2 Financial Planning at MicroDrive, Inc.The process used by MicroDrive to forecast the free cash flows from its operating plan is described in the sections below.Setting Up the Model to Forecast OperationsWe begin with MicroDrive's most recent financial statements and selected additional data.Figure 12-1 MicroDrive’s Most Recent Financial Statements (Millions, Except for Per Share Data)INCOME STATEMENTSBALANCE SHEETS20122013Assets20122013Net sales$ 4,760$ 5,000Cash$ 60$ 50COGS (excl. depr.)3,5603,800ST Investments40-Depreciation170200Accounts receivable380500Other operating expenses480500Inventories8201,000EBIT$ 550$ 500Total CA$ 1,300$ 1,550Interest expense100120Net PP&E1,7002,000Pre-tax earnings$ 450$ 380Total assets$ 3,000$ 3,550Taxes (40%)180152NI before pref. div.$ 270$ 228Liabilities and equityPreferred div.88Accounts payable$ 190$ 200Net income$ 262$ 220Accruals280300Notes payable130280Other DataTotal CL$ 600$ 780Common dividends$48$50Long-term bonds1,0001,200Addition to RE$214$170Total liabilities$ 1,600$ 1,980Tax rate40%40%Preferred stock100100Shares of common stock5050Common stock500500Earnings per share$5.24$4.40Retained earnings800970Dividends per share$0.96$1.00Total common equity$ 1,300$ 1,470Price per share$40.00$27.00Total liabs. & equity$ 3,000$ 3,550The figure below shows all the inputs required to project the financial statements for the scenario that has been selected with the Scenario Manager: Data, What-If Analysis, Scenario Manager. There are two scenarios. The first is named Status Quo because all operating ratios except the sales growth rate are assumed to remain unchanged. The initial sales growth rate was chosen by MicroDrive's managers based on the existing product lines. The growth rate declines over time until it eventually levels off at a sustainable rate. The other scenario is named Final because it is the set of inputs chosen by MicroDrive's management team.Section 1 shows the inputs required to estimate the items in an operating plan. For each of these inputs, Section 1 shows the industry averages, the actual values for the past two years for MicroDrive, and the forecasted values for the next five years. The managers assumed the inputs for future years (except the sales growth rate) would be equal to the inputs in the first projected year.MicroDrive's managers assume that sales will eventually level off at a sustaniable constant rate.Sections 2 and 3 show the data required to estimate the weighted average cost of capital. Section 4 shows the forecasted growth rate in dividends.Note: These inputs are linked throughout the model. If you want to change an input, do it here and not other places in the model.Figure 12-2MicroDrive's Forecast: Inputs for the Selected ScenarioStatus QuoIndustryMicroDriveMicroDriveInputsActualActualForecast1. Operating Ratios2013201220132014201520162017201 ...
This deck consists of total of twenty two slides. It has PPT slides highlighting important topics of Operating Expense PowerPoint Presentation Slides. This deck comprises of amazing visuals with thoroughly researched content. Each template is well crafted and designed by our PowerPoint experts. Our designers have included all the necessary PowerPoint layouts in this deck. From icons to graphs, this PPT deck has it all. The best part is that these templates are easily customizable. Just click the DOWNLOAD button shown below. Edit the colour, text, font size, add or delete the content as per the requirement. Download this deck now and engage your audience with this ready made presentation. http://bit.ly/2UC81PE
Discussion 1 Analysis of Financial Statements.A. This discussi.docxfelipaser7p
Discussion 1: Analysis of Financial Statements
.
A. This discussion assignment will allow for the completion of a ratio analysis. It will also provide information that will be useful as you prepare the written report for Assignment 1: Financial Research Report, which is due at the end of Week 9.
Step 1
: Select a publicly-traded company that you will (or might) use for Assignment 1: Financial Research Report, which is due at the end of Week 9.
Step 2
: Locate financial ratio data from Mergent Online. Financial statements, ratios, and other useful information are available from the Mergent Online database that is available through the Strayer University Learning Resource Center (online). Please notice that financial ratios are grouped into appropriate categories (Profitability Ratios, Liquidity Ratios, Debt Management Ratios, and Asset Management Ratios), which makes it easy to set up the ratios and use them in the analysis.
Accessing the Mergent Online Database – Financial Statements for companies, financial ratios, and Form 10K annual reports can be obtained from the Strayer University Learning Resource Center, which is accessible from the Online Classroom (see tab at the top of the screen).
Select – Learning Resource Center
Select – Databases
Select Mergent Online
Then, in the block titled “Company Search – Enter Symbol or Company Name” enter the company’s name or its Stock Ticker Symbol (e.g., for McCormick & Company, enter MKC). Next, select the company from the drop-down menu.
For Financial Statements – Select “Company Financials” tab
For Financial Ratios – Select “Company Financials” tab and “Ratios” sub-tab
For Form 10K Annual Reports – Select “Filings” tab (and then select the most recent Annual Form 10K report)
Step 3
: Enter the financial ratio data into the Financial Ratio Analysis Model (the attached Excel spreadsheet). The data need to be entered into the yellow-coded cells (column is titled “Oldest Year”) progressing to the most recent year on the left (column is titled “Most Recent Year”).
The model presently contains financial information for McCormick & Company (Stock Ticker MKC).
You will note that the Excel spreadsheet model is programmed to identify if each ratio improved or deteriorated over the time period. And, the spreadsheet is programmed to calculate the percentage change in each of the ratios during the same period. This information should be helpful as you prepare your analysis.
(Note: This spreadsheet could be “imported” into the Assignment 1: Financial Research Report due at the end of Week 10.)
Step 4
: Prepare an analysis and discussion of the financial ratio data that are examined in the Financial Ratio Analysis Model. It is always appropriate to include the actual ratio data in the written analysis in addition to its presentation in a table, chart or graph.
(Note: In addition to Mergent, another good source of financial data and company information is:
http://www.advfn.com
.)
B. Fr.
Directions Flexible Budget Performance Report Project You a.docxmariona83
Directions
Flexible Budget Performance Report Project
You and your partner will each work on this project on your own laptops, using each other for resources while completing the assignment. In the end, you will Turn in ONE project per team. If you or your partner feels you did not share equally in the work, email me for a possible grade adjustment. Otherwise, you will both receive the same grade. Upload your completed project to Canvas using “Flex Budget_Last Name ID#_Last name ID# “ as the file name.
Kelsey’s Frozen Confectionaries buys and distributes single-serve ice cream treats to convenience stores, ballparks, and amusement parks. In this project, you will create 1) a master budget performance report, and 2) a flexible budget performance report for Kelsey's Frozen Confectionaries. Your performance reports should be developed in such a way that any changes to the original assumptions will correctly ripple through the entire spreadsheet. After developing the performance reports, you will answer questions about the variances and determine whether the variances are consistent with management's explanation about operational changes that took place during the period.
Part 1) DIRECTIONS for Master Budget Performance Report:
1) Use the budget assumptions, along with Excel formulas, to populate the Master Budget column. Note: Your formulas must work such that if ANY of the budget assumptions change, the new assumptions ripple through the entire budget. Part of your grade will be based on whether you correctly formulate the cells. Do NOT TYPE A NUMBER IN ANY CELL!!!
2) Use a formula to calculate the “variance” in cell H7: (Actual – Budget). Copy and paste (or use the fill handle to drag) the formula to the rest of the cells in the column. Leave as positive or negative, rather than absolute values.
3) Use a formula to calculate the “Variance percentage”. NOTE: The percentage is the variance as a percent of the Master Budget. Copy and paste (or drag) the formula to the rest of the cells in the column
4) Format cells appropriately. Attention to detail makes a report look more professional. (For example, percentages shown as %, dollar signs using the accounting or currency format, underlines and double underlines where appropriate, zero decimal places for dollar amounts, etc.,).
5) Use the “If” statement function to show the variances as U or F. The “If” statement can be found under “Formulas, Logical”. Example: =IF(H7>=0,"F","U"). This formula means: If cell H7>0 or H7=0, then mark as “F”; If not greater than or equal to 0, mark as “U”. Be careful with revenues and expense variances since they should be opposite of one another. ALSO- The formula you use should mark any variance of “0” as an “F” since a zero variance means that budget expectations have been met. After using the function, check each line to make sure it is going in the direction you believe it should go.
6) Check your answers us.
Directions Flexible Budget Performance Report Project You a.docxcuddietheresa
Directions
Flexible Budget Performance Report Project
You and your partner will each work on this project on your own laptops, using each other for resources while completing the assignment. In the end, you will Turn in ONE project per team. If you or your partner feels you did not share equally in the work, email me for a possible grade adjustment. Otherwise, you will both receive the same grade. Upload your completed project to Canvas using “Flex Budget_Last Name ID#_Last name ID# “ as the file name.
Kelsey’s Frozen Confectionaries buys and distributes single-serve ice cream treats to convenience stores, ballparks, and amusement parks. In this project, you will create 1) a master budget performance report, and 2) a flexible budget performance report for Kelsey's Frozen Confectionaries. Your performance reports should be developed in such a way that any changes to the original assumptions will correctly ripple through the entire spreadsheet. After developing the performance reports, you will answer questions about the variances and determine whether the variances are consistent with management's explanation about operational changes that took place during the period.
Part 1) DIRECTIONS for Master Budget Performance Report:
1) Use the budget assumptions, along with Excel formulas, to populate the Master Budget column. Note: Your formulas must work such that if ANY of the budget assumptions change, the new assumptions ripple through the entire budget. Part of your grade will be based on whether you correctly formulate the cells. Do NOT TYPE A NUMBER IN ANY CELL!!!
2) Use a formula to calculate the “variance” in cell H7: (Actual – Budget). Copy and paste (or use the fill handle to drag) the formula to the rest of the cells in the column. Leave as positive or negative, rather than absolute values.
3) Use a formula to calculate the “Variance percentage”. NOTE: The percentage is the variance as a percent of the Master Budget. Copy and paste (or drag) the formula to the rest of the cells in the column
4) Format cells appropriately. Attention to detail makes a report look more professional. (For example, percentages shown as %, dollar signs using the accounting or currency format, underlines and double underlines where appropriate, zero decimal places for dollar amounts, etc.,).
5) Use the “If” statement function to show the variances as U or F. The “If” statement can be found under “Formulas, Logical”. Example: =IF(H7>=0,"F","U"). This formula means: If cell H7>0 or H7=0, then mark as “F”; If not greater than or equal to 0, mark as “U”. Be careful with revenues and expense variances since they should be opposite of one another. ALSO- The formula you use should mark any variance of “0” as an “F” since a zero variance means that budget expectations have been met. After using the function, check each line to make sure it is going in the direction you believe it should go.
6) Check your answers us ...
An introductory PowerPoint presentation from the Economy Module of the South West Observatory on the Regional Accounts, its data sources and the Economic Impact tool.
This is a class term project please follow directions carefully. blossomblackbourne
This is a class term project please follow directions carefully.
You will be using budget from Miami-Dade County. Please read the directions carefully and do the present budget.
https://www.miamidade.gov/budget/
Public Sector Budgeting (PAD 6227)
Budget Analysis Project
Fall 2018
A. Assignment
Each student will analyze the budget and budgetary trends for a local government (city or county government). The paper will be formatted as follows:
1. Overview and budget process and format
2. Expenditure and revenue trends
3. Conclusion and Recommendation
Below are the due dates for the components of the project:
1. Selection of government: October 28 (
Canvas message notification to the instructor
)
2. Draft of the first section (
overview and budget process/format section
): November 4
3. Draft of the second section (
expenditure and revenue trends section
): November 18
4. Final paper: December 9
The primary source of data will be the budget of the government that you are analyzing. You may be able to get copies of these from the government. Many governments now also have budget documents posted on their Web site. You may also want to review Census data for socio-demographic information about the area. Finally, you might search newspaper indexes to find information on major recent budget issues.
If you work with one or two partners, you may divide the project up in a number of different ways. Generally, all of you will receive the same grade for the project. However, it is possible that grades will vary if one member has not performed adequately, or if one student’s performance is exemplary.
There is no “cookie-cutter” approach to this project. Each government is different, so the focus of the analyses will vary somewhat. The following sections are intended to provide guidelines for you to consider, but your paper may be quite different from this. You are expected to organize the report in the manner best suited to the entity you are studying.
B. Overview and Budget Process/Format
The paper should be written as if you were briefing a new budget director for this government. The new director is moving here from another part of the country, and knows very little about the area or the budget issues. This section should first include a brief overview of the state or locality, including factors/trends that may affect the budget (e.g., location, population, income levels, primary types of employment, etc.)
This section should also address the budget process and the format of the budget. You may include the following, for example:
1. Is the budget annual or biannual?
2. What is the fiscal year?
3. Brief description of the process
4. Form of government (e.g., a city could be operated by a council-manager, mayor-council, or commission form)
5. Elected officials (number and term of legislators, executive)
6. Do citizens appear to play any role in the budget process?
7. What budget format is used?
8. Does the executive ...
ASSESSMENT CASE PAPER ANALYSIS / TUTORIALOUTLET DOT COMjorge0048
A report broken down into the following sections:
Summary results and recommendations—up front, concise, and to the point.
Answers to the 6 questions asked—devote a paragraph to each, with individual headings
What it managers need to know about working capital it-toolkits.orgIT-Toolkits.org
Have you ever wondered how your company pays its bills? I mean, every day when you come to work, the lights are on, the security guard is working, and food is served in the cafeteria. Somehow, thanks to the efforts of your company’s leadership, that is all getting paid for, but how? The secret my dear IT manager lies in the world of working capital…
334-335.pdf336-337.pdf338-339.pdf340-341.pdf
Principles of Macroeconomics Unit 5 Assignment
Chapter 9 Questions 1, 4, and 9
1) (Consumption) Use the following data to answer the questions below:
Consumption
Real Disposable Expenditures Savings
Income (billions) (billions) (billions)
$100 $150 $__________
$200 $200 $__________
$300 $250 $__________
$400 $300 $__________
a. Graph the consumption function, with consumption spending on the vertical axis and disposable income on the horizontal axis.
b. If the consumption function is a straight line, what is the slope?
c. Fill in the saving column at each level of income. If the savings function is a straight line, what is its slope?
4) Consumption Function How would an increase in each of the following affect the consumptions function?
a. Net taxes
b. The interest rate
c. Consumer optimism, or confidence
d. The price level
e. Consumers’ net worth
f. Disposable income
9) For each of the following values for the MPC, determine the size of the simple spending multiplier and total change in real GDP demanded following a $10 billion decrease in spending:
MPC = 0.9
MPC = 0.75
MPC = 0.6
Chapter 10: Questions 3, 5, and 6
3. (Expansionary and Recessionary Gaps) Answer questions a through f on the basis of the following graph:
a. If the actual price level exceeds the expected price level reflected in long-term contracts real GDP equals and the actual price levels equals in the short run.
b. The situation described in part (a) results in (n) gap equal
to ____________
c. If the actual price level is lower than the expected price level reflected in long-term contracts, real GDP equals and the actual price level equals in the short run.
d. The situation described in part (c) results in a (n) gap equal to __________
e. If the actual price level equals the expected price level reflected in long-term contracts, real GDP equals and the actual price level equals __________ in the short run.
f. The situation described in part (e) results in a (n) to ________________
5. (Changes in Aggregate Supply) List three factors that can change the economy’s potential output. What is the impact of shits of the aggregate demand curve on potential output? Illustrate your answer with a diagram.
6. (Supply Shocks) Give an example of an adverse supply shock and illustrate graphically. Now do the same for a beneficial supply shock.
References
McEachern, W. A. (2015). ECON macroeconomics (4th ed.). Stamford, CT: Cengage Learning
Solving the Issue of Cost Calculation in BPM Workbench
BPM Workbench does not automatically show the cost of the process. The following example shows how to solve
this issue.
1- Double click on each task
2- Click on “Resource Requirements”
3- Go to “Additional Resources”
- Click on the arrow (Step 1 in the figure) to show the list of the available roles.
- From the dropdown list, select the responsible person for this t.
Martha Rogers’ Science of Unitary Human BeingsFOR THE THEORY CRI.docxtienboileau
Martha Rogers’ Science of Unitary Human Beings
FOR THE THEORY CRITIQUE of Martha Rogers’ Science of Unitary Human Beings
SUGGESTION: Get article/s which are CRITIQUES of the THEORY ASSIGNED TO YOU
CRITERIA
UNITS OF ANALYSIS
CRITIQUE ARTICLE NO. 1
(Author of Critique)
CRITIQUE ARTICLE NO. 2
(Author of Critique)
MY VIEWPOINT
(3.1) Relationship between
structure and function
(3.1.1) Clarity
(3.1.2) Consistency
(3.1.3) Simplicity / Complexity
(3.1.4) Tautology / Teleology
(3.2) Diagram of Theory
(3.2.1) Visual and Graphic Presentation
(3.2.2) Logical Representation
(3.2.3) Clarity
(3.3) Circle of Contagiousness
(3.3.1) Graphical origin of theory and geographical spread
(3.3.2) Influence of theorist versus theory
(4) Usefulness
(4.1) Practice
(4.1.1) Direction
(4.1.2) Applicability
(4.1.3) Generalizability
(4.1.4) Cost Effectiveness
(4.1.5) Relevance
(4.2) Research
(4.2.1) Consistency
(4.2.2) Testability
(4.2.3)
Predictability
(4.3) Education
(4.3.1) Philosophical Statement
(4.3.2) Objectives
(4.3.3) Concepts
(4.4) Administration
(4.4.1) Structure of Care
(4.4.2) Organization of Care
(4.4.3) Guidelines for Patient Care
(4.4.4) Patient Classification System
(5) External Components of Theory
(5.1) Personal Values
(5.1.1) Theorist implicit/explicit values
(5.2) Congruence with other professional values
(5.2.1) Comlementarity
(5.2.2) Esoterism
(5.2.3)
Competition
(5.3) Congruence with social values
(5.3.1) Beliefs
(5.3.2) Values
(5.3.3) Customs
(5.4) Social Significance
ISM 645 Mission, Vision, and Time Horizon Statement (MVTH)
Worksheet
The following information is provided to assist you in writing the Mission, Vision, and Time Horizon
Statements.
Writing the Mission Statement – Comparisons
The mission statement describes the purpose of the organization and the reason the business or business
unit exists. You will be creating an IT mission statement for the Acme Company. Review the article,
“Mission Statements.” Then, based on what you have learned, evaluate the mission statements of the
following service companies:
• Microsoft®
“At Microsoft, our mission and values are to help people and businesses throughout the
world realize their full potential.”
• Apple®
“Apple designs Macs, the best personal computers in the world, along with OS X, iLife, iWork
and professional software. Apple leads the digital music revolution with its iPods and iTunes
online store. Apple has reinvented the mobile phone with its revolutionary iPhone and App
store, and is defining the future of mobile media and computing devices with iPad.”
In your evaluation, consider the positive aspects as well as the shortfalls of the statements. Do your own
additional research on these companies and consider whether the company’s strategic approach aligns
with its mission statement.
Writing the Vision Statement – Comparisons
The vision statement describes the business o.
Running head: RISK REDUCTION 1
RISK REDUCTION 4
Risk reduction
Paul Grasso
CSU
Unit 6 Project EMS Risk Reduction
Risk reduction
Complete a cost vs. benefit analysis report for your risk reduction program.
Cost-benefit analysis refers to a technique that is used in the comparison of the total costs that are incurred in a certain project or a program with the benefits, and it uses monetary units as the common metric. The costs that would be incurred in the implementation of a risk-reduction program includes the total cost of the activity including both the direct and the indirect costs as well as the costs of the potential risks that are likely to arise (Pearce, Atkinson, & Mourato, 2006). The cost depends on the approach of the program, and it looks into all the activities which are conducted as part of the systematic analysis and in the planning process including research. Additional expenses regarding money, time and other resources are considered to be more reasonable from the perspective of the willingness of the members of the public to incur expenses because these costs to a great extent aids in the reduction of the level or costs associated with the risks
In the implementation of a risk reduction program, benefits refer to the advantages that the organization is likely to accrue as a result of the implementation. The benefits include all the direct as well as the indirect revenues and the intangible benefits such as increased level of productivity due to factors such as the improvement in morale and safety of the employee’s and also an increase in the level of sales as a result of the customer’s goodwill. Lots of benefits are derived from the use of additional resources to inhibit risks from taking place.
Cost-benefit analysis aids in the calculation of the benefit or the net cost that is associated with a certain program. A lot of care should be taken in the process of cost-benefit analysis to ensure that neither cost nor benefits are underestimated or overestimated. Before the implementation of the risk reduction program, one should compare the aggregate cost and benefits to ensure that the benefits of implementation outweigh the cost. A program is said to be rational if the costs are less than the benefits and in case of this, it can thus be easily put forward. In the case that the costs are greater than the benefits, a review of the project should be done to increase the benefits or decrease the cost so that the program can be made viable (Quah, & Toh, 2012).
References
Pearce, D., Atkinson, G. & Mourato, S. (2006). Cost-benefit analysis and the environment : recent developments. Paris: Organisation for Economic Co-operation and Development.
Quah, E. & Toh, R. (2012). Cost-benefit analysis : cases and materials. Milt ...
Question and Answers from - A benefits management framework for prioritising programmes webinar
Monday 17 February 2020
presented by:
Dr Hugo Minney
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/a-benefits-management-framework-for-prioritising-programmes-webinar/
This supports the APM publication “A guide to using a benefits management framework” and takes participants through the implementation process:
https://www.apm.org.uk/book-shop/a-guide-to-using-a-benefits-management-framework/
Presentation slides:
https://www.slideshare.net/assocpm/a-benefits-management-framework-for-prioritising-programmes-webinar-17-february-2020
DETAILED INSTRUCTIONS FOR CUTBACK SCENARIOOnce you have opened .docxcuddietheresa
DETAILED INSTRUCTIONS FOR CUTBACK SCENARIO
Once you have opened “Revenue Adjustment Template” – an Excel Spreadsheet…
1) Go past the first 6 lines. But notice there are two different rates – the first is the reduction percentage (-10%) for all departments except for one, and the 2nd (-5%) for Human Services.
2) The next area is entitled “Arapahoe County 2015 Budget Including All Funds.”
3) Replace F5, which currently says “(your dept)” with your assigned department. Your department is assigned as follows:
For student ids ending in 1, Assessor’s Office
For student ids ending in 2, Clerk & Recorder’s Office
For student ids ending in 3, Community Resources
For student ids ending in 4, County Attorney
For student ids ending in 5, Finance
For student ids ending in 6, Human Resources
For student ids ending in 7, Human Services
For student ids ending in 8, Information Technology
For student ids ending in 9 or 0, Public Works
4) Get data (under the Assignments tab).
5) The .pdf file called “Complete 2015 Adopted Budget” has budget data for this area of the spreadsheet.
6) Adopted budget data can be found on different pages for different departments.
For the Assessor’s Office, it’s in the “Budget Summary” table on page 168 (180 of 399).
For the Clerk & Recorder’s Office… on page 178 (190 of 399).
For Community Resources… on page 188 (200 of 399).
For County Attorney’s Office… on page 200 (212 of 399).
For Finance… on page 213 (225 of 399).
For Human Resources… on page 218 (230 of 399).
For Human Services… on page 222 (234 of 399).
For Information Technology… on page 228 (240 of 399).
For Public Works & Development… on page 243 (255 of 399).
7) Fill in the amounts for all Expenditure Categories present (as many as you have) from the far right column of the Summary Budget Table into B7 through B14 (in the column called “2015 Adopted Budget”).
a. To save keying mistakes, you can highlight only 1 number at a time in the .pdf, copy it, and paste it into the spreadsheet. Warning: If you try 2 or more numbers at a time, Excel will paste it as a text field, not a number. You cannot do anything (add, subtract,…) with text.
b. Do not try to copy a “dash” from the .pdf, which means zero. Just enter 0 in the spreadsheet
8) Total the column (in B15) to check against the .pdf’s total. B15 should be: =sum(B7:B14)
9) Next, locate your department’s General Fund spending by category. These amounts start in Appendix 7, on page 358 (370 of 399). Only Assessor’s Office is on that page. Clerk & Recorder’s Office is on the following page, p. 359 (371 of 399). The rest of the departments are on the next 4 pages – through page 363 (375 of 399). Public Works & Development finishes on the top of page 363, continued from the bottom of the previous page, p. 362 (374 of 399). Enter the amounts from the Expenditure Categories present from the FAR RIGHT column into B19 through B26 in the column called “2015 Adopted Budget.”
10) Total the column (in B27) to check ag ...
Similar to Budget AnalysisARAPAHOE COUNTY BUDGET PROJECTION 1ST WAY (Regressi.docx (20)
BUSI 330Collaborative Marketing Plan Final Draft Instructions.docxrichardnorman90310
BUSI 330
Collaborative Marketing Plan Final Draft Instructions
Include the following in your Group Discussion Board Forum:
1. A report with the final Marketing Plan that includes the three previous drafts, attached as an MS Word file. In addition, this final MP must include the following sections:
· Marketing Programs & Financial Projections.
You should review pp. 54–55 of the text for examples of the key issues that should be discussed within these sections of the MP. You will need a comprehensive marketing program, which includes a discussion of: the Product Strategy, the Pricing Strategy, the Promotion Strategy and the Distribution (channels) Strategy.
The last section on Financial Projections should show a 5-year projection of expected revenues. In addition, you should present some type of idea when BE (break-even) will take place. Companies that introduce new products generally do not make a profit in “year 1” because of the high development and marketing costs required to test and launch the product. Obtaining costs will be difficult, but you should try to estimate costs.
· Executive Summary (ES)
Finally, once the MP is written, you will need to write the Executive Summary. The ES is written last but is placed right after the Table of Contents. You will want the reader to see the ES first. if they like it, they may read on. If it does not excite the reader, the MP will likely be discounted. The ES should contain only the most important findings, conclusions, and recommendations contained within your plan.
· The Table of Contents
The Table of Contents contains a list of the major sections of your marketing plan with the names of the group members that participated in the actual writing of each section. This will allow the instructor to evaluate each member’s contribution to the overall group project.
· Appendices
The only Appendix required is a reference list. Keep in mind that data and key information may need citations, but will surely require a reference list. A plan with no references will be considered marginal since information sources add considerable credibility to the ideas in your plan.
Your Collaborative Marketing Plan Final Draft must be submitted by 11:59 p.m. (ET) on Friday of Module/Week 8.
Running head: 1
4Group 4-Crystal ArzolaEdwin BrannanLevi ClarkJennifer HardyBrodee Whichard
Liberty UniversityDraft 1-Marketing Plan
1. Executive Summary
Our marketing plan is for the pediatric rack system used by g-tube patients to be distributed and sold through the Fortune 500 company, Owens & Minor.
2. Company Description
Owens and Minor was established by cofounders Otho O. Owens and G. Gilmer Minor in 1882 to provide healthcare services for the local Richmond community. What started as a drugstore, in a now historic landmark, quickly grew to buy out competitor drugstore Bodeker Drug Company in 1954. With this acquisition, the company briefly changed names to Owens, Minor & Bodeker, commonly known in that day as OMB. In pre.
BUSI 460 – LT Assignment Brief 1
ACADEMIC YEAR 2020 – SPRING TERM
MBA
(MASTER OF BUSINESS ADMINISTRATION)
BUSI 460 – CONSLTING PRACTICE
INSTRUCTOR: DR. PAURIC P. O’ROURKE
LEARNING TEAM (LT) ASSIGNMENT BRIEF –
LAYERED
TOPIC: LT CONSULTING PROJECT CASE STUDY
35% OF TOTAL COURSE GRADE
(Part 1-5% -W6, Part 2-10% -W7, Part 3 - 15%-W10 &
Part 4 - 5%- W11)
SUBMISSION DATES: VARIES - WEEKS 6, 7, 10 &
11 ONLINE VIA STUDENT PORTAL(MOODLE)
TURNITIN LINK
Self-Selected Learning Team Group (LT Group)
N= Name. Cell = Mobile. e = E Mail Address. f/t/i = Facebook. or Twitter or Instagram Account
Members of Group Written Assignment Learning Team:
1.N:______________ C: __________ e: ___________f/t/i: ___________
2.N:______________ C: __________ e: ___________f/t/i: ___________
3.N:_______________ C: __________ e: ___________f/t/i: ___________
4.N:______________ C: __________ e: ___________f/t/i: ___________
If you change any of your contact details, such as cell number, you are obliged to let your team members know in advance asap.
Important: Sharing such personal contact details is totally optional and up to each individual student but it does make arranging
meetings outside of class time, which you will have to do in this subject must easier. Sharing of such information is on the strict basis
BUSI 460 – LT Assignment Brief 2
and understanding that such information will not be misused or passed on to third parties without the individual’s consent. Any breach
of this will be reported to the University Authorities.
Learning Outcomes:
On successful completion of this assignment the student will be able:
1. To develop abilities to gather, analyse, interpret and evaluate information on a
management consulting task and project related topic(s).
2. To strengthen conceptual and analytical skills in the study management
consulting.
3. To build tangible links between the theory and practice of management
consulting.
4. To heighten awareness and understanding of management consulting in action
and gain greater self-awareness of oneself as a consultant.
5. To develop and present thoughts, arguments, and informed opinions in a logical
and coherent way.
6. To develop creativity and critical management skills.
7. To develop skills in case study navigation and analysis.
8. To demonstrate academic and management research, proposal, report writing
and composition skills with academic and business integrity.
9. To consistently apply the APA system of academic referencing.
10. To demonstrate word processing and IT skills
11. To develop project and time management skills.
12. To develop team working skills in order to function as a high performance team.
13. To develop healthy and functional work habits in progressing confidently and
consistently towards a defined submission deadline date.
Learning Team (LT) Assignment – Overall Task
Usin.
BUS475 week#7Diversity in the work environment promotes accept.docxrichardnorman90310
BUS475 week#7
Diversity in the work environment promotes acceptance, respect, and teamwork despite differences in race, age, gender, language, political beliefs, religion, sexual orientation, communication styles, and other differences. Discuss the following:
If you were starting a business that required you to hire new personnel, would diversity be a priority? How important would it be to you on a list of other considerations? Explain.
.
BUS475week#5In Chapter 11 of your textbook, you explored import.docxrichardnorman90310
BUS475/week#5
In Chapter 11 of your textbook, you explored important areas of risk and opportunity for society and companies such as the role of technology in business and society, cybersecurity, privacy, robotics, genetically engineering and others.
Discuss questions or concerns or enthusiasm you have regarding one of these areas (or other similar area of your choice) that are changing due to technological advance
.
BUS475week#6Share a recent or current event in which a busine.docxrichardnorman90310
BUS475/week#6
Share a recent or current event in which a business or government failed to protect consumers. What were the failures? Who were the victims? What can or could be done to prevent such failures in the future? Do your findings change the way you will support the company in the future?
You are encouraged to share resources that introduce or illuminate the event.
.
BUS475v10Project PlanBUS475 v10Page 2 of 2Wk 4 – App.docxrichardnorman90310
BUS/475v10
Project Plan
BUS/475 v10
Page 2 of 2
Wk 4 – Apply: Project Plan
Project Title: Project Objectives:
· List project objective
· List project objective
· List project objective
Operational Step
Responsible Person
Timeline
Example
Project Title: Desert Taco Opportunity
Description: Based on initial feedback from customer surveys, online discussion/social media groups, and SWOT analyses, you’ve determined that there is an opportunity to increase your organization’s customer base through the introduction of desert tacos in your food truck menu.Project Objectives:
· Identify the top 3 potential customer groups for this opportunity and describe their characteristics and preferences
Operational Step
Responsible Person
Timeline
Review the organization’s customer database to determine potential customer groups
Leo (Market Research Manager)
9/30 (1 week)
Identify the top 3 groups to target based upon volume, brand loyalty, and location
Betty (Director of Marketing)
10/7 (2 weeks)
Survey customers regarding food preferences and potential menu items
Tom (Customer Service Representative)
10/21 (4 weeks)
Share customer feedback with inventory and operational teams
Betty/Tom
10/28 (5 weeks)
Determine the top 5 locations and times to complete a pilot study with your test market.
Operational Step
Responsible Person
Timeline
Review sales data to determine peak sales opportunities by location
Jim (Director of Sales)
9/30 (1 week)
Identify the top 5 locations in which to conduct the desert taco pilot
Jim
10/7 (2 weeks)
Create marketing collateral and social media communications to promote the desert taco pilot
Oliver (Media Relations Manager)
10/21 (4 weeks)
Provide expected volume and product information for the inventory team
Jim
10/7 (2 weeks)
Estimate the required inventory and supply chain needs necessary to support the desert taco pilot
Operational Step
Responsible Person
Timeline
Based on expected customer volume, locations, and times, determine the product inventory required to support the pilot.
Louise (Controller)
10/14 (3 weeks)
Source supply companies and obtain product pricing quotes and delivery timelines.
Louise
10/21 (4 weeks)
Determine shipment and storage needs to support the pilot.
Louise and Ben (Operations Manager)
10/21 (4 weeks)
Purchase product for the pilot and arrange transportation to support the desert taco pilot at the various locations.
Louise
10/28 (5 weeks)
Copyright 2019 by University of Phoenix. All rights reserved.
Copyright 2019 by University of Phoenix. All rights reserved.
Running head: TESLA EXPANSION 2
TESLA EXPANSION 2
Tesla Global Expansion
Shawn Cyr
BUS 475
31 March 2020
Mr. Simpson
The opportunity which Tesla needs to exploit is to go into expand its market into the developing countries. The reason for choosing this opportunity is that Tesla today operates in a small market. The company has the majority of its revenues from the United States with a small percentage from China. .
BUS472L – Unit 2 & 4 AssignmentStudent Name ___________________.docxrichardnorman90310
BUS472L – Unit 2 & 4 Assignment
Student Name: ______________________
Instructions:
Unit 2: Replace fields within [brackets] with applicable data for your project. First, list out deliverables and work packages; which align to your project scope. Feel free to add additional lines as applicable based on your project size. Ensure to update the WBS # and indent lines as applicable. Add in estimated start and completion dates, owners (person responsible for ensuring the activity is completed), and then shade the applicable columns to represent the length of each activity to create a Gantt chart. Ignore the predecessor column for Unit 2. Then fill in the Resource Chart, the resources should align to the activity owners that you assigned in your WBS.
Unit 4: Update your WBS below to include predecessors (this will be the WBS # of the activity that must be completed prior to starting that activity). Note be sure to check then your expected start and completion dates reflect properly based on your predecessors. Next, set at least two tasks to run in parallel. Finally, complete the below critical path and resource constraint/leveling instructions below.
Project WBS (Unit 2 & 4)
WBS #
Activity Name
Expected
Start
Expected Completion
Activity Owner
Predecessor
1st Quarter
2nd Quarter
3rd Quarter
4th Quarter
UNIT 4
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
1
[Project Name]
1.1
Initiate
1.1.1
[Deliverable 1]
[2/1/2020]
[3/15/2020]
[Bob Smith]
1.1.2
[Deliverable 2]
[3/15/2020]
[4/30/2020]
1.2
Planning
1.2.1
[Deliverable 3]
1.3
Execution
1.3.1
[Deliverable 4]
1.3.1.1
[Work Package 1]
1.3.1.2
[Work Package 2]
1.3.2
[Deliverable 5]
1.3.3
[Deliverable 6]
1.4
Close
1.4.1
[Deliverable 7]
Resource Chart: (Unit 2)
Name
Role
% of time dedicated to the project
[Bob Smith]
Project Manager
95%
Critical Path: (Unit 4)
The project critical path is important; because if an activity on the critical path delays; the project delays. In looking at your project, what activities are on your critical path (note all might be if you have your activities in serial sequence)? How could you work to limit the number of activities on the critical path? How could you proactively put measures in place so if an activity slips by a couple days the entire success of the project is not jeopardized? Respond with at least 5-6 sentences.
Response:
Resource Constraints: (Unit 4)
Your project may or may not have resource constraints. A resource constraint would be present if you have an individual working on one or multiple activities and do not have enough capacity in order to finish that activity on time. In reflection of your pr.
BUS308 Week 4 Lecture 1
Examining Relationships
Expected Outcomes
After reading this lecture, the student should be familiar with:
1. Issues around correlation
2. The basics of Correlation analysis
3. The basics of Linear Regression
4. The basics of the Multiple Regression
Overview
Often in our detective shows when the clues are not providing a clear answer – such as
we are seeing with the apparent continuing contradiction between the compa-ratio and salary
related results – we hear the line “maybe we need to look at this from a different viewpoint.”
That is what we will be doing this week.
Our investigation changes focus a bit this week. We started the class by finding ways to
describe and summarize data sets – finding measures of the center and dispersion of the data with
means, medians, standard deviations, ranges, etc. As interesting as these clues were, they did not
tell us all we needed to know to solve our question about equal work for equal pay. In fact, the
evidence was somewhat contradictory depending upon what measure we focused on. In Weeks 2
and 3, we changed our focus to asking questions about differences and how important different
sample outcomes were. We found that all differences were not important, and that for many
relatively small result differences we could safely ignore them for decision making purposes –
they were due to simple sampling (or chance) errors. We found that this idea of sampling error
could extend into work and individual performance outcomes observed over time; and that over-
reacting to such differences did not make much sense.
Now, in our continuing efforts to detect and uncover what the data is hiding from us, we
change focus again as we start to find out why something happened, what caused the data to act
as it did; rather than merely what happened (describing the data as we have been doing). This
week we move from examining differences to looking at relationships; that is, if some measure
changes does another measure change as well? And, if so, can we use this information to make
predictions and/or understand what underlies this common movement?
Our tools in doing this involve correlation, the measurement of how closely two
variables move together; and regression, an equation showing the impact of inputs on a final
output. A regression is similar to a recipe for a cake or other food dish; take a bit of this and
some of that, put them together, and we get our result.
Correlation
We have seen correlations a lot, and probably have even used them (formally or
informally). We know, for example, that all other things being equal; the more we eat. the more
we weigh. Kids, up to the early teens, grow taller the older they get. If we consistently speed,
we will get more speeding tickets than those who obey the speed limit. The more efforts we put
into studying, the better grades we get. All of these are examples of correlations.
Correlatio.
BUS301 Memo Rubric Spring 2020 - Student.docxBUS301 Writing Ru.docxrichardnorman90310
BUS301 Memo Rubric Spring 2020 - Student.docx
BUS301 Writing Rubric
Performance Dimensions
N/A
Not Met
Met
Comments
Organization (OABC)
Opening gets attention, provides context, and introduces topic
0
1
Agenda previews content of the document
0
1
Body
0
2
Sound paragraphing decisions (length and development)
Paragraphs limited to one topic per paragraph
Complete discussion of one topic before moving to next topic
Transitions and flow between paragraphs smooth
The overall flow/logic/structure of document is apparent
Closing summarizes and concludes, recommends, if appropriate
0
1
Content
The content of the document is relevant; information meaningful
0
2
The document is developed with adequate support and examples
0
2
The content is accurate and appropriate, with insightful analysis
0
2
Proofreading
The grammar and spelling are correct (proofread)
0
3
Punctuation—comma usage, capitalization, etc.—used correctly
0
3
The sentence structure and length are appropriate
0
1
Format
Appropriate formatting is used for type of document written
0
1
Good use of font, margins, spacing, headings, and visuals
0
1
[11/2016]
Example - Good - Corrected student example Spring 2020.docx
TO: Professor __________
FROM: Suzy Student
DATE: February 1, 2020
SUBJECT: Out of Class Experience – Cybersecurity Conference
Cybersecurity is a topic everyone should be concerned about, so I attended the 3rd Annual Cybersecurity Event held in the Grawn Atrium. I gained insight and knowledge from listening to the speakers that came from different kinds of industries. In this memo, I will discuss what I learned from the speaker and two takeaways: 1) cybersecurity is everywhere, 2) personal identifiable information, and 3) cybersecurity for the business student.
Cybersecurity is Everywhere
The conference was an opportunity to learn about cybersecurity. The first speaker talked about how companies are attacked in many different ways every day. The “bad guys” are trying to steal company information as well as employee information. Both kinds of information are valuable on the black market. The second speaker talked about the internet of things (IoT). These are things that are attached to the internet. The speaker talked about autonomous cars and medical equipment (heart) that talks to the internet. She talked about how cyber can and should influence designs. “Things” must be created with cybersecurity included in every step of the design. The last speaker talked about how my information has value. The “bad guys” steal my information and people want to buy it. Making money is one reason hackers steal millions of records.
Personal Identifiable Information
Personal Identifiable Information (PII) is any information relating to an identifiable person. There are laws in place to help make sure this information is secure. This topic is a takeaway for me because I had no idea my data had any value t.
BUS 206 Milestone Two Template To simplify completi.docxrichardnorman90310
BUS 206 Milestone Two Template
To simplify completing this milestone, use this template to help you write your essay. You may use each
heading as a starter sentence and then discuss the legal issues presented in the case study using the
following guide, if you choose. Be sure to explain and elaborate on how each term applies to the story.
Be sure to incorporate the facts of the case into your explanation and analysis.
Remember that the document you submit should follow the formatting guidelines described in the
Milestone Two Guidelines and Rubric document.
A. Various elements must be present to prove that a valid contract exists between Sam and the
chain store.
The four elements to a contract are . (Chapter 13)
The first element of would be deemed to exist if [describe facts that
are or should be present].
The second element of would be deemed to exist if [describe facts
that are or should be present].
The third element of would be deemed to exist if [describe facts that
are or should be present].
The fourth element of would be deemed to exist if [describe facts
that are or should be present].
If the elements of a contract did exist between these parties, there could still be some
possible reasons why a contract might not be valid based on facts not present in the
scenario. For example, if Sam was a minor at the time he made the agreement with
the chain store, the contract would not be valid because . List
some other reasons and elaborate on why a contract might be invalid.
Discuss and explain any other information you deem relevant to this answer.
(Chapters 13, 14, 15, and 16)
B. Even if there is not a valid legal contract between Sam and the chain store, there may still be
a quasi-contract (Chapter 13) or elements of what is called a promissory estoppel. (Chapter
15)
A quasi-contract is defined as . In this case, a quasi-contract may exist
if the following facts are true: . (Chapter 13)
A promissory estoppel is defined as . This principle might apply to this
case if . (Chapters 13 and 16)
Discuss and explain any other information you deem relevant to this answer.
C. The rights and obligations of both the landlord and tenant depend upon the term of their
contract. Such a contract may be verbal or in writing under a standard residential lease
agreement. (Chapters 13 and 50)
Some facts that may support that Sam is in breach of that contract are
.
Some facts that may support that Sam is not in breach of that contract are
. (Chapters 16, 17, and 50)
Discuss and explain any other information you deem relevant to this answer.
D. Based upon those rights and obligations, Sam’s landlord has/does not have grounds to evict
because .
Elaborate and explain.
E. Some defenses Sam might raise if his landlord tries to evict him include
because .
Elaborate .
Bunker Hill Community College MAT 093 Foundations of Mathema.docxrichardnorman90310
Bunker Hill Community College | MAT 093 Foundations of Mathematics
1
Name: _________________________ Section: MAT093- z
MAT093 MIDTERM EXAM (FORM A)
1. Ryan makes $1800 a month after taxes. Her rent is $725, utilities are $140, and her phone
is $78. She spends $250 on food, $95 on car insurance, and $180 on gas.
a) How much money does Ryan have left each month after paying all her expenses?
b) If Ryan decides to save $150 per month to build an emergency fund, how long will it
take her to save two months’ salary (the recommended value for an emergency
fund)?
2. Little Acorns Daycare Center is constructing an enclosed play yard. They must choose from
three different designs: a rectangle measuring 28 feet by 22 feet, a square measuring 25
feet on each side, or a rectangle measuring 35 feet by 18 feet.
a) What is the area of each of the proposed yards?
Yard #1:
Yard #2:
Yard #3:
b) Which proposed yard would require the least fence to make the enclosure?
A four-function calculator is permitted. Cellphones may not be used as calculators. Each question
will be graded in accordance with the rubric attached at the end of this test. Show all work on the
test or on the work paper provided. The minimum passing grade is 65%. You have one chance to
retake the exam.
Bunker Hill Community College | MAT 093 Foundations of Mathematics
2
3. You feed your gerbil
1
8
cup of seeds each day. If the seeds come in packages of
1
2
2
cups, for
how many days does a package of seeds last?
4. Joan waters her plants each day with
3
22
4
gallons of water. With a new irrigation system
in place, she uses
2
17
3
gallons of water each day. How many gallons of water does she save
in a 30-day period with the irrigation system?
5. A grocery store donated 60 dozen hot dog rolls to the local Youth Baseball League for their
Opening Day ceremonies. A total of 679 hotdogs were served.
a) How many dozen rolls were used? (Express your answer in mixed number form)
b) How many dozen rolls were left?
6. The beneficiary of a life insurance policy is the person who receives the payment of the
amount of insurance after the death of the insured. Todd is establishing his beneficiaries
for his life insurance policy. The policy is for $150,000. His daughter will get
1
2
of his
policy, his stepson will get
3
8
of his policy, and the rest will go to his grandson. What dollar
amount will his grandson receive?
Bunker Hill Community College | MAT 093 Foundations of Mathematics
3
7. Rosalie buys her lunch three times a week at the deli near her office. She usually spends
$7.50 for a sandwich, chips, and a drink. In order to save money, she decides to pack her
lunch at home and bring it with her. She estimates that a sandwich will cost her $2.00, a
bag of.
Bullying and cyberbullying of adolescents have become increasingly p.docxrichardnorman90310
Bullying and cyberbullying of adolescents have become increasingly popular media topics. Why do you think schools are often ineffective in reducing rates of bullying and cyberbullying? Imagine you are an administrator at a middle or high school. What specific activities would you engage in to deter students from bullying their peers?
.
Building an Information Technology Security Awareness an.docxrichardnorman90310
Building an Information
Technology Security Awareness
and Training Program
Mark Wilson and Joan Hash
NIST Special Publication 800-50
C O M P U T E R S E C U R I T Y
Computer Security Division
Information Technology Laboratory
National Institute of Standards and Technology
Gaithersburg, MD 20899-8933
October 2003
U.S. Department of Commerce
Donald L. Evans, Secretary
Technology Administration
Phillip J. Bond, Under Secretary for Technology
National Institute of Standards and Technology
Arden L. Bement, Jr., Director
Reports on Computer Systems Technology
The Information Technology Laboratory (ITL) at the National Institute of Standards and Technology
(NIST) promotes the U.S. economy and public welfare by providing technical leadership for the Nation’s
measurement and standards infrastructure. ITL develops tests, test methods, reference data, proof of
concept implementations, and technical analyses to advance the development and productive use of
information technology. ITL’s responsibilities include the development of technical, physical,
administrative, and management standards and guidelines for the cost-effective security and privacy of
sensitive unclassified information in Federal computer systems. This Special Publication 800-series
reports on ITL’s research, guidance, and outreach efforts in computer security, and its collaborative
activities with industry, government, and academic organizations.
U.S. GOVERNMENT PRINTING OFFICE
WASHINGTON: 2003
For sale by the Superintendent of Documents, U.S. Government Printing Office
Internet: bookstore.gpo.gov — Phone: (202) 512-1800 — Fax: (202) 512-2250
Mail: Stop SSOP, Washington, DC 20402-0001
NIST Special Publication 800-50
Authority
This document has been developed by the National Institute of Standards and Technology (NIST) in
furtherance of its statutory responsibilities under the Federal Information Security Management Act
(FISMA) of 2002, Public Law 107-347.
NIST is responsible for developing standards and guidelines, including minimum requirements, for
providing adequate information security for all agency operations and assets, but such standards and
guidelines shall not apply to national security systems. This guideline is consistent with the requirements
of the Office of Management and Budget (OMB) Circular A-130, Section 8b(3), Securing Agency
Information Systems, as analyzed in A-130, Appendix IV: Analysis of Key Sections. Supplemental
information is provided A-130, Appendix III.
This guideline has been prepared for use by federal agencies. It may be used by nongovernmental
organizations on a voluntary basis and is not subject to copyright. (Attribution would be appreciated by
NIST.)
Nothing in this document should be taken to contradict standards and guidelines made mandatory and
binding on federal agencies by the Secretary of Commerce under statutory author.
Building a company with the help of IT is really necessary as most.docxrichardnorman90310
Building a company with the help of IT is really necessary as most of the daily things are running via technology these days and while using technology you must have some minimum criteria for all of those who are using it. Usually, the company must make some policies for internal use and external use, so that where someone crosses the line, they are able to catch hold of them and take a severe action as per the business policies. Now this is really important because due to an error from one person there are other people who would get affected, and there are multiple stages to those areas, that checks the severity of all of those mistakes.
Here some of them that is general while making policies, such as visiting pornographic web sites using company computer is not allowed, disrupting another’s data or computer system and sharing corporate database information. When employees make any of these mistakes, then companies have authorities to terminate employees from the business. Usually every employee is supposed work as per the basic rules or you can say acceptable usage policy. While using company materials and internet, because most of the office work is done over the internet, like using cloud or any other online applications. This allows you to have full access to outside world, but you must know what are the DO’s and Don’t’s. This will help you stick to the company for long time and also grow with the company as much as possible (Information Resources Management Association. International Conference).
These are made by looking at the history, because most of the employees have made some worst things in the history for personal benefits and ended sharing company details with outsiders, and hampered own company value. Using such valuable data, someone from outside can take over the company or misuse the data or they can do anything that can hurt the business directly. When the business owners are going under loss, the company can take actions against such activity or people who are committing those mistakes.
References
Information Resources Management Association. International Conference. Challenges of Information Technology Management in the 21st Century:
Primary Source Document
with Questions (DBQs)
E X C E R P T S F R O M I N S T R U C T I O N S T O M Y D A U G H T E R
By Song Siyŏl
Introduction
Song Siyŏl (1607‐1689) was a prominent scholar and official. This piece was written for his oldest daughter on the
occasion of her marriage and subsequently became an important tutelary text that circulated among elite families.
By the time this text was written, the patterns of patrilocal residence and patrilineal descent advocated by Neo‐
Confucian reformers early in the Chosŏn dynasty had become well established.
Document Excerpt with Questions (Longer selection follows this section)
From Sources of Korean Tradition, edited by Yŏng‐ho Ch’oe, Peter H. Lee, .
Building a Comprehensive Health HistoryBuild a health histor.docxrichardnorman90310
Building a Comprehensive Health History
Build a health history for a 55-year-old Asian female living in a high-density public housing complex –
Introduction of the paper, then explain
1. How would your communication and interview techniques for building a health history differ with each patient?
2. How might you target your questions for building a health history based on the patient’s social determinants of health?
3. What risk assessment instruments would be appropriate to use with the patient, or what questions would you ask the patient to assess his or her health risks?
4. Identify any potential health-related risks based upon the patient’s age, gender, ethnicity, or environmental setting that should be taken into consideration.
5. Select one of the risk assessment instruments presented in Chapter 1 or Chapter 5 of the Seidel's Guide to Physical Examination text, or another tool with which you are familiar, related to your selected patient.
6. Develop at least eight targeted questions you would ask the selected patient to assess his or her health risks and begin building a health history.
Resources
Ball, J. W., Dains, J. E., Flynn, J. A., Solomon, B. S., & Stewart, R. W. (2019). Seidel's guide to physical examination: An interprofessional approach (9th ed.). St. Louis, MO: Elsevier Mosby.
· Chapter 1, “The History and Interviewing Process”
· Chapter 5, “Recording Information” provides methods for maintaining clear and accurate records, also explore the legal aspects of patient records.
Sullivan, D. D. (2019). Guide to clinical documentation (3rd ed.). Philadelphia, PA: F. A. Davis.
· Chapter 2, "The Comprehensive History and Physical Exam" (pp. 19–29)
R Ryanne, W., & Lori A, O. (2015). Implementation of health risk assessments with family health history: barriers and benefits. Postgraduate Medical Journal, 1079, 508.
Lushniak, B. D. (2015). Surgeon general’s perspectives: family health history: using the past to improve future health. Public Health Reports, 1, 3.
Jardim, T. V., Sousa, A. L. L., Povoa, T. I. R., Barroso, W. K. S., Chinem, B., Jardim, L., Bernardes, R., Coca, A., & Jardim, P. C. B. V. (2015). The natural history of cardiovascular risk factors in health professionals: 20-year follow-up. BMC Public Health, 15, 1111.
ITS 832
Chapter 5
From Building a Model to Adaptive Robust
Decision Making Using Systems Modeling
InformationTechnology in a Global Economy
Professor Miguel Buleje
Introduction
• Modeling & Simulation
• Fields that develops and applies computational methods to
address complex system
• Addresses problems related to complex issues
• Focus on decision making abilities
• Opportunities to leverage interdisciplinary approach, and learn
across fields to understand complex systems.
• Legacy System Dynamics (SD) modeling and others
methods are presented
• Recent innovations
• What the future holds
• Examples
Systems Modeling
• Dynamic complexity
• Behavior evolves over time
• Mode.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
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.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
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Budget AnalysisARAPAHOE COUNTY BUDGET PROJECTION 1ST WAY (Regressi.docx
1. Budget AnalysisARAPAHOE COUNTY BUDGET
PROJECTION 1ST WAY (Regression)--Public WorksAdopted
Budgets for 2014 through 2017(by regression)
2018 ProjectionExpenditure
Category20142015201620172018Salaries and Wages$
7,491,467$ 7,804,584$ 8,086,791$ 8,232,077$
8,529,739<-- DO NOT COPY FROM HEREEmployee Benefits$
2,365,082$ 2,419,845$ 2,501,179$ 2,474,823$
2,542,872<-- AND PASTE INTO HERESupplies$ 2,511,620$
2,350,798$ 2,579,989$ 3,008,160$ 3,042,345[Read
instruction #14, after "IMPORTANT"]Services & Other$
10,081,347$ 11,704,317$ 12,943,006$ 6,527,952$
7,958,782Community Programs$ -$ -$ -$ -$ -Capital
Outlay$ 1,350,092$ 2,014,569$ 1,832,918$ 7,842,175$
8,083,588Central Services$ 2,045,442$ 2,499,827$
2,683,073$ 2,671,716$ 2,990,532Transfers$ 492,466$
548,106$ 384,962$ 511,563$
457,811Total$26,337,516$29,342,046$31,011,918$31,268,466$
33,605,667BUDGET PROJECTION 2ND WAY (Compounded
annual % change)--Public WorksExpenditure Category%
Change
2014-15% Change
2015-16% Change
2016-17Compounded Annual % Chg.(using compounded
annual % change)
2018 ProjectionSalaries and Wages4.2%3.6%1.8%3.19%$
8,494,874Employee Benefits2.3%3.4%-1.1%1.52%$
2,512,523BUDGET PROJECTION 2ND WAY (3-year moving
average)--Public WorksExpenditure Category3-yr average for
2014-162018 Projection = 3-yr average for 2015-17Supplies$
2,480,802.33$ 2,646,316Services & Other$ 11,576,223.33$
10,391,758Community Programs$ - 0$ -Capital Outlay$
1,732,526.33$ 3,896,554Central Services$ 2,409,447.33$
2,618,205Transfers$ 475,178.00$ 481,544ARAPAHOE
2. COUNTY 2018 BUDGET COMPARISON COMBINING 2
WAYS--Public Works% difference btw 2018 budget
and…Expenditure Category2018 Adop-
ted Budget2018 Low
Projection2018 High
ProjectionLow ProjectionHigh ProjectionSalaries and Wages$
8,570,370$ 8,494,874$ 8,529,7390.89%0.48%Employee
Benefits$ 2,589,033$ 2,512,523$
2,542,8723.05%1.82%Supplies$ 3,382,160$ 2,646,316$
3,042,34527.81%11.17%Services & Other$ 6,766,833$
7,958,782$ 10,391,758-14.98%-34.88%Community Programs$
-$ -$ -Capital Outlay$ 7,823,512$ 3,896,554$
8,083,588100.78%-3.22%Central Services$ 2,744,050$
2,618,205$ 2,990,5324.81%-8.24%Transfers$ 157,895$
457,811$ 481,544-65.51%-67.21%Total$ 32,033,853$
28,585,065$ 36,062,37712.06%-11.17%
Sheet2
Sheet3
INSTRUCTIONS FOR COMPLETING FORECASTING
ASSIGNMENT
You’re a budget analyst who’s tasked with doing a “sanity
check” on Arapahoe County’s 2018 adopted budget. In doing so,
you’ll need to think about the nature of forecasting. What we
are doing here, as budget examiners, is to build projections
using the previous years to develop our own independent
estimates of what to expect for the 2018 budget.
This type of analysis would usually be done on the front end as
part of budget formulation and is logically prior to budget
adoption. So we have to use “make believe” to get past the
timing being backwards.
By developing the baseline, this assignment demonstrates a
cardinal rule of analysis: it is easier to compare two items than
to examine a single item on its own merits. In the latter case, as
long as the folks producing the budget (or any set of numbers)
have been careful to maintain internal consistency, then we’re
3. left, as analysts, in the position of reviewing specific
assumptions, checking the math, etc. So highlighting the
differences with the baseline, composed of amounts the analyst
derived independently (using projections), is a time-honored
way to examine budgets.
An important distinction is that we’re going to look at two types
of costs: 1) those that we expect to follow a trend and 2) those
that vary without any apparent direction (no idea what to
expect). That’s not an absolutely true fact; rather it’s an
assumption, an assumption you’ll need to address as part of
your memo (more below).
The assumption about which spending categories that we expect
to take a particular direction (usually, up) over time, as opposed
to wandering about without any pattern, is pretty simple. Both
compensation categories—“Salary and Wages” and “Benefits”—
are personnel-related costs, which we would expect to trend up
over time, as salaries rise and benefits follow in turn. For these
compensation categories we use the two (2) trend-friendly
forecasting methods--based on the mere assumption of looking
for a trend--regression and constant % rate of change.
All of the other categories, beginning with Supplies, Services &
Other, etc., will be treated as if there’s no trend. For those non-
compensation categories--again, based on the mere assumption
of pattern-less variation--we use the trend-proof method moving
average to balance the regression. Often, the moving average
projection stretches out the range between minimum and
maximum projections because one of them (regression) will
follow an apparent trend and the other (moving average) will
ignore it. There may not be an apparent trend for Supplies,
Services & Other, etc. because (recall the assumption is that
there’s no trend) it’s by far an unexpected pattern. But in that
unexpected case where the prior-year budgeted amounts
increase or decrease consistently, the projected range will be
protected from too aggressively following the trend, because at
least one end of the range is based on ignoring the sequence of
4. the historical data (sequencing of data is what produces an
apparent trend).
You have the usual spreadsheet template and detailed
instructions to follow for doing the computations and writing
the memo. Here are the main steps accomplished by the detailed
instructions below to get your results, so you aren’t lost in the
"forest" by getting overwhelmed by the "trees":
· Load the data from the 2014-2017 budgets into rows 4-11 &
columns B-E.
· Use Forecast function to project 2018 spending (all categories)
via regression in F4–F11.
· Use constant % rate of change formula to project salary &
benefits spending in F17, F18.
· Use moving average to project non-compensation categories’
2018 spending in E22-E27.
· Use Min (in C34-C41) & Max (in D34-D41) functions to
produce low, high projections.
· Compare the budget amounts actually adopted for 2018—by
spending category and for the total budget (see row 42)—based
on the low (in C34-C42) and high (in D34-D42) projections.
Use % differences in E34-E42 (2018 budget – low
projection)/low projection and F34-F42 (2018 budget – high
projection)/ high projection to determine where the differences
may not be too alarming (for example, single-digit percentages).
DETAILED INSTRUCTIONS
1) At the top of the spreadsheet template is an area entitled
“Arapahoe Cty Budget Projection 1st Way (Regression).”
2) Replace E1, which says “(your dept)” with your assigned
department--same one as Cutback.
5. 3) Next, you’ll fill in 4 years of budgets for the 8 categories in
columns B through E, rows 4-11.
4) Find the budgets for 2014, 2015, 2016, and 2017 in the
attachments.
5) The .pdf files have budget data for this area of the
spreadsheet.
6) For each column, you have to go to a different .pdf file to get
the data. For 2014 Adopted Budget, which is in which is in
column E, open Complete 2014 Adopted Budget. Repeat for
years 2015, 2016, and 2017.
7) In each of the .pdf’s, you’ll find Summary Budget tables on
the following pages
Department
2014 Adopted Budget
2015 Adopted Budget
2016 Adopted Budget
2017 Adopted Budget
Assessor’s Office
p. 167 (179 of 397)
p. 168 (180 of 399)
p. 220 (232 of 415)
p. 218 (230 of 407)
Clerk & Recorder’s Office
p. 177 (189 of 397)
p. 178 (190 of 399)
p. 230 (242 of 415)
p. 228 (240 of 407)
Community Resources
p. 187 (199 of 397)
p. 188 (200 of 399)
p. 240 (252 of 415)
p. 238 (250 of 407)
County Attorney
6. p. 198 (210 of 397)
p. 200 (212 of 399)
p. 250 (262 of 415)
p. 247 (259 of 407)
Finance
p. 211 (223 of 397)
p. 213 (225 of 399)
p. 264 (276 of 415)
p. 265 (277 of 407)
Human Resources
p. 216 (228 of 397)
p. 218 (230 of 399)
p. 269 (281 of 415)
p. 269 (281 of 407)
Human Services
p. 220 (232 of 397)
p. 222 (234 of 399)
p. 273 (285 of 415)
p. 273 (285 of 407)
Information Technology
p. 226 (238 of 397)
p. 228 (240 of 399)
p. 278 (290 of 415)
p. 278 (290 of 407)
Public Works & Development
p. 241 (253 of 397)
p. 243 (255 of 399)
p. 292 (304 of 415)
p. 290 (302 of 407)
8) You will find a corresponding row for each “Expenditure
Category” under the “Budget Summary” table in the .pdf in A4-
A11 of your spreadsheet. IMPORTANT: All departments don’t
have all categories. Only the spending categories that apply to
each department are listed in the budgets. So, if your
department doesn’t list a particular category (for example,
“Community Programs”), enter 0. Also IMPORTANT: Make
7. sure to skip “Staff – FTE” row.
9) Enter the right-most column of data from the .pdf (labeled
“201x Adopted Budget”) into the spreadsheet in the column
(either B, C, D, or E) having the same year.
10) To save keying mistakes, you can highlight only 1 number
at a time in the .pdf, copy it, and paste it into the spreadsheet.
Warning: If you try 2 or more numbers at a time, Excel will
paste it as a text field, not a number. You cannot do anything
(add, subtract,…) with text. HINT: watch out for any numbers
that automatically align to the left (which text does) rather than
automatically aligning to the right (which numbers do).
11) In row 12, across from where it says “Total” in A12, we’re
going to add a total to check our copying from the .pdf just as
we did in the Cutback Scenario. For example B12 should be:
=sum(B4:B11)and so forth for C12, D12, and E12.
12) We’re ready for the first projection of 2018 spending! Let’s
start with Salary & Wages in F4.
13) There are two ways to approach this….
a) Either pick the Function from the menu (which you get by
picking it from the drop-down under “Formulas” or keying Alt-I
F). Once the window for functions comes up, under “select a
category” pick the drop-down for “All” (it’ll probably say
“Most Recently Used” initially, but “Forecast” probably isn’t
one of your most recently used functions). Now scroll down the
list and pick “Forecast” and click on the “OK” button. Where it
says “x” click on “2018” (that’s F3). Now hit tab to take you to
“known_y’s” and then drag the mouse across the budget
numbers for 2014-2017 (that’s B4 thru E4). Then hit tab to take
you to “known_x’s” and then drag the mouse across the years
for 2014-2017 (that’s B3 thru E3). If you’ve done this all
correctly, you should see out to the right of the cell ranges the
actual results, for example, 2018 for the first line, {2014,
2015,…} for the last line, and your actual budget amounts for
8. the middle line. Once you’ve got this, click on the “OK” button.
You should see a dollar amount projected for 2018 in F4 and it
should be in line with the amounts from 2014 thru 2017 (in B4
thru E4). That is, if amounts are mainly increasing from B4 to
E4, then you should see F4 > E4.
b) The other way to enter this function is just to start entering
it. So key =forecast( and once you enter the left parenthesis,
Excel figures out that you’re using a function and supplies the
instructions for the rest of it. You should see just below the cell
“FORECAST(x, known_y’s, known_x’s)” which is telling you
to click on F3 or enter “F3” or enter 2018 and, whether you
clicked or keyed, key a comma, which tells Excel you’re ready
for the next part, which is dragging the mouse across the budget
numbers for 2014-2017 (that’s B4 thru E4, which you can enter
as B4:E4) and keying another comma, and last dragging the
mouse across the years for 2014-2017 (that’s B3 thru E3),
keying the closing parenthesis, and hitting enter/return.
14) Repeat entering the “Forecast” function for F5 thru F11. If
you get a “#DIV/0! and you’ve got no data for that spending
category, don’t worry about it. Just delete the formula and leave
the field empty. Or you can enter zeros wherever there are blank
fields in column B thru E.
IMPORTANT: DO NOT COPY FROM F4 & PASTE INTO
F5…. By copying the correct formula from F4 into F5 and
below, you’ll be shifting the row references for the Years in
row 3. That means that for the formula in F5, you’re no longer
referencing 2018 for the first term (F3), but are now referring to
the dollar amount projected in F4, which makes absolutely no
sense. Also, the last term is off, since it also references dollar
amounts rather than the years 2014 to 2017. In order to safely
copy and paste from F4 to F5 and so forth, you first have to
anchor the rows that you don’t wish to change. So the formula
in F4 has to be =forecast(F$3,B4:E4,B$3:E$3). With the row
references “locked in” to the first and last terms, you can copy
and paste with only the middle term shifting its row reference
9. (which is what you want, so that it picks up the new “known
y’s” in row 5 and so on), while the first and last terms will
remain pointed at the years in row 3. You can also key in the
years manually, so that the first term in your FOREFAST
function is 2018 and the last term is {2014,2015,2016,2017}) ( I
DON’T RECOMMEND DOING IT THAT WAY—the syntax
must be perfect: comma, then opening bracket, then
year,year,year,year, then closing bracket and finally right
parenthesis to finish off the FORECAST function.
15) We’re done with the projection using the first method,
which is a linear regression! Move down to an area of the sheet
labeled “Budget Projection 2nd Way (Compounded annual %
change)” where we’ll compute some trend-related data for the
personnel categories (Salaries and Wages and Benefits) in
columns B thru F in rows 17 and 18.
16) Now, we’re going to do a year-over-year change for the
amounts we entered into B4 thru E5. These results are not used
in the projections, but to “eyeball” (check out) the results we’re
going to get in the next step. This works because for small
proportional changes, the constant compounded rate of change
will fall somewhere in the middle of the average annual
changes. The entry for “Salaries and Wages” in B17 should be
(Salaries and Wages 2015 minus Salaries and Wages 2014)
divided by Salaries and Wages 2014: =(C4-B4)/B4 . Once you
get the result for B17, for the rest of the year-over-year changes
(B17 thru D18), just copy (right click and then left click on
“copy”) from B17, then paste (right click and then left click on
“paste”) into C17, and repeat to copy from C17 and paste into
D17.
17) Next, we’re going to figure a compound annual change to
get a constant percentage increase or decrease from 2014 to
2017. The compound change computes from the first year to the
last year, ignoring the middle years (2015 and 2016). To figure
the compound annual rate of change from 2014 to 2017, take the
cube-root—the same idea as a square root, except it’s the same
amount multiplied 3 times together to get a number, so the cube
10. root of 64 is 4 because 4*4*4=64—of (Salary and Wages 2017
divided by Salary and Wages 2014), then subtract 1. The
formula for E17 is =(E4/B4)^(1/3) - 1 . You will note we didn’t
do anything with B17 thru D17 – they’re only there to give you
a benchmark for the results you just computed. Notice the
annual rate of compound change is somewhere in the midst of
the percentages for 2014-15, 2015-16, and 2016-17, the year-
over-year rates of change you computed in B17 through D17 (let
me know if it’s not). Then, you can copy from E17 and paste
into E18. Finally, for the “2018 Projection (using compounded
annual % change)” in F17, multiply last year’s budget (2017)
times 1 + E17 to extend the rate of change you just figured for
one more year (that’s how we project using compounded rate of
change). So for F17, 2018 Salaries, it’s =E4 * (1 + E17). Copy
F17 and paste into F18 to get 2018 Projection for Benefits
category.
18) If you want to check the computation you just did, as well
as showing how compound rates of change work, you can do the
following test. If you don’t care or understand already how the
formula works, go on to the next step. To check your annual
rate of compound change, find an empty cell (like F19).
Multiply the Salary and Wages 2014 (in B4) by 1 plus the rate
we computed in 17 (1 + E17) three times:
=B4*(1+E17)*(1+E17)*(1+E17). You should get the Salary and
Wages 2017 (in E4). The reason for multiplying three times is
that in E17 we figured the ANNUAL rate of change (that’s why
we used the cube root – to turn a 3-year rate of change into a
one year rate change – it’s the right way whereas averaging
rates of change can create problems). To see the effects of
averaging rates of change, just try averaging a 50% increase and
a 50% decrease, you’ll get zero!! But work it out (like a 50%
markup from wholesale followed by “50% off” sale in retail)
and you’ll get 75% of what you started with.
19) Now go to “Budget Projection 2nd Way (3-year moving
average)” where we’ll work (in D22 thru F27) with the spending
categories that we don’t expect steady change in any direction
11. (the non-personnel categories). We compute these using the
moving average, which says the next year equals an average of
the last x years (that’s a 3-year moving average).
20) We’re now going to make projections using the moving
average (aka the 3-year average) for all of the non-personnel
spending categories….
a) In D22, average the budgets over the 3 years (2014-2016) by
adding B6 through D6, then dividing by 3, for example, D22
has: =sum(B6:D6)/3. You can also use the AVERAGE function:
=average(B6:D6). Either formula goes into cell D22. We’re
NOT going to use this to project the budget, but we want it for
comparison. Then copy from D22 and paste into D23 through
D27.
b) For E22, compute the moving average (the 3-year average)
for 2015-2017. The average you get for the most recent years
(2015-2017) IS the projection for the next year, 2018, using the
moving average method. This just repeats the instructions for
20(a) above, merely shifted one column to the right. So for E22,
average the budgets over the 3 years (2015-2017) by adding C6
through E6, then dividing by 3, for example, E22 has:
=sum(C6:E6)/3. You can also use the AVERAGE function:
=average(C6:E6). Either formula goes into cell E22. That is the
projection for 2018. Then copy from E22 and paste into E23
through E27.
21) Since we used two different projection methods to develop a
baseline for the 2018 Budget: the first method in rows 4 to 11
and the second in rows 17 and 18 and 22 to 27. We’re going to
combine them to try to gain a little more accuracy. This process
is called “triangulation” and works on the same principal as the
depth perception in our vision that allows Adam Jones to hit the
slider or Venus Williams to return her sister’s serve.
22) In the area of the spreadsheet labeled “Arapahoe Cty 2018
Budget Comparison Combining 2 Ways” the 2018 Lower
Projection is going to be the lower of the two projections we
generated. We compute this using the MIN function (short for
12. minimum) as follows for cell C34: =min(F4,F17). Just copy and
paste from C34 to C35. For column D, the 2018 Higher
Projection, do the same thing except with the MAX function, for
example, cell D34 has: =max(F4,F17). Copy D34 and paste in
D35. You have to do the non-personnel spending categories
separately because there’s another header row in between row
18 and row 22 that goofs up the copy and paste. So key C36:
=min(F6,E22) and copy from C36 and paste into C36 thru C41.
Key D36: =max(F6,E22) and copy from D36 and paste into D36
thru D41. The total in C42 has: =sum(C34:C41) and the total in
D42 is=sum(D34:D41).
23) Now key the 2018 Budget data, which we’re going to
compare against the projections we set up. Open the .pdf called
“Complete 2018 Adopted Budget” and find the amounts for your
department in...
For the Assessor’s Office, it’s in the “Budget Summary” table
on page 220 (232 of 408).
For the Clerk & Recorder’s Office… on page 231 (243 of 408).
For Community Resources… on page 241 (253 of 408).
For County Attorney’s Office… on page 250 (262 of 408).
For Finance… on page 263 (275 of 408).
For Human Resources… on page 268 (280 of 408).
For Human Services… on page 272 (284 of 408).
For Information Technology… on page 278 (290 of 408).
For Public Works & Development… on page 288 (300 of 408).
24) Put the 2018 Adopted Budget amounts from above into B34
thru B41. Add the sum formula to B42, which is
=sum(B34:B41), and check it against the total from the Budget
Summary table. Then, we just use our change formula to find
the percentage difference between the Adopted Budget and
LOWER independent estimate we developed, for example E34
has: =(B34-C34)/C34. Copy from E34 and paste into E35 thru
E42. Then, repeat for column F using the Higher Projection
instead, for example F34 has: =(B34-D34)/D34 . Copy F34 and
paste into F35 through F42.
13. 25) The whole reason for applying this type of analysis, as a
budget examiner, is to highlight potential areas to question the
agency about their budget submission. You have 2 main things
to think about:
A) Check the budget amounts actually adopted for 2018—by
spending category and for the total budget (see row 42)—based
on the low (in C34-C42) and high (in D34-D42) projections.
Use % differences in E34-E42 (2018 budget – low
projection)/low projection and F34-F42 (2018 budget – high
projection)/ high projection.
B) Assess whether trending assumptions were correct—
remember we expected the compensation categories to trend
(check out B17 through D17 and B18 through D18 to see if
those year-over-year % changes seem to be following a
consistent trend) and the non-compensation categories not to
trend.
26) Write using the usual memo format (“M E M O R A N D U
M” across the top, then “To:” addressed to the “Department
Manager” and, finally, “From:” (you), “Date:” and “Subject:”
on separate lines. It may not be possible to stay within 2 pages.
If you have a department that uses a lot of spending categories,
it’s pretty difficult, because you’ll want to address each with at
least a mention. Be sure to include the following elements:
a. Context. A description of the purpose of the analysis (HINT:
it’s checking the 2018 budget, rather than making projections,
which only serve as the means or method you’re using).
b. Method. A description of the process you’re using to do the
comparison or review of the 2018 budget. Here’s where it’s
appropriate to talk about projections. Recall the reason for the
projections: NOT to showcase a fancy technique. The problem
with comparing old budgets is the comparisons will be invalid
due to being dated. (If you were doing a household budget, you
wouldn’t start with your receipts from 4 years ago.) So the
14. projections, using 3 distinct methods, bring these old budgets up
to date so that we’re making apples-to-apples comparisons.
Another important part of the methodology to remember is that
we’re using ranges (and not a single point) as the yardstick for
comparison. Reflect on what a range does for us… if you have a
single point, the comparison is hardly ever going to yield a
spot-on match, so it’s going to necessitate establishing an
interval around the projection, which would also produce a
range! So the range we’re developing using low and high
projections makes possible the comparisons described in the
next section.
c. Budget assessment.Are there discrepancies in the
comparisons between the 2018 Adopted Budget amounts and
projected ranges (low projection to high projection) that flag
certain spending categories (or the total budget) for follow-up
inquiries? There are two outcomes: 1) a spending category (or
total budget) is validated by the projections, when the 2018
Adopted Budget amount is between low and high projections or
very close to one of the projections, or 2) it’s not validated. It’s
not validated when the 2018 Adopted Budget amount falls
outside the projected range and far away from both low and
high projections. The second case, when Adopted Budget
amounts have discrepancies with the projected range, signifies a
mismatch with the historical pattern. No need to infer, intuit, or
guess what caused the 2018 Adopted Budget to differ with the
historical pattern (that is, the projected range)! There are plenty
of logical reasons for the 2018 Adopted Budget to diverge from
prior-year budgets, even after they are updated to form
projections. All kinds of factors can send spending in a new
direction, up or down. It’s not your concern; just identify
what’s questionable.
d. Method assessment.Did our assumptions about trending
provide a sound basis for the methods used for compensation
categories (Salaries and Benefits) versus the methods used for
non-compensation categories (Supplies, Services & Other, etc.)?
It’s an important question, because we’re using the projections
15. as the yardstick to check out the 2018 Adopted Budget amounts.
This question addresses a problem at the heart of the analysis,
which is there’s no way to check whether the projected ranges
are reasonable. A version of the perennial issue: Who checks
the checkers? It’s illogical to say the projected ranges are valid
because they happen to be close to the amounts from the 2018
adopted budget. That would be circular reasoning! Circular
reasoning is… I’m pretty tall because I’m the same height as my
dad; he must be tall too, because he’s as tall as I am. (I know it
sounds stupid, but a lot of circular reasoning is fixed up so that
it’s not quite as obvious. And that’s when it’s dangerous, given
that underneath it’s just as illogical.) Here’s one way to confirm
that we made a valid choice of methods for spending categories
assumed to trend. Looking for evidence of steadily rising
budgets for the compensation categories-- which is what we
assumed when we decided to apply trend-susceptible methods to
these categories--points us to the year-over-year changes (cols.
B, C, and D) in rows 17 and 18. If those percentage changes for
salaries and benefits are positive and pretty consistent, that’s
what we assumed. If they include both increases and decreases
or increases that fluctuate widely, they’re at odds with our
assumption. Even consistent trends will be subject to minor
fluctuations, as long as the overall picture shows a tendency
toward steady change. However, if the pattern of year-over-year
changes is bumpier, that raises doubts about the trending
assumption.
e. Reflection.As a process enhancement, did the methods of
projecting the 2018 budget produce a workable baseline to
compare with what the budget developers produced, the 2018
Adopted Budget? If so, this method can provide a comparison to
use for future budgets to identify a particular department whose
entire request or a few specific categories are “out of whack.”
As I mentioned, it’s the idea of having something to compare
with: a baseline. If it worked out reasonably well, these
projections provide some guidelines to alert us when budgeted
16. amounts are too high or too low. However, it’s possible that for
your department it just didn’t work out, for a variety of reasons,
such as wild variability in historical budgets.
GOOD LUCK, EVERYONE!