Victor Brooks is the Finance Committee Officer for 1993. His responsibilities include monitoring association funds, coordinating an annual audit, providing financial reports and advice, recommending and balancing the annual budget. In past years, he developed an effective budget process and established an automated financial reporting system. Areas for improvement include improving committee communications and participation. Recommendations include soliciting new committee members, improving computer literacy, and prioritizing procurement of a training center.
This document outlines the key responsibilities of a company secretary after a meeting. These include:
1. Drafting meeting minutes within 30 days and getting them signed by the chairman.
2. Depositing any dividend amounts declared into a separate bank account labeled for the appropriate year within 7 days of declaration.
3. Arranging for the issuance of any dividend warrants within 30 days of the dividend declaration and arranging for payment through an authorized bank.
The document outlines the key steps in budget execution in the Philippines:
1. DBM issues guidelines and agencies submit Budget Execution Documents outlining plans.
2. DBM prepares an Allotment Release Program and Cash Release Program to set limits on agency spending.
3. Allotments authorizing agency obligations are released through the Agency Budget Matrix or Special Allotment Release Orders.
4. The 2013 budget aims to simplify this by making the GAA the comprehensive allotment release document.
Susanne Greschner, chief of the Rhode Island Department of Revenue Division of Municipal Finance, describes her state’s Fiscal Stability Act and innovative fiscal transparency portal.
The issuer must submit the listing application along with required disclosures to the recognized stock exchange within 15 days of allotting securities. Documents that must be submitted include the memorandum and articles of association, resolutions for allotting debt securities, audited annual reports for the last 3 years, material contracts, and a board resolution authorizing borrowing. The issuer must also submit an undertaking to create any required charges within the prescribed timeframe and upload the documents on the designated stock exchange website within 5 days. Additional documents may be requested. At allotment, the issuer must submit documents like the memorandum, resolutions, audited reports, and latest audited financials to the debenture trustee electronically. Background information on the issuer and issue arrangers must
This document provides an overview of budgeting for local governments. It discusses the purpose of budgeting, including establishing funding priorities and communicating financial plans. It outlines the budget process from development of departmental requests to adoption by the governing body. Key aspects covered include the roles of the budget officer and budget committee. The document also discusses legal requirements and common mistakes to avoid, such as exceeding authorized appropriations.
Basic financial reporting requirements for grants or partner organisations.Noel Rupanga ACMA, CGMA
This document outlines the financial reporting requirements and procedures for organizations receiving funds from the FTFZ organization. It discusses the timeline for submitting monthly financial reports and disbursement requests, as well as the requirements for complete and accurate financial reports, including supporting documentation needed. It also notes challenges FTFZ faces like incomplete or late reports, unauthorized budget changes, and disallowable expenses. Finally, it provides solutions for partners who go over budget.
The Seaside at Anastasia Condominium Association Board of Directors approved a special assessment of $2,246,985 to fund reserve repairs and restoration. The assessment will be paid by owners in five annual installments from 2019 to 2023, with amounts ranging from $5,000 to $2,205 per installment. The Board also approved a $50 increase to the monthly HOA fee to contribute additional funds to reserves, effective January 2019.
1. The document discusses various tools used for controlling expenditures in the railway system, including standards of financial propriety, budget proportions, monthly financial reviews, estimates, and the schedule of powers.
2. It outlines principles of financial propriety regarding expenditures being reasonable and prudent, not for personal benefit, and allowances not being a source of profit.
3. Budget proportions and monthly financial reviews are used to compare actual spending to allotments and identify variances, with the reviews consolidated for railway leadership. Estimates must be approved and funds allotted before expenditures are incurred.
4. The schedule of powers delegates financial authorities to different levels of officers in a structured manner subject to rules, propriety, and available
This document outlines the key responsibilities of a company secretary after a meeting. These include:
1. Drafting meeting minutes within 30 days and getting them signed by the chairman.
2. Depositing any dividend amounts declared into a separate bank account labeled for the appropriate year within 7 days of declaration.
3. Arranging for the issuance of any dividend warrants within 30 days of the dividend declaration and arranging for payment through an authorized bank.
The document outlines the key steps in budget execution in the Philippines:
1. DBM issues guidelines and agencies submit Budget Execution Documents outlining plans.
2. DBM prepares an Allotment Release Program and Cash Release Program to set limits on agency spending.
3. Allotments authorizing agency obligations are released through the Agency Budget Matrix or Special Allotment Release Orders.
4. The 2013 budget aims to simplify this by making the GAA the comprehensive allotment release document.
Susanne Greschner, chief of the Rhode Island Department of Revenue Division of Municipal Finance, describes her state’s Fiscal Stability Act and innovative fiscal transparency portal.
The issuer must submit the listing application along with required disclosures to the recognized stock exchange within 15 days of allotting securities. Documents that must be submitted include the memorandum and articles of association, resolutions for allotting debt securities, audited annual reports for the last 3 years, material contracts, and a board resolution authorizing borrowing. The issuer must also submit an undertaking to create any required charges within the prescribed timeframe and upload the documents on the designated stock exchange website within 5 days. Additional documents may be requested. At allotment, the issuer must submit documents like the memorandum, resolutions, audited reports, and latest audited financials to the debenture trustee electronically. Background information on the issuer and issue arrangers must
This document provides an overview of budgeting for local governments. It discusses the purpose of budgeting, including establishing funding priorities and communicating financial plans. It outlines the budget process from development of departmental requests to adoption by the governing body. Key aspects covered include the roles of the budget officer and budget committee. The document also discusses legal requirements and common mistakes to avoid, such as exceeding authorized appropriations.
Basic financial reporting requirements for grants or partner organisations.Noel Rupanga ACMA, CGMA
This document outlines the financial reporting requirements and procedures for organizations receiving funds from the FTFZ organization. It discusses the timeline for submitting monthly financial reports and disbursement requests, as well as the requirements for complete and accurate financial reports, including supporting documentation needed. It also notes challenges FTFZ faces like incomplete or late reports, unauthorized budget changes, and disallowable expenses. Finally, it provides solutions for partners who go over budget.
The Seaside at Anastasia Condominium Association Board of Directors approved a special assessment of $2,246,985 to fund reserve repairs and restoration. The assessment will be paid by owners in five annual installments from 2019 to 2023, with amounts ranging from $5,000 to $2,205 per installment. The Board also approved a $50 increase to the monthly HOA fee to contribute additional funds to reserves, effective January 2019.
1. The document discusses various tools used for controlling expenditures in the railway system, including standards of financial propriety, budget proportions, monthly financial reviews, estimates, and the schedule of powers.
2. It outlines principles of financial propriety regarding expenditures being reasonable and prudent, not for personal benefit, and allowances not being a source of profit.
3. Budget proportions and monthly financial reviews are used to compare actual spending to allotments and identify variances, with the reviews consolidated for railway leadership. Estimates must be approved and funds allotted before expenditures are incurred.
4. The schedule of powers delegates financial authorities to different levels of officers in a structured manner subject to rules, propriety, and available
The document outlines the roles and responsibilities of various positions in budget management and control for an organization. It lists the Finance Officer, Assistant Finance Officer, and Deputy Finance Officer. It then describes the responsibilities of the Chief Executive in ensuring operations are within budget and allocating funds. The Directors are responsible for staying within budget limits and reviewing expenses. The Financial Controller provides monthly reports and coordinates the budget process.
Presentation by Judith Robb‐Walters (Principal Finance Officer, Ministry of Economic Growth and Job Creation, Jamaica), which was given at the workshop "Jamaica’s National Adaptation Plan:
Integrating Climate Change into National and Ministerial Budgets" in July 2017.
The document discusses local revenue administration in Sierra Leone and the role of traditional authorities. It outlines the legal provisions and current practices, and challenges including misinterpretation of laws and unclear stakeholder roles. Non-profits piloted reforms in two districts that improved revenue collection by establishing committees, documenting processes, and creating action plans with timelines. However, the interventions lacked sustainability due to inadequate monitoring, lack of council ownership, and changes between governments.
William Nicholaus Kisamo is the Financial Accountant responsible for cost accounting, cash reconciliation, payroll processing, and financial reporting for a bakery. His responsibilities include maintaining the general ledger, preparing monthly financial statements, analyzing budgets and expenditures, ensuring accurate and timely financial reporting, and administering the company's financial systems and records in compliance with legal requirements.
DBM showcase on PFM: Putting PFM reforms into action in the budgeting system ...OECD Governance
The document summarizes reforms to the Philippine budgeting system aimed at improving performance-informed budgeting, transparency, and accountability. Key reforms include an earlier annual budget call in January, agencies aligning their budget proposals with government priorities earlier in the process, the enacted budget appropriations serving as the release document to accelerate implementation, and increased citizen engagement through budget accountability reports and disclosures now published. The reforms aim to ensure spending is within means, on the right priorities, and achieves measurable results.
Eurette Cohen has over 20 years of experience in accounting and financial management. She has worked in staff accountant roles for several non-profit organizations, most recently at the Council on Aging-Community Transit in Florida from 2007 to 2012. Her responsibilities included generating monthly reports, tracking government grants, reconciling bank statements, and preparing payroll and financial statements. She also served in the United States Navy from 2005 to 2007, where her duties involved inventory processing and reporting. Cohen has a BA in Accounting from Queens College and an AAS in Accounting from Borough of Manhattan Community College.
The document provides examples of common accounting adjustments that would be made in finalizing financial statements, including recognizing outstanding salaries as a current liability, adjusting expenses for prepaid or accrued items, and treating income adjustments like accrued, unearned or outstanding amounts by including them in the proper accounts. It also includes an illustrated example of how to record various expense, income and balance sheet adjustments based on additional information provided in a trial balance.
The document is a loan agreement letter sent to borrowers that outlines the terms of the loan. It includes 7 articles that cover general provisions, details of the loan, program implementation, reporting requirements, financial reporting, remedies in case of non-compliance, and effectiveness conditions. There are also 4 schedules that provide more details on the program description and goals, allocation and withdrawal of loan proceeds, program implementation plans, and procurement procedures. Attachments to the letter provide forms, guidelines, and checklists to facilitate borrower compliance with withdrawal, disbursement, procurement, and reporting procedures.
Agencies are held accountable for how they use public funds and whether they achieve their performance targets. The DBM sets performance measures alongside the national budget and agencies further firm up targets in their budget execution plans. Agencies submit monthly and quarterly budget accountability reports to the DBM showing how funds were used and accomplishments. The DBM regularly reviews agency performance against targets and may withhold certain fund releases if agencies fail to submit reports. While auditing is done by the Commission on Audit, the DBM uses these audit reports to confirm agency performance and determine budget levels. The DBM is also establishing a performance-based incentive system to reward good performance and improve efficiency.
Kristi Nichols has over 29 years of experience in government accounting and finance. She currently works as a Financial Analyst III for Gryphon Technologies, where her responsibilities include financial analysis, budgeting and forecasting, financial reporting, and cost analysis. Prior to this, she held accounting and finance roles of increasing responsibility for several other government contractors, demonstrating extensive experience in areas such as financial reporting, budgeting, cost accounting, and audit preparation.
The document summarizes the applicant's work experience as an Accounting Clerk at J.H. Preller Public Accountant from July 2013 to April 2014. Their key responsibilities included providing accounting and clerical support, maintaining accounting records through activities like monthly bank reconciliations and filing, data entry, and supporting financial report preparation. They also handled tasks related to audits, estates, billing, debtors, tax submissions, and financial statement drafting.
This document outlines an accountancy work plan for a client. It specifies:
1. Acceptable levels of differences between the accounts prepared by the firm and the client's accounts, both overall and for specific areas.
2. The required level of analysis for various income and expenditure line items, specifying whether a not-considered-necessary or full analysis is needed based on materiality thresholds.
3. The work plan allows the firm to plan its accountancy work, including determining what level of analysis and reconciliation is needed between the client's records and the final accounts.
Financial Management in Local Government: A Top 10 PrimerCPLG
Local governments are required by law to adopt a balanced budget ordinance, where the sum of estimated net revenues plus appropriated fund balance equals appropriations.
The document discusses various aspects of project finance and administration including the finance officer's role, budgeting concepts and sample budgets, accounting procedures, financial reporting, IDRC financial analysis and payments, budget revisions, recipient contributions, foreign exchange fluctuations and more. Key aspects covered are the finance officer coordinating the budget, accounting records, and financial reporting for the project. Financial reports are used for progress reporting and budgetary control. IDRC analyzes variances and cash position in reports to determine future payments. Budgets can be revised through horizontal and vertical transfers of funds between line items and sources.
Accounting Standard 4 deals with contingencies and events occurring after the balance sheet date. It defines contingencies as uncertain future events whose outcomes are unknown at the balance sheet date. Estimates are required to account for contingencies in financial statements. Events after the balance sheet date refer to significant events between the balance sheet date and approval of financial statements. Adjusting events require adjustment to amounts in the financial statements, while non-adjusting events require disclosure in notes only.
The document provides an introduction to government budgeting in India. It outlines key constitutional provisions related to budgets, the budget preparation and approval process, and controls over budget execution including re-appropriation, supplementary grants, and resumption of unused funds. It also discusses new service procedures, contingency funds, and the different types of government accounts.
The treasurer's report summarizes the FOPL's financial position for the period of May 1 to August 31, 2020. Total revenues were $196,050, including $301.50 in interest and $100 in membership fees. Expenses included $1,661.04 for insurance and $5,706.50 paid to OLA. The income statement shows a net income of $131,107.07. The treasurer recommends the board receive the report and notes that barring unforeseen costs, funds will cover all commitments. A GIC of $92,137.01 was transferred to a lower interest earning term deposit of 0.40% due to lower prime rates from COVID-19.
The document summarizes Leslie Vernon Holland's 1993 operating plan as Treasurer of an association. It outlines Holland's major responsibilities, which include maintaining financial records, generating financial reports, determining membership status, and overseeing fee collection. The past year assessment notes progress in automating financial tasks and improving communication. The recommendations call for continued automation efforts, improving funds handling procedures, and developing a plan for more frequent deposits.
This document outlines the responsibilities and plans of the Program Committee for the Philadelphia Chapter of BDPA. The committee is chaired by Priscilla Dinkins and is responsible for determining topics and soliciting speakers for monthly membership meetings, planning and implementing the meetings, and planning seminars and workshops. It also prepares announcements and registration forms for the Communications Committee. The document provides details on each responsibility, including descriptions, resources, costs, and timelines.
1. The document provides a curriculum vitae for Onyekachi Chewe Okpara-Mutumba, a Zambian professional accountant with over 10 years of experience in finance, accounting, auditing, and administration roles.
2. She has held positions such as Assistant Manager Finance, Finance and Administration Manager, Acting Finance and Administration Manager, Assistant Accountant, and Acting Management Accountant for various organizations.
3. She is an Associate Member of the Zambian Institute of Chattered Certified Accountants and the Association of Chattered Certified Accountants, and a Member of the Institute of Directors. She is currently pursuing an MBA in Finance.
The document outlines the roles and responsibilities of various positions in budget management and control for an organization. It lists the Finance Officer, Assistant Finance Officer, and Deputy Finance Officer. It then describes the responsibilities of the Chief Executive in ensuring operations are within budget and allocating funds. The Directors are responsible for staying within budget limits and reviewing expenses. The Financial Controller provides monthly reports and coordinates the budget process.
Presentation by Judith Robb‐Walters (Principal Finance Officer, Ministry of Economic Growth and Job Creation, Jamaica), which was given at the workshop "Jamaica’s National Adaptation Plan:
Integrating Climate Change into National and Ministerial Budgets" in July 2017.
The document discusses local revenue administration in Sierra Leone and the role of traditional authorities. It outlines the legal provisions and current practices, and challenges including misinterpretation of laws and unclear stakeholder roles. Non-profits piloted reforms in two districts that improved revenue collection by establishing committees, documenting processes, and creating action plans with timelines. However, the interventions lacked sustainability due to inadequate monitoring, lack of council ownership, and changes between governments.
William Nicholaus Kisamo is the Financial Accountant responsible for cost accounting, cash reconciliation, payroll processing, and financial reporting for a bakery. His responsibilities include maintaining the general ledger, preparing monthly financial statements, analyzing budgets and expenditures, ensuring accurate and timely financial reporting, and administering the company's financial systems and records in compliance with legal requirements.
DBM showcase on PFM: Putting PFM reforms into action in the budgeting system ...OECD Governance
The document summarizes reforms to the Philippine budgeting system aimed at improving performance-informed budgeting, transparency, and accountability. Key reforms include an earlier annual budget call in January, agencies aligning their budget proposals with government priorities earlier in the process, the enacted budget appropriations serving as the release document to accelerate implementation, and increased citizen engagement through budget accountability reports and disclosures now published. The reforms aim to ensure spending is within means, on the right priorities, and achieves measurable results.
Eurette Cohen has over 20 years of experience in accounting and financial management. She has worked in staff accountant roles for several non-profit organizations, most recently at the Council on Aging-Community Transit in Florida from 2007 to 2012. Her responsibilities included generating monthly reports, tracking government grants, reconciling bank statements, and preparing payroll and financial statements. She also served in the United States Navy from 2005 to 2007, where her duties involved inventory processing and reporting. Cohen has a BA in Accounting from Queens College and an AAS in Accounting from Borough of Manhattan Community College.
The document provides examples of common accounting adjustments that would be made in finalizing financial statements, including recognizing outstanding salaries as a current liability, adjusting expenses for prepaid or accrued items, and treating income adjustments like accrued, unearned or outstanding amounts by including them in the proper accounts. It also includes an illustrated example of how to record various expense, income and balance sheet adjustments based on additional information provided in a trial balance.
The document is a loan agreement letter sent to borrowers that outlines the terms of the loan. It includes 7 articles that cover general provisions, details of the loan, program implementation, reporting requirements, financial reporting, remedies in case of non-compliance, and effectiveness conditions. There are also 4 schedules that provide more details on the program description and goals, allocation and withdrawal of loan proceeds, program implementation plans, and procurement procedures. Attachments to the letter provide forms, guidelines, and checklists to facilitate borrower compliance with withdrawal, disbursement, procurement, and reporting procedures.
Agencies are held accountable for how they use public funds and whether they achieve their performance targets. The DBM sets performance measures alongside the national budget and agencies further firm up targets in their budget execution plans. Agencies submit monthly and quarterly budget accountability reports to the DBM showing how funds were used and accomplishments. The DBM regularly reviews agency performance against targets and may withhold certain fund releases if agencies fail to submit reports. While auditing is done by the Commission on Audit, the DBM uses these audit reports to confirm agency performance and determine budget levels. The DBM is also establishing a performance-based incentive system to reward good performance and improve efficiency.
Kristi Nichols has over 29 years of experience in government accounting and finance. She currently works as a Financial Analyst III for Gryphon Technologies, where her responsibilities include financial analysis, budgeting and forecasting, financial reporting, and cost analysis. Prior to this, she held accounting and finance roles of increasing responsibility for several other government contractors, demonstrating extensive experience in areas such as financial reporting, budgeting, cost accounting, and audit preparation.
The document summarizes the applicant's work experience as an Accounting Clerk at J.H. Preller Public Accountant from July 2013 to April 2014. Their key responsibilities included providing accounting and clerical support, maintaining accounting records through activities like monthly bank reconciliations and filing, data entry, and supporting financial report preparation. They also handled tasks related to audits, estates, billing, debtors, tax submissions, and financial statement drafting.
This document outlines an accountancy work plan for a client. It specifies:
1. Acceptable levels of differences between the accounts prepared by the firm and the client's accounts, both overall and for specific areas.
2. The required level of analysis for various income and expenditure line items, specifying whether a not-considered-necessary or full analysis is needed based on materiality thresholds.
3. The work plan allows the firm to plan its accountancy work, including determining what level of analysis and reconciliation is needed between the client's records and the final accounts.
Financial Management in Local Government: A Top 10 PrimerCPLG
Local governments are required by law to adopt a balanced budget ordinance, where the sum of estimated net revenues plus appropriated fund balance equals appropriations.
The document discusses various aspects of project finance and administration including the finance officer's role, budgeting concepts and sample budgets, accounting procedures, financial reporting, IDRC financial analysis and payments, budget revisions, recipient contributions, foreign exchange fluctuations and more. Key aspects covered are the finance officer coordinating the budget, accounting records, and financial reporting for the project. Financial reports are used for progress reporting and budgetary control. IDRC analyzes variances and cash position in reports to determine future payments. Budgets can be revised through horizontal and vertical transfers of funds between line items and sources.
Accounting Standard 4 deals with contingencies and events occurring after the balance sheet date. It defines contingencies as uncertain future events whose outcomes are unknown at the balance sheet date. Estimates are required to account for contingencies in financial statements. Events after the balance sheet date refer to significant events between the balance sheet date and approval of financial statements. Adjusting events require adjustment to amounts in the financial statements, while non-adjusting events require disclosure in notes only.
The document provides an introduction to government budgeting in India. It outlines key constitutional provisions related to budgets, the budget preparation and approval process, and controls over budget execution including re-appropriation, supplementary grants, and resumption of unused funds. It also discusses new service procedures, contingency funds, and the different types of government accounts.
The treasurer's report summarizes the FOPL's financial position for the period of May 1 to August 31, 2020. Total revenues were $196,050, including $301.50 in interest and $100 in membership fees. Expenses included $1,661.04 for insurance and $5,706.50 paid to OLA. The income statement shows a net income of $131,107.07. The treasurer recommends the board receive the report and notes that barring unforeseen costs, funds will cover all commitments. A GIC of $92,137.01 was transferred to a lower interest earning term deposit of 0.40% due to lower prime rates from COVID-19.
The document summarizes Leslie Vernon Holland's 1993 operating plan as Treasurer of an association. It outlines Holland's major responsibilities, which include maintaining financial records, generating financial reports, determining membership status, and overseeing fee collection. The past year assessment notes progress in automating financial tasks and improving communication. The recommendations call for continued automation efforts, improving funds handling procedures, and developing a plan for more frequent deposits.
This document outlines the responsibilities and plans of the Program Committee for the Philadelphia Chapter of BDPA. The committee is chaired by Priscilla Dinkins and is responsible for determining topics and soliciting speakers for monthly membership meetings, planning and implementing the meetings, and planning seminars and workshops. It also prepares announcements and registration forms for the Communications Committee. The document provides details on each responsibility, including descriptions, resources, costs, and timelines.
1. The document provides a curriculum vitae for Onyekachi Chewe Okpara-Mutumba, a Zambian professional accountant with over 10 years of experience in finance, accounting, auditing, and administration roles.
2. She has held positions such as Assistant Manager Finance, Finance and Administration Manager, Acting Finance and Administration Manager, Assistant Accountant, and Acting Management Accountant for various organizations.
3. She is an Associate Member of the Zambian Institute of Chattered Certified Accountants and the Association of Chattered Certified Accountants, and a Member of the Institute of Directors. She is currently pursuing an MBA in Finance.
The document describes the hierarchy and roles within the finance department of Sitara Fabrics Limited, a textile manufacturer in Pakistan, including the director of finance and accounting, manager of finance, accounts manager, manager of tax and legal affairs, company secretary, and their subordinates. Reporting to the director are the manager of finance, accounts manager, manager of tax and legal affairs, and company secretary, and each have subordinates like senior officers, assistants, and a corporate assistant.
The document describes the hierarchy and roles within the finance department of Sitara Fabrics Limited. It outlines 4 main roles - Director of Finance and Accounting, 2 Accounts Managers, Manager of Tax and Legal Affairs, and Company Secretary. It then describes the subordinates and responsibilities of each role's direct reports, including Manager of Finance, Senior Officer of Finance, Chief Accountant, and Corporate Assistant.
This document provides a summary of Aidan Rooney's career experience and qualifications. It details his current role as Group Management Accountant for Club La Costa Group of Companies, where his responsibilities include preparing monthly consolidated financial reports, forecasts, and balance sheets. It also outlines his previous roles within the company in inventory management and as the Financial Controller for the wholesale division.
The document discusses various board development packages for non-profits, including board planning retreats and strategic planning services. Board retreats are offered for half or full days and include establishing goals and objectives for the upcoming year. Strategic planning services include conducting a membership survey, interviews, focus groups, and working sessions to develop an organizational profile, goals, strategies, and a scorecard for implementation and assessment. The facilitator has 25 years of experience in non-profit management.
Introduction to FM and Disbursements (1).pptxUkpevieGrace
The document discusses the financial management arrangements for World Bank operations, including the roles and responsibilities of borrowers and the Bank. Key elements of the borrower's financial management system are outlined, such as budgeting, accounting, financial reporting, funds flow, and internal/external audits. Guidelines are provided for maintaining designated bank accounts, eligible expenditures, disbursement methods and procedures.
The document is the 1993 operating plan for the Greater Philadelphia Chapter of Black Data Processing Associates (BDPA). It was prepared by the Chapter Board of Directors and approved by the Chapter Executive Committee. The plan outlines the chapter's goals to support the national BDPA organization and facilitate accomplishing its objectives through various committees' activities over the year, including establishing infrastructure, increasing membership, conducting training programs, developing entrepreneur programs, and investigating educational initiatives.
This document provides guidance on financial management systems for NGOs receiving grants from the Bristol-Myers Squibb Foundation Community Outreach and Education Fund. It includes sections on accounting policies and procedures, the general ledger, cash management, budgeting, and other financial topics. The guidance was compiled based on lessons learned from partner organizations in Southern and Eastern Africa to help NGOs strengthen their financial management and reporting capabilities in a simple, accessible format.
This document contains a resume for Chyseth, who works as a Finance Analyst for Save the Children International. It summarizes his career objective, personal details, skills, work experience, education and qualifications. For his current role, his responsibilities include financial accounting, reporting and controls, planning and budgeting, award management, and assisting with audits. Previously he has held roles as a Grants and Financial Analyst and Accounts Officer. He has a BSc in Accountancy and is an Associate Chartered Accountant.
Oakland County's approach to three-year budgeting involves leadership from elected officials, a long-range planning process, setting multi-year targets, monitoring budgets quarterly, and navigating challenges through addressing myths and using incentives. This approach has realized value through achieving a stable general fund balance, cumulative savings of $65 million annually from incremental changes over time, and establishing the county's resiliency for long-term financial stability.
Payments are usually made bi-annually and recipients must submit an expenditure sheet annually explaining activities and expenditures from April to March. The sheet must show original and actual budgets with explanations for variances over £1,000. Underspends are not automatically carried forward and must be discussed with the Account Manager. Financial accounts must separately identify grants as restricted funds.
This document provides a summary of Muhammad Moosa's career experience and qualifications. It summarizes that he has over 15 years of experience in finance, administration, and project management roles. Currently, he works as the Finance Manager for Root Work Foundation in Hyderabad, where he oversees the financial management of multiple development projects. Previously, he held several other finance leadership positions with organizations such as Sultan Mehmood & Company, Participatory Effort for Healthy Environment, and the National Commission for Human Development. The document highlights his expertise in financial planning, budgeting, reporting, internal controls, and staff management. It also lists his educational qualifications and training attended.
Budgeting control and Reconciliation management.pptxAlphonce Odero
This is a presentation of Budgetary control principles. It shows how plan and manage budgetary process in organizations,instituting control measures of finances including early detection of budget overruns through frequent reconciliations of spends. This presentation is relevant to finance officers,managment accounts in budget preparations,internal auditors as well.
Active Corporate Services (Jersey) Limited Summary Of Services August 2010KUBECK
Active Corporate Services (Jersey) Limited provides a range of corporate services including management services, compliance services, and non-executive director services. They offer services such as acting as a manager for managed entities, providing registered offices and company secretarial services. Their services are provided for funds, investment managers, and other investment-related entities and include tasks such as governance, regulatory compliance, audit assistance and risk management monitoring.
This document provides an overview of New Mexico's state budget process. It discusses the roles of the State Budget Division and other actors involved in developing, passing, and implementing the state budget. Key parts of the budget include the revenue sources (general fund, federal funds, other state funds), expenditure categories (personal services, contracts, other costs), and the structure of the General Appropriations Act that is passed each year.
The document outlines the audit process which typically includes 4 stages - planning, fieldwork, audit report, and follow-up review. During planning, the auditor notifies the client, discusses objectives and scope, and plans remaining steps. Fieldwork involves transaction testing, communications, and working papers. The final audit report is then issued along with a follow-up review approximately one year later to verify resolution of any findings.
Mahendra Jivan's curriculum vitae provides details of his personal and professional experience. He has over 30 years of experience working in accounting, auditing, and financial management roles. Most recently, he worked at MTN for over 20 years managing their asset base of R50 billion and a team of 12 subordinates. His roles and responsibilities there included overseeing the acquisition and processing of capital expenditures, reconciling assets, preparing reports for auditors, and improving internal systems. He is now retiring from MTN due to compulsory retirement.
Student curfews are Wednesday and Thursday at 11:00 PM, Friday at 11:00 PM, and Saturday at 1:30 AM. Any student violating curfew risks being disqualified from the computer competition. Students must be accompanied by chaperones at all times in the hotel and wear their badges. Expenses like meals, lodging and travel will be covered by BDPA, but students can bring money for souvenirs. Proper dress is required at certain events like seminars, workshops and the awards banquet.
The chaperones will be responsible for (number of) students from the local BDPA chapter attending the national conference in Orlando, Florida. They must ensure permission forms are obtained and copies are with them. Chaperones are required to attend all student events inside and outside the hotel, and no student can leave the hotel or attend functions without a chaperone. Chaperones will oversee students following rules and procedures. Transportation, lodging, and meals for chaperones will be covered by the local chapter, while a maximum of two can register at the conference for $200 each. Students have a per diem limit for meals and are responsible for other expenses.
The document outlines Priscilla Wynn-Brown's responsibilities and plans as President of the Greater Philadelphia Chapter for 1993. Her key responsibilities include organizing a kickoff meeting for the Corporate Advisory Council, assisting with the chapter goals and objectives documentation, selecting two outside directors, and establishing a local chapter awards selection process. Her operating plan provides details on goals, timelines, and resource requirements for carrying out these responsibilities over the course of the year.
This document lists the names of nationally affiliated chapters located across the United States, including cities in Ohio, California, Texas, Florida, Pennsylvania, Virginia, Missouri, Illinois, Georgia, Maryland, Connecticut, Indiana, Michigan, Colorado, Kansas, Nebraska, Oklahoma, North Carolina, New Jersey, Louisiana, Massachusetts, Minnesota, and Washington D.C.
1. 1993 PLANNING
OFFICE: Finance Committee
OFFICER: Victor James Brooks
OFFICE RESPONSIBILITIES:
1 - Monitor the receipts and disbursements of the
Association funds to assure conformance with the budget
approved by the Executive Committee.
2 - To assist in identifying and support fund-raising
activities for the Association.
3 - Coordinate the audit of all financial records with a
legitimate accounting agency or individual annually.
4 - Provide financial reports, advice and counsel to the
Association as required.
5 - Recommend a consolidated annual budget and revenue
forecast to the Executive Committee.
6 - Submit an annual budget to the Board of Directors for
approval prior to the start of the new fiscal year.
7 - Review and analyze budget and revenue forecasts from all
Operating Committees of the Association.
8 - Balance budget and revenue forecasts through
negotiations with Operating Committees of the Association
as necessary.
PAST YEAR ASSESSMENT: (for your area of responsibility and others)
Area/s of Strength
1 - Developed an effective budget process which allowed for
the coordination of all committee's annual operating
budgets.
2 - Established an automated transfer (via Local Bulletin
Board) process of the chapter's financial transactions,
so that all required financial reports could be
generated.
Areas of Potential Improvement
1 - Improve communications with committee members by
consistently holding monthly meetings.
2 - Improve communications with the Treasurer for settling
the chapter's financial accountabilities.
3 - Improve the committee's team participation by soliciting
more individual to join the committee.
4 - To follow through on committee assigned tasks to ensure
that they've been completed on time.
RECOMMENDATIONS:
2. 1 - Assist in soliciting uncommitted members for my
committee.
2 - Improve computer literacy throughout the association for
members that don't possess computer skills.
3 - Prioritize the procurement of a training center.
3. 1993 OPERATING PLAN
OFFICE: Finance Committee
OFFICER: Victor James Brooks
MAJOR RESPONSIBILITIES:
1 - Monitor the receipts and disbursements of the
Association funds to assure conformance with the budget
approved by the Executive Committee.
2 - Coordinate the audit of all financial records with a
legitimate accounting agency or individual annually.
3 - Provide financial reports, advice and counsel to the
Association as required.
4 - Recommend a consolidated annual budget and revenue
forecast to the Executive Committee.
5 - Submit an annual budget to the Board of Directors for
approval prior to the start of the new fiscal year.
6 - Review and analyze budget and revenue forecasts from all
Operating Committees of the Association.
7 - Balance budget and revenue forecasts through
negotiations with Operating Committees of the Association
as necessary.
8 - To assist in identifying and support fund-raising
activities for the Association.
4. 1993 OPERATING PLAN
OFFICE: Finance Committee
OFFICER: Victor James Brooks
Responsibility #: 1
Responsibility Name: Monitor Association Receipts
Description:
Monitor the receipts and disbursements of the
Association funds to assure conformance with the budget
approved by
Resources Needed:
Treasurer, Bulletin Board System, Personal Computer,
Communication Software, Computer Supplies.
Work Start Date: 01/01/93 Work End Date: 12/31/93
Estimated Cost Breakdown:
Computer Supplies (Paper) $20.00 12/31/93
Total Expense $20.00
Other Comments: N/A
5. 1993 OPERATING PLAN
OFFICE: Finance Committee
OFFICER: Victor James Brooks
Responsibility #: 2
Responsibility Name: Annual Audit Financial Records
Description:
Coordinate the audit of all financial records with a
legitimate accounting agency or individual annually.
Resources Needed:
Treasurer, Outside Accountant, Bulletin Board System,
Personal Computer, Communication Software.
Work Start Date: 01/01/93 Work End Date: 12/31/93
Estimated Cost Breakdown:
Accountant (Annual Review) $200.00 12/31/93
Total Expense $200.00
Other Comments: N/A
6. 1993 OPERATING PLAN
OFFICE: Finance Committee
OFFICER: Victor James Brooks
Responsibility #: 3
Responsibility Name: Financial Reports & Advice.
Description:
Provide financial reports, advice and counsel to the
Association as required.
Resources Needed:
Treasurer transaction file, Bulletin Board System, Personal
Computer, Communication Software, Computer Paper.
Work Start Date: 01/01/93 Work End Date: 12/31/93
Estimated Cost Breakdown: N/A
Other Comments: N/A
7. 1993 OPERATING PLAN
OFFICE: Finance Committee
OFFICER: Victor James Brooks
Responsibility #: 4
Responsibility Name: Produce & Balance Annual Budget
Description:
Recommend a consolidated annual budget and revenue
forecast to the Executive Committee.
Resources Needed:
Treasurer, Committee Chairs, Bulletin Board System, Personal
Computer, Communication Software.
Work Start Date: 01/01/93 Work End Date: 12/31/93
Estimated Cost Breakdown:
Budget Distribution $10.00 01/31/93
Total Expense $10.00
Other Comments: N/A
8. 1993 OPERATING PLAN
OFFICE: Finance Committee
OFFICER: Victor James Brooks
Responsibility #: 5
Responsibility Name: BOD Budget Approval
Description:
Submit an annual budget to the Board of Directors for
approval prior to the start of the new fiscal year.
Resources Needed:
Committee Chairs, Bulletin Board System, Personal Computer,
Communication Software & Supplies.
Work Start Date: 09/01/93 Work End Date: 12/31/93
Estimated Cost Breakdown:
Budget Distribution $10.00 01/31/93
Total Expense $10.00
Other Comments: N/A
9. 1993 OPERATING PLAN
OFFICE: Finance Committee
OFFICER: Victor James Brooks
Responsibility #: 6
Responsibility Name: Review & Analyze Budget
Description:
Review and analyze budget and revenue forecasts from all
Operating Committees of the Association.
Resources Needed:
Committee Chairs, Bulletin Board System, Personal Computer,
Communication Software & Supplies.
Work Start Date: 09/01/93 Work End Date: 12/31/93
Estimated Cost Breakdown: N/A
Other Comments: N/A
10. 1993 OPERATING PLAN
OFFICE: Finance Committee
OFFICER: Victor James Brooks
Responsibility #: 7
Responsibility Name: Balance Budget
Description:
Balance budget and revenue forecasts through
negotiations with Operating Committees of the Association
as necessary.
Resources Needed:
Committee Chairs, Bulletin Board System, Personal Computer,
Communication Software & Supplies.
Work Start Date: 09/01/93 Work End Date: 12/31/93
Estimated Cost Breakdown: N/A
Other Comments: N/A
11. 1993 OPERATING PLAN
OFFICE: Finance Committee
OFFICER: Victor James Brooks
Responsibility #: 8
Responsibility Name: Assist With Fund-Raising
Description:
Assist in identifying and support fund-raising activities for
the association.
Resources Needed: N/A
Work Start Date: 01/01/93 Work End Date: 12/31/93
Estimated Cost Breakdown:
Other Comments: N/A
12. 1993 OPERATING PLAN
OFFICE: Finance Committee
OFFICER: Victor James Brooks
Responsibility #:9
Responsibility Name: Rebuild the Finance Committee Budget Process
Description:
Solicit new members for the Finance Committee and hold
regular monthly meetings.
Resources Needed: N/A
Work Start Date: 01/01/93 Work End Date: 12/31/93
Estimated Cost Breakdown:
Other Comments: N/A
13. 1993 OPERATING PLAN
OFFICE: Finance Committee
OFFICER: Victor James Brooks
Responsibility #: 10
Responsibility Name: Document The Budget Process
Description:
Document the budget process and turn the all software over to
the automation committee.
Resources Needed: N/A
Work Start Date: 01/01/93 Work End Date: 12/31/93
Estimated Cost Breakdown:
Other Comments: N/A
14. 1993 OPERATING PLAN
OFFICE: Finance Committee
OFFICER: Victor James Brooks
Responsibility #: 11
Responsibility Name: Automate Budget Process
Description:
Completely automate the budget process via utilizing the
bulletin board & other.
Resources Needed:
Committee Chairs, Bulletin Board System, Personal Computer,
Communication Software & Supplies.
Work Start Date: 01/01/93 Work End Date: 12/31/93
Estimated Cost Breakdown: N/A
Other Comments: N/A
15. 1993 OPERATING PLAN
OFFICE: Finance Committee
OFFICER: Victor James Brooks
Responsibility #: 12
Responsibility Name: Training Center Procurement
Description:
Continue to assist in the initiative of find a permanent
building to house an office & training center.
Resources Needed:
Committee Chairs, Bulletin Board System, Personal Computer,
Communication Software & Supplies.
Work Start Date: 01/01/93 Work End Date: 12/31/93
Estimated Cost Breakdown: N/A
Other Comments: N/A
16. 1993 OPERATING PLAN
OFFICE: Finance Committee
OFFICER: Victor James Brooks
Responsibility #: 13
Responsibility Name: Training Center Pricing Structure
Description:
Assist in developing a cost structure for charging non-
members fees for workshops & program Meetings..
Resources Needed:
Committee Chairs, Bulletin Board System, Personal Computer,
Communication Software & Supplies.
Work Start Date: 01/01/93 Work End Date: 12/31/93
Estimated Cost Breakdown: N/A
Other Comments: N/A