The Budget Committee's annual report summarized KGNU's financial performance for Fiscal Year 2011 (FY2011). Key points included:
- KGNU's income was 101% of plan and expenses were 101% of plan, indicating performance was largely on plan.
- Cash reserves were replenished to a "bare minimum" level through unplanned income sources like a large bequest and successful special events.
- Adjusting for non-continuing income sources, income was still strong but did not exceed plan by as much as the unadjusted numbers indicated.
- Overall, KGNU's financial position remained stable despite economic challenges, though growth cannot be expected or planned at the same rate as FY2011
This document contains definitions of terms related to the Department of Budget and Management (DBM) in the Philippines and summaries of several issuances from DBM in 2012. It defines DBM, as well as memorandum, circular, GAA, and PDAF. It then provides brief summaries of 6 issuances from DBM in 2012, including a national budget memorandum, 2 joint circulars on MOOE/CO funds and bank account reporting, a joint memorandum on bottom-up budgeting, and 2 memorandum circulars on performance-based bonuses.
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.
This document presents the budget for the Public Administration and International Relations sector for the 2016/17-2018/19 medium term. It outlines the sector's composition, vision, strategic objectives, and key achievements from 2012/13-2014/15. The medium term priorities and financing plan are also presented, including the sector's programs, financial requirements and allocations, and existing resource gaps.
For the complete budget process, you can watch the video entitled “The Philippine Budget Process” or click the link below
https://www.youtube.com/watch?v=OUbUC94oa6s
Lorna Gibbons - Developing a Common Approach to Local Economic Assessments Up...South West Observatory
The document discusses the development of a common approach to local economic assessments (LEAs) in the UK. It provides an update on a questionnaire sent to local authorities to understand current capacity and practices regarding LEAs. The responses highlighted concerns about resources, skills, data availability, and timelines for completing the assessments. Actions proposed include developing a shared website for best practices, coordination across regions, and initial planning steps taken by various local authorities and groups.
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 Council is proposing a range of projects and activities over the next 10 years to provide for Selwyn's growing population, while aiming to keep costs and rates at a reasonable level. Average rates increases are expected to be around 4-5% each year. Key proposals include continuing to invest in water infrastructure, developing a wastewater system for Darfield and Kirwee, an extensive roading upgrades programme, and new or upgraded community centres in Prebbleton, Leeston and Hororata. The Council is seeking community feedback on these proposals and the associated funding options.
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.
This document contains definitions of terms related to the Department of Budget and Management (DBM) in the Philippines and summaries of several issuances from DBM in 2012. It defines DBM, as well as memorandum, circular, GAA, and PDAF. It then provides brief summaries of 6 issuances from DBM in 2012, including a national budget memorandum, 2 joint circulars on MOOE/CO funds and bank account reporting, a joint memorandum on bottom-up budgeting, and 2 memorandum circulars on performance-based bonuses.
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.
This document presents the budget for the Public Administration and International Relations sector for the 2016/17-2018/19 medium term. It outlines the sector's composition, vision, strategic objectives, and key achievements from 2012/13-2014/15. The medium term priorities and financing plan are also presented, including the sector's programs, financial requirements and allocations, and existing resource gaps.
For the complete budget process, you can watch the video entitled “The Philippine Budget Process” or click the link below
https://www.youtube.com/watch?v=OUbUC94oa6s
Lorna Gibbons - Developing a Common Approach to Local Economic Assessments Up...South West Observatory
The document discusses the development of a common approach to local economic assessments (LEAs) in the UK. It provides an update on a questionnaire sent to local authorities to understand current capacity and practices regarding LEAs. The responses highlighted concerns about resources, skills, data availability, and timelines for completing the assessments. Actions proposed include developing a shared website for best practices, coordination across regions, and initial planning steps taken by various local authorities and groups.
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 Council is proposing a range of projects and activities over the next 10 years to provide for Selwyn's growing population, while aiming to keep costs and rates at a reasonable level. Average rates increases are expected to be around 4-5% each year. Key proposals include continuing to invest in water infrastructure, developing a wastewater system for Darfield and Kirwee, an extensive roading upgrades programme, and new or upgraded community centres in Prebbleton, Leeston and Hororata. The Council is seeking community feedback on these proposals and the associated funding options.
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.
The document provides a final evaluation of the Regional Development Programme (RDP) Northern Albania. Over the course of implementation from 2012 to 2014, RDP achieved its overall goal of contributing to equitable social and economic development in the regions of Shkodër and Lezhë. Specifically, the evaluation found that RDP fully achieved its expected results related to strengthening institutional frameworks for decentralization, building the capacities of regional authorities, and developing comprehensive regional development planning processes. Some difficulties were encountered in establishing regional development agencies in both regions as initially planned, though progress was made in establishing an agency in Lezhë. Overall, the final evaluation concludes that RDP significantly advanced regional development in Northern Albania through its activities.
A memo from Honolulu City Council Budget Chair Ann Kobayashi to the Carlisle administration laying out the schedule for annual budget briefings set to begin in March 2012.
This document provides an overview of local governance in Ukraine from 2010-2012. It discusses the legal framework for local governments, their responsibilities and funding sources. Key issues included insufficient funding, failure of the national government to fully fund delegated mandates, and problems in the housing and utilities sector due to low and non-cost-covering tariffs. The document also outlines some reforms needed, such as increasing local budgets, calculating transfers transparently, and reforming the utilities sector.
Regional governments unify several cities into larger geographic communities. They have the authority to raise taxes and spend funds according to their own policies. The primary purpose of regional governments is regional planning, advocacy, housing, and accountability. The Philippines is divided into 17 regions composed of provinces. Regional development councils coordinate regional development plans and investments. Their responsibilities include regional planning, advocacy, and oversight of housing, accountability, and budgeting.
Local planning and budgeting linkage_version 2.0yee tandog
This document discusses the legal basis and process for linking development plans to budgets at the local government level in the Philippines. It provides that development plans and budgets must be harmonized based on national and local laws. The key elements of the plan-budget linkage process are:
1) Development plans for provinces and cities that serve as the basis for local investment programs covering 3-6 years.
2) An annual investment program that identifies priority projects and resources needed for the coming fiscal year.
3) The annual budget that funds the priorities and projects identified in the investment program on a one year basis.
4) A synchronized calendar and involvement of local councils and officials to develop, approve, and implement plans and budgets in
The document outlines the budget process in the Philippines. It describes how the House of Representatives and Senate each deliberate on the President's budget, conducting committee hearings and floor debates. It then explains how a bicameral conference committee harmonizes differences in the versions passed by each chamber. The finalized budget is ratified by both houses and sent to the President for approval or veto. If not enacted by the start of the fiscal year, the previous year's budget is automatically reenacted.
The document discusses the barangay budget process under Philippine law. It covers the key steps and requirements for preparing, authorizing, and implementing a barangay budget according to the Local Government Code. The barangay budget process involves the Punong Barangay and Treasurer preparing a proposed budget, the Sangguniang Barangay authorizing the budget through an appropriation ordinance, and funds being executed and accounted for according to the approved budget. The document provides details on estimating revenues and expenditures, mandatory budget allocations, budget authorization procedures, and other legal guidelines that barangays must follow for effective local financial management.
This document provides a summary of the final outcome evaluation of the Enhancement of Living Standards in Fergana Valley project conducted by Fuat Andic, Ph.D. for UNDP Uzbekistan. The evaluation assessed the project's design, relevance, efficiency, effectiveness, sustainability, resource mobilization, ownership, and lessons learned. Key findings include that the project was relevant and efficiently administered, though capacity building of local governments was only partially effective. Sustainability of improved public services and access to rural development is high, while sustainability of local authorities' capacity is low. Recommendations focus on longer-term training for local officials and preparing project trainees to train others.
The document discusses the barangay budget preparation process in the Philippines according to the Local Government Code. It explains that the barangay budget is prepared by the Punong Barangay and treasurer, must include certain mandatory appropriations, and cannot allocate over 55% of funds to personnel services by law. The budget then undergoes authorization by the Sangguniang Barangay through an appropriations ordinance, which requires majority approval to pass.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
Orrissa executive summary for finance, subsidy & project related support co...Radha Krishna Sahoo
NABARD prepares Potential Linked Credit Plans (PLPs) for each district of India to enable effective utilization of credit and rural development resources. The document discusses the PLP process in Orissa and provides an overview of the state's economy, banking profile, trends in ground level credit flow, and NABARD's development assistance to the state. Key points include increasing agricultural credit disbursements, a focus on improving credit in KBK regions, and NABARD sanctioning over Rs. 2,154 crores for rural infrastructure projects in Orissa through RIDF funds.
BUDGET PROCESS OF THE PHILIPPINE NATIONAL GOVERNMENT, Report for PA1-Introduction to Public Administration, College of Public Administration - Tarlac State University
The SDLG Project will undertake research and information dissemination to clarify the roles and authorities of local governments in Bangladesh. Key activities include:
1. Partnering with universities to sponsor research on key local governance issues and hold national conferences to disseminate findings and discuss needed policy reforms.
2. Publishing research reports and policy briefs on topics like the implementation of new local government laws, the status of women officials, and innovative local government practices.
3. Launching an online local governance resource center and knowledge management system to ensure widespread access to research and example of best practices.
This document outlines the Philippine government's budget preparation process which includes:
1) A budget call issued by the Department of Budget and Management to government agencies to submit their budget proposals.
2) Stakeholder engagement sessions held for agencies to discuss their proposals with civil society groups.
3) Technical budget hearings held for agencies to defend their proposals to DBM panels.
4) An executive review process where budget proposals are prioritized and approved by the President and Cabinet.
5) The approved budget is then presented to Congress for legislation into the annual budget law.
The document discusses the Philippines' full disclosure policy, which requires local government officials to publicly post financial transactions and budgets to promote transparency. It aims to minimize corruption by increasing public awareness of funds. The law mandates posting summaries of revenues, expenditures, procurement bids, and more within certain timeframes. Non-compliance can result in sanctions like suspension or removal from office. The Department of the Interior and Local Government oversees implementation and compliance through guidance and a rewards system. It also created an online portal for viewing local government disclosures.
This document is the Central Ohio Transit Authority's (COTA) Comprehensive Annual Financial Report for fiscal years 2013 and 2012. It includes an introductory letter from the president/CEO highlighting that COTA received its 14th consecutive Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association for its 2012 CAFR. It also notes that COTA received the Auditor of State Award with Distinction for a clean audit report. The letter provides an overview of COTA's reporting entity and governance structure.
This document provides an overview of fiscal administration and the Philippine national budgeting process. It discusses how the budget is prepared by government agencies submitting estimates to the Department of Budget and Management, who then consolidates them into the national budget. The budget is submitted to Congress for approval and authorization through the passage of a General Appropriations Act. It is then implemented through funds allocation and releases to agencies for priority programs.
The document discusses the history and functions of the Budget and Management Bureau (DBM) in the Philippines. It outlines how the DBM was established through executive orders and laws to promote effective management of government resources. The DBM formulates resource allocation strategies, prepares expenditure plans, and develops and administers the national accounting system. It also conducts studies of government agencies and establishes rules for managing resources. The document further details the DBM's role in appropriating funds through the national budget process and ensuring accountability.
The document summarizes the agenda and discussions from a city budget committee meeting. It includes presentations from various department heads on proposed budgets and cuts. It also provides an overview of the capital improvement budget, examples of proposed capital projects, and recommendations to balance the city's budget for the upcoming fiscal year which includes cuts, hiring freezes, use of reserve funds, and a proposed property tax increase.
The document outlines the roles, responsibilities, and budget for a music video project. It identifies the director, camera person, actor, and makeup artist roles. The £4000 budget is detailed in a spreadsheet tracking rental costs of camera and other equipment totaling £786.40, under budget. The director will guide the actors and camera person. The camera person will capture shots as directed. The makeup artist will style actors based on scripts and storyboards. Actors will portray characters as instructed by the director.
NYCLA Task Force Concludes Judicial Budget Cuts Have Raised the Price for Acc...NYCLA14
Reflecting the historic commitment of the New York County Lawyers’ Association (NYCLA) to access to justice for all New Yorkers and to the effective administration of justice by the court system, the NYCLA Board, on the recommendation of newly elected President Stewart D. Aaron, established a Task Force on Judicial Budget Cuts on June 13, 2011. Its mandate was to prepare a preliminary report within 60 days, assessing the impact of the current fiscal year’s $170 million in judicial budgets cuts — cuts exacerbated by an early-retirement program and a job freeze. Task Force subcommittees promptly met with court administrators, judges, supervisory and clerical staff and lawyers; reviewed and evaluated available data about staff reductions and decreased funding for security and other critical services; and gathered anecdotal information from practicing lawyers.
The Preliminary Report presents the Task Force’s initial findings and observations for the following courts: Appellate Division, 1st Department, and Appellate Term; Civil Court of the City of New York; Criminal Courts, both Supreme Court, Criminal Term, New York County, and New York City Criminal Court, New York County; Family Court; Supreme Court, Civil Term, New York County; and Surrogate’s Court, New York County. (A preliminary report on the U.S. District Court for the Southern District of New York will be issued shortly.)
Many of the issues arising from the budget cuts are common to all the courts, while some reflect the experience of particular courts. The report emphasizes that the budget cuts were imposed only several months ago and the effects will accrue over time. The Task Force plans to continue to assess the cuts by holding hearings in the fall and issuing additional reports.
A report I wrote for Tony Racka's class back at OCC that dealt with Starbucks Coffee and how they could improve their market share. This was for a management class.
The document provides a final evaluation of the Regional Development Programme (RDP) Northern Albania. Over the course of implementation from 2012 to 2014, RDP achieved its overall goal of contributing to equitable social and economic development in the regions of Shkodër and Lezhë. Specifically, the evaluation found that RDP fully achieved its expected results related to strengthening institutional frameworks for decentralization, building the capacities of regional authorities, and developing comprehensive regional development planning processes. Some difficulties were encountered in establishing regional development agencies in both regions as initially planned, though progress was made in establishing an agency in Lezhë. Overall, the final evaluation concludes that RDP significantly advanced regional development in Northern Albania through its activities.
A memo from Honolulu City Council Budget Chair Ann Kobayashi to the Carlisle administration laying out the schedule for annual budget briefings set to begin in March 2012.
This document provides an overview of local governance in Ukraine from 2010-2012. It discusses the legal framework for local governments, their responsibilities and funding sources. Key issues included insufficient funding, failure of the national government to fully fund delegated mandates, and problems in the housing and utilities sector due to low and non-cost-covering tariffs. The document also outlines some reforms needed, such as increasing local budgets, calculating transfers transparently, and reforming the utilities sector.
Regional governments unify several cities into larger geographic communities. They have the authority to raise taxes and spend funds according to their own policies. The primary purpose of regional governments is regional planning, advocacy, housing, and accountability. The Philippines is divided into 17 regions composed of provinces. Regional development councils coordinate regional development plans and investments. Their responsibilities include regional planning, advocacy, and oversight of housing, accountability, and budgeting.
Local planning and budgeting linkage_version 2.0yee tandog
This document discusses the legal basis and process for linking development plans to budgets at the local government level in the Philippines. It provides that development plans and budgets must be harmonized based on national and local laws. The key elements of the plan-budget linkage process are:
1) Development plans for provinces and cities that serve as the basis for local investment programs covering 3-6 years.
2) An annual investment program that identifies priority projects and resources needed for the coming fiscal year.
3) The annual budget that funds the priorities and projects identified in the investment program on a one year basis.
4) A synchronized calendar and involvement of local councils and officials to develop, approve, and implement plans and budgets in
The document outlines the budget process in the Philippines. It describes how the House of Representatives and Senate each deliberate on the President's budget, conducting committee hearings and floor debates. It then explains how a bicameral conference committee harmonizes differences in the versions passed by each chamber. The finalized budget is ratified by both houses and sent to the President for approval or veto. If not enacted by the start of the fiscal year, the previous year's budget is automatically reenacted.
The document discusses the barangay budget process under Philippine law. It covers the key steps and requirements for preparing, authorizing, and implementing a barangay budget according to the Local Government Code. The barangay budget process involves the Punong Barangay and Treasurer preparing a proposed budget, the Sangguniang Barangay authorizing the budget through an appropriation ordinance, and funds being executed and accounted for according to the approved budget. The document provides details on estimating revenues and expenditures, mandatory budget allocations, budget authorization procedures, and other legal guidelines that barangays must follow for effective local financial management.
This document provides a summary of the final outcome evaluation of the Enhancement of Living Standards in Fergana Valley project conducted by Fuat Andic, Ph.D. for UNDP Uzbekistan. The evaluation assessed the project's design, relevance, efficiency, effectiveness, sustainability, resource mobilization, ownership, and lessons learned. Key findings include that the project was relevant and efficiently administered, though capacity building of local governments was only partially effective. Sustainability of improved public services and access to rural development is high, while sustainability of local authorities' capacity is low. Recommendations focus on longer-term training for local officials and preparing project trainees to train others.
The document discusses the barangay budget preparation process in the Philippines according to the Local Government Code. It explains that the barangay budget is prepared by the Punong Barangay and treasurer, must include certain mandatory appropriations, and cannot allocate over 55% of funds to personnel services by law. The budget then undergoes authorization by the Sangguniang Barangay through an appropriations ordinance, which requires majority approval to pass.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
Orrissa executive summary for finance, subsidy & project related support co...Radha Krishna Sahoo
NABARD prepares Potential Linked Credit Plans (PLPs) for each district of India to enable effective utilization of credit and rural development resources. The document discusses the PLP process in Orissa and provides an overview of the state's economy, banking profile, trends in ground level credit flow, and NABARD's development assistance to the state. Key points include increasing agricultural credit disbursements, a focus on improving credit in KBK regions, and NABARD sanctioning over Rs. 2,154 crores for rural infrastructure projects in Orissa through RIDF funds.
BUDGET PROCESS OF THE PHILIPPINE NATIONAL GOVERNMENT, Report for PA1-Introduction to Public Administration, College of Public Administration - Tarlac State University
The SDLG Project will undertake research and information dissemination to clarify the roles and authorities of local governments in Bangladesh. Key activities include:
1. Partnering with universities to sponsor research on key local governance issues and hold national conferences to disseminate findings and discuss needed policy reforms.
2. Publishing research reports and policy briefs on topics like the implementation of new local government laws, the status of women officials, and innovative local government practices.
3. Launching an online local governance resource center and knowledge management system to ensure widespread access to research and example of best practices.
This document outlines the Philippine government's budget preparation process which includes:
1) A budget call issued by the Department of Budget and Management to government agencies to submit their budget proposals.
2) Stakeholder engagement sessions held for agencies to discuss their proposals with civil society groups.
3) Technical budget hearings held for agencies to defend their proposals to DBM panels.
4) An executive review process where budget proposals are prioritized and approved by the President and Cabinet.
5) The approved budget is then presented to Congress for legislation into the annual budget law.
The document discusses the Philippines' full disclosure policy, which requires local government officials to publicly post financial transactions and budgets to promote transparency. It aims to minimize corruption by increasing public awareness of funds. The law mandates posting summaries of revenues, expenditures, procurement bids, and more within certain timeframes. Non-compliance can result in sanctions like suspension or removal from office. The Department of the Interior and Local Government oversees implementation and compliance through guidance and a rewards system. It also created an online portal for viewing local government disclosures.
This document is the Central Ohio Transit Authority's (COTA) Comprehensive Annual Financial Report for fiscal years 2013 and 2012. It includes an introductory letter from the president/CEO highlighting that COTA received its 14th consecutive Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association for its 2012 CAFR. It also notes that COTA received the Auditor of State Award with Distinction for a clean audit report. The letter provides an overview of COTA's reporting entity and governance structure.
This document provides an overview of fiscal administration and the Philippine national budgeting process. It discusses how the budget is prepared by government agencies submitting estimates to the Department of Budget and Management, who then consolidates them into the national budget. The budget is submitted to Congress for approval and authorization through the passage of a General Appropriations Act. It is then implemented through funds allocation and releases to agencies for priority programs.
The document discusses the history and functions of the Budget and Management Bureau (DBM) in the Philippines. It outlines how the DBM was established through executive orders and laws to promote effective management of government resources. The DBM formulates resource allocation strategies, prepares expenditure plans, and develops and administers the national accounting system. It also conducts studies of government agencies and establishes rules for managing resources. The document further details the DBM's role in appropriating funds through the national budget process and ensuring accountability.
The document summarizes the agenda and discussions from a city budget committee meeting. It includes presentations from various department heads on proposed budgets and cuts. It also provides an overview of the capital improvement budget, examples of proposed capital projects, and recommendations to balance the city's budget for the upcoming fiscal year which includes cuts, hiring freezes, use of reserve funds, and a proposed property tax increase.
The document outlines the roles, responsibilities, and budget for a music video project. It identifies the director, camera person, actor, and makeup artist roles. The £4000 budget is detailed in a spreadsheet tracking rental costs of camera and other equipment totaling £786.40, under budget. The director will guide the actors and camera person. The camera person will capture shots as directed. The makeup artist will style actors based on scripts and storyboards. Actors will portray characters as instructed by the director.
NYCLA Task Force Concludes Judicial Budget Cuts Have Raised the Price for Acc...NYCLA14
Reflecting the historic commitment of the New York County Lawyers’ Association (NYCLA) to access to justice for all New Yorkers and to the effective administration of justice by the court system, the NYCLA Board, on the recommendation of newly elected President Stewart D. Aaron, established a Task Force on Judicial Budget Cuts on June 13, 2011. Its mandate was to prepare a preliminary report within 60 days, assessing the impact of the current fiscal year’s $170 million in judicial budgets cuts — cuts exacerbated by an early-retirement program and a job freeze. Task Force subcommittees promptly met with court administrators, judges, supervisory and clerical staff and lawyers; reviewed and evaluated available data about staff reductions and decreased funding for security and other critical services; and gathered anecdotal information from practicing lawyers.
The Preliminary Report presents the Task Force’s initial findings and observations for the following courts: Appellate Division, 1st Department, and Appellate Term; Civil Court of the City of New York; Criminal Courts, both Supreme Court, Criminal Term, New York County, and New York City Criminal Court, New York County; Family Court; Supreme Court, Civil Term, New York County; and Surrogate’s Court, New York County. (A preliminary report on the U.S. District Court for the Southern District of New York will be issued shortly.)
Many of the issues arising from the budget cuts are common to all the courts, while some reflect the experience of particular courts. The report emphasizes that the budget cuts were imposed only several months ago and the effects will accrue over time. The Task Force plans to continue to assess the cuts by holding hearings in the fall and issuing additional reports.
A report I wrote for Tony Racka's class back at OCC that dealt with Starbucks Coffee and how they could improve their market share. This was for a management class.
This document provides results from a benchmarking study conducted by Best Practices, LLC on new product launch spending in the U.S. market. Key findings include:
1) The average total investment for launch year was $XXX million, with launch year receiving the lion's share of funding compared to previous years.
2) Specialty care launches averaged $XX million in launch year spending, while primary care launches averaged $XXX million due to the larger target audience.
3) Projected peak annual revenue correlated with resource allocations, with products projecting over $1 billion averaging $XXX million in launch year spending.
Top 10 reporting interview questions with answerskidwellbrandon75
In this file, you can ref interview materials for reporting such as, reporting situational interview, reporting behavioral interview, reporting phone interview, reporting interview thank you letter, reporting interview tips …
The document provides an overview of the contents and coverage of the Tactical & Strategic Report on Starbucks. It details that the report contains extensive corporate data on Starbucks, including financials, operations, markets, products, customers, and industry analysis. It also includes market research data and business planning tools to aid strategic decision making. Forecasts are provided out to 7 years for tactical planning and 10+ years for long-term strategic insights. Additionally, the report features surveys of customers, buyers, and distribution channels to understand brand perceptions.
This document discusses Krispy Kreme, an American doughnut company. It provides background on the company's founding in 1937 and key 2014 financial figures including $460 million in revenue and $34 million in net income. The document also describes Krispy Kreme's methodology for new product development, which involves planning, research, development, testing, and launch. Charts show solutions to pricing issues for premium coffee and a new "Cronut" product based on demand at different price points.
This document defines and discusses Total Quality Management (TQM). It begins with an introduction to TQM and its history. It then provides definitions of TQM and discusses its key principles, including customer focus, management commitment, employee empowerment, and fact-based decision making. The document also covers levels of TQM implementation, examples of successful TQM programs, and ISO 9000 quality standards. It concludes by encouraging the reader to apply TQM principles to their own life to achieve goals and continuous improvement.
Starbucks Social Media Strategy Plan by Mika GarciaMika Garcia
This document outlines Starbucks' 2016 social media strategy. The primary goal is to expand their online following and build stronger customer relationships to meet revenue goals. Two key strategies are increasing published content volume and encouraging community conversations. The strategy includes social media audits, objectives, brand voice guidelines, competitor analyses, response plans, and metrics for measuring success.
New Product Launch - Marketing Strategy Spy CamDisha Bedi
The SpyCam is a wearable device that projects digital information onto the physical world using hand gestures. It consists of a projector, mirror, and camera mounted in a pendant. The device aims to integrate digital information seamlessly with reality, allowing the world to function as a computer interface. It could benefit professions like government officials and private detectives by providing access to online data and records during interactions. The document outlines the components, working, potential applications, and marketing and launch plans for the SpyCam product.
An advertising budget is the money a company is willing to set aside to accomplish its marketing objectives.
Media planning is generally the task of a media agency and entails finding media platforms for a client's brand or product.
The media plan aims to reinforce Starbucks' brand image and increase profitability through a targeted media strategy. The plan will advertise Starbucks specialty coffees across traditional and non-traditional media outlets to develop brand awareness and ensure repeat purchases. The target audience is Americans ages 15-49, with a focus on magazines, newspapers, television, outdoor and internet advertising that will reach consumers in their daily media consumption. Recommended magazines and newspapers target professionals with high incomes matching Starbucks customers. The plan seeks to actively involve consumers and maximize brand exposure through various media channels.
The document discusses advertising budgets and factors that influence budget setting. It provides details on different budgeting approaches, including top-down and bottom-up methods. Key factors in determining budgets are the campaign, market, competitive situation, and brand life cycle stage. Budgets are set using marginal analysis and sales response models to optimize profits from gross margin versus promotional spending. The optimal spending level balances marginal costs and revenues generated.
This document outlines the plans and budget for a faculty/department for 2008. It includes a summary of the 2007 financial performance and the requested 2008 budget. It discusses key activities from 2007, performance based on financial, customer, internal process, and learning and growth perspectives. It identifies the vision, mission, SWOT analysis, and strategies, objectives, KPIs and initiatives for 2008. Finally, it includes the proposed operating and capital budgets for 2008.
This document discusses sales budgeting, forecasting, and control. It covers developing sales budgets to plan and coordinate sales, types of budgets including sales, selling expense, and administrative budgets. Forecasting methods like macro, micro, qualitative, and quantitative are described. Sales forecasting is used for production scheduling, pricing, promotion, and financial planning. Control involves setting standards, evaluating performance, and correcting deviations to optimize sales, profits, and revenue.
The document discusses the concept of cost-benefit analysis (CBA) for evaluating information systems projects. CBA measures and compares the costs and benefits of a project to determine if its benefits outweigh its costs. The CBA process involves identifying the tangible and intangible costs and benefits of a project, evaluating them, and choosing the system with the lowest costs but highest benefits. CBA is useful for decision making by individuals, companies, and governments.
This document provides an overview of cost benefit analysis (CBA). It discusses the history and principles of CBA, including key indicators like net present value. Challenges of CBA like inaccurate cost and benefit estimation are outlined. The document also presents a case study of implementing new computer equipment in an organization and calculating the costs, benefits, and payback period. It concludes that performing a thorough CBA is important for evaluating projects and avoiding erroneous conclusions.
A visual guide to inbound marketing with tips on how to grow your business.
This is a bonus addition to the newly released 2nd edition of "Inbound Marketing" the book by Brian Halligan and Dharmesh Shah
Enterprise Planning: Integrating the Strategic Plan with the Annual Budget an...Alithya
Edgewater Ranzal presented lessons learned and best practices in producing and integration the strategic plan with the annual budget and forecast process, at the Association for Finance Professionals (AFP) 2013 Annual Conference.
The document provides a marketing plan for launching a new fruit juice called "Refresh" in Rahim Yar Khan, Pakistan. It includes an executive summary, introduction of the company and product, current market situation analysis including objectives and SWOT analysis. It also discusses competitors, target market segmentation, and marketing mix strategies covering product, price, place, and promotion. The marketing plan aims to target students, workers and all age groups and gain a 25% market share through distribution in schools and advertising on television, print media and billboards.
The document provides an employee handbook for Bafut Cooperative Credit Union. It includes sections on personnel policy, procurement policy, asset management policy, liquidity management policy, code of ethics/privacy policy, conflict of interest policy, and lending principles. It outlines the vision, mission and values of the credit union. It also includes an organizational chart and descriptions of key roles such as the General Manager, Assistant General Manager, National Accountant, and National Lending Officer.
This document provides a budget message for the City of Novi, Michigan for fiscal year 2010-2011. It discusses how the city has historically relied on manufacturing and transportation businesses but must now adapt to changing economic conditions. It outlines cost reductions made for the upcoming budget, including staff reductions, benefit changes, and other efficiency measures. The message emphasizes the need to plan long-term through fiscal analysis and budgeting conservatively to ensure financial stability in the face of declining revenues.
This document provides an overview and evaluation of county budgets in Kenya for financial years 2012/13 and 2013/14. It finds that while frameworks for devolved governance have been established, counties face various challenges in their budgeting processes. The evaluation examines counties' adherence to principles of transparency, accountability, and public participation. It identifies some shortcomings but also good practices. Overall, the report emphasizes that capacity building for county officers and civic education for the public will be critical to strengthen budgeting and ensure the successful delivery of services under devolution.
Tapiwa Bright Mushure is currently the Finance Manager at MBCA Bank Ltd in Harare, Zimbabwe. He has over 10 years of experience in finance and accounting roles. Previously, he worked as an Audit Assistant to Audit Manager at KPMG Chartered Accountants in Harare for 6 years. He holds a Bachelor of Accounting Science Honours Degree from UNISA and a Bachelor of Accountancy Honours Degree from the University of Zimbabwe. He is currently pursuing a Masters in Business Administration degree.
Delivery of Banking Services & products at an affordable cost to a vast section of the disadvantaged population
Activates the role of the Bank
Facilitates financial transactions among the rural poor
Provides financial literacy and education to SHG member
Creates sustainable livelihoods
Creates large market for the financial system
Presentation by Mark Hadley, CBO's Chief Operating Officer and General Counsel, at the 2nd NABO-OECD Annual Conference of Asian Parliamentary Budget Officials.
The Philippine National Budget Process.pptxera1martinez
The document discusses the key aspects of the Philippine national budget process. It involves four phases - budget preparation, authorization, execution, and accountability. During budget preparation, the Development Budget Coordinating Committee determines economic targets and expenditure levels. Government agencies then prepare their budget estimates and submit them to the Department of Budget and Management for review. The President submits the proposed budget to Congress, where it undergoes scrutiny before being passed into law as the General Appropriations Act. The approved budget is then implemented through the release of funds to agencies, monitored by adjustments, and ensured accountability through audits.
The document provides a review of Mt. Lebanon's proposed 2016 budget. It analyzes the budget based on the Government Finance Officers Association's guidelines for distinguished budget presentations. The review finds that while the budget adequately describes organizational units and programs, it is lacking in areas like performance measures, long-term financial planning, debt information, and process descriptions. The review provides recommendations for how to improve the budget based on comparisons to award-winning budgets from Carlisle and Lower Merion. The goal is for the analysis to help Mt. Lebanon strengthen its budgeting practices and better communicate budget information to policymakers and the community.
The document summarizes the proposed merger between IndusInd Bank and Bharat Financial Inclusion. Key points include:
- Bharat Financial Inclusion shareholders will receive IndusInd Bank shares as consideration for merging Bharat Financial into IndusInd Bank. Bharat Financial's operations will become a wholly owned subsidiary of IndusInd Bank.
- The merger aims to create a large network across India focusing on livelihood financing and provide synergies like a lower cost of funding and access to Bharat Financial's large customer base and liability franchise.
- Estimated synergies include reduction in cost of funds, capital release, fee income opportunities, and ability to offer additional financial products to customers
The document discusses different types of budgets and the budgeting process of Eravur Urban Council in Sri Lanka. It describes various ways to classify budgets, such as by function, flexibility, time period, and how they are prepared. It then provides examples of budgets like sales, production, and cash budgets. Finally, it explains how Eravur Urban Council uses participatory budgeting and zero-based budgeting in its process, which involves input from the public and justifying all expenditures.
The document is the 2016 edition of the Budget Operations Manual for Local Government Units (BOM for LGUs) in the Philippines. It provides guidelines and procedures for local budget preparation, authorization, review, execution, and accountability. Key features of the new edition include an emphasis on participatory budgeting and engagement of civil society organizations, strengthening policy-based budgeting through harmonization of development plans and policies with budgets, and the introduction of performance-informed budgeting to link funding to results. The manual aims to promote transparency, accountability and effectiveness in local public financial management.
This document discusses the acknowledgements, abbreviations, and executive summary of a project report on factors affecting lending in banking.
The author thanks various individuals and organizations who assisted with the project report, including the management of Bank M for providing information. An abbreviations list is provided.
The executive summary outlines the objectives of defining factors affecting lending at Bank M. It discusses examining components of the banking industry, the history and operations of Bank M, sources of finance, the balance sheet, asset-liability committee (ALCO), exchange rates, interest rates, and methods used to collect data including annual reports and branch visits.
The technical assistance provided by PwC to county governments in Kenya has made progress. Key activities undertaken include supporting quarterly financial reporting, the audit process, implementation of the IFMIS system, and training and capacity building. Compliance with quarterly reporting deadlines has improved but some counties still submit reports late. No county has received an unqualified audit opinion yet but some opinions have improved. Challenges remain in fully utilizing IFMIS modules and getting county cooperation in the audit process. Recommendations are made to further improve financial reporting and compliance.
The document discusses the strategic project identification criteria and planning process, outlining the 8 steps from situational analysis to evaluation and plan update. It emphasizes the importance of project preparation, communication, and over-communication to ensure stakeholders understand the project and can effectively deal with issues. The project manager initiates and coordinates the planning process to develop short- and long-term solutions and guide decision-making regarding future needs.
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.
Presentation by Kathleen Burke, John McClelland, and Jennifer Shand, analysts in CBO’s Tax Analysis Division, to the National Association of Legislative Fiscal Offices.
The Congressional Budget Office (CBO) was created to provide the Congress with objective budget and economic analysis. CBO assists the Congress by developing baseline budgets and cost estimates of legislation. It publishes various reports and analyses to help inform budget and policy decisions. During the COVID-19 pandemic, CBO has increased the frequency of its releases and used new formats to quickly provide the Congress with relevant analysis.
Similar to FY2011 Annual Report of the Budget Committee (20)
5 Tips for Creating Standard Financial ReportsEasyReports
Well-crafted financial reports serve as vital tools for decision-making and transparency within an organization. By following the undermentioned tips, you can create standardized financial reports that effectively communicate your company's financial health and performance to stakeholders.
A toxic combination of 15 years of low growth, and four decades of high inequality, has left Britain poorer and falling behind its peers. Productivity growth is weak and public investment is low, while wages today are no higher than they were before the financial crisis. Britain needs a new economic strategy to lift itself out of stagnation.
Scotland is in many ways a microcosm of this challenge. It has become a hub for creative industries, is home to several world-class universities and a thriving community of businesses – strengths that need to be harness and leveraged. But it also has high levels of deprivation, with homelessness reaching a record high and nearly half a million people living in very deep poverty last year. Scotland won’t be truly thriving unless it finds ways to ensure that all its inhabitants benefit from growth and investment. This is the central challenge facing policy makers both in Holyrood and Westminster.
What should a new national economic strategy for Scotland include? What would the pursuit of stronger economic growth mean for local, national and UK-wide policy makers? How will economic change affect the jobs we do, the places we live and the businesses we work for? And what are the prospects for cities like Glasgow, and nations like Scotland, in rising to these challenges?
The Universal Account Number (UAN) by EPFO centralizes multiple PF accounts, simplifying management for Indian employees. It streamlines PF transfers, withdrawals, and KYC updates, providing transparency and reducing employer dependency. Despite challenges like digital literacy and internet access, UAN is vital for financial empowerment and efficient provident fund management in today's digital age.
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Fabular Frames and the Four Ratio ProblemMajid Iqbal
Digital, interactive art showing the struggle of a society in providing for its present population while also saving planetary resources for future generations. Spread across several frames, the art is actually the rendering of real and speculative data. The stereographic projections change shape in response to prompts and provocations. Visitors interact with the model through speculative statements about how to increase savings across communities, regions, ecosystems and environments. Their fabulations combined with random noise, i.e. factors beyond control, have a dramatic effect on the societal transition. Things get better. Things get worse. The aim is to give visitors a new grasp and feel of the ongoing struggles in democracies around the world.
Stunning art in the small multiples format brings out the spatiotemporal nature of societal transitions, against backdrop issues such as energy, housing, waste, farmland and forest. In each frame we see hopeful and frightful interplays between spending and saving. Problems emerge when one of the two parts of the existential anaglyph rapidly shrinks like Arctic ice, as factors cross thresholds. Ecological wealth and intergenerational equity areFour at stake. Not enough spending could mean economic stress, social unrest and political conflict. Not enough saving and there will be climate breakdown and ‘bankruptcy’. So where does speculative design start and the gambling and betting end? Behind each fabular frame is a four ratio problem. Each ratio reflects the level of sacrifice and self-restraint a society is willing to accept, against promises of prosperity and freedom. Some values seem to stabilise a frame while others cause collapse. Get the ratios right and we can have it all. Get them wrong and things get more desperate.
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Vicinity Jobs’ data includes more than three million 2023 OJPs and thousands of skills. Most skills appear in less than 0.02% of job postings, so most postings rely on a small subset of commonly used terms, like teamwork.
Laura Adkins-Hackett, Economist, LMIC, and Sukriti Trehan, Data Scientist, LMIC, presented their research exploring trends in the skills listed in OJPs to develop a deeper understanding of in-demand skills. This research project uses pointwise mutual information and other methods to extract more information about common skills from the relationships between skills, occupations and regions.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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In a tight labour market, job-seekers gain bargaining power and leverage it into greater job quality—at least, that’s the conventional wisdom.
Michael, LMIC Economist, presented findings that reveal a weakened relationship between labour market tightness and job quality indicators following the pandemic. Labour market tightness coincided with growth in real wages for only a portion of workers: those in low-wage jobs requiring little education. Several factors—including labour market composition, worker and employer behaviour, and labour market practices—have contributed to the absence of worker benefits. These will be investigated further in future work.
1. Annual Report of the Budget Committee
For the Fiscal Year 2011 (Ended 30 September 2011)
Prepared & Submitted by Basit Mustafa, Treasurer, Boulder Community Broadcast Association (BCBA) d/b/a KGNU Radio on 7 November 2011
KGNU Community Radio 4700 Walnut Street Boulder, CO 80302 88.5FM |1390AM | kgnu.org
2. Boulder Community Broadcast Association
Table of Contents
Table of Contents ........................................................................................................................................................ 2
About This Report ....................................................................................................................................................... 3
About Your Budget Committee ................................................................................................................................... 4
Thanks & Gratitude...................................................................................................................................................... 6
Overview of FY2011 Operational Methodology, Performance, Balance Sheet, and Overall Position ........................ 8
Statement on Net Income ......................................................................................................................................... 12
Assets & Liabilities (Balance Sheet) .......................................................................................................................... 12
Accounting Errata & Information ............................................................................................................................... 15
Budget Committee FY2011 Activities & Operations ................................................................................................. 15
FY2012 Outlook & Commentary ............................................................................................................................... 16
Budget Committee FY2012 Planned Activities & Operations ................................................................................... 16
FY2012 Operational Budget ...................................................................................................................................... 17
Closing Remarks From The Treasurer ...................................................................................................................... 20
FY2011 Annual Report 2
3. Boulder Community Broadcast Association
About This Report
This document is the formal written submission of the Budget Committee for KGNU Community Radio (KGNU Radio) for the Annual Meeting of the Boulder Community
Broadcast Association (BCBA). Its purpose is to communicate and inform on KGNU’s overall fiscal position, operations, and projects & processes as they relate to the
financial management, leadership, and planning of the organization for the fiscal year 2011 as well as report on the activities of the Budget Committee in FY2011.
1
This document may contain projections for the future, statements of opinion, and even statements of fact. It may also contain errors (it is possible, even at KGNU),
however, reasonable attempts have been made to ensure this report, the data contained or referenced herein, and conclusions drawn are accurate, factual, and well
vetted.
However thorough the preparation of & information in this document, it should not be construed as an official financial statement of any kind. The BCBA d/b/a KGNU
Radio retains an independent external auditor to provide a separate audited financial statement that serves as the primary official financial statement of the BCBA d/b/a
KGNU Radio.
Financials presented herein have been adjusted, modified, and edited to be used as a management tool and to, in the estimation of the Budget Committee, most
accurately reflect operational & asset positions as measurement & assessment tools. Deviations from where the audited statement is expected to land, GAAP, and
other standard reports might occasionally be required to this end; where significant deviation and/or adjustment was made, it is noted appropriately.
Basit Mustafa created this document with input directly from the committee throughout FY2011 and a final FY2011 results analysis meeting held on 3 November 2011.
1
Fiscal Year 2011 (FY2011) consists of all business booked or transactions accrued beginning 1 October 2010 and concludes the final business recorded through 30
September 2011.
FY2011 Annual Report 3
4. About Your Budget Committee
The Boulder Community Broadcast Association’s (d/b/a KGNU Radio) bylaws instruct the board to maintain a standing committee charged with the creation,
maintenance of, and reporting against an operating budget and related financial management & processes as they concern the organization. This committee is to be
chaired by the Treasurer of the Board of Directors with membership unrestricted from the KGNU staff, volunteer, and board groups alike.
Currently, Basit Mustafa serves as the Treasurer of the Board and the Chairperson of the Budget Committee. The most generous roster of committee membership is
most likely reflected in the membership roster for the budget@kgnu.org mailing list, however, the active members of the Budget Committee (defined as attending
meetings in a consistent fashion, contributing a notable body of work to the core mission of the committee, or providing on-going counsel as a functioning member of
the committee) as understood by the leadership at the conclusion of FY2011 are, in no particular order, as follows:
• Mike Massa, Accounting Specialists & KGNU Accountant
• Sam Fuqua, Station Manager/Executive Director, KGNU Radio
• Jim Carlo
• Basit Mustafa, Chairperson, Treasurer & Director, BCBA d/b/a KGNU Radio
• Karen Gruber
• Shawna Sprowls, Membership Director, KGNU Radio
The Budget Committee’s aegis runs the gamut of financial planning, analysis, and management at KGNU. Broadly speaking, the Budget Committee is responsible for:
• Planning, defining, and obtaining approval of an operating budget
• Managing, analyzing, forecasting, and reporting of KGNU’s Balance Sheet, Operating P&L, Capital Expenditures, and Financial Obligations on an on-going,
quarterly, and annual basis
• Establishing, enforcing, and maintaining financial/business controls, financial policy/plans, and audit as appropriate
• Advising and reporting to the Board as appropriate - pro-actively, on a regular schedule, and upon demand
• Understanding and monitoring the relationship/impacts between KGNU’s strategy, operations, processes, and programs and KGNU’s financial posture
• Defining, managing, and maintaining relationships with external financial partners, institutions, financial regulatory agencies, and managing other fiduciary
interests of the organization
KGNU Community Radio 4700 Walnut Street Boulder, CO 80302 88.5FM |1390AM | kgnu.org
5. Boulder Community Broadcast Association
• Providing support in financial planning, P&L management, and business support to the station manager, staff, and other committees/designees of the Board
as appropriate/directed
FY2011 Annual Report 5
6. Boulder Community Broadcast Association
Thanks & Gratitude
A debt of gratitude is owed to anyone who has ever contributed, volunteered, or even tuned in to KGNU on-the-air or online. However, despite making this an
exceedingly long document, it would also overshadow the only recognition that many of the key behind-the-scenes players in KGNU’s fiscal operations receive. The
Budget Committee would like to specifically thank a few individuals & organizations for their work with or on the Budget Committee:
★ Our long-time partner, Boulder Municipal Employees Credit Union (and their partner Centennial Lending) – both Ann Babiak and Kirk Wiebusch worked hard
to provide us with a mortgage refinance proposal that was ultimately accepted that saved KGNU a significant amount on cost of funds but also provided
security and predictability for the next five years on cost of funds. Through unexpected paperwork challenges in flood plain assessments, etc both Ann and
Kirk worked hard to represent KGNU’s interests to their partners and secure the most favorable terms for KGNU. Their commitment to this relationship and
our organization is truly appreciated.
★ Our continuing relationship with the Bank of Denver, even as we were unable to continue our mortgage relationship with them, Lori Radcliffe, President of the
Bank, maintains a close relationship to KGNU and continues to work to provide us with the best financial services possible and remains committed to
continuing to build our relationship despite the need for KGNU to refinance our mortgage with a different partner in FY2011
★ Another deep and continual thank you to Mike Massa and his team at Accounting Specialists. Last year, I joked in this report that without these people our
books simply would not exist and that Sam & I would be found curled up the fetal position while crying in the corner of the Grey Studio, and business simply
would not be done. That continues to be true, and in FY2011 Mike (and his team) continued to impress and support us by responding with acuity to
accounting changes, proactively detecting interesting trends, and dealing with the pace of business at KGNU that times can be exceedingly fast but also
frustratingly slow. They maintained and demonstrated professionalism, wisdom, and genuine care & support of KGNU through this all. Their support begins at
the significant financial consideration for KGNU, Mike’s service to KGNU beyond simple accounting, their “buy-in” to our work & mission, and into their own
advocacy of our organization.
★ Jim Carlo continued his “return from retirement” in FY2011 – consistently providing wisdom, statistical support, and decision support in meetings, the
budgeting process, and monthly reviews
★ A special thanks to Arrone Arpel of the eponymous Arrone Arpel, CPA, LLC. Arrone has long served as the BCBA’s independent auditor and performed these
services with an expertise specific to KGNU’s business that is shown in the quality & efficiency of the independent audit produced yearly. Despite audit
services being Arrone Arpel, CPA, LLC’s primary income, Arrone has continued to provide a generous consideration on audit fees for KGNU. The Budget
Committee truly appreciates Arrone’s support and hard work.
★ All our listener-members, supporters, and lenders whose support makes these numbers appear on the spreadsheets.
FY2011 Annual Report 6
7. Boulder Community Broadcast Association
★ _______________________________________ for _______________________________________________________ and _________________________________
(Proper Noun) (Laudable Action) (Not-So-Laudable Action)
If you see any of these people, please take the time to thank them for their work and contribution to KGNU. If you are one of the many people who should be listed
here, but are not due to time, space, or synapse limitations on behalf of the Budget Committee, please feel free to write-in above and send this back to basit@kgnu.org
and I will happily redact the latest copy!
FY2011 Annual Report 7
8. Boulder Community Broadcast Association
Overview of FY2011 Operational Methodology, Performance, Balance Sheet, and Overall Position
The Boulder Community Broadcast Association completed its most FY2011 on 30 September 2011. While final and certified statements are not yet available and minor
items will continue to be booked to the ledger, the Budget Committee believes the major body of business has been settled. To provide a most realistic and useful
perspective on the financials for FY2011 in light of these remaining accounting items and to reflect an accurate view of continuing operations, this report speaks to
FY2011 numbers from an adjusted continuing operations view. Unadjusted financials (e.g. as booked), audited statements, and supporting materials are always publicly
available online, in person at KGNU’s Boulder Studio, and upon reasonable request of any employee or officer of the organization.
This view was created to forecast pending expense items that are not yet booked or finalized, to remove aberrational (e.g. non-continuing) events in I&E, and to
normalize “bluebird” events. The extent of significant adjustments include:
1. Adjustment of Grant Expense for anticipated/indirect costs not yet finalized
2. Removal of Bequests/Planned Giving as an operational income item
3. Normalization of the Events line item to account for Noam Chomsky’s generous event in benefit of KGNU
In an adjusted continuing operations view, KGNU performed largely on-plan for FY2011.The FY2011 budget (and resulting adjusted plan view) was created on a
conservative set of assumptions in a risk-averse methodology. Income line items (especially in the form of CPB Allocation and Underwriting) were conservatively
planned, with only moderate “stretch goals” budgeted where absolutely reasonable (Memberships, Grants, Events). The payments into cash reserves were
conservatively set to gradually return KGNU to an acceptable reserve requirement following 3 fiscal years of cash reserve draw down to service debt and complete key
capital projects.
KGNU has also been gifted the reduction of $50,000.00 of debt per year by a generous supporter who was part of the 1390 Capital Campaign until that note reaches a
zero principal. This Release of Debt item factors favorably into the “net income” calculations.
Plan Actual
Income $758,788 $770,118 (101% of plan)
Expense $793,748 $798,177 (101% of Plan)
Table 1. Overview of Operational Income & Expense vs. Plan (FY2011)
In FY2011, KGNU was able to replenish cash reserves to a “bare minimum” operational level largely based on an unexpected $50,000.00 bequest, above-plan
performance in Special Events from Noam Chomsky’s visit, and impressive performance in the Underwriting program.
FY2011 Annual Report 8
9. Boulder Community Broadcast Association
The raw-and-unadjusted view should be used to understand what actually occurred in terms of cash flow and how these payments were made, however, to summarize
herein, KGNU made a $177,044 payment into cash reserves in FY2011, well above the reduced number budgeted for FY2011. The adjusted continuing operations
view, however, provides insight into what (subset) level of contributions & operations occurred when one does not consider events outside the control of KGNU staff,
volunteers, and development/fundraising programs. In this view, KGNU’s work remains strong, especially in the context of a weak economy, tenuous (if at all) recovery
in personal incomes, and weak foundation/institutional giving. However, when non-continuing operational items are removed from the calculus, the overrun in income is
largely dissolved. This is an important item to note in financial, strategic, and operational planning – that while our work, constituency, and mission resonance remain
strong with our supporters & listeners the challenges around us continue to persist and growth in income from continuing operations cannot reasonably be expected or
justified to continue at levels in the raw, unadjusted financials.
Continuing
Operations
(Adjusted)
Oct '10 - Sep 11 Budget $ Over Budget % of Budget
Ordinary Income/Expense
Income
Bequests/Planned Giving 0 0 0 0%
BME Affinity Program 264 0 264 100%
Bus & Ind Underwriting 66,232 50,000 16,232 132%
Business & Ind Match 3,555 6,000 (2,445) 59%
Car Donations 11,676 10,000 1,676 117%
Community Shares 3,555 5,000 (1,445) 71%
Corp'n For Public Broadcasting 103,353 90,000 13,353 115%
Grants 90,408 90,408 0 100%
Interest & Dividends 655 0 655 100%
Major Gift Solicitations 16,913 45,000 (28,087) 38%
Total Memberships 398,970 444,880 (45,910) 90%
Miscellaneous Income 1,532 2,500 (968) 61%
Program Guide Ad Revenue 5,585 0 5,585 100%
Raffles 797 1,500 (703) 53%
Total Special Events 44,071 55,000 (10,929) 80%
Studio Production Time 6,971 3,500 3,471 199%
FY2011 Annual Report 9
10. Boulder Community Broadcast Association
Volunteer Training Fees 3,410 0 3,410 100%
Year End Donations 29,739 0 29,739 100%
Total Income 770,118 758,788 11,330 101%
Ex-
pense
Grant Expense 35,367 35,367 0 100%
Bank Charges 8,163 11,000 (2,837) 74%
Cash Reserves 92,044 71,286 20,758 129%
Total Commissions 11,885 0 11,885 100%
Dues & Subscriptions 5,783 6,000 (217) 96%
Employee Benefits 48,148 68,444 (20,296) 70%
Employee Bonus 0 1,050 (1,050) 0%
Employee Search 953 0 953 100%
Fund Drive & Premium 6,134 7,500 (1,366) 82%
Total Fundraising Expense 13,208 0 13,208 100%
Hospitality 882 1,200 (318) 74%
Insurance 21,693 20,000 1,693 108%
Interest Expense 1,721 0 1,721 100%
Internet 5,461 5,000 461 109%
Janitorial 3,127 2,000 1,127 156%
Total Labor 560 1,500 (940) 37%
Mileage & Reimbursements 1,200 0 1,200 100%
Mortgage Interest 25,357 27,000 (1,643) 94%
Office 14,460 15,000 (540) 96%
Outreach/Promotion 2,287 6,000 (3,713) 38%
Postage 7,036 8,200 (1,164) 86%
Production Supplies 4,457 2,500 1,957 178%
Total Professional Fees 63,850 54,000 9,850 118%
FY2011 Annual Report 10
11. Boulder Community Broadcast Association
Total Program Acquisition 32,915 32,500 415 101%
Total Program Guide Expense 5,389 0 5,389 100%
Rent - AM Tower 36,000 30,000 6,000 120%
Rent - FM Tower 15,237 16,155 (918) 94%
Rent - Denver Studio 3,060 3,060 0 100%
Repairs & Maintenance 3,770 6,000 (2,230) 63%
Total FM Salaries 236,700 271,148 (34,448) 87%
Total AM Salaries 20,858 20,858 0 100%
Satellite Interconnect 7,494 7,500 (6) 100%
Storage 711 720 (9) 99%
Taxes - Other 971 2,000 (1,029) 49%
Taxes - Payroll 21,584 22,750 (1,166) 95%
Telephone 20,717 20,000 717 104%
Travel & Conferences 229 500 (271) 46%
Utilities 18,766 17,510 1,256 107%
Total Expense 798,177 793,748 4,429 101%
Net Ordinary Income (28,059) (34,960) 6,901 80%
Other Income/Expense
Other Income
Release of Debt 50,000 0 50,000 100%
Total Other Income 50,000 0 50,000 100%
Net Other Income 50,000 0 50,000 100%
Net Income 21,941 (34,960) 56,901 (63%)
FY2011 Annual Report 11
12. Boulder Community Broadcast Association
Statement on Net Income
KGNU plans against a balanced budget and all intermediate operational forecasts & course adjustments are made with that goal in mind. However, outside of sheer
statistically improbable luck or fancy accounting tricks/line items, a net-zero result is quite elusive. For FY2011 KGNU did plan for a net-zero income based on an
understanding of non-continuing operational items to occur in FY2011. However, once release of debt Is accounted and other adjustments are made to create the
continuing operations view (e.g. removal of these items) – a non-zero net income occurs. The operational direction has been to leverage this year’s modest operating
surplus to provide 100% for debt service.
Assets & Liabilities (Balance Sheet)
In FY2011, KGNU worked to return its cash reserve to acceptable levels (minimum of three months of operating budget & reasonable liquid cash requirements for
emergency response on facilities & physical plant catastrophe).
Sep 30, 11
ASSETS
Current Assets
Checking/Savings
Checking - Mutual 119,021.90
Checking - BOD Bldr 9,518.23
Checking - BOD AFT 12,055.88
Savings - BOD 118,406.18
Savings - BOD Loan Acct 10,803.99
BME-Capital Campaign A/C 15.89
Calvert Money Market 1,583.08
NPC Brokerage Account 14.88
Raffle Account 1,554.80
Vanguard Money Market 1,088.03
Restricted for Cash Reserves (177,044.00)
Total Checking/Savings 97,018.86
FY2011 Annual Report 12
13. Boulder Community Broadcast Association
Other Current Assets
Prepaid Expenses 6,375.00
Prepaid Transmitter Rent 13,137.04
Total Other Current Assets 19,512.04
Total Current Assets 116,530.90
Fixed Assets
Land 350,000.00
Building 1,044,048.32
Building Improvements 35,262.78
Refinance Cost July 2011 7,984.50
Denver Production Studio 36,111.75
Equipment Office 78,708.99
Equip. Studio & Broadcast 507,005.40
FM Upgrades 48,327.66
FM Generator Project 20,604.59
Record Library 350,353.36
Translator 8,859.16
Transmitter Building 1,495.68
Leasehold Improvements 11,081.32
Accumulated Depreciation (1,106,799.00)
Total Fixed Assets 1,393,044.51
Other Assets
AM 1390 Signal 4,100,000.00
Accumulated Amortization (1,639,998.00)
Pending 200.61
Total Other Assets 2,460,202.61
FY2011 Annual Report 13
14. Boulder Community Broadcast Association
TOTAL ASSETS 3,969,778.02
LIABILITIES & EQUITY
Liabilities
Current Liabilities
Accounts Payable
Accounts Payable 5,105.20
Total Accounts Payable 5,105.20
Credit Cards
Chase Card Payable 955.29
Total Credit Cards 955.29
Other Current Liabilities
Golden Mouse Fund 3,305.75
RMCR Capital Coverage Project 4,242.53
Tributaries Project 156.50
Escrow - Ft. Collins 4,250.00
FM Memberships Prepaid 88,758.52
AM Memberships Prepaid 17,287.46
Payroll Taxes Payable
FICA & Fed W/H Tax Payable 3,178.31
State W/H Tax Payable 976.00
SUI Tax Payable 13.35
Comm Shares 15.00
Total Payroll Taxes Payable 4,182.66
Total Other Current Liabilities 122,183.42
Total Current Liabilities 128,243.91
FY2011 Annual Report 14
15. Boulder Community Broadcast Association
Long Term Liabilities
Note Payable - Mortgage 390,119.34
Loan Payable-Private 1390 Notes 2,278,000.00
Total Long Term Liabilities 2,668,119.34
Total Liabilities 2,796,363.25
Equity
Fund Balance 1,118,324.20
Net Income 55,090.57
Total Equity 1,173,414.77
TOTAL LIABILITIES & EQUITY 3,969,778.02
Accounting Errata & Information
1. KGNU transitioned to gross accounting treatment for Grants and Underwriting in 3Q11. Based on this methodology, all income in both of these categories will
be booked as income and associated expense items (such as commissions, administration, operational expense, etc) will be applied as expenses.
2. KGNU has begun to book a restriction in assets for cash reserves to create a more accurate view of liquidity
Budget Committee FY2011 Activities & Operations
The management & planning of BCBA/KGNU finances remains the single largest task and deliverable of the budget committee. In addition to the work in managing the
FY11 financial operations, planning, and treasury, the Budget Committee engaged in several other activities:
1. Renegotiation and refinance of the Boulder Studio mortgage to a 5.25% rate fixed for 60 months on a 10 year term (balloon) on a 25 year schedule with an
intent to “renew” at year 10 (balloon instrument necessary to work inside Federal Law regarding Credit Union lending)
2. Improvement & formalization of pipeline, forecasting, and planning processes
3. Roles, responsibilities, and control book discussions + formalization
FY2011 Annual Report 15
16. Boulder Community Broadcast Association
4. Transition & succession planning leading into FY12 budget process
5. Supporting Executive Committee & Sam in negotiations & updates on lender and lender relations with external-use materials/collateral, information, analytics
and internal decision support
FY2012 Outlook & Commentary
No financial report is typically complete without a disclaimer about forward-looking statements – and this is no exception! In any economic environment, forecasting can
be a black art at best in items one and one’s organization can control (e.g. controllable expense, continuing operations, etc) – but in items beyond one’s control in an
election year – well, black art would be a level of certainty we are yet to observe. With that said, the KGNU Budget Committee has agreed upon an FY2012 outlook and
has a number of recommendations for operations in FY2012. The Budget Committee prefers its crow served braised.
We believe FY2012 will continue to be marked by a stagnant economy, increased inflationary pressures, continued challenges in personal income,
foundation/institutional giving, and a risk-averse temperament of both individuals and companies/government to long-term & discretionary spend. However, localized
improvements in job growth in white-collar industries, limited local recovery of economic activity, and favorable personal income trends in our areas provide a slight
buffer to the broader uncertainty & flat-at-best forecast for GDP and incomes. Inside this localized recovery we believe opportunities for improved performance in Major
Gifts through the proper work/prospecting/engagement, membership improvement in gift-per-member and new memberships, and continued strength in Underwriting
from local businesses exists and is reflected in the FY2012 Budget assumptions in more detail.
Organizationally, the Budget Committee believes a focus on codifying, streamlining, and automating processes – especially between logical, organizational, and
individual functions is an important path to organizational growth and driving further efficiencies into operations. Specifically, we believe that the individual procedures
inside each tower of the organization (and, despite whatever the outward appearance maybe, on the desk of each employee), our processes are mostly appropriately
defined, executed, documented, and stewarded. Interfaces between each desk/logical function also show sophistication in some areas. Extending this is an important
area of focus for the Budget Committee in the work we do internally, but also with other parts of the organization. Defining what data is exchange with whom, in what
format, at what frequency/event, and how we can improve or streamline that (or at least better understand it) presents several areas for productivity enhancement.
Budget Committee FY2012 Planned Activities & Operations
Obviously, continued steady-state operation, management, planning, and analysis of the operations, assets, and treasury will continue as normal. Further focus on
formalizing, automating, and streamlining processes & documentation will continue. Specifically:
1. Creation of a consolidated control book documenting processes, dates, checkpoints, and assumptions from existing documents
2. Formal definition of roles, responsibilities, and work items, their responsible parties, and the organizational and data/IT interfaces between them in the data &
work flow
3. Build ion FY10 and FY11 work in creating consistent templates for reports, accounting rules, pipeline & forecast information, and interfaces outside committee
FY2011 Annual Report 16
17. Boulder Community Broadcast Association
4. Succession planning
FY2012 Operational Budget
The BCBA board approved the proposed KGNU Operational Budget for FY2012 at the August Board of Directors meeting. A detailed discussion of the process, work
items, work products, and particulars can be found in the minutes of this and the preceding two months’ meetings and the deliverables documented in those minutes.
The FY2012 budget retains the conservative assumptions of FY2011 and further adopts gross accounting treatment for Underwriting & Grants informally introduced in
FY2011 as a formal methodology.
Budget
Ordinary Income/Expense
Income
Bequests/Planned Giving $-
BME Affinity Program $-
Bus & Ind Underwriting $68,750.00
Business & Ind Match $5,100.00
Car Donations $10,000.00
Community Shares $5,000.00
FM Upgrade $-
Corp'n For Public Broadcasting $90,000.00
Grants $70,000.00
Interest & Dividends $-
Major Gift Solicitations $45,000.00
Total Memberships $444,880.00
Miscellaneous Income $2,500.00
Program Guide Ad Revenue $-
Raffles $1,500.00
Total Special Events $30,000.00
Studio Production Time $3,500.00
FY2011 Annual Report 17
18. Boulder Community Broadcast Association
Volunteer Training Fees $-
Year End Donations $25,000.00
Total Income $801,230.00
Expense
Total Grant Expense - Restricted $32,000.00
Bank Charges $11,000.00
Cash Reserves $99,235.28
Total Commissions $13,750.00
Dues & Subscriptions $6,000.00
Employee Benefits $60,619.20
Employee Bonus $1,050.00
Employee Search $-
Fund Drive & Premium $7,875.00
Total Fundraising Expense $-
Hospitality $1,260.00
Insurance $20,000.00
Interest Expense $-
Information Technology (formerly Internet) $5,000.00
Janitorial $2,200.00
Total Labor $1,575.00
Mileage & Reimbursements $-
Mortgage Interest $20,500.00
Office $15,450.00
Outreach/Promotion $6,300.00
Postage $8,610.00
Production Supplies $2,625.00
Total Professional Fees $44,000.00
FY2011 Annual Report 18
19. Boulder Community Broadcast Association
Total Program Acquisition $32,500.00
Total Program Guide Expense $-
Rent - AM Tower $32,400.00
Rent - FM Tower $18,437.84
Rent - Denver Studio $3,000.00
Repairs & Maintenance $6,000.00
Total Payroll $277,926.19
Satellite Interconnect $7,500.00
Storage $756.00
Taxes - Other $2,000.00
Taxes - Payroll $22,750.00
Telephone $20,000.00
Travel & Conferences $525.00
Utilities $18,385.50
Total Expense $801,230.00
Net Ordinary Income $-
FY2011 Annual Report 19
20. Boulder Community Broadcast Association
Closing Remarks From The Treasurer
KGNU’s value in the community is evident in many ways – over the nearly 34 years of community media, KGNU has taken on many roles, touched many lives, and
been the medium for expression for a diverse gamut of thoughts, ideas, sounds, and artful expressions.
This has only been possible by committed volunteers in every part of KGNU’s operations, skilled and dedicated staffers (who certainly don’t do this for the money!), and
engaged supporters (both financially and otherwise) who meld KGNU’s mission their own passions.
As we head into FY2012, this dedication from all parts of the KGNU community shows strength worthy of its years & history, even in an environment where individuals
are facing tough choices and distracting events. In fact, whether it was being an active community player in responding to local emergencies, being the reliable outlet
for news & opinion on the news & topics of the day that represents a voice unheard elsewhere, or being the purveyor of fine music, art, and sounds you can’t find
anywhere else – with our strong staff, volunteers, and supporters KGNU’s engagement, support, and relevance grows through time – thick and thin.
FY2011 was successful from a financial perspective because of our dedication to the organization and we believe that continuing with this spirit and building on our
heritage in FY2012 is the clearest, most reliable, and most valuable path to success – financial and for our mission.
FY2011 Annual Report 20