The document provides strategies for local governments to implement innovative financial recovery approaches during times of reduced revenues, including organizational restructuring, process mapping, focusing on long-term sustainability and transparency when making reductions, and maintaining quality in the services still provided. Across-the-board cuts, functional percentage cuts, and programmatic reductions are discussed as options with pros and cons of each approach. Tips are offered such as utilizing process mapping to identify efficiencies and being precise in communicating changes.
Danielle_Anderson_resume 2015 as of acctg supervisorDanielle Anderson
Danielle Anderson has over 22 years of experience in financial services and accounting roles. She currently works as a Corporate Accounting Supervisor for Covanta Energy, where her responsibilities include ensuring timely and accurate bank reconciliations, journal entries, and project costing. Previously she held supervisory roles at RCG Information Technology and Computershare, where she managed staff and various accounting functions.
Mar 2012 cdphe contractor performance monitoring trngBrandon Williams
This document provides an overview of CDPHE's contract monitoring training. It discusses key terms, the roles and responsibilities of contract monitors, conducting post-award meetings, performing risk assessments, communication methods, monitoring methods, practices for addressing performance issues, documenting performance, conducting performance evaluations, and providing technical assistance to contractors. It also covers CDPHE's new standardized invoice form and training contractors to use the form starting in July 2012.
Have you completed your 2015 budget yet? Does your budget include line items other than the income statement? Are you putting it off for another month to focus on 2014 close? If next year’s forecast hasn’t been completed, you shouldn’t be surprised to find that you are behind schedule. However, it’s not too late to get started – vcfo’s team of CFO experts will guide you through the process during the Budgeting Basics webinar.
Join vcfo's Josh Tabin, Houston Managing Director, and Cristina Silingardi, Consulting CFO, share their expertise in developing and delivering an effective budget for your business. Both Josh and Cristina have worked with companies of all sizes and in various industries, providing financial consulting, delivering operational and strategic guidance, leading the funding and financing process, managing mergers and acquisitions, and beyond.
JohnPaul Ogbuokiri is a Certified Public Accountant seeking a position in banking, public accounting, or financial analysis. He has over 10 years of experience in accounting, financial reporting, consulting, and executive compensation. His objective is to utilize his analytical and accounting skills to be a valuable asset to an employer. He has a B.Sc from Xavier University of Louisiana and is proficient in QuickBooks, Peachtree, and Thomson Reuters audit software.
The document provides an overview of key concepts in project planning and scheduling including developing a project management plan, defining the project scope and work breakdown structure (WBS), sequencing activities, estimating durations and resources, developing a schedule, calculating early and late dates, determining the critical path, and calculating float. It includes examples of a sample project schedule to demonstrate these scheduling techniques.
Learning from the worst behaved icelands financial crisis and nordic comparis...Mar Wolfgang Mixa
This paper analyzes Iceland's financial crisis in 2008 by comparing it to the Scandinavian financial crisis of the 1990s. It finds that Iceland experienced the harshest consequences of the 2008 crisis, with the total collapse of its banking sector. Signs of overexpansion in Iceland were clear before the crisis, as the Icelandic banks grew rapidly through international expansion and lending. However, they showed weaknesses in areas like corporate governance and risk management. Comparing the two crises shows Iceland faced structural issues like those of other badly hit countries, but to a more extreme degree. The paper examines the causes and lessons that can be learned from Iceland's experience.
THE ICELANDIC BUBBLE AND BEYOND INVESTMENT LESSONS FROM HISTORY AND CULTURA...Mar Wolfgang Mixa
This thesis examines the cultural conditions that shaped Iceland's financial bubble and crash through five papers. The introduction provides background on Iceland's unprecedented banking crisis in 2008. It establishes the research question of what cultural conditions influenced the formation of Iceland's bubble, and how they differed from other countries. The theoretical framework discusses concepts from behavioral finance, cultural finance, and the relationship between culture and economics. The methodology section outlines the mixed quantitative and qualitative approaches used across the five papers. Each paper is then summarized in terms of its relevance to analyzing Iceland's crisis from cultural and historical perspectives. The conclusion reflects on the overall findings that certain Icelandic cultural dimensions embraced values that temporarily enabled naïve beliefs and risky behavior, influenced by technological and ideological changes internationally
Danielle_Anderson_resume 2015 as of acctg supervisorDanielle Anderson
Danielle Anderson has over 22 years of experience in financial services and accounting roles. She currently works as a Corporate Accounting Supervisor for Covanta Energy, where her responsibilities include ensuring timely and accurate bank reconciliations, journal entries, and project costing. Previously she held supervisory roles at RCG Information Technology and Computershare, where she managed staff and various accounting functions.
Mar 2012 cdphe contractor performance monitoring trngBrandon Williams
This document provides an overview of CDPHE's contract monitoring training. It discusses key terms, the roles and responsibilities of contract monitors, conducting post-award meetings, performing risk assessments, communication methods, monitoring methods, practices for addressing performance issues, documenting performance, conducting performance evaluations, and providing technical assistance to contractors. It also covers CDPHE's new standardized invoice form and training contractors to use the form starting in July 2012.
Have you completed your 2015 budget yet? Does your budget include line items other than the income statement? Are you putting it off for another month to focus on 2014 close? If next year’s forecast hasn’t been completed, you shouldn’t be surprised to find that you are behind schedule. However, it’s not too late to get started – vcfo’s team of CFO experts will guide you through the process during the Budgeting Basics webinar.
Join vcfo's Josh Tabin, Houston Managing Director, and Cristina Silingardi, Consulting CFO, share their expertise in developing and delivering an effective budget for your business. Both Josh and Cristina have worked with companies of all sizes and in various industries, providing financial consulting, delivering operational and strategic guidance, leading the funding and financing process, managing mergers and acquisitions, and beyond.
JohnPaul Ogbuokiri is a Certified Public Accountant seeking a position in banking, public accounting, or financial analysis. He has over 10 years of experience in accounting, financial reporting, consulting, and executive compensation. His objective is to utilize his analytical and accounting skills to be a valuable asset to an employer. He has a B.Sc from Xavier University of Louisiana and is proficient in QuickBooks, Peachtree, and Thomson Reuters audit software.
The document provides an overview of key concepts in project planning and scheduling including developing a project management plan, defining the project scope and work breakdown structure (WBS), sequencing activities, estimating durations and resources, developing a schedule, calculating early and late dates, determining the critical path, and calculating float. It includes examples of a sample project schedule to demonstrate these scheduling techniques.
Learning from the worst behaved icelands financial crisis and nordic comparis...Mar Wolfgang Mixa
This paper analyzes Iceland's financial crisis in 2008 by comparing it to the Scandinavian financial crisis of the 1990s. It finds that Iceland experienced the harshest consequences of the 2008 crisis, with the total collapse of its banking sector. Signs of overexpansion in Iceland were clear before the crisis, as the Icelandic banks grew rapidly through international expansion and lending. However, they showed weaknesses in areas like corporate governance and risk management. Comparing the two crises shows Iceland faced structural issues like those of other badly hit countries, but to a more extreme degree. The paper examines the causes and lessons that can be learned from Iceland's experience.
THE ICELANDIC BUBBLE AND BEYOND INVESTMENT LESSONS FROM HISTORY AND CULTURA...Mar Wolfgang Mixa
This thesis examines the cultural conditions that shaped Iceland's financial bubble and crash through five papers. The introduction provides background on Iceland's unprecedented banking crisis in 2008. It establishes the research question of what cultural conditions influenced the formation of Iceland's bubble, and how they differed from other countries. The theoretical framework discusses concepts from behavioral finance, cultural finance, and the relationship between culture and economics. The methodology section outlines the mixed quantitative and qualitative approaches used across the five papers. Each paper is then summarized in terms of its relevance to analyzing Iceland's crisis from cultural and historical perspectives. The conclusion reflects on the overall findings that certain Icelandic cultural dimensions embraced values that temporarily enabled naïve beliefs and risky behavior, influenced by technological and ideological changes internationally
Strategy Implementation for Institutional Services Department of PANELCO IIIJo Balucanag - Bitonio
Institutional Services Department: functions and responsibilities, organizational structure, KRAs, strategy implentation process, long term plan, medium term and short term, programs and projects
Noel Richey has over 10 years of experience in data analysis, project management, and financial operations for the DC government. He has a proven track record of developing data visualization tools, managing multi-million dollar budgets and portfolios, and identifying cost savings and efficiencies. His core competencies include risk mitigation, data analytics, process improvement, compliance, and financial management.
The document discusses the importance of the business case in driving project success. It provides an overview of key aspects of developing a robust business case, including: understanding stakeholders and desired outcomes, performing options appraisals and cost-benefit analyses, ensuring strategic alignment, and establishing affordability, commercial viability, and achievability. The presentation emphasizes creating stakeholder engagement, overcoming barriers like silos and apathy, and establishing accountability through defining roles and metrics to track value realization.
This document outlines a presentation for grant management software. It discusses the problems nonprofits face using manual processes like spreadsheets for grants. It then covers the components of an end-to-end grant management solution including pre-award opportunities search, post-award competitive bidding, fund tracking, sub-recipient management, project tracking, and reporting. Recent legislation is driving demand for automated, compliant solutions to improve transparency.
It’s Lean, Jim, but not as we know it.
Presentation on 2nd International Lean Six Sigma Conference for Higher Education in Arnhem, The Netherlands, organized by HAN University of Applied Sciences
2012.04.05 Learning Sessions 1 - City ArtWorksjvielman
The strategic planning process engaged consultants to help City Artworks create a 3-year strategic plan through a leadership team and work groups. The plan refined the mission/vision and established goals in areas like facilities, staffing, programming, and technology. New staff positions were created to improve operations and marketing. Financial procedures were documented and pricing was adjusted. The plan better aligned the board and staff and prepared City Artworks for growth through stakeholder engagement and resource development.
The document discusses budgeting and defines it as a plan for allocating money and resources over a specified period of time. It describes different budgeting methods like top-down, bottom-up, and iterative budgeting and compares their advantages and disadvantages. Top-down budgeting involves estimating higher level costs first while bottom-up involves identifying all constituent tasks. Iterative budgeting combines elements of both. The document also discusses features of effective budgets, common budgeting problems, and analyzing variances to track performance against plans.
Project Integration Management involves five key processes:
1. Develop Project Charter - Defines the project.
2. Develop Project Management Plan - Guides how the project will be executed.
3. Direct and Manage Project Execution - Performing the work outlined in the plan.
4. Monitor and Control Project Work - Tracking progress and addressing issues.
5. Perform Integrated Change Control - Reviewing and approving/managing changes.
These processes span the project lifecycle from initiating to closing and involve balancing the project's scope, schedule, costs, quality, resources, risks, procurements and stakeholder engagement.
This document describes the role of a Dashboard Manager. The role is responsible for overseeing key performance indicators related to safety, quality, and delivery. Failure to meet contractual service levels can result in financial penalties and contract termination. The Dashboard Manager owns and manages all performance reporting, data collection and validation to support continuous improvement. Key responsibilities include maintaining up-to-date reports on performance measures, collecting necessary data, ensuring stakeholders understand performance levels, identifying risks, and embedding a culture of performance improvement.
Sachin Chadha is seeking a challenging role applying his 9 years of experience in HRO solutions. He has expertise in project management, process implementation, testing and transitions. He holds an MBA in Finance and has worked as a consultant for ACS, a Xerox company, managing transitions, processes and clients. His technical skills include R, SQL, Lean certification and robotic process automation tools.
Gregory Shireman is a senior project manager with over 15 years of experience managing IT and financial projects. He has a background in finance, accounting, and project management. Currently he works as a consultant, managing projects such as integrating financial data warehouses and upgrading enterprise systems for organizations like UW Health.
Aligning service design to strategic transformationNoel Hatch
We know that if we are to respond to the financial pressures and increasing demand on many of our services, we need to focus much more on improving the delivery of our services and pinpointing where we can reduce demand on them.
We’ve developed a programme brokering support from universities to carry out 2-3 month projects and one day “research sprints” to:
Carry out research to understand the issues & opportunities, pinpoint improvements from the insights and develop and test actionable solutions with staff and users
While we’ve worked on challenges that have applied this approach, we now want to align the support to Lambeth’s most important transformation priorities, in particular supporting the Change Design stage of the Change Lifecycle. As such, we propose that the:
Strategic Transformation Board sets out the priorities & issues that the universities work on
Policy & Communications manages the relationship between STB and the universities to ensure the analysis is carried out effectively.
Financial operations and quality officer postingLarysa Blysniuk
Community & Home Supports is seeking a Financial Operations and Quality Officer to assist with financial reporting, grant management, and quality assurance. Responsibilities include overseeing financial files and reports, monitoring contracts, participating in grant writing, and ensuring regulatory compliance. A bachelor's degree in a relevant field is required along with 3 years of nonprofit finance experience. Skills in Microsoft Office, budgets, and tracking systems are preferred.
Key Areas to Consider Regarding Grant ComplianceCBIZ, Inc.
Wilfredo Corps presented on key areas of grant compliance including classifying costs as direct or indirect, properly allocating and documenting staff time, strategies for determining unit costs, and new developments that may impact future grants administration. Some new developments proposed by OMB include focusing audit efforts on higher-risk awards, streamlining compliance requirements, strengthening audit follow-up processes, and reforming cost principles.
This document provides an overview of zero-based budgeting (ZBB). It describes ZBB as a technique that sets all budgets to zero at the beginning of each period, requiring departments to justify all expenditures. The key milestones in implementing ZBB are developing decision packages to analyze each activity, ranking the packages by importance, and allocating resources according to the ranking. The document contrasts ZBB with incremental budgeting, which uses the previous period's budget as a base and adds incremental amounts without reconsidering needs.
Julia F. Foutch has over 15 years of experience as an administrative specialist providing support in corporate, government, and judicial settings. She currently works as an Operations Assistant for Delta Dental where she coordinates documents and reports, maintains personnel systems, and assists managers with daily activities and special projects. Previously she worked for the CDC where she reviewed immigration documents and coordinated procurement staff. She has a background in office management, project coordination, and administrative support.
Melissa Lorenzo is an experienced ERP consultant with expertise in business process analysis, requirements gathering, and solutions implementation. She has successfully led multiple large-scale ERP projects on time and within budget. Her experience includes implementing financial systems for NetSuite and SAP at various organizations. She is skilled in streamlining processes, eliminating inefficiencies, and ensuring compliance.
A report is a written or spoken account of information collected from field operations that is presented to internal staff and donors. Reports come in many types, including activity reports, weekly reports, monthly progress reports, and financial reports. Writing good reports is important for accountability, communication, and demonstrating project achievements and value for money. Key elements of a good report include accurately reporting on project status and results, identifying any significant deviations, risks or lessons learned. Good reports answer the basic questions of what, who, where, when, why and how to paint a clear picture for readers. Maintaining organized documentation through consistent reporting is essential for any organization.
Strategy Implementation of Financial and General Services Development (FGSD) jo bitonio
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The document is a resume for Sheronda M. Sealey summarizing her professional experience and qualifications. She has over 15 years of experience in accounting, finance, and personnel management in both corporate and military settings. Her background includes positions in accounting, financial reporting, auditing, budgeting, and data analysis. She has strong computer skills and knowledge of accounting software like QuickBooks, Excel, and systems used for general ledger, auditing, and other accounting functions.
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Strategic Transformation Board sets out the priorities & issues that the universities work on
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Similar to Innovative Strategies For Financial Recovery (20)
1. Innovative Strategies
for Financial Recovery
Government Finance Officers Association
January 27, 2010
Melanie Purcell, Assistant Director
University of Tennessee Municipal Technical Advisory Service
3. The New Normal
• Looking back in time does not give the
answers:
– Revenues have changed composition and reduced
to levels last seen more than five years ago;
– Service demands are at current levels and reflect
evolving societal needs;
– The legal and technological structures are
drastically altered since revenues were last at this
level.
4. Three typical responses to
reduced resources
• 1) across-the-board cuts based on prior year
expenditures, frequently used for 1-2 year downturn of
3-5%;
• 2) functional percentage cuts based on prior year
expenditures and community priorities, 1-3 year
downturn of 4-8%;
• 3) Programmatic reductions based on actual or
estimated costs and community priorities,
indeterminate or long-term decline of greater than 10%.
5. Across-the-Board Cuts
• PROS
– Easy to explain to the public and employees upfront;
– Perceived as equitable by departments and public
• CONS
– Does not describe impact on citizens or services;
– Punishes lean departments and encourages “hiding”
the money;
– Reinforces public assumption of “bloated
bureaucracy” or that cuts can be made without
impact;
– Does not reflect community goals or priorities
6. Functional Percentage Cuts
• PROS
– Relatively easy to present to public and departments;
– Based on community and organizational priorities;
• CONS
– Does not describe impacts on citizens and services
beyond department area;
– Does not reflect any precision in community priorities,
i.e. all public safety activities are equal;
– Does not include analysis of efficiency or
effectiveness.
7. Programmatic Reductions
• PROS
– Developed from community goals and priorities;
– Describes explicit impact on citizens and services prior
to implementation;
– More likely to be sustainable;
– Provides clear link of cost to service- reduces belief in
“fat to be cut”
• CONS
– Requires more analysis and communication in early
stages;
– Resource intensive process.
8. Tips and Techniques for
Strategic Approach
• Organizational Restructuring
• Process Mapping
• Focus on long-term sustainability and
suitability
• Transparent, swift and precise actions
• Communicate!!!
• “Whatever is still done, is done very well.”
9. Organizational Restructuring
• Define goals and priorities of community and
organization;
• Design “ideal” organizational structure to
most efficiently and effectively achieve goals
and priorities;
• Compare current and “ideal” organizational
structures and develop plan to transition to
“ideal” structure.
10. Organizational Restructuring
• Refocus job descriptions
– Consolidate for greater transferability of personnel
between departments;
– Push duties to lowest responsible positions;
– Share positions between co-located or similar
service departments, i.e. Planning and Building
• Evaluate manager to service delivery position
ratios;
• Evaluate support staff to service delivery
position ratios
11. Process Mapping
• Identify processes that appear to take a long time
to complete with many participants and those
that have significant cost or revenue implications.
• Map each step made by each person throughout
the organization in the process, making special
note of transition points between departments.
• Define duplicate steps or gaps in the process and
design remedies.
12. Process Mapping
Clerk B Clerk A records
Clerk A receives
photocopies check payment in
and enters
and records in registration
registration.
internal database. database.
Clerk C posts to
Clerk D verifies and central financial
completes deposit. records and
prepares deposit.
13. Process Mapping
Clerk B photocopies
check, enters in central
Clerk A receives and
financial records and
enters registration.
registration databases
and prepares deposit.
Clerk D verifies and
completes deposit
14. Long-term focus
• Sustainability
– Analyze reductions and revenue enhancements for the ability
of the organization to continue them for the foreseeable
future.
– Avoid cuts that reduce the overall effectiveness of any
program that is intended to continue or revenue changes
that will not be reliable or stable in future.
• Suitability
– Ensure reductions and revenues align with the priorities and
goals of the community.
– Evaluate reductions and revenue sources for impact on select
populations within the community.
– Analyze potential secondary and tertiary impacts, especially
on unintended recipients.
15. Transparent, Swift, and Precise
• Utilizing a transparent process for evaluating options
will help to reduce the degree to which rumors and
speculation direct morale and productivity.
• Once a path is determined, make the action known so
that employees especially have time to prepare
themselves, i.e. look for another position, consider
retirement, etc.
• Be as specific as possible in the actions taken and the
impact expected so that those affected, citizens and
employees, can adapt. “Reduced services” or “some
delay” are subject to the audience’s interpretation and
negatively impact perception of the overall value of
public services.
16. What is done, is done well!
• Encourage and maintain pride in the quality of
services provided.
• The organization may be smaller and provide
fewer services but provides those at the
maximum benefit to the public at the lowest cost.
• Emphasizing the commitment to quality, both in
service delivery and employee development,
encourages a long-term mindset and sense of
pride in overcoming challenges.
17. Resources to Assist
• GFOA: Fiscal First Aid website
– http://www.gfoa.org/index.php?option=com_con
tent&task=view&id=1135&Itemid=563
• Professional Peers
– Discuss options amongst those who understand
the region and culture, form of government and
structure, political dynamics, and/or unique
attributes of your community and situation.
Editor's Notes
, such as tax or utility bill collections, purchasing, or traffic ticket processing.Include excepts that can be made and who has the authority to make them, i.e. delayed shut-off of utility due to hardshipRecognize separation of duties may complicate options in smaller organizations.
Furloughs are tempting because they spread the pain but in fact, create a misleading picture of the resources necessary to truly deliver a service; if it can be done with fewer resources now, then it appears it could have been and continue to be done with fewer permanently.
Show employees, officials, and the public there is nothing to hid by being upfront and direct with the known facts and provide a timeframe for regular updates even if information has not changed. That is not to say that all possible alternatives need to be explored in detail in an open forum but that the process for getting information and making decisions is open. Be honest about the range of options including lay-offs if that is a real likelihood but be specific about the possible number and approach, i.e. early retirement, attrition, seniority, service or function specific.