The proposed FY 2020 school budget for the Franklin Public Schools as presented by Superintendent Sara Ahern at the School Committee meeting Jan 22, 2019.
The sustainability of three primary sources of revenue -- net student revenues, endowment, and fundraising -- determines the size and scope of programs at Grinnell College.
The proposed FY 2020 school budget for the Franklin Public Schools as presented by Superintendent Sara Ahern at the School Committee meeting Jan 22, 2019.
The sustainability of three primary sources of revenue -- net student revenues, endowment, and fundraising -- determines the size and scope of programs at Grinnell College.
Presentation I developed for the Director of Finance to present to the Board of County Supervisors regarding the sudden increase in local government contributions to employees retirement plans.
The legislative landscape in which retirement plans must operate is constantly evolving to meet the need for an appropriate level of industry regulation. Legislative and regulatory activity during 2013 to date has created numerous opportunities and challenges that retirement plan sponsors must address. In this program, Erik Daley, CFA, will provide an overview of this year's legislative and regulatory developments and focus on practical, consultative tips on how they might apply to your retirement plan.
The past 30 years has born witness to the collapse of the private pension system with for-profit employers, tax-exempt entities and now the governmental sponsors replacing defined benefit pension programs with defined contribution plans. This practice spawned a well-documented transfer of investment and funding risk from employer to employee. Now, most defined contribution plans render the employee the sole decision maker on the four factors that determine an employee's ability to retire successfully: contribution rate, investment strategy/return, time horizon, and spending needs in retirement.<br /><br /> In this presentation we will address what employers can do to help employees meet the demands of the new retirement plan era.
Even with the most earnest intentions, mistakes inside of a retirement plan will most likely happen from time to time. Plan sponsors can take solace in knowing that there is a corrective solution for nearly every compliance problem. Knowing how to correct a plan error will help plan sponsors act swiftly so as not to ripen the problem should one occur. It can also help save the plan sponsor money. In this program, Multnomah Group will provide an overview of the correction programs available through both the Internal Revenue Service (for Internal Revenue Code issues) and the Department of Labor (for issues under the Employee Retirement Income Security Act).
In this paper the author discusses the budget for her proposed legal and social services program. Topics covered include: costs (direct/indirect), funding, and program budget narrative.
Presentation I developed for the Director of Finance to present to the Board of County Supervisors regarding the sudden increase in local government contributions to employees retirement plans.
The legislative landscape in which retirement plans must operate is constantly evolving to meet the need for an appropriate level of industry regulation. Legislative and regulatory activity during 2013 to date has created numerous opportunities and challenges that retirement plan sponsors must address. In this program, Erik Daley, CFA, will provide an overview of this year's legislative and regulatory developments and focus on practical, consultative tips on how they might apply to your retirement plan.
The past 30 years has born witness to the collapse of the private pension system with for-profit employers, tax-exempt entities and now the governmental sponsors replacing defined benefit pension programs with defined contribution plans. This practice spawned a well-documented transfer of investment and funding risk from employer to employee. Now, most defined contribution plans render the employee the sole decision maker on the four factors that determine an employee's ability to retire successfully: contribution rate, investment strategy/return, time horizon, and spending needs in retirement.<br /><br /> In this presentation we will address what employers can do to help employees meet the demands of the new retirement plan era.
Even with the most earnest intentions, mistakes inside of a retirement plan will most likely happen from time to time. Plan sponsors can take solace in knowing that there is a corrective solution for nearly every compliance problem. Knowing how to correct a plan error will help plan sponsors act swiftly so as not to ripen the problem should one occur. It can also help save the plan sponsor money. In this program, Multnomah Group will provide an overview of the correction programs available through both the Internal Revenue Service (for Internal Revenue Code issues) and the Department of Labor (for issues under the Employee Retirement Income Security Act).
In this paper the author discusses the budget for her proposed legal and social services program. Topics covered include: costs (direct/indirect), funding, and program budget narrative.
GRAND CANYON UNIVERSITY SCENARIO GENERATORModule 4 Scenari.docxwhittemorelucilla
GRAND CANYON UNIVERSITY SCENARIO GENERATOR
Module 4 Scenario: Hiring Plan and Compensation Package Proposal
Type: Family Business
Size: Small Business
Sector: Computer Repair
Funding: Investors/Lenders
Stakeholders:
Employees
Decision makers:
Owners
Formal organization:
LLC
Human Resources Department:
Pay-for service arrangement: employment law attorney
Stage in Organizational Lifecycle:
Birth
THESE ARE THE GIVEN CONSTRAINTS:
ORGANIZATIONAL BACKGROUND:
Founded in: 1970
Dedicated to: The company thrives to provide the best possible
experience to all of its business partners and clients.
Culture Our culture is akin to that of a small family. All our
employees are partners in the business, share our success, and help us
sustain the core values that make us successful.
Structure: Our organization is very flat and consists of three tiers:
owners, managers, and non-manager employees.
Mission statement: To ensure that each customer receives prompt,
professional, friendly, and courteous service. To maintain a
professional and friendly environment for our cusotmers and staff. To
provide at a fair price using only quality components. To ensure that
all customers and staff are treated with the respect and dignity they
deserve. To thank each customer for the opportunity to serve them. By
maintaining these objectives we shall be assured of a fair profit that
will allow us to contribute to the community we serve.
Vision statement: Within the next five years, we will become a leading
provider of products and services to small businesses by providing
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customizable, user-friendly solutions scaled to small business needs.
INTEGRITY: By dealing honestly with our clients, staff, vendors and
community.
RESPONSIBILITY: By considering the environment in which we do
business, community views and the common good.
PROFITABILITY: By being aware that an appropriate level of profit is
necessary to maintain our business and allow our values to continue to
be observed.
Values statement: In conducting our business, we will realize our
vision by performing our affairs so that our actions provide
confirmation of the high value we place on:
Present goals: To reduce delivery and distribution time of products
and services. To reduce the number and frequency of customer
complaints, and to improve the response time of customers inquiries.
Past goals: To reduce employee turnover by 20 percent by introducing a
new employee assistance program. To improve productivity by
implementing a company-wide training program. To actively recruit
skilled workers into the organization.
Brief SWOT analysis:
Strengths:
Positive cash flow
Experienced management
Good business reputation
Known for product quality
Weaknesses:
Experienced management approaching retirement
Insufficiently diversified revenue streams
Products and/or services have not been updated for a long time
Too much internal bureaucracy
Opportunities:
Internat ...
Are you a sports lover? Do you enjoy managing and coordinating events, people and organisations? This unique qualification is your opportunity to combine your business acumen with a specialisation in sports to learn how to achieve a management career in the sport industry.
NADO Conference- RLF Workshop Combined Presentations.pptxnado-web
Effective RLF Program Management
Patrick Waggoner, Economic Development Specialist, US Department of Commerce Economic Development Administration, Denver, CO
Janét Miller, Economic Development Specialist, US Department of Commerce Economic Development Administration, Denver, CO
Running head DEPARTMENTAL BUDGET AND PROPOSAL OUTLINE 1DEPART.docxhealdkathaleen
Running head: DEPARTMENTAL BUDGET AND PROPOSAL OUTLINE 1
DEPARTMENTAL BUDGET AND PROPOSAL OUTLINE 3
Departmental Budget and Proposal Outline
Venice Family Clinic
PART 1
Options:
I believe Venice Family Clinic (VFC) need to implement a major asset of Electronic Health Record (EHR) Systems that would be beneficial for both the population it will serve and the hospital as well (Grain, Martin-Sanchez & Schaper, 2014). Using AHIMA along with Webinars, a certified coder will be chosen that will serve both the inpatient and outpatient, as an alternative option for providing coding updates services. Outpatient coders will meet with certified outpatient coders within the facility while, inpatient coders meet with certified inpatient coders. This exercise will need a trainer who will train the facility’s coding experts once every 3 weeks in a session of 2 hours. I estimate this exercise to cost an approximate of $2000 per year to cater for the two employees who will be teaching the coders. Through webinars, AHIMA lasts 1 hour, starting at noon Eastern Time and their charges start at $98.9 for members and $118 for non-members (Venice Family Clinic, 2018).
Financial Research:
These opportunities come with low or fee charges, though they bring a huge impact to the facility and also improving patient care delivery. According to VFC (2018), various factors determine the types of health care used in a facility, the timing of care and how much health care people use. Cash flow statements are indicated in a separate financial statement as cash flows (VFC, 2018). This implies the company’s health status is indicated by cash flow statements; because a cash flow statement serves as an important organizational asset that assists in determining the facility’s capacity to pay its existing expenses.
Communication:
Support from information technology
Organizational Resources
VFC has an opportunity of using a multitude of resources when organizing its annual financial status. For example, when the organization wants to draft its budget, it can hire an outsider professional consultant. Also, an excel system can be used as an alternative electronic method.
PART 2
Statements
It is important for an organization to do regular statements when doing financial budgeting. The regular statements will help VFC to be accountable for every coin spent and ensure that it is not losing a huge amount of money through unnecessary budgets. I would recommend brief quarterly review statements and a comprehensive annual statement.
Expenses
I estimated my budget for VFC salaries to remain the same; however, there was a slight decrease in RN and staffing salaries. I did this projection for a short period of the term to allow the facility to settle other medical supplies expenditure. Subsequently, the facility will not purchase other equipment in the year to come; this has reduced our equipment's financial budget by $100,000. Though in case of an emergency purchase, ...
https://bloomerang.co/resources/webinars/
Stephanie Skryzowski will show you the foundation of financial management, why transparency in your financials is important, who should see your financials, how to present the financials, and specific reports and metrics attendees can review and share with stakeholders.
Chris Ferris Retrain Manitoba Presentation - CEA - June 2, 2023.pdfChrisFerris
Abstract: Canadian governments collaborate with partner organizations to implement public policy. This intensified in 2020 with the arrival of the COVID-19 pandemic. We consider the case of Retrain Manitoba, a $12.5 million dollar workforce skills development fund that was part of Manitoba’s Skills, Talent, and Workforce Strategy. Retrain Manitoba was supported by the Province of Manitoba, the Manitoba Chambers of Commerce and administered by Economic Development Winnipeg (EDW). We detail the purpose, implementation, and select aggregate details of its successful outcomes.
The program’s purpose was to help Manitoba organizations affected by the pandemic, by reimbursing companies for micro-credential courses they needed to improve staff skills.
Any Manitoba-based business, not-for-profit, or charity of any size with a valid Manitoba business number in good standing could register for training reimbursement via the Retrain Manitoba portal. The per employee maximum was $2,500, and per organization maximum was $75,000. Applications were accepted on a first-come, first-served basis.
For the reimbursement approval, organizations had to send a valid paid receipt via the Retrain Manitoba portal. Once confirmed, funds were paid out within five business days. Training eligible for reimbursement included courses with a start date as early as April 1, 2021, along with training paid for while the program was active. The program was slated to run from November 8, 2021, until March 31, 2022; or until the funds ran out. This occurred on February 4, 2022.
At least 1,365 organizations were reimbursed for training over 18,000 employees. Eighty-seven per cent of the companies were small businesses (0 to 99 employees).
Track: CLEF (Canadian Labour Economics Forum): Joblessness II / FCET: Chômage II
JEL Codes: I/J, R23, O15
7. Examining Proposed
Legislation for Federal
Student Loan Program
Changes to Eligibility Requirements Gainful Employment (GE)
programs that receive funds underTitle IV, of the Higher Education Act
of 1965
8. Current Proposed Legislation
▪ The proposed changes are referred to collectively as, Gainful
Employment (GE) program.
▪ This program has been drafted over the past several months; the
drafting of this program is now complete. The final draft was entered
into the Federal Register as a formal proposal on March 25, 2014.
▪ Sponsors of this program have acted to attempt to increase
information available to prospective students of what the total costs
of each educational program they are considering is, and what they
can reasonably expect to earn upon completion of these programs.
9. Scope and Purpose of
Gainful Employment (GE) Program
1) The Secretary of Education determines that the program
is eligible forTitle IV, Higher Education Act funds.
2) An institution reports information about the program to
the Secretary.
3) An institution discloses information about the program to
students and prospective students.
10. Gainful Employment Program Framework
Gainful Employment Measures
▪ For each award year, and for each eligible GE program offered by an
institution, the Secretary calculates two Debt/Earnings rates.
▪ These rates are the discretionary income rate and the annual
earnings rate.
Program Cohort Default Rate (pCDR)
For each fiscal year and for each eligible GE program offered by an
institution, the Secretary calculates the pCDR.
11. Calculating GE Measures
1) Discretionary Income Rate = Annual Loan Payment / (the higher of
the mean or median annual earnings – (1.5 x Poverty Guideline)).
2) Annual Earnings Rate = Annual Loan Payment / the higher of mean
or median annual earnings.
Annual Loan Payment – is found by determining the median loan
debt of the students who completed the program during the two-
year period. (This is only debt that is required to be reported by the
institution, that a student is obligated to repay after completion of
the program).
12. Calculating Program Cohort Default Rate (pCDR)
▪ For each fiscal year, the Secretary determines the pCDR of a GE
program using the same methodology used currently to calculate the
institutional cohort default rate (CDR) as described by section 435 of
the Higher Education Act.
▪ The pCDR will require individualized cohort default rates to be
calculated for each program offered by a specific institution, rather
that a generalized number for the entire institution.
13. Failing/Zone/Passing Programs Defined by
the GE Program
Failing
▪ Discretionary income rate is greater than 30% or denominator is negative or zero
AND
▪ Annual earnings rate is greater than 12% or denominator is zero.
Zone
▪ Discretionary income rate is 20% or greater and less than 30%
▪ Annual earnings rate is 8% or greater and less than 12%
Passing
▪ Discretionary income rate is less than 20% or its annual earnings rate is less than
8%
16. Major Differences Can Occur – It is Essential to be
highly specific. Prospective students often do not
comprehend or plan for these differences
ADVERTISING. 146 13.62 $4,130 $34,850 43.60 $4,130 $18,095 475 16.16 $5,053 $33,899 50.95 $5,053 $16,812
01-UNDERGRADUATE CERTIFICATE 26 0.69 $345 $49,359 1.05 $345 $32,604 37 0.64 $345 $53,668 0.94 $345 $36,433
02-ASSOCIATES DEGREE 0 10 6.57 $958 $14,575 100.00 $958 $0.00
03-BACHELORS DEGREE 101 16.23 $4,540 $29,903 55.22 $4,540 $13,148 409 18.30 $5,583 $31,863 53.57 $5,583 $14,628
05-MASTERS DEGREE 19 10.90 $5,457 $50,028 16.40 $5,457 $33,273 19 9.21 $5,898 $63,995 12.61 $5,898 $46,760
17. Concluding Views on the Gainful
Employment Program
▪ Timeline of Implementation is Rushed – this stands to be a significant
risk to the success of the Gainful Employment Program
▪ What are the unintended consequences of this program? – How will
eliminating funding for some programs affect other programs, etc.