What Is an Annual Operating Plan?
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As president, Tony DiTucci is responsible for driving the organizational vision and building trusted relationships with key stakeholders. Furthermore, he implements goal-setting strategies and oversees annual operational planning.
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Resume - Henry Kishinevsky_Sr. Financial Analyst
I am a financial industry professional with over eighteen years of experience specializing in improving the operational and financial effectiveness of the unit; preparing and extracting financial data from various accounting and information systems; performing moderately complex statistical, cost and financial analysis of financial reports and data, and preparing subsequent narrative analysis for management. Expert communicator able to forge solid relationships with partners and build consensus across multiple organizational levels. Proven leader ensuring high-quality and optimal profitability.
Resume - Henry Kishinevsky_Sr. Financial Analyst
I am a financial industry professional with over eighteen years of experience specializing in improving the operational and financial effectiveness of the unit; preparing and extracting financial data from various accounting and information systems; performing moderately complex statistical, cost and financial analysis of financial reports and data, and preparing subsequent narrative analysis for management. Expert communicator able to forge solid relationships with partners and build consensus across multiple organizational levels. Proven leader ensuring high-quality and optimal profitability.
Running head1Running head Financing Managers4.docx
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Running head: Financing Managers 4
FINANCING MANAGERS
MARK S. LASKY
AMERICAN PUBLIC UNIVERSITY
FINC300 I002 Spr 15
DR. STANLEY
May 9, 2015
Managing finances in an organization is a significantly important and complex activity. A financial manager should perform all financial activities of an organization. He should assure that the organizations assets are fully appropriated to what is best for the company. Their actions affect growth, goodwill, and benefits. He has to plan, procure, utilize and control finances (“Role of a Financial Manager,” 2013). Comment by Dr. Sean A. Stanley: You must have a heading here! Comment by Dr. Sean A. Stanley: You never put quotations in your citation, see APA manual for citations. Please note that in text citations should mainly consist of the Author, Publication Year and Page or paragraph number, which is only required for “direct quotations”. This information appears either in the sentence (in text) or parenthetically. For quotations of a source, the page or paragraph numbers also is included parenthetically. This information will help direct the reader to the particular source in the reference list.
Capital Budgeting
It is the process a business decides on its long-term investments to promote growth. It influences an organizations return and its survival in a recession. It is important on selecting business projects. Cash flows are expected over several years from these potential long-term investments (“Capital Budgeting,” n.d). An analysis is made on the cash flows to be generated via the project and its cost. Long-term investments may be for new buildings, machinery, merchandise, and research and development projects. Comment by Dr. Sean A. Stanley: In text citations do not have quotations, also, you must have only the Author’s lastname and Year of publication.
A finance manager assesses cash flow of the organization and creates a cash flow plan. The finance manager He identifies, evaluates, chooses, and compares projects and they. He recognizes and prioritizes the capital investments on projects that will bring maximum returns to the organization. The finance manager He decides whether certain investments will or will not be included in the portfolio. The finance manager He must ensure that he chooses investment in a manner that will generate good rates of return to the organization. The finance manager He should use realistic numbers in his assessment to help him select projects that are viable. He should rank projects to avoid in investing in projects that might lead to losses.
Capital Structure
It is simply the ratio of different types of securities raised via an organization as long-term finance. It involves two decisions i.e. type of securities and relative ratio of these securities. It should be flexible to allow relaxation and contractions of an enterprise. It should focus on debentures and other loans since equity capital cannot be refunded (“Structuring Finance.
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For More Information:https://casestudyhelp.com/
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I am a financial industry professional with over eighteen years of experience specializing in improving the operational and financial effectiveness of the unit; preparing and extracting financial data from various accounting and information systems; performing moderately complex statistical, cost and financial analysis of financial reports and data, and preparing subsequent narrative analysis for management. Expert communicator able to forge solid relationships with partners and build consensus across multiple organizational levels. Proven leader ensuring high-quality and optimal profitability.
Resume - Henry Kishinevsky_Sr. Financial Analyst
I am a financial industry professional with over eighteen years of experience specializing in improving the operational and financial effectiveness of the unit; preparing and extracting financial data from various accounting and information systems; performing moderately complex statistical, cost and financial analysis of financial reports and data, and preparing subsequent narrative analysis for management. Expert communicator able to forge solid relationships with partners and build consensus across multiple organizational levels. Proven leader ensuring high-quality and optimal profitability.
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FINANCING MANAGERS
MARK S. LASKY
AMERICAN PUBLIC UNIVERSITY
FINC300 I002 Spr 15
DR. STANLEY
May 9, 2015
Managing finances in an organization is a significantly important and complex activity. A financial manager should perform all financial activities of an organization. He should assure that the organizations assets are fully appropriated to what is best for the company. Their actions affect growth, goodwill, and benefits. He has to plan, procure, utilize and control finances (“Role of a Financial Manager,” 2013). Comment by Dr. Sean A. Stanley: You must have a heading here! Comment by Dr. Sean A. Stanley: You never put quotations in your citation, see APA manual for citations. Please note that in text citations should mainly consist of the Author, Publication Year and Page or paragraph number, which is only required for “direct quotations”. This information appears either in the sentence (in text) or parenthetically. For quotations of a source, the page or paragraph numbers also is included parenthetically. This information will help direct the reader to the particular source in the reference list.
Capital Budgeting
It is the process a business decides on its long-term investments to promote growth. It influences an organizations return and its survival in a recession. It is important on selecting business projects. Cash flows are expected over several years from these potential long-term investments (“Capital Budgeting,” n.d). An analysis is made on the cash flows to be generated via the project and its cost. Long-term investments may be for new buildings, machinery, merchandise, and research and development projects. Comment by Dr. Sean A. Stanley: In text citations do not have quotations, also, you must have only the Author’s lastname and Year of publication.
A finance manager assesses cash flow of the organization and creates a cash flow plan. The finance manager He identifies, evaluates, chooses, and compares projects and they. He recognizes and prioritizes the capital investments on projects that will bring maximum returns to the organization. The finance manager He decides whether certain investments will or will not be included in the portfolio. The finance manager He must ensure that he chooses investment in a manner that will generate good rates of return to the organization. The finance manager He should use realistic numbers in his assessment to help him select projects that are viable. He should rank projects to avoid in investing in projects that might lead to losses.
Capital Structure
It is simply the ratio of different types of securities raised via an organization as long-term finance. It involves two decisions i.e. type of securities and relative ratio of these securities. It should be flexible to allow relaxation and contractions of an enterprise. It should focus on debentures and other loans since equity capital cannot be refunded (“Structuring Finance.
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Obtain a copy of the City of Orlando government's annual operating bud.pdf
Obtain a copy of the City of Orlando government's annual operating budget document from its
Web site. This Web page provides a copy of this budget. Familiarize yourself with the
organization of the operating budget document; read the letter of transmittal or any narrative that
accompanies the budget Does the operating budget include a table of contents to help you locate
information in the document? Does the budget document include a coherent statement of
organization-wide goals and strategies that address long-term issues? Does the document address
short-term factors that influence the development of the budget? Does it include a budget
message that articulates priorities and issues for the upcoming year? Does the budget document
provide an overview of significant budgetary items and trends within the budget document that
support ethical and legal accounting practices?.
Chapter 2 Strategic Planning and Budgeting—Process, Preparation, .docx
Chapter 2: Strategic Planning and Budgeting—Process, Preparation, and Control
OVERVIEW
Although it differs among companies, planning charts the direction of the company over a period of time to accomplish a desired result, such as improving profitability. Budgeting is simply one portion of the plan, and the annual budget should be consistent with the long-term goals of the business. Planning should link short-term, intermediate-term, and long-term goals. Plans are interrelated, and the annual plan may be based on the long-term plan. The objective is to make the best use of the company's available resources over the long term.
In planning, management selects long-term and short-term goals and draws up plans to accomplish those goals. Planning is more important in long-run management. The objectives of a plan must be continually appraised in terms of degree of accomplishment and how long implementation will take. There should be feedback as to the plan's progress. It is best to concentrate on accomplishing fewer targets so proper attention will be given to them. Objectives must be specific and measurable. For example, a target to increase sales by 20 percent is definite and specific. The manager can quantitatively measure progress toward meeting this target.
The plan is the set of details implementing a strategy. The plan of execution typically is explained in sequential steps, including costs and timing for each step. Deadlines are set.
The planning function includes all managerial activities that ultimately enable an organization to achieve its goals. Because every organization needs to set and achieve goals, planning often is called the first function of management. At the highest levels of business, planning involves establishing company strategies—that is, determining how the resources of the business will be used to reach its objective. Planning also involves the establishment of policies—the day-to-day guidelines used by managers to accomplish their objectives. The elements of a plan include objectives, performance standards, appraisal of performance, action plan, and financial figures.
All management levels should be involved in preparing budgets. There should be a budget for each responsibility center. Responsibility in particular areas should be assigned for planning to specific personnel. At MillerCoors Company, planning is ongoing, encouraging managers to assume active roles in the organization.
A plan is a predetermined action course. Planning has to consider the organizational structure, taking into account authority and responsibility. Planning is determining what should be done, how it should be done, and when it should be done. The plan should specify the nature of the problems, reasons for them, constraints, contents, characteristics, category, alternative ways of accomplishing objectives, and information required. Planning objectives include quantity and quality of products and services, as well as growth opportunities.
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Week 2 Weekly Briefing
Welcome to Week 2! In Week 1, you were introduced to accounting as the language of
business. You looked at various annual reports and compared the contents. You
noticed that some items occurred in every annual report. These were the Management
Discussions and Analysis (MD&A), the four basic financial statements, the report of the
independent auditors, and the notes to the financial statements. You began to build an
accounting vocabulary, learned the interrelationship between the four basic financial
statements, discussed fraud issues, and studied the difference between financial
accounting and managerial accounting.
In Week 2, you will continue to build your accounting vocabulary as you study the
budgeting aspect of management accounting.
This week:
In terms of the specific Learning Objectives, you will:
• Analyze the influence of financial and managerial accounting on decision making
• Evaluate forecasts, strategic plans, and budgets on organizations
• Analyze stakeholder involvement in budgeting processes
• Prepare performance reports
• Analyze performance report results
• Evaluate variances
In terms of the course-level Learning Outcomes, you will:
• Evaluate various accounting measures and their relevance to a wide range of
stakeholders
• Analyze various types of budgets, strategic planning, and forecasting
• Employ managerial accounting approaches and information to make effective
decisions
• Demonstrate effective communication skills to present accounting information to
stakeholders
• Assess managerial accounting tools and their usefulness to organizational
leaders
• Apply accounting principles ethically and appropriately to personal and
professional contexts
Budgets
A budget is defined as "the formal expression of plans, goals, and objectives of
management that covers all aspects of operations for a designated time period." (Shim,
Siegel, & Shim, 2012) It can be as simple as a handwritten piece of paper for a small
© 2014 Laureate Education, Inc. Page 1 of 6
one-person company that lists the anticipated revenues for the month followed by the
expected bills that must be paid, or it can be elaborate computer-based financial
modeling software. Listed below are some commonly used budgeting software
products. There are pros and cons to different types of software and each organization
needs to find a product that fits its needs.
• Advisory Board Company. (2013). ActiveStrategy [Computer software].
Retrieved from www.activestrategy.com
• Centage. (2014). Budget Maestro [Computer software]. Retrieved from
http://centage.com/Products/Budget-Maestro-Overview.asp
• Host Analytics. (2014). Host Budget [Computer software]. Retrieved from
www.hostanalytics.com
• Microsoft Dynamics. (2014). FRx Software [Computer software]. Retrieved from
www.microsoft.com/en.
Measuring social impact
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Nino joseph Mihilli’s view for buisness Finacial Planning
Financial planning is the task of determining how a business will afford to achieve its essential goals and object.
Draft investment club strategic plan by ojijo
A strategic plan is a list of activities to be performed in order to achieve certain targets, or goals.
An investment club strategic plan is hence a written plan that indicates where the investment club is today, and where it wants to be in a future time, listing the various steps that have to be taken to achieve the milestones.
According to Kotler, a leading strategist and leader,
‘in the strategic formulation, goals indicate what a business unit wants to achieve, and strategy is a game plan for getting there. Every business must tailor a strategy for achieving its goal.’
The strategy is the ‘what’ activity to be done; how, where, when and to whom.
“the devil is in the details, so is failure and successes.”
-Ojijo
Outcomes of annual hoshin planning process
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Ccih2019 vanvuuren-oca definitions
This guide explains key terms and concepts to help an organization assess and improve its capacity.
7 Budgeting for Operations ManagementWavebreakmediaiStock.docx
7 Budgeting for Operations Management
Wavebreakmedia/iStock/Thinkstock
Learning Objectives
After studying Chapter 7, you will be able to:
• Identify the major elements of a financial planning and control system.
• Define responsibility accounting, including cost, profit, and investment centers.
• Explain the major purposes of budgeting.
• Identify the major human behavior factors that affect budgets and the budgeting process.
• Understand the master budget components and their relationships.
• Identify independent and dependent budget variables, and understand the basic format and calculation
sequences necessary for preparation of budgets and supporting schedules.
• Understand the role of flexible budgeting, project budgeting, and probabilistic budgeting in planning and
control.
• Prepare and format schedules for all elements of the master budget.
• Explain the impact on budgeting of JIT systems, activity-based costing, and flexible manufacturing.
sch84920_07_c07_259-314.indd 259 8/1/17 1:42 PM
© 2017 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
260
Chapter Outline
7.1 Budgeting: A Planning and Control System
7.2 Responsibility Accounting
Responsibility Centers
Identifying Cost Centers
Control Reports and Roll-Up Reporting
7.3 Why Budget?
7.4 Behavioral Side of Budgeting
Top-Management Support
Budget Slack
Human Factors and Budget Stress
Ethics of Budgeting
7.5 Master Budget—An Overview
Master Budget Components
Master Budget for Nonmanufacturing Organizations
7.6 The Starting Point and Beyond
Finding the Controlling Constraint
Sales Forecasting
Using Activity-Based Costing Relationships
Independent and Dependent Variables
Preparing and Formatting Budget Schedules
7.7 Other Budgeting Techniques
Flexible Budgeting
Project Budgeting
Probabilistic Budgeting
7.8 A Master Budget Example
Annual Goals and Planning Assumptions
Sales Forecast
Production Plan
Supporting Schedules
Cost of Goods Manufactured and Sold Schedule
Selling and Administrative Expense Budgets
Project Budgets
Cash-Flow Forecasts
The Completed Example: Forecast Financial Statements
Master Budget Summary
7.9 Impacts of Contemporary Manufacturing Approaches
sch84920_07_c07_259-314.indd 260 8/1/17 1:42 PM
© 2017 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
261
Section 7.1 Budgeting: A Planning and Control System
Budgeting: The Negatives and the Positives!
If you mention the words plans or budgets to Ann Davis, President of Internet Pathways, you
get a reaction ranging from disdain to outright hostility. She has been heard to say:
“How can I plan? Things always change so fast!”
“My business isn’t suited to anything so formal. My managers and I need to be flexible,
fast on our feet, and ready to change direction overnight, if we have to do so.”
“The budget always says we can’t do it. I just say, ‘Do it!’”
“The budget reports tell me where I’ve been, never where I’.
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Wahid’s view the cogent task and the confront of financialeconomic analysis ...Mohammad Wahid Abdullah Khan
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Obtain a copy of the City of Orlando government's annual operating bud.pdf
Obtain a copy of the City of Orlando government's annual operating budget document from its
Web site. This Web page provides a copy of this budget. Familiarize yourself with the
organization of the operating budget document; read the letter of transmittal or any narrative that
accompanies the budget Does the operating budget include a table of contents to help you locate
information in the document? Does the budget document include a coherent statement of
organization-wide goals and strategies that address long-term issues? Does the document address
short-term factors that influence the development of the budget? Does it include a budget
message that articulates priorities and issues for the upcoming year? Does the budget document
provide an overview of significant budgetary items and trends within the budget document that
support ethical and legal accounting practices?.
Chapter 2 Strategic Planning and Budgeting—Process, Preparation, .docx
Chapter 2: Strategic Planning and Budgeting—Process, Preparation, and Control
OVERVIEW
Although it differs among companies, planning charts the direction of the company over a period of time to accomplish a desired result, such as improving profitability. Budgeting is simply one portion of the plan, and the annual budget should be consistent with the long-term goals of the business. Planning should link short-term, intermediate-term, and long-term goals. Plans are interrelated, and the annual plan may be based on the long-term plan. The objective is to make the best use of the company's available resources over the long term.
In planning, management selects long-term and short-term goals and draws up plans to accomplish those goals. Planning is more important in long-run management. The objectives of a plan must be continually appraised in terms of degree of accomplishment and how long implementation will take. There should be feedback as to the plan's progress. It is best to concentrate on accomplishing fewer targets so proper attention will be given to them. Objectives must be specific and measurable. For example, a target to increase sales by 20 percent is definite and specific. The manager can quantitatively measure progress toward meeting this target.
The plan is the set of details implementing a strategy. The plan of execution typically is explained in sequential steps, including costs and timing for each step. Deadlines are set.
The planning function includes all managerial activities that ultimately enable an organization to achieve its goals. Because every organization needs to set and achieve goals, planning often is called the first function of management. At the highest levels of business, planning involves establishing company strategies—that is, determining how the resources of the business will be used to reach its objective. Planning also involves the establishment of policies—the day-to-day guidelines used by managers to accomplish their objectives. The elements of a plan include objectives, performance standards, appraisal of performance, action plan, and financial figures.
All management levels should be involved in preparing budgets. There should be a budget for each responsibility center. Responsibility in particular areas should be assigned for planning to specific personnel. At MillerCoors Company, planning is ongoing, encouraging managers to assume active roles in the organization.
A plan is a predetermined action course. Planning has to consider the organizational structure, taking into account authority and responsibility. Planning is determining what should be done, how it should be done, and when it should be done. The plan should specify the nature of the problems, reasons for them, constraints, contents, characteristics, category, alternative ways of accomplishing objectives, and information required. Planning objectives include quantity and quality of products and services, as well as growth opportunities.
A pla ...
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This presentation was made by Mark Bussow, United States, at the 12th Annual Meeting on Performance and Results held at the OECD, Paris, on 24-25 November 2016
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Week 2 Weekly Briefing
Welcome to Week 2! In Week 1, you were introduced to accounting as the language of
business. You looked at various annual reports and compared the contents. You
noticed that some items occurred in every annual report. These were the Management
Discussions and Analysis (MD&A), the four basic financial statements, the report of the
independent auditors, and the notes to the financial statements. You began to build an
accounting vocabulary, learned the interrelationship between the four basic financial
statements, discussed fraud issues, and studied the difference between financial
accounting and managerial accounting.
In Week 2, you will continue to build your accounting vocabulary as you study the
budgeting aspect of management accounting.
This week:
In terms of the specific Learning Objectives, you will:
• Analyze the influence of financial and managerial accounting on decision making
• Evaluate forecasts, strategic plans, and budgets on organizations
• Analyze stakeholder involvement in budgeting processes
• Prepare performance reports
• Analyze performance report results
• Evaluate variances
In terms of the course-level Learning Outcomes, you will:
• Evaluate various accounting measures and their relevance to a wide range of
stakeholders
• Analyze various types of budgets, strategic planning, and forecasting
• Employ managerial accounting approaches and information to make effective
decisions
• Demonstrate effective communication skills to present accounting information to
stakeholders
• Assess managerial accounting tools and their usefulness to organizational
leaders
• Apply accounting principles ethically and appropriately to personal and
professional contexts
Budgets
A budget is defined as "the formal expression of plans, goals, and objectives of
management that covers all aspects of operations for a designated time period." (Shim,
Siegel, & Shim, 2012) It can be as simple as a handwritten piece of paper for a small
© 2014 Laureate Education, Inc. Page 1 of 6
one-person company that lists the anticipated revenues for the month followed by the
expected bills that must be paid, or it can be elaborate computer-based financial
modeling software. Listed below are some commonly used budgeting software
products. There are pros and cons to different types of software and each organization
needs to find a product that fits its needs.
• Advisory Board Company. (2013). ActiveStrategy [Computer software].
Retrieved from www.activestrategy.com
• Centage. (2014). Budget Maestro [Computer software]. Retrieved from
http://centage.com/Products/Budget-Maestro-Overview.asp
• Host Analytics. (2014). Host Budget [Computer software]. Retrieved from
www.hostanalytics.com
• Microsoft Dynamics. (2014). FRx Software [Computer software]. Retrieved from
www.microsoft.com/en.
Measuring social impact
Presented at the international symposium on CSR in India, this step through presentation showed the audience how to measure social impact - important given the changes announced to the legislation where it is now mandated in India for business and industry. The video of my presentation will be on YouTube soon!
Nino joseph Mihilli’s view for buisness Finacial Planning
Financial planning is the task of determining how a business will afford to achieve its essential goals and object.
Draft investment club strategic plan by ojijo
A strategic plan is a list of activities to be performed in order to achieve certain targets, or goals.
An investment club strategic plan is hence a written plan that indicates where the investment club is today, and where it wants to be in a future time, listing the various steps that have to be taken to achieve the milestones.
According to Kotler, a leading strategist and leader,
‘in the strategic formulation, goals indicate what a business unit wants to achieve, and strategy is a game plan for getting there. Every business must tailor a strategy for achieving its goal.’
The strategy is the ‘what’ activity to be done; how, where, when and to whom.
“the devil is in the details, so is failure and successes.”
-Ojijo
Outcomes of annual hoshin planning process
The key outcomes of annual hoshin planning process are policy deployment document and project management document.
Ccih2019 vanvuuren-oca definitions
This guide explains key terms and concepts to help an organization assess and improve its capacity.
7 Budgeting for Operations ManagementWavebreakmediaiStock.docx
7 Budgeting for Operations Management
Wavebreakmedia/iStock/Thinkstock
Learning Objectives
After studying Chapter 7, you will be able to:
• Identify the major elements of a financial planning and control system.
• Define responsibility accounting, including cost, profit, and investment centers.
• Explain the major purposes of budgeting.
• Identify the major human behavior factors that affect budgets and the budgeting process.
• Understand the master budget components and their relationships.
• Identify independent and dependent budget variables, and understand the basic format and calculation
sequences necessary for preparation of budgets and supporting schedules.
• Understand the role of flexible budgeting, project budgeting, and probabilistic budgeting in planning and
control.
• Prepare and format schedules for all elements of the master budget.
• Explain the impact on budgeting of JIT systems, activity-based costing, and flexible manufacturing.
sch84920_07_c07_259-314.indd 259 8/1/17 1:42 PM
© 2017 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
260
Chapter Outline
7.1 Budgeting: A Planning and Control System
7.2 Responsibility Accounting
Responsibility Centers
Identifying Cost Centers
Control Reports and Roll-Up Reporting
7.3 Why Budget?
7.4 Behavioral Side of Budgeting
Top-Management Support
Budget Slack
Human Factors and Budget Stress
Ethics of Budgeting
7.5 Master Budget—An Overview
Master Budget Components
Master Budget for Nonmanufacturing Organizations
7.6 The Starting Point and Beyond
Finding the Controlling Constraint
Sales Forecasting
Using Activity-Based Costing Relationships
Independent and Dependent Variables
Preparing and Formatting Budget Schedules
7.7 Other Budgeting Techniques
Flexible Budgeting
Project Budgeting
Probabilistic Budgeting
7.8 A Master Budget Example
Annual Goals and Planning Assumptions
Sales Forecast
Production Plan
Supporting Schedules
Cost of Goods Manufactured and Sold Schedule
Selling and Administrative Expense Budgets
Project Budgets
Cash-Flow Forecasts
The Completed Example: Forecast Financial Statements
Master Budget Summary
7.9 Impacts of Contemporary Manufacturing Approaches
sch84920_07_c07_259-314.indd 260 8/1/17 1:42 PM
© 2017 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
261
Section 7.1 Budgeting: A Planning and Control System
Budgeting: The Negatives and the Positives!
If you mention the words plans or budgets to Ann Davis, President of Internet Pathways, you
get a reaction ranging from disdain to outright hostility. She has been heard to say:
“How can I plan? Things always change so fast!”
“My business isn’t suited to anything so formal. My managers and I need to be flexible,
fast on our feet, and ready to change direction overnight, if we have to do so.”
“The budget always says we can’t do it. I just say, ‘Do it!’”
“The budget reports tell me where I’ve been, never where I’.
Wahid’s view the cogent task and the confront of financialeconomic analysis ...
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This Hall of Fame outfielder spent his entire 18-year career in Pittsburgh, where he led the Pirates to two World Series titles while compiling numerous individual accolades. Renowned not only for his exceptional play but also his commitment to charity, Clemente died in a plane crash on the way to delivering supplies to a hurricane-ravaged Nicaragua only months after recording his 3,000th hit.
2. Joe Greene
Unheralded coming out of North Texas State, “Mean” Joe Green went on to anchor what many experts consider the greatest defense in NFL history. The two-time Defensive Player of the Year led the Steelers to four Super Bowl wins as a player, then followed that up by contributing to two more as a scout. He holds distinction as only the second player to have his jersey retired by the Steelers.
3. Mario Lemieux
Mario Lemieux had an auspicious start to his NHL career by scoring on his first shift. He went on to captain the Penguins to two NHL titles, becoming one of the greatest hockey players ever in the process. When the threat of the Penguins leaving Pittsburgh loomed following his retirement, he bought the team. As its owner, he has brought three more Stanley Cups to the city.
Characteristics of Performance Metrics
With a career spanning over two decades, Anthony “Tony” DiTucci is an accomplished New York business leader with executive leadership experience. Since 2019, he has served as the president of Livingston Associates, where he oversees the organization’s vision and strategy. Well-versed in the construction management industry, Tony DiTucci is tasked with numerous responsibilities, including implementing performance metrics.
Performance metrics involve data that reflects an organization’s quality and potential. There are multiple parameters of measuring performance metrics, and they include profit margins, sales, market share, customer satisfaction, stock price, and return on investment, among others. The following are some characteristics of performance metrics:
Aligned to Strategy
Investors are often keen on identifying with performance metrics that offer accurate insight into a firm’s strategy. Organizations can only benefit from performance metrics if they are managed carefully and tracked to receive accurate information to support an organization’s strategy. In addition, metrics should clearly align with an organization’s business models, competitive advantage, strategic objectives, and operational metrics:
Puerto Rico Sightseeings
An experienced businessman and entrepreneur based in New York, Anthony “Tony” DiTucci is the vice president of DGA Builders LLC. In the past he also served as a lead reconstruction manager at LECESSE Construction Services. In his free time Tony DiTucci likes to travel, and one of his favorite traveling places is Puerto Rico.
Puerto Rico is a Caribbean island that has many beautiful palm-lined beaches and other sights that can charm anyone within seconds. One of the most visited places in Puerto Rico is the El Yunque National Forest. This is the only tropical rainforest in the United States. Visitors can observe in the rainforest over 240 species of trees and hundreds more plants within the walking trails designed for them. The forest has 43 square miles and has a peak of 3,500 feet above water.
San Juan, the capital of the state, is also a place most visitors seek for its old architecture. The city has many restored Spanish colonial buildings that date back to the 17th century. One of the biggest attractions in San Juan is El Morro Forto as it was constructed in 1539 and was preserved over the years to look exactly the same.
Clifton Heights Apartments Construction and Amenities
A Pittsford, New York resident, Anthony “Tony” DiTucci graduated from the Saint John Fisher College and holds a bachelor of arts in economics and political science. Tony DiTucci is currently the vice president of DGA Builders LLC, a firm that specializes in real estate construction.
DGA Builders LLC is a construction firm that managed the construction of many real estate properties as a general contractor, including the Clifton Heights Apartments. DGA Builders LLC completed this project in 2017 and the apartments are located in Buffalo, New York, Erie County. The Clifton Heights Apartments consist of five buildings with 26 units. All the units feature luxury flooring, covered patios, and private entrances so that people can enjoy a private and beautiful life in their homes.
The Clifton Heights Apartments have a clubhouse building that serves as a relaxation place for tenants and includes a fitness center where people can practice and stay fit. The clubhouse also has a pool area and a large room designed for parties, with an attached kitchen and bar.
DGA Builders Projects - Building Better Schools
New York resident Tony DiTucci has worked in the construction industry for 28 years. His roles have included project manager and estimator. In his role as vice president at DGA Builders, LLC, Tony DiTucci oversaw the construction of senior living and multi-family projects.
Among its many different projects, DGA builds and refurbishes K-12 schools in Pittsford and the surrounding areas. DGA’s approach to working with the K-12 system is to implement quality, safety, cost, and scheduling principals combined with the needs of the school to produce a plan for constructing or rehabbing a school while complying with state Education Department guidelines.
The firm has successfully completed work for several academic institutions. For Manchester Shortsville Central school district, the company’s work involved renovations that relocated the middle school office and district office to other locations for safety purposes, as well as roof, skylights, and masonry restoration. DGA also completed a roofing project for Fayetteville Elementary and Enders Road School while serving as construction manager for the Fayetteville-Manlius school district.
Best Practices for Finding OSHA-Authorized Outreach Trainers
The vice president of DGA Builders, LLC, Tony DiTucci leads and manages senior and multi-family housing projects. Among his certifications, Tony DiTucci earned the 30-Hour Construction Safety Certification from the Occupational Safety and Health Administration (OSHA), the federal government entity that oversees and enforces workplace safety practices.
Designed for workers who assist with safety protocols on construction projects, the OSHA 30-Hour Construction Safety Certification provides instruction on how to identify, avert, avoid, and control workplace hazards. To complete the training, participants must find an OSHA-authorized outreach trainer. As different trainers will have different schedules and fees as well as work in different areas of construction, the organization urges participants to reach out to several trainers to identify the most appropriate based on his or her offerings.
OSHA furnishes an online directory with the phone numbers and emails of authorized outreach trainers. The directory includes trainers offering in-person instruction in English and Spanish, as well as links to online training programs. The directories are available at www.osha.gov.
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【业务选择办理准则】
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What Is an Annual Operating Plan?
- 2. An accomplished construction executive in Pittsford, New York, Tony DiTucci serves as the president of Livingston Associates in Scottsville. As president, Tony DiTucci is responsible for driving the organizational vision and building trusted relationships with key stakeholders. Furthermore, he implements goal-setting strategies and oversees annual operational planning.
- 3. An annual operating plan is a detailed report that outlines the financial elements, budgets, key performance indicators, and necessary resources to achieve short-term business goals, which help maintain day to day business operations. This document identifies specific projects and objectives required to reach key targets for the upcoming year.
- 4. A comprehensive document, the annual operating plan addresses vital questions related to the business and its goals, such as identifying project overseers, determining the business units responsible for key tasks, estimating the required resources, identifying proactive and reactive steps to mitigate business disruption, and assessing potential financial risks. This plan essentially focuses on optimizing internal workflows to enhance efficiency and achieve key short-term objectives.