STUDY NOTES FOR GFOA BUDGETING EXAM A. SOURCE: LOCAL GOVERNMENT FINANCE – CONCEPTS & PRACTICES Chapter 4 – Operating Budgets: A budget can be a process, a document, an accounting ledger, a plan, or a system. Local gov’t budgeting process unique – product of geographical, historical, economic, political and social factors peculiar to that jurisdiction. Budgeting is a unified series of steps to line and implement four functions: ❑ policy development – as policy instrument
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Recommendations Principle 1: Establish clear roles and responsibilities Principle 2: Strengthen composition Principle 3: Reinforce independence Principle 4: Foster commitment Principle 5: Uphold integrity in financial reporting Principle 6: Recognise and manage risks Principle 7: Ensure timely and high quality disclosure Principle 8: Strengthen relationship between company and shareholders Table 1: Comparison between the MCCG 2012 and the 2007 Code 1 FOREWORD By TAN SRI ZARINAH ANWAR Chairman, Securities Commission
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Business Process Review and Audit Final Report Prepared for Vermont Electric Cooperative, Inc. December 24, 2007 Proprietary & Confidential This document includes information that is proprietary and confidential to Stone & Webster Management Consultants, Inc. (Stone & Webster Consultants) and shall not be disclosed outside the Recipient’s organization. This document shall not be duplicated, used, or disclosed – in whole or in part – for any purpose other than evaluation of this document
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Key influences on the hospitality and catering industry. * Social influences – family traditions, less time to cook and eat, more demand for fast food/takeaway, celebrations, trends. * Media influences – celebrating chefs, cooking styles, cuisine styles, eating local social media (trip advisor), and healthy eating. * Economical influences – income, unemployment, season variations, and special offers/deals. * Political influences – tax on food, Food Mountains, fair trade productions
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Strat. 1 * Summary 2 * Reaction 4 * Recommendation 5 * Conclusion 6 II. Chapter 3: Marketing and Competitive Space 7 * Summary 8 * Reaction 10 * Recommendation 11 * Conclusion 12 III. Chapter 9: Strategic Brand Management 13 * Summary 14 * Reaction 16 * Recommendation 17 * Conclusion 18 IV. References 19 1 2 SUMMARY Business
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Notice of Annual General Meeting 2 Statement Accompanying Notice of Annual General Meeting 3 Corporate Information 4 Profile of the Board of Directors 5 Audit Committee Report 7 Statement of Corporate Governance 11 Statement on Risk Management and Internal Control 15 Directors’ Responsibility Statement and Other Information 17 Chairman’s Statement 19 Directors’ Report 21 Consolidated Statements of Financial Position 25 Statements of Profit or Loss and Other Comprehensive Income
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Student Name: | Maria monta | Assessor: | Vanessa Anderson | | | | | Unit No./Title | Unit 27 Understanding Health & Safety in the business workplace | Assignment code: | H&S | | | | | Date Issued: | 23 September 2015 | Submission date: | 12 May 2016 | | | On time: | | Late: | | | | | | | | Resubmission date: | | On time: | | Late: | | I certify that the work submitted for this assignment is my own. All direct quotes have been identified and referenced
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and 4. Ensuring compliance with specific federal, state, and internal rules and policies. Ongoing monitoring is the program managers’ responsibility. They are the ones most familiar with their own operations and should be charged with identifying risk areas of their responsibility; developing appropriate internal controls, policies, and procedures; and monitoring them to verify they are being followed. Whereas monitoring should be done by program managers, the ongoing auditing of those operations
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Alignment-MBA-530 Brian R. Duncan University of Phoenix February, 2008 InterClean Inc-Strategic Alignment-MBA-530 Introduction In developing human resources (HR) management approaches to the InterClean Inc. scenario, fundamental principals are necessary for the completion of a unified plan. The creation of business unit interdependence, based on a central company vision that is communicated throughout the organization
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Bureaucratic Control Bureaucratic controls are control higher up the chart of an organization, have authority to dictate policies and procedures. This control starts with the board of directors, followed by the Chief Executive Officer, vice presidents, and continues as necessary. Starbucks’ bureaucratic manages through policy rules and number of operating procedures, which helps to determine the behavior of divisions, functions, and individuals. The essential of Bureaucratic
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