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Philip Joyce, George Washington University describes US federal deficit and debt questioning whether the United States will restore fiscal responsibility suggesting that performance management is not as high a priority for the current administration as other issues
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Recommandé
Philip Joyce, George Washington University describes US federal deficit and debt questioning whether the United States will restore fiscal responsibility suggesting that performance management is not as high a priority for the current administration as other issues
Joyce performance informed budgeting in the united states—tastes great or les...
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icgfmconference
Presentation by Scott Pattison at the 10th annual meeting of the Senior Budget Officials Performance and Results Network held on 24-25 November 2014. Find more information at http://www.oecd.org/gov/budgeting
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Gennaro Bernile, Vineet Bhagwat, and P. Raghavendra Rau The Journal of Finance • Vol. LXXII, No. 1 • February 2017
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Sam Moon, Overseas Development Institute Evidence in aligning aid Information with recipient country budgets
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This presentation was prepared within framework of the training course ''Change Laboratory''. "Change Laboratory'' is a platform where 29 young third sector representatives from Latvia, Poland, Portugal, Estonia, Slovakia, Lithuania, Slovenia, Czech Republic, Hungary, Sweden, Greece and Romania will carry out a collaborative learning activity by questioning current ways of thinking, analyzing and modeling social entrepreneurship ventures, and conducting thought and action experiments concerning possible changes in their communities. Main aim of this project is to promote active participation of young people and to contribute to developing the capabilities of civil society organizations in the youth field through gathering knowledge in social entrepreneurship area and through development of competencies essential for initiation of social entrepreneurship activities by non-governmental non-profit organizations. Encouraging self-initiative and developing the capability to analyze obstacles and opportunities within a social sector and to identify potential strategies to effect change are other important objectives of the project. Program is based on the experiential learning model and focuses on developing independent mind habits, entrepreneurship and leadership skills, on building understanding of creativity and innovations to meet genuine community needs and gain enhanced sense of responsibility to the communities in which we live. The first part of the course will introduce the participants to the concept of social entrepreneurship and its various applications across sectors and organizational forms. Furthermore it examines the success factors and conditions of setting up social enterprise. Through the program participants are expected to create a community project with potential to stimulate transformations and improvements in their chosen area, whether that is education, health care, economic development, environment, arts or any other social field - participants will develop plans for local or international social entrepreneurship entities or innovative projects, partnerships or other arrangements that would have a positive impact on social outcomes. Project takes place in three stages. Within first stage from 01.09.2011 to 21.10.2011 participants are completing several home tasks. From 22.10.2011 to 31.10.2011 all the group will meet in Riga, Latvia, and develop their competencies in social entrepreneurship within the framework of the training course ''Change Laboratory''. From 01.11.2011 to 31.01.2012 follow-up activities will be carried out along with project evaluation. This project has been funded with support from the European Commission. This page reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein.
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Designed for finance managers, CFOs, and accountants, this session will examine what key performance indicators nonprofits should look at to gauge their operational efficiency, stewardship of resources, and performance compared to peer organizations. The session will also include a discussion of the tools and data that are available to enhance this process and to improve accountability to donors and other stakeholders.
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115 Financial and Operating Ratios as Performance Measure s 11 C H A P T E R THE IMPORTANCE OF RATIOS Ratios are convenient and uniform measures that are widely adopted in healthcare financial management. They are important because they are so widely used, es- pecially because they are used for credit analysis. But a ratio is only a number. It has to be considered within the context of the operation. There is another caveat: ratio analysis should be conducted as a comparative analysis. In other words, one ratio standing alone with nothing to compare it with does not mean very much. When inter- preting ratios, the differences between periods must be considered, and the reasons for such differences should be sought. It is a good practice to compare results with equivalent computations from outside the organization— regional figures from similar institutions would be a good example of such outside sources. Caution and good man- agerial judgment must always be exercised when working with ratios. Financial ratios basically pull together two elements of the financial statements: one expressed as the numerator and one as the denominator. To calculate a ratio, divide the bottom number (the denominator) into the top number (the numerator). The Case Study in Appendix 25-A entitled “Using Financial Ratios and Benchmark- ing: A Case Study in Comparative Analysis” uses financial ratios as indicators of financial position. We highly rec- ommend that you spend time with this Case Study, as it will add depth and background to the contents of this chapter. In this chapter we examine liquidity, solvency, and profitability ratios. Exhibit 11-1 sets out eight basic ratios After completing this chapter, you should be able to 1. Understand four types of liquidity ratios. 2. Understand two types of solvency ratios. 3. Understand two types of profitability ratios. 4. Successfully compute ratios. P r o g r e s s N o t e s 116 CHAPTER 11 Financial and Operating Ratios as Performance Measures Exhibit 11–1 Eight Basic Ratios Used in Health Care Liquidity Ratios 1. Current Ratio Current Assets Current Liabilities 2. Quick Ratio Cash and Cash Equivalents + Net Receivables Current Liabilities 3. Days Cash on Hand (DCOH) Unrestricted Cash and Cash Equivalents Cash Operation Expenses ÷ No. of Days in Period (365) 4. Days Receivables Net Receivables Net Credit Revenues ÷ No. of Days in Period (365) Solvency Ratios 5. Debt Service Coverage Ratio (DSCR) Change in Unrestricted Net Assets (net income) + Interest, Depreciation, Amortization Maximum Annual Debt Service 6. Liabilities to Fund Balance Total Liabilities Unrestricted Fund Balances Profitability Ratios 7. Operating Margin (%) Operating Income (Loss) Total Operating Revenues 8. Return on Total Assets (%) EBIT (Earnings before Interest and Taxes) Total Assets Courtesy of Resource Group, Ltd., Dallas, Texas. that are widely used in healthcare organizations: four liquidity ty.
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Organisational success today depends on effective communication and collaboration with individuals from cultures with varying beliefs and practices. Indeed, with the workforce increasingly comprised of people of varying cultural backgrounds, leaders must now prioritise the significance of cultural competence in the workplace. Ensuring cultural competence at every level of your organisation cannot be understated. While cultural disparities can manifest in different ways, as a leader, you must build deep and nuanced cultural competence skills and education to accurately spot, address and alleviate the various scenarios that can arise. Failing to recognise the importance of cultural competence or not acting to improve it can lead to cultural negligence. There are a few things to consider to ensure your organisation is on the right track. In this deck, you'll understand the importance of building cultural competence in the workplace. You'll also learn • The three (3) dimensions of Cultural Competence in the workplace • Key strategies to build a culturally competent workforce • Major benefits you stand to gain by having a culturally competent team.
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Phases of Negotiation .pptx
Phases of Negotiation .pptx
nandhinijagan9867
Transformation is even harder than we thought “Only 22% of companies successfully carry out transformation. The failure rate was 78%.” “Often the business value of digital transformation is not realized. One of the most common causes is an abundance of technology projects, not a true business culture transformation” - Phil Le-Brun, Enterprise Strategist, AWS
Organizational Transformation Lead with Culture
Organizational Transformation Lead with Culture
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Cracking the Cultural Competence Code.pptx
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Phases of Negotiation .pptx
Phases of Negotiation .pptx
Organizational Transformation Lead with Culture
Organizational Transformation Lead with Culture
Nonprofit @ bec doms
1.
The Analysis of
Key Financial Ratios in Nonprofit Management
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A SHORT HISTORY
OF THIS PROJECT
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Nonprofit Organizations in
Six Subsectors that Filed Tax Returns in 2003
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Nonprofit Organizations in
Milwaukee, WI (2003)
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