دانلود کتاب Canadian Public-Sector Financial Management: Third Edition

فهرست مطالب :

Cover\nTitle\nCopyright\nContents\nList of Figures\nAcknowledgements for the Third Edition\nIntroduction to the Third Edition\n The Framework for Financial Management: A Public Policy Implementation Focus\n Financial Management Is About People and Organizations\n First Nations Financial Management: How This Text Relates to an Emerging Field\n Case Study in Building on Sound Financial Management\n What Is Financial Literacy for the Public Manager? The Answer Is A Two-Way Street\n “They Just Don’t Get It”\n The Financially Literate Manager\n What About the Financially Literate Organization?\n Financial Literacy Is a Systemic Quality\n Financial Literacy Checklist\n For the Public Servant\n For the Public Organization\nSection 1: The Public-Sector Financial Management Framework\n Chapter 1 – Financial Management in the Public-Sector Context\n Scope and Nature of the Public Sector\n Size of Canada’s Public Sector\n The Employment Side of the Public Sector\n The Cumulative Impact of Public-Sector Expenditures on Other Sectors: Volunteer and First Nations\n The Cumulative Impact of Public-Sector Expenditures on Other Sectors: Implications of Contracting and Buying in the Public Sector\n Expenditures and Revenues: What Governments Spend Money on and How They Pay for It\n A Closer Look at Government Expenditures: What One Government Spends, Collects in Revenue, and How it Spends\n The Qualitative Elements that Make Financial Management Different in the Public Sector\n Governments Serve Multiple Objectives beyond the Profit Motive\n Risk and Its Mitigation and Management Are Central to the Public Sector\n With Great Power Comes Higher Levels of Both Internal and External Accountability\n Government Financial Management Operations Are Governed by Legislation\n The Importance of the Budget\n Lack of Equity Ownership/Reality of Collective Ownership\n Government Capital Spending Will Focus on a Range of Policy Benefits Rather than Only the Efficiency of the Operation or Lowest Cost\n The Principal Source of Revenue for Governments Is Taxation\n Governments Hold Assets Acquired in the Right of the Crown\n Governments Operate in a Non-Competitive Environment\n Governments Have Debt Capacities Unparalleled by Most Other Organizations\n Other Factors That Affect Public-Sector Financial Management\n Summing Up\n Chapter 2 – Framework Concepts: Accountability & Risk\n Why Here and Why Now?\n Accountability: Big Idea with a Broad Reach\n The Public Sector Accountability Landscape: Accountable for What?\n What Accountability Means\n The Range of Accountabilities\n Risk and Risk Management\n Defining Risk and Risk Management\n Case Study: Risk Assessment\n Risks Take Different Forms\n Risk Management\n Prioritizing Risks: Not All Risks Are Created Equal\n Strategies to Manage Risks\n In Summary\n Chapter 3 – The Accounting Framework\n You Are Not an Accountant, but You Need a Good One\n Understanding What Accounting Does and Doesn’t Do\n Why We Need Accounting Information: To Account and to Manage\n Users of Accounting Information: Who Cares? Who Needs to Care?\n Internal to Government Users\n External Users\n Users Have Different Perspectives\n Access\n Frequency\n Detail and Orientation\n Expertise and Understanding\n Response\n Setting Accounting Standards for Government\n Generally Accepted Accounting Principles (GAAP)\n 1. The Entity Principle\n 2. The Denominator Principle: Money as a Measure\n 3. The Cost Principle\n 4. The Going Concern Principle\n 5. The Conservatism Principle\n 6. The Accrual (Matching) Principle as the Basis of Accrual Accounting\n 7. The Consistency Principle\n 8. The Materiality Principle\n A Deeper Look at the Accrual Method of Accounting\n Examples of Cash and Accrual Recognition\n Treatment of Non-Cash Transactions\n Implications of the Accrual Basis for Public-Sector Financial Reporting\n The Quality of Accounting Information\n The Accounting Cycle: What Managers Need to Know About How the Mechanics Work\n A Note on Accounting Technologies\n Chart of Accounts, Double-Entry Bookkeeping and the Fundamental Accounting Equation\n 1. Chart of Accounts\n 2. Double Entry Bookkeeping\n 3. Fundamental Accounting Equation\n Debits and Credits: The Tools to Balance the Equation\n Relating the Concept of Debits and Credits to the Fundamental Equation\n Working with Journal and Ledger Functions\n Major Assets, Liabilities, and Net Assets Accounts\n Assets\n Current Assets\n Fixed and Long-Term Assets\n Property\n Liabilities\n Current Liabilities\n Long-Term Liabilities\n Contingent Liabilities\n Net Debt/Net Assets\n Summing Up\nSection 2 – Funding Your Objectives: Budgets and Budgeting\n Chapter 4 – Budget Definitions and Structure\n What Is a Budget\n Cultural Dynamics of Budget Formulation\n A Budget Is a Budget … Well, That Depends: Many Uses of the Term Budget\n Distinguishing Public- and Private-Sector Budgets\n Cyclical Nature of the Managerial Budgets Past, Present, and Future\n Budget Architecture\n Relationship of Revenue Budgets to Expenditure or Operating Budgets\n General Budget\n Operating Budgets\n Cash Budgets\n Capital Budgets\n What You Can’t Budget For: The Role of Reallocation, Reserves and In-Year Authorizations\n Structure of Operating Budgets\n Line-Item Budgets\n Program or Responsibility Centre Budgets\n Functional Budgets\n Flexible or Rolling Budgets\n Fixed and Variable Costs in Determining Budget Fluctuations\n Funds in Budget Structure\n Types of Funds\n Off-Budget Funds and Expenditures\n Linking Resources to Results\n Zero-Based Budgeting\n Performance or Results-Based Budgets\n Some Concluding Thoughts and What This Means to Managers\n Chapter 5 – The Planning Process and Budget Cycle\n Introduction\n Budgets and Planning Cycles\n The Budget Cycle: The Basics\n Strategic Planning Phase\n The Architecture of a Strategic Plan\n Moving to Action and Into the Budget\n Budget Preparation Phase: Setting Direction, Getting a Say\n Workload Forecasts in Budget Calculation\n Cost Analysis and Forecasting\n Controllable and Uncontrollable Costs\n Basic Costing Tools and Definitions\n Direct and Indirect Costs\n Activity-Based Costing and the Distribution of Indirect Costs\n Fixed and Variable Costs\n Break-Even Analysis\n Appropriation Process: Getting Approval to Spend\n Inherent Tensions in the Budgetary Process\n Balancing Revenues and Expenditures: Financial Discipline\n The Wants Versus the Won’ts: Central Agency Versus Program Advocates\n The New Versus the Old\n Robbing Peter to Pay Paul: Moving the Money Around\n Complexity Versus Clarity\n Summing Up: Trends to Watch\n Pursuing Equity in Budgeting: Gender-Based Budgeting\n Taking the Longer View: Budgeting and Planning for Sustainability\n Chapter 6 – Capital Budgets: The Infrastructure to Deliver\n Why Are Capital Assets Relevant to Public Policy?\n Categories of Capital Assets: Some Are Counted and Some Are Not\n What Is a Capital Asset?\n Characteristics of Capital Assets\n What Does It Cost? What Is It Worth?\n Capital Planning and Budgeting\n Capital Inventory\n Capital Improvement Plans\n Financing of Capital Projects\n Risk Assessment: “What Can Go Wrong?”\n The Outcome: The Capital Budget\n Tools for Analyzing Capital Costs\n Business Cases\n Developing Cost Estimates for Capital Assets\n Time Value of Money\n Present and Future Value Calculations\n Using Present Value Calculations to Compare Options\n Using Net Present Value to Evaluate Investment Decisions\n Cost Benefit Analysis\n Sensitivity Analysis\n Summing Up\n Chapter 7 – Taking It Back: Reallocation and Budget Cutting\n Budgets Don’t Just Grow – They Shrink, Take on More Work, and Need to Adapt\n Most Budgeting is Still Incremental\n Decremental Budgeting\n Continuous Reallocation: In-Year Budget Management\n General Approaches to Reduce Spending\n Accross-the-Board Cuts\n Spending Reviews\n Efficiency Gains\n Outsourcing and Privatization\n Technology-Driven Solutions\n General Approaches to Reallocation\n Strategies and Tools for Reduction and Reallocation\n Service Level Changes\n Change the Employment Arrangements to Reduce Salaries\n Reduce Staffing – Permanent and Temporary\n Renegotiate Contracts\n Defer or Cancel Investments\n Reduce or Eliminate Discretionary Spending\n Amalgamate and Reorganize\n Increase Fees and User Costs\n Internal Transfers – Temporary and Permanent\n Sell Off Assets\n Cutback Management\n Framing the Cutback: Risks and Consequences\n Knowing Where to Look: Control Brings Insight\n Implementing Cutbacks\n Some Overview Comments for the Program Manager\nSection 3 – Meeting Your Objectives: Controlling and Managing the In-Year Budget\n Chapter 8 – Managing the In-Year Budget\n Introduction: Control Is About Delivering\n Who Has an Interest in Control?\n The Control Process\n Risk and Risk Management: Heart of the Control Process\n Control: Who, What and How\n Whom to Control, When to Control and Who Has Control\n The Array of Control Tools\n The Control Environment: Trust and Ethics and Setting the Tone\n Trust\n An Ethical Culture\n Facilitative or Strategic Control\n Protective Controls\n Testing the Controls\n Finding the Balance Between Control, Discretion and Cost\n The Concept of Controllership in Government\n Chapter 9 – In-Year Budget Management\n Variance and Variance Analysis\n Defining In-Year Budget Management\n Budget Management Versus Budget Planning\n A Budget in Hand: Good First Step\n Establishing an In-Year Budget Management System\n Preparing and In-Year Budget Management Plan\n Spending Plan: Estimating Budget Performance for the Reporting Period\n Arriving at an Adjusted Budget\n Setting Up a Budget Plan\n Tools for Forecasting\n Case Study: Shady Gulch Provincial Park\n Monitoring Financial Performance and Variance Analysis\n Governance\n Setting Up a Monitoring Timetable\n Performance Reports\n Variance Reports\n Forecasted Versus Actual Report: Reporting Material Differences\n Analysis of Key Variances Report: Understanding Cause and Impact\n Management Actions to Correct Variances\n Reallocation and Readjustment\n Authority to Reallocate\n Freeing Up Funds\n The Danger of Rewarding Bad Management\n Building Incentives and Protecting Budget Integrity\n The Crucial Relationship Between Line Manager and Financial Advisor\n Summing Up\n Effective Governance\n Giving Assurance to Good Management\n Rigorous Review of Commitments\nSection 4: Measuring and Reporting Performance\n Chapter 10 – The Reporting Framework\n Reprise\n Why Measure and Report?\n The Relationship of Accountability to Financial and Performance Reporting\n The Users of financial and Performance Reports\n The Objectives of Financial and Performance Reporting\n Integrating Financial and Non-Financial Information\n Reports and More Reports: A Sampler\n Annual Financial Reporting\n Future-Oriented Financial Statements\n All Performance Reporting Should be Material and Affordable\n Cautionary Tales: Why Key Users Do Not Use Performance and Financial Reports\n Chapter 11 – External Reporting: Financial Statements\n Financial Statements – A General Overview\n Building Blocks of Financial Statements\n Management Discussion and Analysis\n The Statement of Financial Position or Balance Sheet\n “Reading the Balance Sheet”\n The Statement of Operations\n “Reading the Statement of Operations”\n Statement of Changes in Net Assets or Net Debt\n Statement of Cash Flows\n Summing Up\n Chapter 12 – Performance Reporting\n Risks of Poor Reporting and Overcoming Them\n Qualities of Performance Measurement\n What We Are Measuring: Looking at Types of Performance Measures\n Performance Measurement Tools\n Historical Trend Analysis\n Target Setting\n Benchmarking\n Financial Condition Analysis and Financial Ratios\n Commonly Used Financial Ratios\n Public-Sector-Centric Financial Ratios: Example\n The Use and Abuse of Financial Ratios\n Scorecards and Dashboards\n Annual Reports and the Emergence of Citizen-Centric Reporting\n Summing Up\n Chapter 13 – Oversight and Audit\n Audit, Financial Management and Accountability\n Categories of Audits\n Internal Audit Functions\n Risk and Materiality in Determining What to Audit\n Need for Independence\n Audit Committees\n External Audit: The Legislative Auditor\n Independence\n Legislated Mandate\n Accountability and Oversight of Arm’s-Length Agencies and Contracted Services\nAppendix 1 – The Budget Games People Play\n Getting New Programs Funded\n 1. Creeping Incrementalism\n 2. Chinese Box\n 3. Split Infinitive: Divide and Conquer\n 4. Get the Tail to Wag the Dog\n 5. Using Magic as an Accounting Device: the Shell Game\n 6. The Gift Horse – It’s Free!\n 7. The Word Came Down\n 8. The End Run\n 9. I’m OK, You’re at Fault\n 10. Only the Best\n 11. Show Me Yours\n 12. Ahead of the Curve\n 13. The Pre-Emptive Strike\n 14. Rebranding the Sow’s Ear\n 15. Send in the Experts\n Holding the Fort: Protecting and Growing the Current Budget\n 1. Placards and Protests\n 2. Spam Your Budget Increase Request\n 3. Time Ambush\n 4. The Sacred Base\n 5. Aim High, Settle for Less\n Resisting Cuts\n 1. Paralysis by Analysis\n 2. A Pyrrhic Victory\n 3. Unleash the Clients\n Counter Attack: Senior Management’s Responses\n 1. Hold Back\n 2. Count the Pennies\n 3. The Madman Theory: Just Cut Across the Board\n 4. The Devil Made Me Do It\n 5. Meet You Half Way\n 6. Let’s See the Boss\nAppendix 2 – The In-Year Budget Management Games People Play\n Disclaimer\n Pre-Emptive Moves\n 1. Commit All the Funds Up Front\n 2. Reduce the Money’s Visibility\n 3. The Sky Is Falling: Claim Under-Budgeting\n When Budgets Go Over\n 1. Blame Someone Else\n 2. Live Above It\n 3. The End Run: The Minister Made Me Do It\n 4. Attack the Bean Counters\n 5. The Sky Is Falling\n Money About to be Left on the Table\n 1. Make a Side Deal\n 2. Attack the Bean Counters\n 3. Extract Some Future Wiggle Room\n 4. Pull in the Stakeholders\nGlossary