Mckinsey Special Collection the Role of the CFO
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Chief Financial Officer (Cfo) of the Department of Defense”
DoD2B 7000.14-R Financial Management Regulation Volume 1, Chapter 1 * June 2010 VOLUME 1, CHAPTER 1: “CHIEF FINANCIAL OFFICER (CFO) OF THE DEPARTMENT OF DEFENSE” SUMMARY OF MAJOR CHANGES All changes are denoted by blue font. Substantive revisions are denoted by an * symbol preceding the section, paragraph, table, or figure that includes the revision. Unless otherwise noted, chapters referenced are contained in this volume. Hyperlinks are denoted by bold, italic, blue and underlined font. The previous version dated June 2008 is archived. PARAGRAPH EXPLANATION OF CHANGE/REVISION PURPOSE All Inserted and updated hyperlinks. Update 010602.D Added Business Integration Directorate responsibilities. Add Figure 1-1 Updated the DoD Chief Financial Officer Structure. Update 1-1 DoD2B 7000.14-R Financial Management Regulation Volume 1, Chapter 1 * June 2010 Table of Contents VOLUME 1, CHAPTER 1: ”CHIEF FINANCIAL OFFICER (CFO) OF THE DEPARTMENT OF DEFENSE” ............................................................................................................................... 1 0101 GENERAL ..................................................................................................................... 3 010101. Purpose ................................................................................................................. 3 010102. Overview .............................................................................................................. 3 0102 APPOINTMENT OF CHIEF FINANCIAL OFFICER OF THE DEPARTMENT OF DEFENSE ................................................................................................................................... -
The Chief Financial Officer
THE CHIEF FINANCIAL OFFICER Chief Financial Officer.indd 1 13/01/2014 18:21 otHER EcoNOMIST BOOKS Guide to Analysing Companies Guide to Business Modelling Guide to Business Planning Guide to Cash Management Guide to Commodities Guide to Decision Making Guide to Economic Indicators Guide to Emerging Markets Guide to the European Union Guide to Financial Management Guide to Financial Markets Guide to Hedge Funds Guide to Investment Strategy Guide to Management Ideas and Gurus Guide to Managing Growth Guide to Organisation Design Guide to Project Management Guide to Supply Chain Management Numbers Guide Style Guide Book of Business Quotations Book of Isms Book of Obituaries Brands and Branding Business Consulting Business Strategy Buying Professional Services Doing Business in China Economics Managing Talent Managing Uncertainty Marketing Marketing for Growth Megachange – the world in 2050 Modern Warfare, Intelligence and Deterrence Organisation Culture Successful Strategy Execution The World of Business Directors: an A–Z Guide Economics: an A–Z Guide Investment: an A–Z Guide Negotiation: an A–Z Guide Pocket World in Figures Chief Financial Officer.indd 2 13/01/2014 18:21 THE CHIEF FINANCIAL OFFICER What CFOs do, the influence they have, and why it matters Jason Karaian Chief Financial Officer.indd 3 13/01/2014 18:21 THE ECONOMIST IN ASSOCIATION WITH PROFILE BOOKS LTD Published by Profile Books Ltd 3a Exmouth House Pine Street London ec1r 0jh www.profilebooks.com Copyright © The Economist Newspaper Ltd, 2014 Text copyright © Jason Karaian, 2014 All rights reserved. Without limiting the rights under copyright reserved above, no part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form or by any means (electronic, mechanical, photocopying, recording or otherwise), without the prior written permission of both the copyright owner and the publisher of this book. -
Chief Financial Officer Opportunity Guide ABOUT the NEW ORGANIZATION
Chief Financial Officer Opportunity Guide ABOUT THE NEW ORGANIZATION Envision Unlimited and United Cerebral Palsy Envision and UCP Seguin will be partners, or Seguin of Greater Chicago (UCP Seguin) are “affiliates,” of this new administrative entity. Within this entering into a strategic partnership that will create federation structure, each organization will retain its a stronger advocate for people with intellectual or 501(c)(3) nonprofit status and its board of directors. developmental disabilities and those with mental Each will continue to deliver the highest quality direct illness. Working together, they will be able to expand service possible while sharing a single mission, services, serve more people, and achieve greater strategic direction, brand, and back office. effectiveness. To read the full announcement, including They have three overarching goals: FAQs about the new partnership, please click here. 1. Achieve greater administrative efficiencies that will This consolidation will bring together nearly 150 years enable them to enhance their services. of combined experience, building on each other’s strengths, and filling in each other’s gaps. Serving 2. Become more innovative to provide those they more than 4,000 individuals and families, programs serve with more choice, independence, and include residential services, day supports, and opportunities to enjoy activities and be fully employment for people with I/DD and serious mental included within the larger society. illness. Additional programs include respite services 3. Leverage their larger size and efficiencies as for the I/DD population and specialized foster care for benefits to funders and policymakers. children with disabilities. The vision for the new organization is for everyone with Jointly, they will be an even greater champion to an intellectual or mental challenge to live a happy and improve the lives of those they serve. -
Pilot Stories
PILOT STORIES DEDICATED to the Memory Of those from the GREATEST GENERATION December 16, 2014 R.I.P. Norm Deans 1921–2008 Frank Hearne 1924-2013 Ken Morrissey 1923-2014 Dick Herman 1923-2014 "Oh, I have slipped the surly bonds of earth, And danced the skies on Wings of Gold; I've climbed and joined the tumbling mirth of sun-split clouds - and done a hundred things You have not dreamed of - wheeled and soared and swung high in the sunlit silence. Hovering there I've chased the shouting wind along and flung my eager craft through footless halls of air. "Up, up the long delirious burning blue I've topped the wind-swept heights with easy grace, where never lark, or even eagle, flew; and, while with silent, lifting mind I've trod the high untrespassed sanctity of space, put out my hand and touched the face of God." NOTE: Portions Of This Poem Appear On The Headstones Of Many Interred In Arlington National Cemetery. TABLE OF CONTENTS 1 – Dick Herman Bermuda Triangle 4 Worst Nightmare 5 2 – Frank Hearne Coming Home 6 3 – Lee Almquist Going the Wrong Way 7 4 – Mike Arrowsmith Humanitarian Aid Near the Grand Canyon 8 5 – Dale Berven Reason for Becoming a Pilot 11 Dilbert Dunker 12 Pride of a Pilot 12 Moral Question? 13 Letter Sent Home 13 Sense of Humor 1 – 2 – 3 14 Sense of Humor 4 – 5 15 “Poopy Suit” 16 A War That Could Have Started… 17 Missions Over North Korea 18 Landing On the Wrong Carrier 19 How Casual Can One Person Be? 20 6 – Gardner Bride Total Revulsion, Fear, and Helplessness 21 7 – Allan Cartwright A Very Wet Landing 23 Alpha Strike -
ROLE of CFO (Chief Financial Officer)
ROLE OF CFO (Chief Financial Officer) In Corporate Governance By Abdul Naeem Khan Professional I ICMAP TRADITIONAL ROLE OF CHIEF ACCOUNTANT The Chief Accountants used to perform several tasks which were preparing accounts, preparing budgets, operational reporting and interpreting, evaluating operating results, preparing income tax returns, establishing internal control procedures to safe-guard the companies assets. TRANSITION FROM CHIEF ACCOUNTANT TO CHIEF FINANCIAL OFFICER Due to increased governance requirement there arises a need to empower the chief accountant and to make him responsible by requiring him to sign the accounts. There comes the code of corporate governance, which makes the chief accountant powerful and more responsible. With the new role, Chief Accountant becomes Chief Financial Officer (CFO). Appointment and Approval Requirement The appointment, removal and remuneration terms and conditions of employment of the chief financial officer of a listed company shell be determined by the Chief Executive Officer with the approval of the Board of Directors. Qualification Requirement The qualification requirement is defined under the code of corporate governance that is the person appointed as the Chief Financial Officer must be Member of recognized body of professional accountants or A graduate from a recognized university or equivalent, having at least 5 years experience in handling financial and corporate affairs of a listed company. Attending Board Meetings. The Chief Financial Officer of a listed company is required to attend the meeting of the board of directors. IMPLICATION OF NEW RESPONSITBILITES The new responsibilities apply to all Chief Financial Officers of Listed Companies, Insurance Companies, Banks and DFIs. Mostly the CFO presents the financial position relating to the period which has been over, and the period which has to come that is the financial position attained and the financial projection i.e. -
NAHU Board of Trustees Job Description Treasurer the By-Laws' Perspective – a Pretty Quiet Office NAHU By-Laws Spells out Th
NAHU Board of Trustees Job Description Treasurer The By-Laws’ Perspective – A Pretty Quiet Office NAHU By-Laws spells out the tasks of the Treasurer. It reads, “The Treasurer shall submit a financial report at the Annual Meeting of the House of Delegates. The Treasurer shall oversee the preparation of the annual financial report required by ARTICLE XIV, Section 2. The Treasurer shall be responsible for other duties as they are assigned by the President, Executive Committee or Board of Trustees.” The “annual financial report required by ARTICLE XIV, Section 2” is known as “the annual audit” and it is required that “There shall be an independent audit of the association’s books every year.” The Finance Committee is not the “Treasurer’s Committee” because the By-Laws do not give that ownership to the Treasurer. The Finance & Audit Committee, as it is named in the By-Laws, was established as a Standing Committee and the President appoints chairpersons of such committees. Lastly, the of submitting “a financial report at the Annual Meeting of the House of Delegates” requires merely turning in the report without oral comment if that is the will of the meeting planners. To the degree that the By-Laws barely define the Treasurer’s job, P&Ps make up for it in over drive. The Treasurer has a most specifically described set of job tasks. P&P 95-03-EX, says in part - “The Treasurer shall be responsible to the Board of Trustees for the oversight of all expenditures. The Treasurer shall review with the appropriate Board member or committee chair, or the Executive Vice President and/or the Chief Financial Officer any departmental budget, which exceeds its approved allocation by 5% or more. -
LOST the Official Show Auction
LOST | The Auction 156 1-310-859-7701 Profiles in History | August 21 & 22, 2010 572. JACK’S COSTUME FROM THE EPISODE, “THERE’S NO 574. JACK’S COSTUME FROM PLACE LIKE HOME, PARTS 2 THE EPISODE, “EGGTOWN.” & 3.” Jack’s distressed beige Jack’s black leather jack- linen shirt and brown pants et, gray check-pattern worn in the episode, “There’s long-sleeve shirt and blue No Place Like Home, Parts 2 jeans worn in the episode, & 3.” Seen on the raft when “Eggtown.” $200 – $300 the Oceanic Six are rescued. $200 – $300 573. JACK’S SUIT FROM THE EPISODE, “THERE’S NO PLACE 575. JACK’S SEASON FOUR LIKE HOME, PART 1.” Jack’s COSTUME. Jack’s gray pants, black suit (jacket and pants), striped blue button down shirt white dress shirt and black and gray sport jacket worn in tie from the episode, “There’s Season Four. $200 – $300 No Place Like Home, Part 1.” $200 – $300 157 www.liveauctioneers.com LOST | The Auction 578. KATE’S COSTUME FROM THE EPISODE, “THERE’S NO PLACE LIKE HOME, PART 1.” Kate’s jeans and green but- ton down shirt worn at the press conference in the episode, “There’s No Place Like Home, Part 1.” $200 – $300 576. JACK’S SEASON FOUR DOCTOR’S COSTUME. Jack’s white lab coat embroidered “J. Shephard M.D.,” Yves St. Laurent suit (jacket and pants), white striped shirt, gray tie, black shoes and belt. Includes medical stetho- scope and pair of knee reflex hammers used by Jack Shephard throughout the series. -
SAN JUAN BASIN PUBLIC HEALTH Chief Strategy Officer
SAN JUAN BASIN PUBLIC HEALTH CLASS SPECIFICATION Chief Strategy Officer JOB FAMILY BAND/GRADE/SUBGRADE FLSA STATUS Management E81 Exempt CLASS SUMMARY: This class is the second level in a three-level Management Series. Incumbents serve as a high- level leader and strategist devoted to the management and administration of divisions and functions, reporting to the Executive Director, but working in close collaboration with the Deputy Director of Operations and the Deputy Director of Administrative Services. Incumbents apply advanced management principles to formulate, facilitate and communicate the organization’s vision, initiatives and goals. Incumbents; represent SJBPH; act as an advisor to the chief executive officer and to the Board of Health; develop and implement programs critical to SJBPH; and exercise control and supervision of multiple assigned functions and/or divisions and significant resources/assets. Within the incumbant’s designated division, managerial oversight and responsibilities cross multiple functional units within the organization. The position is responsible for program outcomes across a designated department, as assigned. Incumbents supervise management staff including overseeing and conducting performance evaluations, coordinating training; and implementing hiring, discipline and termination procedures. ESSENTIAL DUTIES: This class specification represents only the core areas of responsibilities; specific position assignments will vary depending on the needs of SJBPH. Supervises staff including overseeing and conducting -
Exodus 202 1 Edition Dr
Notes on Exodus 202 1 Edition Dr. Thomas L. Constable TITLE The Hebrew title of this book (we'elleh shemot) originated from the ancient practice of naming a Bible book after its first word or words. "Now these are the names of" is the translation of the first two Hebrew words. "The Hebrew title of the Book of Exodus, therefore, was to remind us that Exodus is the sequel to Genesis and that one of its purposes is to continue the history of God's people as well as elaborate further on the great themes so nobly introduced in Genesis."1 Exodus cannot stand alone, in the sense that the book would not make much sense without Genesis. The very first word of the book, translated "now," is a conjunction that means "and." The English title "Exodus" is a transliteration of the Greek word exodus, from the Septuagint translation, meaning "exit," "way out," or "departure." The Septuagint translators gave the book this title because of the major event in it, namely, the Israelites' departure from Egypt. "The exodus is the most significant historical and theological event of the Old Testament …"2 DATE AND WRITER Moses, who lived from about 1525 to 1405 B.C., wrote Exodus (17:14; 24:4; 34:4, 27-29). He could have written it, under the inspiration of the 1Ronald Youngblood, Exodus, pp. 9-10. 2Eugene H. Merrill, Kingdom of Priests, p. 57. Copyright Ó 2021 by Thomas L. Constable www.soniclight.com 2 Dr. Constable's Notes on Exodus 2021 Edition Holy Spirit, any time after the events recorded (after about 1444 B.C.). -
Credit Union Bylaws
Contents Article I. Name and Place of Business 2 Article II. Purpose and Powers 2 Article III. Membership 2 Article IV. Meeting of Members 3 Article V. Board of Directors 3 Article VI. Officers 4 Article VII. Legal Reserve 4 ~ 1 ~ AMENDED AND SUBSTITUTED BYLAWS of CREDIT UNION Article I. NAME AND PLACE OF BUSINESS The name of this corporation shall be: and its principal place of business shall be in the City or Town of County of , and State of Iowa. Article II. PURPOSE AND POWERS The purposes of this credit union shall be to create a source of credit at a fair and reasonable rate of interest, encourage habits of thrift among its members, and provide the opportunity for its members to use and control their savings for their mutual benefit. In this regard, credit unions organized in this State shall have all the rights, powers, and privileges conferred by the law of Iowa and shall be subject to the limitation and restrictions of the laws of Iowa. Article III. MEMBERSHIP Section 3.1 Membership of this credit union shall consist of, and be limited to such natural persons and entities as approved from time to time by, and recorded at the office of, the Superintendent of Credit Unions. All such approvals are recorded on the following Page 2-A. Section 3.2 The credit union may charge an entrance fee and, from time to time, may establish and impose fines which, in the opinion of the Board of Directors, are necessary or required. Section 3.3 Money paid into or out of member accounts shall be evidenced by the credit union by an appropriate voucher, receipt, or passbook entry. -
Trademark / Service Mark Database Subscription Form
South Dakota Secretary of State Trademark/Service Mark Database Terms and Conditions South Dakota Secretary of State’s (SOS) office provides a download of all Trademark/Service mark Registration records. The download is made available in 3 ways: a Full Database download (Updated Quarterly), a download of all Quarterly Updates, and a download of all images done Quarterly. Subscribers wishing to use the service made available by the South Dakota Secretary of State will need to complete this form. Trademark/Service mark Registration Database downloads are available in Excel (.xlsx) format and will be emailed to the subscriber. The Subscriber and The Office of Secretary of State (SOS) agree to contract for the Trademark/Service mark Registration database provided by the SOS as per the Terms and Conditions stated below. 1. This agreement sets forth the terms and conditions under which SOS will provide services to the subscriber. 2. Term: SOS reserves the right to withdraw any service without consulting Subscriber prior to withdrawing such service and shall have no liability whatsoever to Subscriber in connection with deletion of any service. Subscriber may terminate this agreement at any time by written notice to the SOS. 3. Subscriber acknowledges that he/she has read the Agreement and agrees that it is the complete and exclusive statement between the parties, superseding all other communications, oral or written. This agreement and other notices provided to the Subscriber by SOS constitute the entire agreement between the parties. This agreement may be modified only by written amendment signed by the parties except as otherwise provided in this paragraph. -
JOB DESCRIPTION: Chief Financial Officer (CFO) Reports To: Chief Executive Officer Employment Type: Full Time POSITION SUMMARY
JOB DESCRIPTION: Chief Financial Officer (CFO) Reports To: Chief Executive Officer Employment Type: Full Time POSITION SUMMARY: Reporting to the Chief Executive Officer and as a member of the Leadership Team, the Chief Financial Officer (CFO) directs the fiscal functions and management of the Gateway Center’s $4M budget, is responsible for the financial books and records of the organization including the preparation of periodic financial statements, for the annual audit conducted in accordance with nonprofit generally accepted accounting principles, and, to the extent applicable, Government Auditing Standards, the preparation of the Form 990 report to the Internal Revenue Service and other required reporting. The CFO will also be responsible for partnering with senior management to establish standards and best practices that support the agency’s strategic growth plan, as well as managing the overall financial reporting of the agency. This includes developing budgets and timely, accurate monthly financial statements, analyzing budget variances and developing recommendations for improvements. KEY RESPONSIBILITIES ➢ Develop credibility for the business office by providing timely and accurate analysis of budgets, financial reports, financial trends, and by effectively developing solutions to business challenges in order to assist the CEO, the Board and others on the Leadership Team in leading the organization and fulfilling the mission. ➢ Oversee timely completion of monthly general ledger management and accounting close, e.g., accruals, deferred revenue, sub ledger reconciliation and other monthly closing procedures. ➢ Establish guidelines for budget and forecast preparation, and prepare the annual budget in consultation with the CEO, Senior Leaders, and the Board of Directors ➢ Drive continual improvement of the budgeting process through education of department directors and managers on financial issues impacting department budgets.