The Home Office has made good progress in improving its financial management since 2009 when the National Audit Office last evaluated its financial capability. However, while financial control is good, the Home Office could do more to integrate its financial and operational planning and thereby understand better the link between resources and performance. In addition, many of the strengths which the Department demonstrates in its core business are much less apparent in its 'change programmes'. The Department is starting to benefit from its new governance structures but there still challenges. The Department has clear plans to reduce costs in its core activities but business areas have not fully considered efficiency and effectiveness when evaluating where cuts should be made. The Department will need to achieve further savings of £1.1 billion a year by 2014-15 but a third of this sum remains uncertain. Reductions in funding from the Home Office mean that police forces must make savings worth around £1.5 billion by 2014-15 through efficiency improvements; but, in 2011, around two-thirds of forces had shortfalls in their cost reduction plans, amounting to £500 million in total. The Department will shortly be in a position to confirm how far this savings gap has been covered in the plans. There are risks to the successful delivery of the Department's change programmes, specifically in respect of the development of the National Crime Agency (NCA) and Disclosure and Barring Service (DBS) and the phasing out of the National Policing Improvement Agency (NPIA)

This Financial Management Code of Practice (FMCP) provides clarity around the financial governance arrangements within the police service in England and Wales, and reflects the fact that the police service has a key statutory duty to secure value for money in the use of public funds. It provides high level guidance to help ensure effective and constructive relationships in all financial matters. The FMCP sets the tone while promoting flexibility and avoiding overt prescription so that the detail of arrangements can be worked out locally. The Code applies to the discharge of functions by all Police and Crime Commissioners in England and Wales and to every Chief Constable of a police force maintained by a PCC (including, unless specifically stated, the Commissioner of the Metropolitan Police, but excluding the Commissioner of the City of London Police). Sections cover: background; context; roles and responsibilities; schemes of consent; financial regulations and standing orders on contracts; accounting; strategic and financial planning; financial management; treasury management; corporate governance; value for money; transparency, collaboration and partnerships. Effective from 1 November 2013 when it replaces the previous edition (2012, ISBN 9780108511332).

Go undercover and explore how finance theory works in practice with Corporate Financial Management, fourth edition. Find out how financial decisions are made within a firm, how projects are appraised to make investment decisions, how to evaluate risk and return, where to raise finance from and how, ultimately, to create value.

Rather than treating financial management as an independent administrative practice, Financial Management in Human Services provides students and social service administrators with a conceptual framework in which financial management is the major responsibility of an administration, not just a separate practice. This text describes how the integration of administrative practice with fiscal responsibility and accountability will help you plan better programs, account for all fiscal transactions, and coordinate and evaluate services more effectively. Containing many different approaches on how to determine costs, obtain information, and collect data, this text will help you clearly evaluate your organization’s progress and determine if your program goals are being reached. Financial Management in Human Services also discusses other topics related to efficient management, including: applying financial management techniques to the areas of program planning, service monitoring, estimating service and unit costs, and setting future service priorities in order to make better business decisions utilizing the information generated from the Financial Management System (FMS) to improve administrative functions, such as forecasting and goal determination, activity flow and service provision monitoring, and service planning according to program policy examining the importance of the four administrative subsystems-- budgeting and accounting, service coordination, program planning, and program evaluation choosing a FMS with consideration to certain factors, such as availability of information and identifying informational needs of the administration listing of reactive and proactive types of financial reports that help administrators evaluate the costs of services provided and identify problems in balancing the fiscal budget using methods such as a line item analysis to accurately compute the costs of staff involvement in a program This organized, straightforward text will help you evaluate all costs-- from salaries, travel time, and office supplies to direct costs to make your office more organized and productive. Complete with questions and answers about starting and maintaining a FMS, Financial Management in Human Services will enable you to manage finances more efficiently, making it easier for you to reach and set goals that better serve your clients.

A practical and accessible overview of the fundamentals of business finance -- now in its third edition. Managers are constantly expected to make decisions that reflect a full understanding of the financial consequences. In the absence of formal training, few people are prepared for the responsibilities of dealing with management reports, budgets, and capital proposals, and find themselves embarrassed by their lack of understanding. This book is a practical guide to understanding and managing financial responsibilities. Each chapter examines actual tasks managers have to do, from "how to assemble a budget," "how to read variances on a report," to "how to construct a proposal to invest in new equipment," exploring the principles that can be applied to each task, illustrating practical ways these principles are used, and providing guidance for implementation. Guide to Financial Management will help readers understand financial jargon, financial statements, management accounts, performance measures, budgeting, costing, pricing, decision-making, and investment appraisal. This third edition has been fully revised and expanded with detailed examples from 100 leading businesses around the world.

Policymakers and program managers are continually seeking ways to improve accountability in achieving an entity's mission. A key factor in improving accountability in achieving an entity's mission is to implement an effective internal control system. An effective internal control system helps an entity adapt to shifting environments, evolving demands, changing risks, and new priorities. As programs change and entities strive to improve operational processes and implement new technology, management continually evaluates its internal control system so that it is effective and updated when necessary. Section 3512 (c) and (d) of Title 31 of the United States Code (commonly known as the Federal Managers' Financial Integrity Act (FMFIA)) requires the Comptroller General to issue standards for internal control in the federal government.

Indispensable for all types and sizes of nonprofit organizations, this important book imparts a clear sense of the technical expertise and proficiency needed as a nonprofit financial officer and includes real-world case studies, checklists, tables, and sample policies to clarify and explain financial concepts.