
Canadian Public-Sector Financial Management, Second Edition
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Content
- Cover
- Contents
- List of Figures
- Acknowledgements for the Second Edition
- Introduction to the Second Edition
- Developments in Public-Sector Financial Management
- The Framework for Financial Management: A Public Policy Implementation Focus
- Financial Management People and Organizations
- What is Financial Literacy for the Public Manager? The Answer is a Two-Way Street
- "They Just Don't Get It"
- The Financially Literate Manager
- What About the Financially Literate Organization?
- Financial Literacy is a Systemic Quality
- Financial Literacy Checklist
- For the Public Servant
- For the Public Organization
- Chapter 1 Financial Management in the Public Sector
- Scope and Nature of the Public Sector
- Size of Canada's Public Sector
- Employment: The Government Side of the Public Sector
- The Real Extent of Public-Sector Employment
- Implications of Contracting in the Public Sector
- Expenditures and Revenues: Government Sector
- A Closer Look at Government Expenditures
- What Makes Financial Management Different and Important in the Public Sector?
- Governments Serve Multiple Objectives and Not Only the Profit Motive
- Governments Bear a Wide Range of Risk
- With Great Power Comes Higher Levels of Accountability
- Government Financial Management Operations Are Governed by Legislation
- The Importance of the Budget
- Lack of Equity Ownership/Reality of Collective Ownership
- Most Governments' Tangible Capital Assets Are Different in Nature than Those Held by a Business
- Government Capital Spending Will Focus on a Range of Policy Benefits Rather than Only the Efficiency of the Operation or Lowest Cost
- The Principal Source of Revenue for Governments Is Taxation, but This Is a Non-Exchange Transaction
- Governments Hold Assets Acquired in the Right of the Crown
- Governments Operate in a Non-Competitive Environment
- Governments Have Debt Capacities Unparalleled by Most Other Organizations
- Other Factors that Affect Public-Sector Financial Management
- Summing Up
- Chapter 2 Public-Sector Accounting Principles
- You are Not an Accountant
- Defining Accounting
- Users of Accounting Information: Who Cares? Who Needs to Care?
- Internal Users
- External Users
- Access
- Frequency
- Detail
- Expertise and Understanding
- Response
- What Management and Financial Accounting Do
- GAAP: The Accounting Framework
- Who Sets These Standards?
- Generally Accepted Accounting Principles
- 1. The Entity Principle
- 2. The Cost Principle: Money as a Measure
- 3. The Going Concern Principle
- 4. The Conservatism and Cost Principle
- 5. The Matching Principle
- 6. The Consistency Principle
- 7. The Materiality Principle
- 8. The Accrual Principle
- The Quality of Accounting Information
- Summing Up
- Chapter 3 Financial Statements
- The Accounting Cycle
- Accounting Technologies
- Double-Entry Bookkeeping and the Fundamental Accounting Equation
- Debits and Credits: The Tools to Balance the Equation
- Relating the Concept of Debits and Credits to the Fundamental Equation
- Journal and Ledger Functions: Building Towards Financial Statements
- Building Blocks of Financial Statements
- Assets
- Current Assets
- Fixed and Long-Term Assets
- Depreciation
- Liabilities
- Current Liabilities
- Long-Term Liabilities
- Contingent Liabilities
- Net Worth
- Financial Statements - A General Overview
- Balance Sheet
- "Reading the Balance Sheet"
- Management Discussion and Analysis
- The Statement of Operations
- Statement of Changes in Net Assets or Net Debt
- Cash Flows Statement
- Financial Condition Analysis and the Application of Financial Ratios in Determining the Solvency and Sustainability of an Organization
- Why FCA is of Importance to Government Financial Managers
- Key Tools of FCA
- The Use and Abuse of Financial Ratios
- Summing Up
- Chapter 4 Accrual Accounting and Budgeting
- Accrual Accounting and Public-Sector Reform: It's an Accrual World in Government Now
- So What Does Accrual Mean for the Line Manager?
- Moving from Cash to Accrual in the Public Sector
- Recognition
- Just What is Cash-Basis Accounting: An Overview
- Example of Cash Accounting
- Accrual Basis Accounting: An Overview
- Expense or Expenditure in Accounting
- Key Differences Between Cash and Accrual Accounting
- Treatment of Non-Cash Transactions
- Implications of the Accrual Basis for Public-Sector Financial Reporting
- Risks of Accrual
- Accrual Budgeting
- Summing Up
- Chapter 5 Budgets: What They Are and What They Do
- What is a Budget?
- Cultural Dynamics of Budget Formulation
- A Budget is a Budget . Well, That Depends: Many Uses of the Term Budget
- Distinguishing Public- and Private-Sector Budgets
- Cyclical Nature of the Managerial Budgets Past, Present, and Future
- Types of Budgets
- Relationship of Revenue Budgets to Expenditure or Operating Budgets
- Budget Architecture
- Operating Budgets
- Cash Budgets
- Capital Budgets
- What You Can't Budget For
- Structure of Operating Budgets
- Line-Item Budgets
- Program or Responsibility Centre Budgets
- Functional Budgets
- Flexible or Rolling Budgets
- Fixed and Variable Costs in Determining Budget Fluctuations
- Funds in Budget Structure
- Types of Funds
- Off-Budget Funds and Expenditures
- More Complex Forms of Budgets: Linking Money to Results
- Zero-Based Budgeting
- Performance or Results-Based Budgets
- Some Concluding Thoughts and What This Means to Managers
- Chapter 6 Planning and Budgeting
- Introduction
- Budgets and Planning Cycles
- The Budget Cycle: The Basics
- Strategic Planning Phase
- The Architecture of a Strategic Plan
- Moving to Action and Into the Budget
- Budget Preparation Phase
- Role of Revenue and Workload Forecasts in Budget Calculation
- Revenue Assumptions
- Cost Analysis and Forecasting
- Controllable and Uncontrollable Costs
- Basic Costing Tools and Definitions
- Direct and Indirect Costs
- Activity-Based Costing and the Distribution of Indirect Costs
- Fixed and Variable Costs
- Break-Even Analysis
- Appropriation Process: Getting Approval to Spend
- Inherent Tensions in the Budgetary Process
- Balancing Revenues and Expenditures: Financial Discipline
- The Wants Versus the Won'ts: Central Agency Versus Program Advocates
- The New Versus the Old
- Robbing Peter to Pay Paul: Moving the Money Around
- Complexity Versus Clarity
- Summing Up: Trends to Watch
- Chapter 7 Capital Planning and Budgeting
- Characteristics of Capital Assets
- What does it Cost? What is it Worth?
- Capital Planning and Budgeting
- Capital Improvement Plans
- Alternative Financing of Capital Projects
- Risk Assessment: "What Can Go Wrong?"
- The Financial Outcome: The Capital Budget
- Challenges in Capital Budgeting and Accounting in the Public Sector
- Social and Public Policy Value Versus Monetized Market Value
- Depreciation
- Distinguishing Capital and Operating Costs
- Asset Measurement
- Third Party Investment Strategies
- Tools for Analyzing Capital Costs
- Business Cases
- Time Value of Money
- Present and Future Value Calculations
- Using Present Value Calculations to Compare Options
- Using Net Present Value to Evaluate Investment Decisions
- Cost Benefit Analysis
- Summing Up
- Chapter 8 Taking It Back: Reallocation and Budget Cutting
- Context: Budget Level and Program Level
- Decremental Budgeting
- Continuous Reallocation: In-Year Cash Management
- General Approaches to Reduce Spending
- Accross-the-Board Cuts
- Strategic Reviews
- Efficiency Gains
- Outsourcing and Privatization
- General Approaches to Reallocation
- Strategies and Tools for Reduction and Reallocation
- Service Level Changes
- Change the Employment Arrangements to Reduce Salaries
- Reduce Staffing - Permanent and Temporary
- Defer or Cancel Investments
- Reduce or Eliminate Discretionary Spending
- Amalgamate and Reorganize
- Increase Fees and User Costs
- Internal Transfers - Temporary and Permanent
- Sell Off Assets
- Cutback Management
- Framing the Cutback: Risks and Consequences
- Knowing Where to Look: Control Brings Insight
- Implementing Cutbacks
- In Summation
- Chapter 9 Managerial Control
- Introduction: Control is About Delivering
- Who Has an Interest in Control?
- The Control Process: It Never Ends
- Risk and Risk Management: Heart of the Control Process
- What is Risk and Risk Management?
- Not All Risks are Created Equal
- General Approaches to Managing Risks
- Control: Who, What and How
- Whom to Control, When to Control and Who has Control
- Who is the Controller?
- The Array of Control Tools
- The Control Environment: Trust and Ethics and Setting the Tone
- Trust
- An Ethical Culture
- Facilitative or Strategic Control
- Protective Controls
- Testing the Controls
- Finding the Balance Between Control, Discretion and Cost
- The Concept of Controllership in Government
- Chapter 10 Cash Management: In-Year Budget Control and Monitoring
- Defining Cash Management
- In-Year Cash Management Versus Budget Planning
- A Budget in Hand: Good First Step
- Establishing a Cash-Management System
- Preparing a Cash-Management Plan
- Spending Plan: Estimating Budget Performance for the Reporting Period
- Arriving at an Adjusted Budget
- Tools of Forecasting
- Use of Historical Data
- Use of Formulae, Average Costs, and Revenues at Shady Gulch
- Monitoring Financial Performance and Variance Analysis
- Governance
- Setting Up a Monitoring Timetable
- Performance Reports
- Variance Reports
- Forecasted Versus Actual Report
- Analysis of Key Variances Report
- Historical Information
- Reallocation and Readjustment
- Authority to Reallocate
- Freeing Up the Funds
- The Danger of Rewarding Bad Management
- Building Incentives and Protecting Budget Integrity
- The Crucial Relationship Between Line Manager and Financial Advisor
- Summing Up
- Establishing and Using Effective Governance
- Giving Assurance to Good Management
- Rigorous Review of Commitments
- Chapter 11 Confirming Control: Budget Accountability and Reporting
- Accountability: Big Idea with a Broad Reach
- The Public Sector Accountability Landscape: Accountable for What?
- Qualitative and Quantitative
- What Accountability Means
- A Continuum of Accountabilities
- The Relationship of Accountability and Financial Reporting
- The Users of Financial and Performance Reports
- The Objectives of Financial and Performance Reporting
- Integrating Financial and Non-Financial Information
- Reports and More Reports: A Sampler
- Annual Reporting
- Audit and Financial Management
- Categories of Audits
- Internal Audit Functions
- Risk and Materiality in Determining What to Audit
- Need for Independence
- Audit Committees
- External Audit: The Legislative Auditor
- Independence
- Legislated Mandate
- Accountability and Oversight of Arm's-Length Agencies and Contracted Services
- Summing Up
- Appendix 1 The Budget Games People Play
- Appendix 2 A Brief History of Budgeting and Financial Management Reform in North America
- Appendix 3 Federal Government's Comptrollership Capacity Checklist
- Appendix 4 Internal Control Checklist
- Appendix 5 The Financial Management Capability Model: Auditor General of Canada
- Appendix 6 The Cash Management Games People Play
- Notes
- Glossary
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- Index
- A
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- H
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- K
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