WATER AND SEWERAGE FINANCIAL MANAGEMENT PLANNING
|
|
- Brooke Park
- 8 years ago
- Views:
Transcription
1 WATER AND SEWERAGE FINANCIAL MANAGEMENT PLANNING ABSTRACT Chris Adam, Cardno MBK (Qld) Pty Ltd In recent years, the utilities industries have been subject to far greater commercial scrutiny than ever before. This emphasis on economic efficiency comes as a result of increased pressure on Australian industry to remain competitive in a global economy and the subsequent need for the inputs into industry (including water services, electricity, transport and telecommunications) to be provided at their most cost efficient levels. The challenge for water service providers (WSPs) is to develop a greater understanding on how we balance the new commercial focus with the traditional social and environmental objectives of the industry. The first part of this paper provides an overview of Financial Management and seeks to explain and de-mystify the process. The second part of the paper raises some issues facing the industry and asks the question Is cost the single or even best measure of performance for the industry? BACKGROUND Traditionally, the water industry has focussed on its role as the provider of a range of public health, social and environmental objectives. It is only comparatively recently that commercial objectives have been seen as a key priority in service delivery. This increased commercial emphasis stems from the early 1990 s when various governments acknowledged the need for Australian industry to be as efficient as possible if they were to survive in a global market place. As the outputs of the infrastructure industry (ie water services, energy, telecommunications and transport) are key inputs into many Australian industries, then these upstream industries needed to be operated as efficiently as possible. In addition, increased competition for capital has also generated a need for greater commercial focus in development of new projects. This increased emphasis on commercial issues is supported by market trends and consumers (both large and small) who are increasingly demanding efficiency in the management of their (typically publicly owned) Water Service Providers (WSP s). In 1995, the Committee of Australian Governments (COAG) adopted what is known as the Competition Policy agreement. The objective of Competition Policy was to ensure that Australian industry was as competitive as possible on a world stage. The Industry Commission report of 1994 indicated that the economic savings from competition policy could add up to $23 billion annually to Australia s Gross Domestic Product. Of this sum, annual savings of the order of $450 million per annum were to come from reform of the water industry. To achieve these savings, it is necessary for the industry to have greater understanding of the commercial drivers of their businesses and to ensure that services are provided in their most efficient manner.
2 Part 1 Outline of Financial Management: WHAT IS FINANCIAL MANAGEMENT? Financial management is the process of assessing the organisations current and projected performance in a manner which provides meaningful information for planning, performance measurement, internal control and corporate management The objective of effective financial management is to develop strategies which support the businesses overall goals and establish a range of quantitative and qualitative measures which provide management with the tools to ensure that the business remains on-track. THE FINANCIAL MANAGEMENT PROCESS Effective financial management requires the development of both a Financial Management Plan and a Financial Model. The Financial Management Plan is a qualitative document that describes what works needs to be undertaken and why. This document should provide an overview of the businesses strategies, the link to the higher level corporate strategies and identify what the organisation intends to achieve over the next 10 to 20 years. To be effective, the financial management strategy of a Water Service Provider needs to: give effect to strategies identified in the Corporate and Operational Plans, and TMP Business Management Plan; clearly demonstrate the long term viability of the organisation; be integrated with the organisations broader Financial Management and Planning; be an iterative process (ie regularly reviewed and revised); comply with legislative and administrative requirements (including Queensland Competition Authority (QCA), Department of Natural Resources (DNR) and Department of Communication, Information, Local Government, Planning and Sport (DCILGPS)); and provide mechanisms for effective monitoring and review. The Financial Model quantifies the impact of the organisations financial objectives and demonstrates (in dollar terms) the commercial performance of the organisation over time. The objective of the Financial Model is to act as a long range radar by indicating how the organisation will fund its strategies over time. The Financial Model is a decision tool which effectively quantifies how the business will meets its obligations, particularly in respect of: a) funding of infrastructure investment (capital works) and recurrent expenditure to meet desired customer service standards b) meet regulatory requirements c) meet financial obligations to owners/shareholders; and d) assess the impact of potential risks to the business.
3 BENEFITS OF FINANCIAL MANAGEMENT Given the billions of dollars invested in the State s water infrastructure and the millions spent each year by WSPs in operating and maintaining these assets, the benefits of improved financial planning management can significantly affect both local and State economies. Beneficial outcomes from effective financial management are: the business remains viable in the short, medium and long term; customers get value for money; statutory requirements are met; and managers have financial information (costs, KPIs, etc) to allow them to manage the business more effectively and efficiently in both the short and long terms. These outcomes are achieved by: identifying the need for funds for future infrastructure investment (capital works) and potential sources of this funding (eg reserves, debt, subsidy etc). This allows the business to plan its future capital requirements; assessing the validity of revenues and charges (ie are we generating sufficient revenues to meet our financial obligations over the long term); developing a link between the general purpose accounting and management requirements (ie getting the message across to the Board of Management); and highlighting changes in the business cash position, profitability and size over time. THE FINANCIAL MODEL IN DETAIL MYTHS AND MISCONCEPTIONS The Financial Model is the engine room of the organisation s overall planning. All proposed capital or operational initiatives needed to be funded somehow and it is the Financial Model which indicates how this can be carried out. However, it is the Financial Model that is perhaps the least well understood. Ideally, a Financial Model should include at least the following three components: 1. Cash Flow Forecast This is the most important section of any Financial Model and indicates the physical flow of cash into and out of the business. The cashflow statement tells you whether the business will be able to pay its bills as and when they fall due. If the cashflow statement indicates a large or negative repeated cash balance then this indicates that the business may not be viable and the original assumptions should be reviewed. This is the first step in developing a Financial Model. Until the statement of cashflows indicates a regularly positive cash balance, there is little advantage in proceeding further. 2. Operating Statement The next step in developing a Financial Model is to establish an operating (or profit and loss) statement. The main difference between the operating statement and the statement of cashflow will be the addition of non-cash revenues or expense (eg depreciation) in the calculation of operating profit. In addition, the operating statement may include an outline of how operating surpluses are to be distributed (ie dividend payment, retained earnings, transfer to capital account or other reserve, etc).
4 A healthy operating statement is one in which the operating profit is consistently positive 1 and grows over time. 3. Balance Sheet The final stage in developing a Financial Model is the development of a forecast balance sheet. The balance sheet will take information from both the cash flow and operating statements and use these to illustrate changes in the businesses overall position over time. A healthy balance sheet is one in which the equity (or net assets) increase over time. RISKS ASSOCIATED WITH INADEQUATE FINANCIAL MANAGEMENT A lack of adequate financial management and planning can compromise the business s ability to meet its long term obligations. The more significant potential risks include: Sudden significant increases in charges due to unforeseen expenditure; non-compliance with financial obligations; inability to fund necessary capital works; inability of commercialised/corporatised entities to pay agreed dividends to the owner; changes in subsidy rates; and significant changes in (ie reduction) in customer growth (revenue base). Development of a comprehensive financial management strategy will assist WSPs in both identifying and overcoming financial risks which may affect the business s viability in the short or long term. Part 2 Financial Management in Context: ECONOMIC vs OTHER MEASURES OF INDUSTRY PERFORMANCE Despite the above arguments, some members of the water industry have asked the question: Is price the single or even best measure of effectiveness of the water industry? Given the industry s role in the attainment of a range of social and environmental objectives, financial management must be carried out in context. Importantly, limitations of the principles of economic efficiency in certain markets was recognised in the original inquiry into Competition Policy (Hilmer Report). This report stated: Competition Policy is not about the pursuit of competition for its own sake. Rather, it seeks to facilitate effective competition in the interests of economic efficiency whilst accommodating situations where competition does not achieve economic efficiency or conflicts with other social objectives 1 Please note that a positive operational surplus is NOT necessarily a prerequisite for the business to remain viable. It is possible for a business to survive over an extended period without making an operating surplus.
5 The water industry is arguably like no other industry in the need for financial management to be undertaken in context to ensure that such social objectives are addressed. To achieve this, financial management should be undertaken as part of a broader management review. In this sense, the Department of Natural Resources Total Management Planning (TMP) process provides the opportunity for WSPs to develop financial strategies in conjunction with their broader environmental and social obligations in a manner which ensures that the business can meet all of its obligations whilst still remaining financially viable over the long term. The TMP format enables a WSP to identify its objectives across a range of areas. This inherently means that the WSP needs to identify how it intends to address the range of social and environmental objectives for which it is responsible. The cost of these strategies are key inputs into a financial model. Trends in the modelling may, in turn, affect the intended strategies (ie we may not always be able to afford the strategies that we intend to put in place). Hence, the process involves a series of iteration between the nominated social/environmental/technical strategies and the financial capacity of the organisation. In this way, a WSP can balance its various commitments in a financially responsible way. FROM THE REGULATORS VIEWPOINT: One of the features of competition policy is the need for regulatory overview of monopoly markets (such as the water industry). The job of the regulator is to develop a means of balancing the multiple and often conflicting intentions of various industry stakeholders (ie WSP s, customers, political interests etc). This is a complex balancing act. When asked to make a decision, the industry stakeholders often have more detailed information than that available to the regulator. Whilst the regulator has the power to request such information, the stakeholders are likely to present the data in a manner which supports their position. In addition, the cost of compliance with a regulators request introduces an element of inefficiency back into the market. So, the problem from the regulators perspective is how to make decisions (in the new environment) which benefit the broadest possible audience whilst not having complete information. POSSIBLE SOLUTIONS (?) Perhaps a solution to the issue of conflicting economic, social and environmental objectives is to develop a process which facilitates fair and reasonable assessment of conflicting goals. This is what the Total Management Plan (TMP) sets out to achieve. In addition, recent growth in the popularity of broader economic evaluation tools which attempt o balance the social and environmental as well as commercial value of a proposal (Multicriteria or Triple bottom line analysis) may be a recognition of the need for a broader frame of reference in analysing infrastructure projects. SUMMARY In conclusion, it must firstly be said that economic efficiencies are an important objective in the management of a Water Service Provider. Whilst it may be argued that the essential nature of the water industry in the attainment of a range of social, environmental as well as economic objectives may mean that cost is neither the single nor best measure of
6 performance of the industry, practitioners cannot ignore the current emphasis on effective Financial Management. To achieve a good result, Technical staff, Financial personnel and Management need to work in close cooperation to ensure that financial management is undertaken in a manner which meets the various goals and objectives of the business. In this way, an organisation can establish mechanisms for balancing the various goals of the business to ensure that commercial decisions are made in context with the organisations broader objectives Effective Financial Management is essential in ensuring that a water service business will remain viable and deliver an agreed standard of service over a longer term.
7 Author Biography Chris has over ten years in the water industry and local government sector, undertaking a range of financial analysis, business review, tariff modelling, project delivery, asset management and optimisation projects. Chris has recently assisted the Department of Natural Resources in writing the revised Financial Management Planning component of the TMP Guidelines. Chris has both Engineering and Business Administration qualifications and has a detailed appreciation of the issues and constraints which characterise the water industry including the current changes resulting from implementation of National Competition Policy and the corresponding regulatory regimes. Postal Address: Chris Adam; PO Box 388 Toowong, Qld, cadam@cardno.com.au
PROFIT AND PRINCIPLES FINDING A BALANCE WITH THE TRIPLE BOTTOM LINE
PROFIT AND PRINCIPLES FINDING A BALANCE WITH THE TRIPLE BOTTOM LINE Chris Adam, Cardno MBK Pty Ltd PO Box 388 Toowong Qld 4066 Australia cadam@cardno.com.au ABSTRACT Many Water Authorities throughout Australia
More informationREGULATORY ACCOUNTING GUIDELINES FOR TRINIDAD AND TOBAGO ELECTRICITY COMMISSION DRAFT FOR CONSULTATION
REGULATORY ACCOUNTING GUIDELINES FOR TRINIDAD AND TOBAGO ELECTRICITY COMMISSION DRAFT FOR CONSULTATION January 2008 C O N T E N T S Page No. 1. Overview 1 2. Introduction 3 3. RIC s Regulatory Framework
More informationFinancial Management (Sustainability) Guideline 2013 Version 1.1
Financial Management (Sustainability) Guideline 2013 Version 1.1 For the purposes of explaining the concept of sustainability and to provide guidance for calculating the relevant financial sustainability
More informationElectricity network services. Long-term trends in prices and costs
Electricity network services Long-term trends in prices and costs Contents Executive summary 3 Background 4 Trends in network prices and service 6 Trends in underlying network costs 11 Executive summary
More informationLong Term Financial Planning
Long Term Financial Planning Framework and Guidelines Long Term Financial Planning Framework and Guidelines for Western Australian Local Governments p1. Contents Foreword 4 1. Introduction 7 2. Purpose
More informationFinancial Sustainability Information Paper 8. Long-term Financial Plans
Financial Sustainability Information Paper 8 Long-term Financial Plans Revised January 2012 Introduction This Information Paper is one of a series of Information Papers about Financial Sustainability and
More informationBUSINESS MANAGEMENT COMPLIANCE POLICY & MANUAL ADOPTED
F021 BUSINESS MANAGEMENT COMPLIANCE POLICY & MANUAL ADOPT... http://ln.burdekin.qld.gov.au/cis/policies.nsf/95f9bd5961a3b1aa4a2565a900141... Page 1 of 1 30/04/2013 Policy Register Category: Policy Number:
More informationProject Evaluation Guidelines
Project Evaluation Guidelines Queensland Treasury February 1997 For further information, please contact: Budget Division Queensland Treasury Executive Building 100 George Street Brisbane Qld 4000 or telephone
More informationGOVERNMENT RESPONSE TO ESCOSA S FINAL REPORT INQUIRY INTO 2008-09 METROPOLITAN AND REGIONAL WATER AND WASTEWATER PRICING PROCESS
TO ESCOSA S FINAL REPORT INQUIRY INTO 2008-09 METROPOLITAN AND REGIONAL WATER AND WASTEWATER PRICING PROCESS AREA OVERVIEW and ESCOSA identifies an alternative top-down approach to an input based, or bottom
More informationFINANCIAL SERVICES TRAINING PACKAGE FNB99
FINANCIAL SERVICES TRAINING PACKAGE FNB99 This is Volume 12 of a 13-volume set. This volume should not be used in isolation but in the context of the complete set for the Financial Services Training Package.
More informationLONG TERM FINANCIAL PLAN (INTERIM) 2012/13 to 2022/23
LONG TERM FINANCIAL PLAN (INTERIM) 2012/13 to 2022/23 INTRODUCTION Long term financial planning is a key element of the Integrated Planning and Reporting Framework. It is the mechanism that enables local
More informationLong-Term Asset Management Plan 2011-2021
Long-Term Asset Management Plan 2011-2021 Contents Introduction...3 A shared vision...4 Strategic planning to achieve our goals...4 Towards 2031...5 A long-term vision, communicated by our community...5
More informationInformation Paper 9. Local Government Financial Indicators
Information Paper 9 Local Government Financial Indicators November, 2006 Introduction Formal financial statements contain a wealth of information. Unfortunately their detail and format often mean it is
More informationGuidelines for Minimum Standards Property Management Planning. Financial Management Module
Guidelines for Minimum Standards Property Management Planning Financial Management Module June 2011 June 2011 Acknowledgements All stakeholders who contributed to the development of the Financial Management
More informationTITLE C171 ASSET MANAGEMENT POLICY DEPARTMENT. Engineering Services POLICY DIRECTIVE
TITLE C171 ASSET MANAGEMENT POLICY DEPARTMENT Engineering Services POLICY DIRECTIVE This Asset Management policy will ensure that Asset Management is clearly recognised by Council and community in accordance
More informationReview of the Approach to Capital Investments
Review of the Approach to Capital Investments September 2011 This paper examines the RIC s current approach to assessing capital expenditure (Capex), reviews T&TEC s actual Capex and compares this with
More informationPOSITION DESCRIPTION, PERFORMANCE MEASURES AND TARGETS
POSITION DESCRIPTION, PERFORMANCE MEASURES AND TARGETS Attachment 1 Position Title: Programs & Client Relations Manager Responsible to: Chief Executive Officer Responsibility: Programs Management and Client
More informationReview of PIRSA s Cost Recovery Policy and practices, including their application to the Fisheries and Aquaculture Industries Primary Industries and
Review of PIRSA s Cost Recovery Policy and practices, including their application to the Fisheries and Aquaculture Industries Primary Industries and Regions SA 29 July 2015 Contents Executive Summary...
More informationROADS ALLIANCE ASSET MANAGEMENT COMMUNIQUÉ AUGUST 2010 LOCAL GOVERNMENT ASSOCIATION OF QUEENSLAND LTD
ROADS ALLIANCE ASSET MANAGEMENT COMMUNIQUÉ AUGUST 2010 LOCAL GOVERNMENT ASSOCIATION OF QUEENSLAND LTD Contents 4 Glossary 6 Background 9 Purpose of Communiqué 9 Australian and State Government Drivers
More informationPrivate Health Insurance Ombudsman
Private Health Insurance Ombudsman Health and Ageing Portfolio Agency Section 1: Overview...448 Section 2: Resources for 2006-07...449 2.1: Appropriations and Other Resources...449 2.2: 2006-07 Budget
More informationNSW SENIOR EXECUTIVE SERVICE
NSW SENIOR EXECUTIVE SERVICE NSW DEPARTMENT OF EDUCATION AND TRAINING Position Description POSITION DETAILS Position Title: Reports to: Location: Directorate: Chief Financial Officer Deputy Director-General,
More informationopinion piece Is your Contact Centre Healthy? Consult Design Implement Transform
opinion piece Is your Contact Centre Healthy? Consult Design Implement Transform The Contact Centre is not a new phenomenon, Servicing customers via the telephone has been in play since the early 1980
More informationInformation Paper 10. Debt Management
Information Paper 10 Debt Management February 2007 Introduction Local Government financial statements, like those of other spheres of government and the corporate sector, include a good many items of considerable
More informationRate Setting, Asset Management and Financial Sustainability. A guide for local governments June 2013
Rate Setting, Asset Management and Financial Sustainability A guide for local governments June 2013 1 Rate Setting, Asset Management and Financial Sustainability A guide for local governments June 2013
More information4 April 2008. Also via email: transport.prices-oversight@accc.gov.au. Dear Ms Arblaster
4 April 2008 Ms Margaret Arblaster General Manager Transport and Prices Oversight Australian Competition and Consumer Commission (ACCC) GPO Box 520 MELBOURNE VIC 3001 Also via email: transport.prices-oversight@accc.gov.au
More informationState of Queensland. Published by the Department of Infrastructure and Planning, September 2010, 100 George Street, Brisbane Qld 4000.
Looking forward. Delivering now. The Department of Infrastructure and Planning leads a coordinated Queensland Government approach to planning, infrastructure and development across the state. State of
More informationRetail Operating Costs A REPORT PREPARED FOR THE ECONOMIC REGULATION AUTHORITY OF WESTERN AUSTRALIA. March 2012
Retail Operating Costs A REPORT PREPARED FOR THE ECONOMIC REGULATION AUTHORITY OF WESTERN AUSTRALIA March 2012 Frontier Economics Pty. Ltd., Australia. i Frontier Economics March 2012 Public Retail Operating
More informationFINANCIAL MANAGEMENT MATURITY MODEL
Definition: Financial management is the system by which the resources of an organisation s business are planned, directed, monitored and controlled to enable the organisation s goals to be achieved. Guidance
More informationLogan City Council. Strategic Planning and Performance Management Framework
Logan City Council Strategic Planning and Performance Management Framework 1 Table of contents 1. Overview 3 a) Purpose 3 b) Key Features 3 2. Context 4 a) National Framework for Sustainability 4 b) Elements
More informationSecond report on the costs of the Australian Government s Run-Off Cover Scheme for midwife professional indemnity insurers. 2011-12 financial year
Second report on the costs of the Australian Government s Run-Off Cover Scheme for midwife professional indemnity insurers 2011-12 financial year Commonwealth of Australia 2014 ISBN 978-0-642-74954-3 Ownership
More informationStrategic Asset Management Framework
STRATEGIC ASSET MANAGEMENT Strategic Asset Management Framework (Second Edition) Achieving better value for South Australians from our investment in State assets Government of South Australia First edition
More informationCOTTON AUSTRALIA LIMITED
Ms Sophie Dunstone Committee Secretary Select Committee on Electricity Prices GPO Box 854 CANBERRA ACT 2601 September 14 2012 Dear Ms Dunstone Re: Select Committee on Electricity Prices Thank you for the
More informationKPIs Linking operations to strategy: Extract. KPIs LINKING OPERATIONS TO STRATEGY EXTRACT. CPA Australia Ltd 2014 1
KPIs LINKING OPERATIONS TO STRATEGY EXTRACT CPA Australia Ltd 2014 1 CONTENTS Course overview 1 Learning objectives 1 Course content 1 Assumed knowledge 1 Knowledge assessment 1 Symbols 2 Case study: Vineyard2U
More informationAppendix 5 Oadby and Wigston Borough Council: HRA self-financing business plan model
Appendix 5 Oadby and Wigston Borough Council: HRA self-financing business plan model As we enter the final quarter of 2013/14, the HRA business plan model has been updated to reflect activity in 2013/14
More informationInsurance Insights. When markets hit motorists. How international financial markets impact Compulsory Third Party insurance
Insurance Insights When markets hit motorists How international financial markets impact Compulsory Third Party insurance August 2012 Chris McHugh Executive General Manager Statutory Portfolio Commercial
More informationWhat is effective Design Management?
What is effective Design Management? Design Management is becoming increasingly recognised as critical to the success of complex construction projects. However, the role of the Design Manager is poorly
More informationNECA response to Industry Engagement in Training Package Development Towards a Contestable Model Discussion Paper
NECA response to Industry Engagement in Training Package Development Towards a Contestable Model Discussion Paper Prepared by: Suresh Manickam Date: 19 th December, 2014 NECA National Office 1 19 th December
More informationCentral bank corporate governance, financial management, and transparency
Central bank corporate governance, financial management, and transparency By Richard Perry, 1 Financial Services Group This article discusses the Reserve Bank of New Zealand s corporate governance, financial
More informationIndustry Engagement in Training Package Development-Discussion Paper 'Towards a Contestable Model'
WSAA SUBMISSION Industry Engagement in Training Package Development-Discussion Paper 'Towards a Contestable Model' DECEMBER 2014 23 December 2014 Australian Government Department of Industry Level 2, Nishi
More informationFNS40211 CERTIFICATE IV FINANCIAL SERVICES BOOKKEEPING
FNS40211 CERTIFICATE IV FINANCIAL SERVICES BOOKKEEPING POWER UP YOUR CAREER WITH A QUALIFICATION THAT MAKES A DIFFERENCE It is a must have qualification for individuals who possess significant theoretical
More informationHORNSBY SHIRE COUNCIL LONG TERM FINANCIAL PLAN 2014/15-2023/24 HORNSBY SHIRE COUNCIL LONG TERM FINANCIAL PLAN 2014/15-2023/24 SECTION INTRODUCTION
HORNSBY SHIRE COUNCIL LONG TERM FINANCIAL PLAN 2014/15-2023/24 HORNSBY SHIRE COUNCIL LONG TERM FINANCIAL PLAN 2014/15-2023/24 SECTION INTRODUCTION P1 P2 CONTENTS Executive Summary Financial Results Future
More informationTEC Capital Asset Management Standard January 2011
TEC Capital Asset Management Standard January 2011 TEC Capital Asset Management Standard Tertiary Education Commission January 2011 0 Table of contents Introduction 2 Capital Asset Management 3 Defining
More informationLong Term Financial Plan 2014 2023 Adopted December 2013
Long Term Financial Plan 2014 2023 Adopted December 2013 District Council of Mallala CONTENTS 1 Introduction 1 2 Planning Framework 2 3 Assumptions 7 4 Summary & Financial Statements 10 Estimated Comprehensive
More informationUniform Financial Ratios and Norms
N A T I O N A L T R E A S U R Y MFMA Circular No. 71 Municipal Finance Management Act No. 56 of 2003 Uniform Financial Ratios and s The purpose of this Circular is to provide a set of uniform key financial
More informationCHC42608 Certificate IV in Celebrancy
CHC42608 Certificate IV in Celebrancy 1 The Course To seek appointment as a Marriage Celebrant in Australia, you must first complete the course Certificate IV in Celebrancy CHC42608. The other criteria
More informationCOURSE INFORMATION BSB61015 Advanced Diploma of Leadership and Management
COURSE INFORMATION BSB61015 Advanced Diploma of Leadership and Management What is the Australian Qualifications Framework? The Australian Qualifications Framework (AQF) establishes the quality of Australian
More informationIndustry Analysis - Electricity and Costs in Queensland
CCIQ Submission to the QCA consultation paper Regulated Retail Electricity Prices 2013-14: Cost Components and Other Issues About the Submission CCIQ makes this submission in response to the QCAs consultation
More informationHow To Manage Assets
INSTITUTE OF CERTIFIED PUBLIC ACCOUNTANTS OF KENYA ASSET MANAGEMENT SEMINAR SEPTEMBER 9 TH -11 TH, 2015 Asset Information Credibility. Professionalism. AccountAbility 1 Asset Information 2 Content 1. Stakeholders
More informationNATIONAL INSURANCE BROKERS ASSOCIATION OF AUSTRALIA (NIBA) SUBMISSION TO THE ECONOMIC REGULATION AUTHORITY
NATIONAL INSURANCE BROKERS ASSOCIATION OF AUSTRALIA (NIBA) SUBMISSION TO THE ECONOMIC REGULATION AUTHORITY INQUIRY INTO WESTERN AUSTRALIA S HOME INDEMNITY INSURANCE ARRANGEMENTS ABOUT NIBA 16 August 2012
More informationSubmission in response to the Life Insurance and Advice Working Group Interim Report on Retail Life Insurance
30 January 2015 Mr John Trowbridge Chairman Life Insurance and Advice Working Group Email: submissions@trowbridge.com.au Dear Mr Trowbridge, Submission in response to the Life Insurance and Advice Working
More informationVocational Education and Training Reform Submission
Vocational Education and Training Reform Submission Prepared by: Suresh Manickam Date: 23 rd July 2014 Page 1 NECA response to VET reform draft RTO standards As a lead player in the electrical training
More informationCertificate IV in Human Resources
Traineeships Certificate IV in Human Resources (BSB41007) accredited online training Accredited Online Training Pty Ltd > ABN 84 105 938 476 > RTO #31102 > 283-289 Draper St > PO Box 7575 Cairns QLD 4870
More informationRegistrar of Community Housing 5. Financial Viability
5. Financial Viability Version 2.0 WWW.RCH.NSW.GOV.AU The Registration Process 1 Published by The 2010 This work is copyright. It may be produced in whole or in part for study or training purposes subject
More informationCORPORATE PERFORMANCE MANAGEMENT GUIDELINE
-001 CORPORATE PERFORMANCE MANAGEMENT GUIDELINE -001 TABLE OF CONTENTS 1 Introduction... 3 1.1 Scope... 3 1.2 Purpose... 3 2 Performance Management Framework Overview... 4 3 Performance Management Framework...
More informationINTERNAL AUDIT FRAMEWORK
INTERNAL AUDIT FRAMEWORK April 2007 Contents 1. Introduction... 3 2. Internal Audit Definition... 4 3. Structure... 5 3.1. Roles, Responsibilities and Accountabilities... 5 3.2. Authority... 11 3.3. Composition...
More informationCOMPLIANCE FRAMEWORK AND REPORTING GUIDELINES
COMPLIANCE FRAMEWORK AND REPORTING GUIDELINES DRAFT FOR CONSULTATION June 2015 38 Cavenagh Street DARWIN NT 0800 Postal Address GPO Box 915 DARWIN NT 0801 Email: utilities.commission@nt.gov.au Website:
More informationAdvanced Diploma of Integrated Risk Management FNS60811 Description
Advanced Diploma of Integrated Risk Management FNS60811 Description This qualification provides cross-industry competencies for experienced risk managers and covers risk management activities undertaken
More informationASSET MANAGEMENT GOOD LEVELS OF SERVICE ARE HARD TO COME BY
ASSET MANAGEMENT GOOD LEVELS OF SERVICE ARE HARD TO COME BY Adrian Duff, duffa@maroochy.qld.gov.au Asset Management Coordinator, Maroochy Shire Council Abstract With an increase in community expectations
More informationComprehensive Business Budgeting
Management Accounting 137 Comprehensive Business Budgeting Goals and Objectives Profit planning, commonly called master budgeting or comprehensive business budgeting, is one of the more important techniques
More informationFinancial Strategy 2016 2026
Financial Strategy 2016 2026 Table of Contents 1. Executive Summary and Overview... 4 1.1 Executive Summary... 4 1.1.1 The Financial Strategy and Long-Term Financial Forecast... 4 1.1.2 The Financial Strategy
More informationRe Submission on Regulated Retail Electricity Prices
QFF MEMBERS Australian Prawn Farmers Association CANEGROWERS Cotton Australia Growcom Nursery & Garden Industry Queensland Qld Chicken Growers Association Qld Dairyfarmers Organisation ASSOCIATE MEMBERS
More informationActewAGL Distribution Submission to the Australian Energy Regulator for the period 2016-2021
CONSUMER SUMMARY ActewAGL Distribution Submission to the Australian Energy Regulator for the period 2016-2021 The Gas Network - Our 5 Year Plan Inside Our 2016-21 Plan What makes up your gas bill? Our
More informationTasmanian Transmission Revenue Proposal
Tasmanian Transmission Revenue Proposal An overview for Tasmanian electricity consumers Regulatory control period 1 July 2014 30 June 2019 Tasmanian Networks Pty Ltd About TasNetworks We are Tasmania s
More informationClient Skills: Skills required by Government as the Construction Industry Client
Client Skills: Skills required by Government as the Construction Industry Client APCC MEMBER AUTHORITIES AS AT JULY 2002 Department of Public Works and Services New South Wales Building Commission Victoria
More informationNATIONAL COMPETENCY STANDARDS FOR QUANTITY SURVEYORS - CONSTRUCTION ECONOMISTS
NATIONAL COMPETENCY STANDARDS FOR QUANTITY SURVEYORS - CONSTRUCTION ECONOMISTS THE AUSTRALIAN INSTITUTE OF QUANTITY SURVEYORS THE AUSTRALIAN INSTITUTE OF QUANTITY SURVEYORS NATIONAL COMPETENCY STANDARDS
More informationSYLLABUS CertICM. Edition 8
SYLLABUS CertICM Edition 8 OVERVIEW CertICM focuses exclusively on global cash management, allowing students to appreciate the importance of and techniques relevant to cash management for corporate treasury.
More informationSTAGE 1 COMPETENCY STANDARD FOR PROFESSIONAL ENGINEER
STAGE 1 STANDARD FOR PROFESSIONAL ENGINEER ROLE DESCRIPTION - THE MATURE, PROFESSIONAL ENGINEER The following characterises the senior practice role that the mature, Professional Engineer may be expected
More informationAsset Management Plans
Tertiary Education CAM Workshop 17 February 2012 Objective and Overview The objective is to develop an understanding of how Asset Management Plans are produced: Purpose, definitions and misconceptions
More informationShire of Murchison Long Term Strategic Financial Plan
Long Term Strategic Financial Plan 2009/10 to 2018/19 CONTENTS SECTION Subsection Page 1.1 Foreword 1.0 INTRODUCTION 1.2 CEO Executive Summary 1.3 Document Status 2.1 District Profile 2.2 Linkage with
More informationFramework for Long Term Financial and Asset Management Planning for all Tasmanian Councils
TASMANIAN STATE GOVERNMENT and LOCAL GOVERNMENT ASSOCIATION OF TASMANIA Framework for Long Term Financial and Asset Management Planning for all Tasmanian Councils FINAL REPORT September 2009 Document Control
More informationThe primary reason for JEN making this request is that the F&A paper that was published on 29 May 2009 (old F&A paper) is outdated.
30 January 2014 By email: chris.pattas@aer.gov.au Mr Chris Pattas General Manager - Network Operations and Development Australian Energy Regulator Level 35, 360 Elizabeth Street Melbourne Victoria 3000
More informationErgon Future Network Tariff Submission
"Advocating on behalf of peak FNQ industry and social organisations for competitively priced and reliable electricity in FNQ" Ergon Future Network Tariff Submission PO Box 2148, Cairns QLD 4870 T : (07)
More informationResponsible Investment Policy
(ABN 30 006 169 286) (AFSL 246664) October 2011 Version 4.0 (September 2011) Contents 1. Fund Objectives... 1 2. Implications of the Fund s Objectives on its Investments... 2 3. Policy on Responsible Investment...
More informationSmall Business Development Corporation
Division 67 Part 15 Small Business Development Corporation Minister for Emergency Services; Corrective Services; Small Business; Veterans Appropriations, Expenses and Cash Assets d DELIVERY OF SERVICES
More informationThe Chair Finance and Administration Committee Parliament House George Street BRISBANE QLD 4000. By email: fac@parliament.qld.gov.au.
The Chair Finance and Administration Committee Parliament House George Street BRISBANE QLD 4000 By email: fac@parliament.qld.gov.au 3 September 2012 Dear Mr Michael Crandon MP, OPERATION OF QUEENSLAND'S
More informationCompliance Review Report Internal Audit and Risk Management Policy for the New South Wales Public Sector
Compliance Review Report Internal Audit and Risk Management Policy for the New South Wales Public Sector Background The Treasury issued TPP 09-05 Internal Audit and Risk Management Policy for the New South
More informationSchool of Oriental and African Studies Financial Strategy 2012-2017
School of Oriental and African Studies Financial Strategy 2012-2017 1. Introduction This document sets out the School s Financial Strategy for the period 2012-2017. The Financial Strategy examines The
More informationMASTER OF HEALTH ADMINISTRATION SYLLABUS FOR SINGAPORE. HACM9100 Managing People
MASTER OF HEALTH ADMINISTRATION SYLLABUS FOR SINGAPORE HACM9100 Managing People To provide students with a foundation for understanding and applying management theory and to equip students with a range
More informationOverview of Business Valuations
Overview of Business Valuations By CA Niketa Agarwal Last few years have not been encouraging for the global economy due to crisis and slow recovery in several large and developed countries. India experienced
More information1 Fiscal strategy and outlook
1 Fiscal strategy and outlook Features The 2015-16 Budget delivers the Government s election commitments, with key measures to revitalise the State economy and frontline service delivery, especially in
More informationInformation Paper. Investigation into prices for electricity and water services in the ACT
Information Paper Investigation into prices for electricity and water services in the ACT DECEMBER 2002 INDEPENDENT COMPETITION AND REGULATORY COMMISSION INFORMATION PAPER INVESTIGATION INTO PRICES FOR
More informationQueensland Government Human Services Quality Framework. Quality Pathway Kit for Service Providers
Queensland Government Human Services Quality Framework Quality Pathway Kit for Service Providers July 2015 Introduction The Human Services Quality Framework (HSQF) The Human Services Quality Framework
More informationNetwork Pricing Trends
Network Pricing Trends Queensland Perspective 20 January 2015 Foreword This report has been prepared for Infrastructure Partnerships Australia (IPA). Its purpose is to help build community understanding
More informationCertificate IV in Small Business Management
Traineeships Certificate IV in Small Business Management (BSB40407) accredited online training Accredited Online Training Pty Ltd > ABN 84 105 938 476 > RTO #31102 > 283-289 Draper St > PO Box 7575 Cairns
More informationSpecial Purpose Reports on the Effectiveness of Control Procedures
Auditing Standard AUS 810 (July 2002) Special Purpose Reports on the Effectiveness of Control Procedures Prepared by the Auditing & Assurance Standards Board of the Australian Accounting Research Foundation
More information1. INTRODUCTION... 1 2. PURPOSE OF THE ASSET MANAGEMENT STRATEGY... 2 3. ASSET MANAGEMENT... 3
ASSET MANAGEMENT STRATEGY 2010-2020 November 2009 1. INTRODUCTION... 1 2. PURPOSE OF THE ASSET MANAGEMENT STRATEGY... 2 3. ASSET MANAGEMENT... 3 4. WESTERN AUSTRALIAN ASSET MANAGEMENT IMPROVEMENT PROGRAM
More informationMeasurement of Banks Exposure to Interest Rate Risk and Principles for the Management of Interest Rate Risk respectively.
INTEREST RATE RISK IN THE BANKING BOOK Over the past decade the Basel Committee on Banking Supervision (the Basel Committee) has released a number of consultative documents discussing the management and
More informationPreliminary Results for the year ended 31 march 2010
Preliminary Results for the year ended 31 march 2010 Portsmouth Water Limited, a supplier of water to Hampshire and West Sussex, announced its results for the year to 31 March 2010. Highlights During the
More informationGuide to Integrated Strategic Asset Management
Guide to Integrated Strategic Asset Management Issue date: 14 November 2011 Acknowledgements This guide is based on the Australasian Procurement and Construction Council Inc. s (APCC) publication, Asset
More information9.1 Draft Revenue and financing policy
1. Policy purpose and overview The purpose of the Revenue and financing policy is to provide predictability and certainty about sources and levels of funding available to the council. It explains the rationale
More informationdecember 08 tpp 08-5 Guidelines for Capital Business Cases OFFICE OF FINANCIAL MANAGEMENT Policy & Guidelines Paper
december 08 Guidelines for Capital Business Cases OFFICE OF FINANCIAL MANAGEMENT Policy & Guidelines Paper Preface The NSW Government is committed to the ongoing improvement of public services by ensuring
More informationAsset Management Policy March 2014
Asset Management Policy March 2014 In February 2011, we published our current Asset Management Policy. This is the first update incorporating further developments in our thinking on capacity planning and
More informationModelling for Project Finance. Training course outline
Modelling for Project Finance Training course outline Overview This course aims to provide participants with a thorough understanding of how to build a robust financial model from start to finish. Calculations
More informationGuidance notes: Financial Planning & Managing Risk
Guidance notes: Financial Planning & Managing Risk This guidance note is particularly for governors on the audit or finance committee, but will be of interest to all governors. What is the governing body
More informationMinister for Education; Aboriginal Affairs; Electoral Affairs 2014-15. 2014-15 Estimated Actual $ 000. Budget $ 000
Division 24 Part 5 Education Services Minister for Education; Aboriginal Affairs; Electoral Affairs Appropriations, Expenses and Cash Assets d DELIVERY OF SERVICES Item 28 Net amount appropriated to deliver
More informationMASTER OF ARTS MANAGEMENT
The Master of Arts Management degree is taught at the world renowned Sydney Opera House. MASTER OF ARTS MANAGEMENT COURSE STRUCTURE To become eligible to graduate with a Master of Arts Management degree,
More informationPerformance Management in Medical Affairs Kinapse Consulting, 2011
Kinapse Consulting, 2011 Advise Build Operate www.kinapse.com As Medical Affairs evolves and takes a more prominent role in the development and commercialisation of medicines, it needs a more robust approach
More informationRetail Energy Consumer Protections Comparison Table for NEM Jurisdictions
Retail Energy Consumer Protections Comparison Table for NEM Jurisdictions Survey about Best Practice Consumer Action Law Centre (Consumer Action) has obtained funding from the Advocacy Panel to update
More informationGuideline. Records Management Strategy. Public Record Office Victoria PROS 10/10 Strategic Management. Version Number: 1.0. Issue Date: 19/07/2010
Public Record Office Victoria PROS 10/10 Strategic Management Guideline 5 Records Management Strategy Version Number: 1.0 Issue Date: 19/07/2010 Expiry Date: 19/07/2015 State of Victoria 2010 Version 1.0
More informationFinancial Management and Centre Based Services
Financial Management and Centre Based Services A Children s Services Central Phone LinkUp Presented by Carol Lymbery for Community Child Care in conjunction with Contact Inc. October 2007 Program for Isolated
More information