Department of Management Performance Report, FY 2004

Agency Performance Report

Department of Management Performance Report, FY 2005

Agency Performance Report

O processo de implementação da auditoria interna numa autarquia local

O contexto atual que premeia o mundo das organizações exige muitas mudanças nos processos administrativos, principalmente, ao planeamento e controlo das operações económico-financeiras, de modo que os padrões de eficiência e eficácia garantem a sobrevivência organizacional. A auditoria interna tem-se demonstrado a sua real importância, destacando-se como uma eficiente ferramenta de apoio à administração, para verificação da eficiência e eficácia das atividades e a identificação de todos os procedimentos internos e das políticas definidas pela organização. No domínio das organizações públicas, particularmente as Autarquias Locais, as entidades reconhecem a importante necessidade de implementar uma Auditoria Interna que permitem que estas atuam de forma eficiente e eficaz. É neste contexto, que o presente trabalho tem como objetivo geral demonstrar em termos teóricos e práticos a importância da implementação da Auditoria Interna num Município e a sua contribuição para a melhoria da eficiência na gestão do município em estudo, assim como os objetivos específicos. A fundamentação teórica assenta-se na luz das contribuições teóricas de uma análise exploratória dos documentos, revisão bibliográfica, artigos, diretivas e monografias, bem como análise de recursos da internet, pesquisas de diferentes sites relacionados com o tema, visando a aquisição de um bom nível de conhecimento. O estudo de caso foi realizado na Câmara Municipal do Porto Novo, onde foi-me concedido um estágio profissional que permitiu uma melhor interação com o objeto de estudo por forma a apresentar uma melhor proposta. The current context that rewards the world organizations requires many changes in administrative procedures, especially the planning and control of economic-financial operations, so that the standards of efficiency and effectiveness to ensure organizational survival. Internal audit has demonstrated its real importance, especially as an effective tool to support the management, to evaluate the efficiency and effectiveness of activities and identification of all internal procedures and policies defined by the organization. In the field of public organizations, particularly the Local Government, companies recognize the necessity of implementing a Municipal Internal Auditing, so that they could operate efficiently and effectively. In this context, the present work aims to demonstrate in general, in theoretical and practical terms the importance of the implementation of Internal Audit in a municipality and its contribution in the improvement of efficiency in the management of the municipality under study, as well as the specific objectives. The theoretical support is based on the light of the theoretical contributions of an exploratory analysis of documents, literature review, articles, monographs and policies, as well as analysis of Internet resources, research different sites related to the subject, aimed of acquiring a good level of knowledge. The case study was conducted in the Municipality of Porto Novo, where I was awarded an internship that allowed me to have much interaction with the organization so I could present better suggestions.

Department of Management, FY 2007

These Facts sheets have been developed to provide a multitude of information about executive branch agencies/departments on a single sheet of paper. The Facts provides general information, contact information, workforce data, leave & benefits information, and affirmative action data. This is the most recent update of information for the fiscal year 2007.

Department of Management, FY 2008

These Facts sheets have been developed to provide a multitude of information about executive branch agencies/departments on a single sheet of paper. The Facts provides general information, contact information, workforce data, leave & benefits information, and affirmative action data. This is the most recent update of information for the fiscal year 2007.

Flood Plain Management & Hazard Mitigation Task Force Report, August 2008

The Flood Plain Management and Hazard Mitigation Task Force emphasizes the long-term benefits of mitigation and management to the entire state in preventing or reducing damages from floods and other hazards faced in Iowa. Investments in efforts to manage watershed areas and to mitigate any damages from floods or other disaster events benefit individuals, families, communities, agriculture, business and industry, and certainly public entities and infrastructure. The Task Force encourages the Rebuild Iowa Advisory Commission to balance the immediate needs for rebuilding to include the beginning of the investments required to effectively mitigate future damage and maintain effective policy in Iowa’s watersheds. The significance of the damage seen in Iowa from the tornadoes, storms, and floods of 2008 include the loss of eighteen Iowans in disaster-related events. This alone should inspire investment in mitigation efforts for all hazards. Much of the damage resulting from the disasters can be tied to floodplain management and hazard mitigation, pointing the way toward enhanced efforts and new initiatives to safeguard lives, property, and communities’ economic health. Even so, it must be recognized that the weather events throughout last winter and spring added impetus to the rains and storms that ultimately resulted in record flooding. Some perspective must be maintained as planning progresses and significant investments in mitigation are considered to meet a specific level of safety and protection from future threats. The Task Force identified a number of issues, and four were agreed-upon as those with the highest priority to be addressed by the Task Force through a set of recommendations.

Department of Management Performance Report, FY 2006

Agency Performance Report

Department of Management Performance Report, FY 2007

Agency Performance Report

Department of Management Performance Report, FY 2008

Agency Performance Report

Department of Management Performance Report, FY 2009

Agency Performance Report

Department of Management Performance Report, FY 2010

Agency Performance Report

Department of Management Performance Report, FY 2011

Agency Performance Report

Department of Management Performance Report, FY 2013

Agency Performance Report

Department of Management Performance Report, FY 2012

Agency Performance Report

Department of Management Performance Report, FY2014

Agency Performance Report