State of Iowa Organizational Chart, 2005

Organizational Chart of departments for the State of Iowa.

Participation and Organization of General Assemble Chart, July 16, 2013

The state Senator and state Representative from each district are elected to represent constituent interests when making the laws of Iowa. Citizens can take part in the decisions made by those elected officials. For locating constituent Senators and Representatives, or to learn more about the Iowa Legislature, contact the Legislative Information Office (LIO). This document includes a organizational chart of the General Assembly.

Iowa Comprehensive Annual Financial Report, 2006

In accordance with Iowa Code Section 8A.502(8) we are pleased to submit the Comprehensive Annual Financial Report (CAFR) for the State of Iowa for the fiscal year ended June 30, 2006. As required by State statute, this report has been prepared in accordance with U.S. generally accepted accounting principles (GAAP) for governments as promulgated by the Governmental Accounting Standards Board (GASB). The report is presented in three sections as follows: • The Introductory Section includes this transmittal letter, the Government Finance Officers Association (GFOA) Certificate of Achievement for the fiscal year 2005 CAFR, an organizational chart of State government, and a list of principal State officials. • The Financial Section contains the independent auditor’s report on the Basic Financial Statements, Management’s Discussion and Analysis (MD&A), the Basic Financial Statements, and Notes to the Financial Statements. The Financial Section also contains Required Supplementary Information (RSI), other than the MD&A, and supplementary information in the form of combining financial statements and schedules. • The Statistical Section includes financial trend information, revenue capacity information, debt capacity information, demographic and economic information, and operating information. The Department of Administrative Services is responsible for both the accuracy of the presented data, and the completeness and fairness of the presentation. We believe the information presented is accurate in all material respects and the necessary disclosures have been made which enable the reader to obtain an understanding of the State’s financial activity.

Iowa Comprehensive Annual Financial Report, 2005

In accordance with Iowa Code Section 8A.502(8) we are pleased to submit the Comprehensive Annual Financial Report (CAFR) for the State of Iowa for the fiscal year ended June 30, 2005. The report is presented in three sections as follows: • The Introductory Section includes this transmittal letter, the Government Finance Officers Association (GFOA) Certificate of Achievement for the fiscal year 2004 CAFR, an organizational chart of State government, and a list of principal State officials. • The Financial Section contains the independent auditor’s report on the Basic Financial Statements, Management’s Discussion and Analysis (MD&A), the Basic Financial Statements, and Notes to the Financial Statements. The Financial Section also contains Required Supplementary Information (RSI), other than the MD&A, and supplementary information in the form of combining financial statements and schedules. This letter is intended to be read in conjunction with the MD&A. • The Statistical Section highlights selected financial and demographic information, generally presented on a multi-year basis. The Department of Administrative Services is responsible for both the accuracy of the presented data, and the completeness and fairness of the presentation. We believe the information presented is accurate in all material respects and the necessary disclosures have been made which enable the reader to obtain an understanding of the State’s financial activity. This report has been prepared in accordance with U.S. generally accepted accounting principles (GAAP) for governments as promulgated by the Governmental Accounting Standards Board (GASB). As a part of the statewide accounting system upgrade during fiscal year 2005, the implementation team performed a comprehensive review of the adequacy of internal controls and budgetary controls of the system. The team determined that internal controls continue to be in place to provide reasonable, but not absolute, assurance that assets are safeguarded against unauthorized use or disposition, and that financial records from all appropriate sources are reliable for preparing financial statements and maintaining accountability. The concept of reasonable assurance recognizes the cost of internal controls should not exceed the benefits likely to be derived from their use. To monitor the adequacy of internal controls, the Auditor of State reviews internal control procedures as an integral part of departmental audits.

O papel da auditoria interna e as suas implicações nas empresas públicas- estudo de caso: TACV

A auditoria interna é uma actividade independente ancorada à administração da empresa, com vista a acrescentar valor à organização nela inserida, observando o funcionamento dos controlos internos existentes. É uma actividade importante para qualquer empresa, por ser a única que tem acesso a todas as outras áreas da empresa. Cada vez ela torna-se mais importante, pois o mundo encontra-se em constante desenvolvimento e as empresas acompanham esse desenvolvimento ampliando as suas actividades, ou dimensão. O objectivo do estudo foi analisar o funcionamento da auditoria interna nas empresas públicas, identificando os seus benefícios e importância. Realizou-se um estudo bibliográfico e estudo de caso nas empresas públicas da cidade da Praia, através de questionários que foram distribuídos aos responsáveis de cada empresa, centralizando na TACV. Resultado: A maioria das empresas inqueridas é de grande dimensão, representando 57,1 %, as pequenas empresas representando 21.4% e as médias também representando 21.4. O ramo de prestação de serviço teve predominância com 64,3 %, comercial com 21,4% e 14,3 % do ramo industrial. Um total de 57 % das empresas inqueridas realizam auditoria interna e os 43 % que não realizam enunciaram como principais motivos o alto custo e a falta de necessidade, 40% enuncia alto custo, 40% diz não ser necessário e 20% tem outros motivos que não foram especificados. Verificou-se também que 25 % das empresas que realizam auditoria interna não tem o departamento de auditoria interna definido no organograma. Internal auditing is an independent activity anchored to the company management, with a view to adding value to the organization it inserted, observing the operation of existing internal controls. It is an important activity for any company, being the only one that has access to all other areas of the company. Each time it becomes more important as the world is constantly evolving and business development that accompany expanding its activities, or size. The aim of the study was to analyze the functioning of the internal audit public companies, identifying the benefits and importance. We conducted a bibliographic study and a case study in the public utilities of the city of Praia, through questionnaires that were distributed to the heads of each company, centering on TACV. Results: The majority of companies surveyed is large, representing 57.1%, small businesses represent 21.4% and averages also representing 21.4. The branch of service predominated with 64.3%, commercial 21.4% and 14.3% of the industrial sector. A total of 57% of companies surveyed conduct internal audit and the 43% who do not perform as main reasons enunciated the high cost and lack of need, high-cost states 40%, 40% say it is not necessary and 20% have reasons other than were specified. It was also found that 25% of companies that perform internal audit does not have the internal audit department defined in the organizational chart.

Proceso de reestructuración y fortalecimiento institucional Asociación Santa Cruz

La Asociación Santa Cruz es una organización que lleva más de 17 años generando espacios de formación para niños, adolescentes y jóvenes. Los proyectos que ejecuta son programas auténticos para la juventud, atractivos para ellos y para quienes los forman (Entidades educativas y núcleos familiares). Por medio de la educación experiencial y las actividades al aire libre hemos encontrado la herramienta prefecta para formar de una manera actual y profunda. Los resultados del presente proceso se evidencian de la siguiente manera: a) estructuración de un organigrama funcional para la organización. b) Realización de los manuales de funciones y procedimientos de todos los trabajadores de la organización. c) Realización de la proyección financiera por parte del proyecto EKO Campos de verano. d) Análisis del mercado que permite una proyección fiable en ventas. Gracias al trabajo realizado en este proceso de mejora se entrega un plan de acción que potencializa la organización para que cumpliendo con todos los parámetros dados podamos generar una organización autosostenible que aumenta sus clientes anualmente en al menos un 20%, generando un superávit anual de hasta $200.000.000 en los primeros 5 años y de hasta $600.000.000 en los años 5 al 10. Gracias al proceso de mejora la asociación se convertirá en la organización Colombiana que más campos de verano residenciales realiza al año: 8 para el 2012. Es una asociación que puede auntosostenerse gracias a proyectos propios y no depende sino en un 20% de las donaciones que recibe. El medio de la educación no formal es una industria con un potencial muy grande en Colombia ya que es una oferta débil y pequeña para una demanda grande y con una necesidad fácil de identificar. Implementando este proceso de reestructuración la asociación tendrá la oportunidad de atender una población de alrededor de 300 personas para el 2012 y podrá acercarse a las 1.200 para el año 2022.

Customer service information : making Illinois schools second to none /

Contains an organizational chart for the Illinois State Board of Education listing division administrators and describing ISBE programs and services.

Annual report 1986-1987

This report summarizes the Commission's activities during the fiscal year which included accomplishments for FY 85-86, History and Organization of the Health and Human Services Finance Commission , Summary of Law/statutory authority, commission advisory committee, Medical Care Advisory Committee, Statewide Health Coordinating Council, organizational chart, and financial Statement for FY86-87.

Annual report 1993

This annual report contains the mission statement of the Division, its operating expenses, balance sheet, income statements, lists of documents published during the year and an organizational chart.

Making Change, Increasing Value: Reorganizing Your Access Services Department

Presentation from the Towson Conference for Academic Libraries: Collaborating Across the Library, August 16, 2016, Towson University, Towson, MD

Annual report 1993-1994

This annual report is for both the Department of of Probation, Parole, and Pardon Services and the Board of Paroles and Pardons. It includes mission statements, an organizational chart, a history of the department, statistics about those on probation, etc., the parole and probation process, profiles of board members and reports from different division of the department.

Annual report 1994-1995

This report contains a survey of the activities and accomplishments of the Department of Natural Resources and each of its Divisions. It also lists members of the governing board, an organizational chart and a fiscal report.