Increased pay for property and disbursing officers, National Guard : hearings before a special subcommittee of the Committee on Military Affairs, House of Representatives, Seventy-first Congress, third session. January 20, 1931 & January 22, 1931. Statements by Maj. William M. Dixon, General Staff, War Department & Maj. E.J. O'Hara, Finance Department Militia Bureau.

Mode of access: Internet.

On project finance and the first road concession in Portugal

In broad sense, Project Financing1 as a mean of financing large scale infrastructural projects worldwide has had a steady growth in popularity for the last 20 years. This growth has been relatively unscathed from most economic cycles. However in the wake of the 2007 systemic Financial Crisis, Project Financing was also in trouble. The liquidity freeze and credit crunch that ensued affected all parties involved. Traditional Lenders, of this type of financial instrument, locked-in long-term contractual obligations, were severely hit with scarcity of funding compounded by rapidly increasing cost of funding. All the while, Banks were “rescued” by the concerted actions of Central Banks and other Multi-Lateral Agencies around the world but at the same time “stressed” by upcoming regulatory effort (Basel Committee). This impact resulted in specific changes to this type of long-term financing. Changes such as Commercial Banks’ increased risk aversion; pricing increase and maturities decrease of credit facilities; enforcement of Market Disruption Event clauses; partial responsibility for project risk by Multilateral Agencies; and adoption of utility-like availability payments in other industrial sectors such as transportation and even social infrastructure. To the extent possible, this report is then divided in three parts. First, it begins with a more instructional part, touching academic literature (theory) and giving the Banks perspective (practice), but mostly as an overview of Project Finance for awareness’ sake. The renowned Harvard Business School professor – Benjamin Esty, states2 that Project Finance is a “relatively unexplored territory for both empirical and theoretical research” which means that academic research efforts are lagging the practice of Project Finance. Second, the report presents a practical case regarding the first Road Concession in Portugal in 1998 ending with the lessons learned 10 years after Financial Close. Lastly, the report concludes with the analysis of the current trends and changes to the industry post Financial Crisis of the late 2000’s. To achieve this I’ll reference relevant papers, books on the subject, online articles and my own experience in the Project Finance Department at a major Portuguese Investment Bank. Regarding the latter, with the signing of a confidentiality agreement, I’m duly omitting sensitive and proprietary bank information.

Department of Health and Children Business Plan 2001

Department of Health and Children Business Plan 2001 Download the Report here

Department of Health and Children Business Plan 2002

The framework within which the Office of the CMO will operate for 2002 is that of the Departmentâ?Ts corporate implementation plan for the Strategy. The Office will contribute to the achievement of the objectives of the Department with regard to the Strategy, by participating in  relevant agreed activities so as to achieve the first national goal of better health for everybody.The stakeholders identified in the Strategy consultation process are those with whom appropriate linkages and communications need to be  established and managed if the Strategy is to be implemented effectively. Download document here

Department of Health and Children Business Plan 2003

Department of Health and Children Business Plan 2003 The National Health Strategy â?oQuality and Fairness: A Health System for Youâ?Âù is based on a whole-system approach to health matters. It recognises the role of stakeholders such as the public, community and voluntary bodies, health service providers, statutory and non-statutory bodies, other Government Departments and international bodies in working together to produce a world-class health system and a healthier population. Click here to download PDF 2.5mb

Department of Health and Children Business Plan 2003

Click here to download PDF

Department of Health and Children business plan 2004

Click here to download PDF

Department of Health and Children business plan 2006

Department of Health and Children business plan 2006 Read the document (PDF, 1.6mb)  

Department of Health and Children Corporate Business Plan 2007

Department of Health and Children Corporate Business Plan 2007 This document sets out the broad business and role of the Department of Health and Children, and provides information on the Departmentâ?Ts Key Objectives and corresponding Key Performance Indicators for 2007. Click here to download PDF 223kb

Department of Health and Children Corporate Business Plan 2008

Department of Health and Children Corporate Business Plan 2008 Click here to download PDF 552kb

A cross-national investigation into the marketing department's influence within the firm

Both marketing academics and practitioners are debating the diminished role of marketing as a separate function within firms. In this study, which expands on previous research on Dutch companies, the authors focus on how the marketing department’s capabilities relate to business performance across countries. The authors collected data in seven Western countries—the Netherlands, Germany, Sweden, United Kingdom, United States, Australia, and Israel. They surveyed top marketing and financial executives, CEOs, and other top employees of profit-based middle-sized and large firms. Their findings show that accountability provides the most consistent predictor of influence, whereas the marketing department’s innovativeness and customer connection show less consistent results. Across the seven countries, the department’s integration with the finance department has a consistent but negative effect on the department’s perceived influence. The influences of marketing departments clearly differ across countries. Perceived influence is substantially higher in the United States and Israel than in other countries, whereas top management respect for the marketing department is substantially higher in Israel than in any other country. The study also found that the marketing department is well represented on the boards of companies in Sweden, Israel, and the United States. In most countries, marketing tends not to be organized as a line function. Some differences among countries emerge in the relationships between the marketing department’s influence and business performance. In Israel, the United States, the United Kingdom, Germany, and Australia, influence relates positively to business performance, whereas in the Netherlands, it has no influence. The results for Sweden suggest a negative influence. The authors conclude that a strong marketing department appears to benefit firms in most of the countries studied. The results imply that the marketing department should have input into boardroom considerations.

Department of Transportation Performance Plan FY 2017, September 2016

Performance plan of The Iowa Department of Transportation.

Plano de negócios para a construção e comercialização de casas de construção rápida: relatório de estágio na empresa Quantal, S.A.

O estágio realizado ocorreu numa empresa do Grupo Quantal, empresa essa que para além de fabricar e comercializar portas de segurança, presta serviços de qualidade no que diz respeito à construção, arquitetura e acabamentos. A pensar na constante inovação e nas melhores tendências mundiais, a empresa decidiu apostar na produção e comercialização de um novo produto, as casas de construção rápida, pretendendo com este tipo de construção não só evoluir em relação às soluções de mercado, mas manter-se na linha da frente do desenvolvimento. O objetivo deste estágio centrou-se assim na colaboração da realização de um Plano de Negócios para a produção e comercialização de casas de construção rápida, por forma a estruturar as principais ideias e objetivos que se deseja atingir, definindo os passos necessários para que os mesmos sejam alcançados e os riscos e as incertezas sejam diminuídos, para que se consiga com maior exatidão analisar a viabilidade económica e financeira do projeto. Complementarmente, no decurso do estágio foram ainda realizadas atividades usuais de um departamento financeiro: reconciliações bancárias, análise de extratos de conta corrente dos fornecedores e clientes, conversação com clientes e fornecedores para definirmos previsões de recebimento e pagamento respetivamente, elaboração de mapas de fluxos de caixa, e preparação de informação para o Plano de Tesouraria.

Iowa DOT Quick Tour, May 12, 2009

The DOT, created by the Iowa Legislature, began operating July 1,1975. The newly formed Department of Transportation had a staff of 4,568 full-time equivalents (FTEs). These employees and their responsibilities came from the Highway Commission, Reciprocity Board, Aeronautics Commission, and parts of the Commerce Commission, Department of Revenue and Finance, Department of Public Safety and the Energy Policy Council. The DOT continually looks at ways to become more efficient in serving our customers. As a result the current workforce equals approximately 3,049 full-time employees. The seven transportation commissioners set policy for the department and are appointed by the governor, with no more than four from one political party. Membership on the commission is gender-balanced. Commissioners are confirmed by the Iowa Senate and serve on a staggered basis for four-year terms. Commission meetings are usually held monthly in Ames. The meetings are open to the public and follow a printed agenda.

Iowa DOT Quick Tour, February 2012

The Iowa DOT, created by the Iowa Legislature, began operating July 1, 1975. The newly formed Department of Transportation had a staff of 4,568 full-time equivalents (FTEs). These employees and their responsibilities came from the Highway Commission, Reciprocity Board, Aeronautics Commission, and parts of the Commerce Commission, Department of Revenue and Finance, Department of Public Safety and the Energy Policy Council. The Iowa DOT continually looks at ways to become more efficient in serving our customers. As a result, the current workforce equals approximately 2,818 full-time employees. The seven transportation commissioners set policy for the department and are appointed by the governor, with no more than four from one political party. Membership on the commission is gender-balanced. Commissioners are confirmed by the Iowa Senate and serve on a staggered basis for four-year terms. Commission meetings are usually held monthly in Ames. The meetings are open to the public and follow a printed agenda.