This is an extract of our Topic 2 Reading The Winthrop Foundation (Chenhall, Hall And Smith) document, which we sell as part of our Accounting in Non-Governmental Organisations Notes collection written by the top tier of LSE students.
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AC310: Module 2: Topic 2: The Winthrop Foundation (Chenhall, Hall and Smith 2009)
The Winthrop Foundaton (Chenhall, Hall and Smith, 2009) Introducton "Winthrop's management had devoted a significant amount of time [in it's program managers]...to become more financially accountable and financially literate, with limited success."
The Australian Not-for-Profit Sector Increasingly "managerialist' focus Under increased pressure by both State and Federal governments to provide greater 'value for money' and to be more accountable for monies received State government made funding for future programs tied to performance in relation to service level agreements With number of key performance indicators (typically financial) Welfare organizations are having to demonstrate to Government and potential alliance partners of their financial viability But may be making themselves less likely to receive funding from philanthropic interests, who may perceive less financially viable organizations as being more in need of funds Government is increasingly assigning funds to the alliance rather than a specific organization So NGOs are having to decide how to position themselves within interorganizational alliances and who to partner with In order to maximize the receiving of these competitive funds
Budgetary Issues Managers and operational personnel had not been concerned with the levels of costs and financial management in general Winthrop was no longer in a position to fund cost overruns in the divisions For the first time, program co-ordinators were being help accountable for their program's budgets Previously were working in an environment where operational managers were free to focus on operational issues They didn't have to be concerned with the financial implications Winthrop had arranged training for program co-ordinators But received a luke-warm reception from some Felt that the accounting issues were unimportant Adding to their overloaded work schedule which was focused on providing services to clients Winthrop were trying to use the budget as a means of stimulating discussion about financial matters and their connection to operations Largely unsuccessful Program co-ordinators instead used the budgets as vehicles for questioning the allocation of costs from Winthrop to the divisions
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