Global Fund Organization Budget Process Case Study Research Project The Global Fund Organization. https://www.theglobalfund.org/en/ The areas to be ad

Global Fund Organization Budget Process Case Study Research Project The Global Fund Organization.

https://www.theglobalfund.org/en/

The areas to be addressed in the case study are:

Planning
Budget and programming systems
Budget process
Budget implementation
Accounting
Financial management
Financial reporting and auditing
Performance Management
Risk Management
Administrative control decisions
Continuation

I have a case study guide and I have one example of this case study.

Completed papers should be 12-point, double-spaced, APA style and must consist of 20-25 pages

I want to receive it on 04/22/2019 Case Study Guidance
The case study is an in-depth research project on a non-profit or government organization and its
management control system. Your case study should start out with:
• a description of the organization. It should include: name; size of the organization; when it
came into existence; any history; services and products it provides; the organization’s mission;
constituency it serves; possible how it is governed; and any other pertinent information that
helps the reader understand who they are and what they do.
• Next it should cover the organizations planning. Describe if you can its planning philosophy and
processes. Does it have a strategic plan? How many years does it cover? How often is it
updated? What are the vision, goals, and objectives from its latest strategic plan? Are the
organization’s plans linked? Does the organization rely on its strategic plan for its resource
planning? What other levels of plans does the organization use?
• Next you need to address programming. In other words, how the organization decides what
projects/programs will be funded and to what level. Does it have an internal organization like
an Investment Review Board to make recommendations? How are the decisions ultimately
made?
• Budgeting is next. What budget system is used – line item; zero-based; performance; program;
or composite (it should fall into one of those categories even if they call the system by a
different name)? Is there anything interesting or unique about how the organization budgets?
• Budget execution in general: – does the organization have spending plans? What is its general
approach to how it monitors spending? Does it have mid year or quarterly reporting? How is
this done – in writing or in presentations?
• What accounting system(s) are used – cash, accrual, modified accrual, cost, etc? Any
interesting information about the organization’s accounting approach.
• Financial management – any information about how the organization manages its finances –
especially non-profits that need to balance donations and other sources of revenue against
administrative and operational costs. Does the organization borrow money and if so how much
is it leveraged?
• Financial reporting – basic information on what reports are required and any information about
how the organization does its reporting. Who in the organization is responsible for the reports?
• Performance management – how does the organization manage performance? Is performance
a central part of the organization’s approach?
• What is the organization’s approach to risk? Do they try to manage it and if so how?
• Does the organization have a business continuity or continuity of operations plan and program?
• After you have gathered all of the above information you should assess the information and
draw some conclusions. This section is very important because it demonstrates your
understanding about the information you gathered. Any areas where there was no information
or not done by the organization, you should make some recommendations for how you think it
should be done in the organization. Also make any other recommendations for changes you
would advise.
If you cover all of these areas you should do well with this assignment. I hope this information is helpful.
Case Study
Smithsonian Institution
The Smithsonian Institution (SI) was founded in 1846 by Congress, and it is
considered the world’s largest museum and research complex. The Smithsonian Institution
was established with funds from James Smithson (1765-1829), a British scientist who came
to the United States to found “at Washington, under the name of the Smithsonian Institution,
an establishment for the increase and diffusion of knowledge.”
Nowadays, the Smithsonian Institution is composed of 19 museums and galleries
including the new National Museum of African American History and Culture, nine research
facilities throughout the United States and the world, and the national zoo. Besides the
original Smithsonian Institution Building, popularly known as the “Castle,” visitors to
Washington, D.C., tour the National Museum of Natural History, which houses the natural
science collections, the National Zoological Park, and the National Portrait Gallery. The
National Museum of American History houses the original Star-Spangled Banner and other
artifacts of U.S. history. The National Air and Space Museum has the distinction of being the
most visited museum in the world, exhibiting such marvels of aviation and space history as
the Wright brothers’ plane and Freedom 7, the space capsule that took the first American into
space. John Smithson, the Smithsonian Institution’s great benefactor, is interred in a tomb in
the Smithsonian Building.
The Institution is a non-profit organization because its mean propurse is to provide
services and knowledge to its visitors rather than make a profit. In addition,, this organization
is less dependent on clients for financial support. It means that most of its financial support
and resources come from activities like donations.
Mission Statement
Smithsonian’s mission statement is “The increase and diffusion of knowledge”.
In non- profit organizations, mission statements typically identify both the audience and
product or service being offered. They usually answer the questions: What are we producing
and for whom? In this case the Smithsonian’s mission statement relates the services provide
which is knowledge, but it does not say who is the audience. However, it can be implied that
the target is the people.
Vision Statement
Smithsonian’s vision statement is “Shaping the future by preserving our heritage,
discovering new knowledge, and sharing our resources with the world.”
Despite this vision statement establishes what the Institution wants in the future, I
think it lacks some important points such as where they are going and how they see the
organization in the future.
In addition, Smithsonian Institution has established some values, which are related
below:
•
Discovery: Explore and bring to light new knowledge and ideas, and better ways of
doing business
•
Creativity: Instill our work with imagination and innovation
•
Excellence: Deliver the highest-quality products and services in all endeavors
•
Diversity: Capitalize on the richness inherent in differences
•
Integrity: Carry out all our work with the greatest responsibility and accountability
•
Service: Be of benefit to the public and our stakeholders
Smithsonian Institution’ Board of Regents
Congress vested responsibility for the administration of the Smithsonian in a Board
of Regents, consisting of the Chief Justice of the United States, the Vice President of the
United States, three members of the United States Senate, three members of the United States
House of Representatives, and nine citizens. The Board of Regents meets at least four times
each year and typically convenes in the Regents Room.
Some of the board of regents’ functions are:
• Review and approve the Smithsonian’s ongoing and future strategic plans and articulate
Smithsonian priorities in a manner that continually reinforces and affirms the
Smithsonian’s mission and culture
• Review and approve Smithsonian budgets and work in collaboration with the Secretary
and the Congress to address the Institution’s financial and human resource needs for the
accomplishment of its mission and strategic priorities. Regents oversee and assist the
Smithsonian’s efforts to generate resources through private fund raising and revenuegenerating activities.
• Regents oversee the Smithsonian’s legal and ethical compliance obligations, the integrity
and reliability of financial reporting and audit processes, and management’s procedures
for identifying and managing risks.
The following chart shows the Smithsonian organization which had updated in February
2016
Finally, the Smithsonian Institution has a strong board of regents and organizational
structure, which facilitates the organization’s performance. In addition, the organization has
developed different documents that support the board of regents’ function such as bylaws,
duties and responsibilities, statement of values and code of ethics, ethics guidelines and
anual disclosure statement, and board meeting procedures.
Planning
The Strategic Plan is designed to capitalize on Smithsonian strengths and address
critical issues facing the world. It serves as a clear flexible roadmap to guide its choices and
direct its resources over the course of the Plan. It discloses organization’s vision and mission,
priorities such as focusing on grand challenges, broadening access and measuring outcomes.
In additions, the strategic plan mentions the outcomes, goals, objectives, and strategies that
the organization plans to take in order to accomplish its purpose and mission.
The Smithsonian’s strategic plan covers a period of five fiscal years. Nowadays, the
plan that is been used covers the years from 2010 to 2015. Usually, this plan is updated a few
months before the current plan comes to the end.
The Strategic planning process is divided in five stages before the final version is
approved. The first stage involves gathering information from staff and other stakeholders
on the institution’s strengths, weaknesses, opportunities, and threats through surveys, and
interviews. The second stage involves four scenario-planning workshops and a plenary
session designed to explore the external forces that will affect the Smithsonian in the near,
medium, and long term: economic and geopolitical influences, trends in the research and
museum fields, demographic and technological change. This stage is very important step
because it enables the organization to create a vision statement, and also it is the guide for
the formulation process of the specific goals and strategies for the institution. Then, a third
stage takes place where senior management, the Secretary, the Board of regents Strategic
Planning and Programs committee, and the Board provides the necessary information to craft
goals, objectives, and strategies for each grand challenge. The fourth stage is focused on
writing the document. Finally, the last stage promulgates the strategic plan.
As a result of this process, the current strategic plan for the fiscal years 2010-2015
discloses the following information:
1. Vision: “Shaping the future by preserving our heritage, discovering new
knowledge, and sharing our resources with the world.”. Executing this plan, the institution
plans to honor our past and shape our future.
2. Focusing on grand challenges: There are four challenges which are unlocking the
mysteries of the universe, understanding and sustaining a biodiverse planet, valuing world
cultures, and understanding the American experience, that provide an overarching strategic
frame work for Smithsonian programs and operations. Meeting them will allow the institution
to integrate the work of many disciplines within Smithsonian museums and research centers,
as well as broaden our external collaborations. In addition, those challenges will influence
how the institution directs our resources and focuses our energies.
3.Outcomes, goals, objectives, and strategies: For each grand challenge, the strategic
plan’s committee has identified their respective outcomes, goals, objectives, and strategies,
which will help to achieve this plan. The following table shows some examples of them:
Table 1: Smithsonian Institution Strategic Plan’s Outcomes, Goals, Objectives and Strategies
Grand Challenge
Unlocking
mystery of
universe
Outcomes
Major
strides
understanding
fundamental nature
the the universe and
the place in it
Goals
in
the
of The
Smithsonian
our advances knowledge at
the
forefront
of
understanding
the
universe and solid earth.
Objectives
* Understand the formation, geological
diversity, and dynamics of the earth, the
Moon, and other rocky bodies in our
solar system.
* Discover how galaxies form, cluster,
and interact; grow supermassive black
holes; and evolve with cosmic time
Strategies
* Establish a center that supports
integrative
research
by
Smithsonian scientists to address
one or more big questions in the
origin and evolution of the earth,
planets, stars, galaxies, and
universe;
and
integrates
development activities through
public and private partnerships with
organizations working in similar
areas.
* Organize collaborations of
scientists, humanities scholars,
cultural experts, artists, and
educators to explore varied ways of
understanding the nature of the
universe.
* Establish a center that supports
and
brokers
interdisciplinary
research on big questions that could
result
in
major
scientific
breakthroughs; dissemination of
data and information; and public
and private partnerships.
* Increase access to Smithsonian
collections, data, and long-term
Sustainability of life on
research platforms to better document
Earth through improved * The Smithsonian
biodiversity and its importance to the
knowledge
of advances
and
Understanding
complex interactions of natural
biodiversity and its role synthesizes knowledge
and sustaining a
systems.
in
the
healthy that contributes to the
biodiverse planet
functioning
of survival
of
at-risk
* Develop concepts, theories, tools, and
ecosystems and species.
ecosystems
models that contribute directly to * Foster the development and use of
halting biodiversity loss, managing cutting-edge
equipment,
species and their habitats, restoring technologies, and informatics that
ecosystems, and mitigating threats to can advance biodiversity
the environment.
ecosystem research.
Valuing
cultures
Greater understanding
of, respect for, and
world meaningful engagement
among the world’s
peoples and cultures
Greater understanding of
Understanding
the American experience
the
American by Americans and
experience
people across the world
The
Smithsonian
contributes insights into
the
evolution
of
humanity
and
the
diversity of the world’s
cultures,
arts,
and
creativity.
and
* Add to knowledge of migrations, * Develop a pan-institutional center
diasporas, and interactions of cultural for world cultures that organizes
groups.
museum and research center
directors and key scholars to define
* Study historic and contemporary and implement a research agenda
cultural and artistic heritage, with for cross-cultural scholarship and
particular emphasis on the arts of Asia exchanges.
and Africa, the heritage of the
Americas, indigenous knowledge and * Develop strategic partnerships
expressive systems, and modern and and encourage engagement with
contemporary art and design.
cultural leaders and organizations,
scholars, and fellows around the
world.
* Conduct research and develop
collections and documentation on
The
Smithsonian
contemporary American life and
advances
and
creativity.
synthesizes knowledge
that contributes to
* Use biography and stories of
understanding
the
individuals such as leaders, inventors,
American experience,
artists, and cultural exemplars to put a
particularly its history,
personal face on the evolving nature of
arts and culture, and its
the American character.
connections to other
world regions.
* Collect actively to document the
historic
and
ongoing
accomplishments and creativity of the
American people.
Develop
the
Smithsonian’s
collections
to
capture
the
evanescent elements of cultural
heritage, such as performances and
craft traditions, stories, oral
histories
and
narratives,
photographs and other still
imagery, and media recordings.
4. Strategic plan’s measuring performance: Measuring performance is fundamental
for clearly communicating institution’s accomplishments to external audiences, including
executive agencies, congress, donors, and Smithsonian partners, so they are aware of the
institution’s achievements and contributions and appreciate our impact on the world. As a
result, it includes gathering data, monitoring progress, and evaluating results, and performance indicators which some of them are:
– Number of people participating in Smithsonian educational programs.
– Number of physical visits to Smithsonian museums, he national Zoo, and Smithsonian
traveling exhibitions.
– Number of visitors using online resources.
5. Resourcing the plan: The Smithsonian institution will require cumulative additional
resources of approximately 16%–32% above their current base over the life of the Plan.
Federal support for the Smithsonian, its museums, collections, and research activities, will
always be essential to sustaining their mission, but they anticipate that less than half of the
new money needed for the plan will come from the Federal budget. Furthermore, the
Smithsonian will become a more entrepreneurial organization, and they envision funding
new initiatives through a variety of sources, which include a National Campaign, new
revenue-generating ideas, and a growth in grants and contracts.
Finally, the strategic plan discloses its resources allocation. For instance, The Smithsonian
annual budget is approximately $1 billion. Current budget distributions according to the
Plan’s priorities are shown in the following table.
Table 2: Resources Allocation
Source: Smithsonian’s Strategic Plan
In
addition,
the
Smithsonian has the following supporting strategic plans:
–
Smithsonian Information Technology Plan (SITP)
This plan talks about the role that information technology (IT) plays in fulfilling that
mission, as well as goals and objectives defined in the Institution’s strategic plan.
Furthermore, the SITP contains engaging executive-level management and program sponsors
in the IT planning process, and focusing increased attention on IT investment decisionmaking and performance management. It is used to provide information and justification
necessary to program IT resource requirements into the budget process, and presents the
planned allocation of funds for IT activities to executive management, program sponsors, and
customers.
–
Digitization Strategic Plan
This plan supports the Smithsonian’s strategic plan and has as a mission to digitize the
resources of the Institution for the widest possible use by current and future generations.
Moreover, its mean purpose is to provide access to Smithsonian collections, research, and
programs by creating, managing, and promoting the Institution’s digital assets. As a result,
people are able to learn all the time.
–
Strategic Sustainability Performance Plan
This plan identifies the sustainability strategies that the institution will pursue in the year,
and how they will measure progress. Some goals are to goals to decrease potable water use
per square foot, decrease fleet petroleum use, reduce direct and indirect greenhouse gas
emissions, and increase use of renewable energy.
Finally, there are others plans that support the institution’s strategic plan such as
climate change adaption plan, and collections space framework plan
Planning and Resources Allocation comments and recommendations
First of all, the Smithsonian Institution’s planning process and strategic plans are well
developed, but there are some points that they should improve in order to accomplish their
goals. For example:
1. They should formulate SMART objectives that will help the institution to understand
the specifics that they need in order to achieve goals. The currents objectives are not
measurable and time-bound.
2. Despite the first stage of the planning process involves the analysis SWOT, the team
should include the most relevant findings in a matrix, and it could be attached at the
end of the document so that people, executive agencies, congress, donors, and
Smithsonian partners could have an idea of the current institution’s status.
3. The plan should include an implementation section where specific activities that are
going to be done…
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