Non Profit Organizations Inter Agency Collaboration Thesis

Non Profit Organizations Inter Agency Collaboration - Thesis Example horities will seek to align and incorporate strategic objectives while retaining flexibility and influence over outcomes and assuring value for money† (21). This implies that the vision shared by the collaborating agencies call for an alignment of their business culture and aspirations for comparable levels of service quality that entails commitment to openness between these agencies (Foster, 2002). In the case of non profit organizations, collaboration between agencies is usually the practice in the implementation of joint projects for the welfare of their stakeholders. The Internal Revenue Service (IRS) uses â€Å"nonprofit† as a legal term referring to organizations that may only use their revenues for their charitable or educational mission rather than profiting from their projects and distributing the profits to owners or shareholders (Eschenfelder, 2007). These nonprofit organizations are classified as tax exempt. Those who donate to public charity can claim a tax deduction (Berry, 2005). Unlike governments, non-profit agencies have no taxing authority, so they are reliant on charitable donations, volunteerism and grants from private foundations and government (Eschenfelder, 2007). It follows that nonprofit organizations face the perennial challenge of securing funds to cover costs of implementing their mission. Arsenault (1998) contends that nonprofit organizations maintain separate systems simultaneously: that of obtaining resources and another system serving their consumers. On the contrary, for-profit organizations operate only under one system that involves consumers purchasing products and services for the revenue generation of the organization – both processes happening simultaneously in just one system (148). In addition, nonprofits that use volunteers manage two human resources systems: the employed staff and another system for the volunteers. It is apparent that planning a nonprofit merger is more complex due to all the considerations

Critically analyze how successful the British government's use of Essay - 1

Critically analyze how successful the British government's use of Spending Reviews has been as a way of making government more - Essay Example From the chart it is evident that in the past government’s total expenditure persistently exceeded, often to a great extent, public sector revenues, forcing it to resort to borrowings. This situation is necessarily a temporary measure, because prolonged reliance on increasing levels of borrowing increases the default risk to the firm or the government. To ensure a sustainable financial approach, it is therefore important to control expenditures, for which an effective and responsive spending assessment process must be adopted. SRs and PES: How the SR system compares to the old PES system Before 1992, the level of government spending was ascertained through what are called annual Public Expenditure Surveys (PESs). The approach was fragmented and piecemeal because the Treasury negotiated bilaterally with each department. This prevented the government from developing a strategic outlook on the overall level of public spending and the balance or prioritization among its components . Another element that the PES was unable to do was to account for cyclicities among spending – that is, it does not distinguish which spending is cyclical and which is non-cyclical. This caused the total spending to ‘creep up’. ... s by lengthening the duration between PESs to three years, managing aggregate public spending in a top-down approach by specifying a ‘control total’ (i.e., government’s total planned spending), and distinguishing between DELs (departmental expenditure limits) and AMEs (annually managed expenditures). DELs cover those expenditures which government argues can be controlled, while AMEs are expenditures driven by demand which the government cannot effectively plan for, such as social security payments, debt interest, and the spending by local authorities. The Labour government came into power in 1997, and a year later the control totals system was replaced with a system that required departmental spending to be fixed for three years in Spending Review (SRs). There had been five such spending reviews, shown in the following diagram. Before each SR, the Economic and Fiscal Strategy Report determines the Total Managed Expenditure (TME), which is the expenditure by the en tire public sector and derived from the National Accounts. It is the TME which is divided into the two components earlier described, the DELs and the AME, and the DELs are thereafter allocated by departments. Both the DEL and the AME are divided each into capital spending, or spending that increases the public sector’s fixed assets, and resource spending which is spending on everything else. The Labour government criticized the control total method of budgeting under the 1992 framework as preventing departments from efficiently spending and investing money, based on the following reasons: (1) The control totals over three years is of an ‘indicative’ nature – that is, control totals for the second and third years are only advisory in nature, and may be, as they have often been, increased when felt