Discusses the motives behind adopting a constitutional amendment that requires a balancedbudget and some of the problems associated with the amendment.
Abstract This paper looks at the reasons behind Congress's proposal for a Constitutional amendment that would require a balancedbudget and the groups that supported the proposal. The paper also looks at the groups that opposed the proposal and their arguments against it. The paper concludes with a counter proposal that is intended to address the concerns of those both for and against the proposed amendment.
From the Paper "Deficit spending in the eighties, coupled with two Gulf Wars and a slowing economy, have escalated the borrowing and spending of this country for nearly two decades straight. As the federal deficit grows, those within government can not help but heed the warning signs. With no end in sight, many inside the beltway have proposed initiatives for capping federal spending. The most notable of these, and perhaps most drastic, is the adoption of a Constitutional amendment requiring a balanced budget. Proponents believe a balanced budget is necessary for the continued prosperity of the nation. They also believe budget oversights can be avoided when the President and lawmakers are held accountable for where they direct money."
Abstract This is a paper on recent budget cuts in Medicare and proposed cuts in Medicaid, which will affect the communities of Halifax County, Florida. The paper focuses on the interaction between state, local and national governments to reveal how these budgetary changes were allowed, and what the local government must do to help patch up voids in the hospital budget while expensive or unnecessary care programs are phased out. The paper takes the position that national government cannot always tell what effect legislation will have on the individual communities it applies to.
Abstract This report introduces the issues of fiscal balance in terms of problems faced by the Clinton administration and identifies alternative solutions. The paper also looks at existing literature on the subject and related issues, such as Clinton's financial advice to Japanese leaders and various interpretations of political occurrences of the time. The methodology of the report concentrates on financial data derived from existing literature, with an eye on the reduction of bias through a balanced report. Additionally, the paper analyzes data and discusses questions of how balance was achieved and provides recommendations for the future in terms of fiscal policy that can be derived from extant data.
From the Paper "The reduction of deficit and fiscal balance was particularly highlighted in the later years of the Clinton administration, but it may have had roots in the beginning of the administration in terms of the background of the policies which went into effect regarding government spending and tax revenue. When Clinton came into office, he had ideas about overhauling spending which were soon put into practice so that spending could be increased and tax cuts for the wealthy would not be a big part of the program. There was significant dissonance between this vision, which also included extensive healthcare and welfare reform, and the vision of the mostly-Republican Congress which was in office for most of Clinton's years in office, and this also adds substantially to the
background of fiscal policy. For example, Clinton's programs were more likely to be slowed down in Congress by this type of system."
Abstract This paper provides brief synopses of the most important issues for the U.S. economy. Written in a question and answer format, the paper answers ten questions about deficits and balancedbudgets. The questions are:
(1) Why is a balancedbudget, and possibly a balancedbudget amendment necessary...Or is it?
(2) What is macroeconomics, and does it really affect the average citizen?
(3) Why did we have budget deficits for so long?
(4) Is there a way to cut spending and still cut taxes, and keep the surplus as well as getting the budgetbalanced?
(5) Is there such a thing as a really "fair" taxation system?
(6) If it is sort of unethical to borrow money and not repay it, how can the government do it?
(7) What would you do if you were asked to create a fair and equitable budget strategy, what would you advise?
(8) You say there have been budget shortfalls for years, and now in the last couple of years, all of a sudden, there is a surplus. So, why am I and my family not feeling the benefits of this surplus?
(9) I keep reading about this new European currency called the "euro" and the problems in Japan and how it might affect the trade balance and the stability of the dollar. Is this anything I should be worried about? Or is it just another game for economists to quibble about?
(10) You had to consult a number of books and articles from so-called experts for this assessment of our balancedbudget needs. Have you really learned anything?
From the Paper "Americans are basically naive about economics. Politicians and Economists duel about surpluses, deficits, the fate of Social Security, interest rates, international trade, and so on. We see headlines that scream that 400,000 new jobs cause fears of interest rate increases, The next day, the headlines about the slowing of new jobs seem to indicate the same (or other) "fears". After more than a generation of budget deficits, now we have surpluses, and the arguments rage about what to do with them. The fact is, a very small, privileged few (Alan Greenspan, head of the "Fed" is one) know what is going on and why, and, furthermore, what to do about it."
A review and critique of the George Hager and Eric Pianin book "Mirage: Why Neither Democrats Nor Republicans Can Balance the Budget, End the Deficit and Satisfy the Public".
Abstract This paper examines the new book by journalists George Hager and Eric Pianin entitled "Mirage: Why Neither Democrats Nor Republicans Can Balance the Budget, End the Deficit and Satisfy the Public". The author of this paper calls "Mirage" a whirlwind trip through the fiscal policies and activities of the White House and Congress. The paper demonstrates how the book sheds light on why balancedbudgets and zero deficits are virtually impossible to achieve, despite the fact that everyone is always trying to do so. The paper parallels the book's assertion that most presidential candidates run on the platform that they will balance the budget while in office and many congressional candidates are elected based on similar promises. However, as the book explains, what the public wants is often impossible when considering what the public is willing to sacrifice. The paper also critiques the book's discussion of the impact of partisan politics on budget negotiations.
From the Paper "Analysts at the Congressional Budget Office are predicting a fiscal nightmare for the federal government in the near future. The retirement of the baby boomers will nearly double the number of eligible beneficiaries for Social Security and Medicare. With the working population only rising by 25%, the expenses are nowhere near being offset. The result will be a deficit skyrocket if benefits are not reduced or taxes are not raised. The $4 trillion debt of today will jump to an estimated $21 trillion by 2020 and $81 trillion by 2030. Interest payments alone will destroy the economic framework of the United States. Despite the fact that the solution to the problem is clear, getting a polarized Congress representing an equally undecided constituency makes the problem unsolvable. The story begins in early 1995."
Abstract This paper prepares a budget overview for a new superintendent of a school and specifically as related to accepted accounting practices, responsibilities of the superintendent and school board in the accounting and budget process and the budget's function, terminology and basic concepts. The paper also reviews the process of balancing and coordinating funds in the budget and the importance of good checks and balances in the budget procedure.
From the Paper "Financial control refers to the mechanism used for ensuring that resources are properly spent as directed by the school board and for making a comparison of the actually spending of funds to the planned expenditure of funds. The budgeting process is also for the purpose of 'management control' and is used for improving efficiency and effectiveness and for comparing enrollment trends, ratios of productivity and performance of students. The budgeting process is also a tool for planning and is a process that is directly connected to the strategic plan of the school and makes provision of "long-range forecasts of revenues, spending, enrollment, and student performance."
Outline:
Objective
Introduction
Superintendent's Role In Budgeting Process
Accountability
Budgeting Process
Budgeting Specifics
Summary and Conclusion
From the Paper "In 1992, the government added another $400 billion to the national debt.. It took two centuries to accumulate $1 trillion in debt, and this debt has grown to four times that amount in just the past dozen years. Interest payments alone will take up 14 percent of the $1.5 trillion budget for 1993. A recent poll conducted jointly by ABC and the Washington Post showed 77 percent of Americans supporting a constitutional amendment to require a balanced budget..
Much has been tried already. All seven of the statutory laws passed since 1978 and designed to control the deficit have failed. Sequestration, budget summits, and five-year deficit reduction plans have all been bypassed. Those who doubt the value of the balanced-budget amendment should listen to the amendment's opponents. Almost every pro-spending special..."
Abstract This paper begins with a brief explanation of the theoretic basics of budgeting and then proceeds with an analysis of the budgeting policies of the Atlantico Company. The paper concludes with recommended alterations for Atlantico's financial policy. Included at the beginning of this paper are different tables on Atlantico budgets, an income statement, and a balance sheet.
From the Paper "Another advantage budgeting is that is confers managers increased control on the business, based on variance analysis. Noticing unfavorable variances may trigger certain responses, which have the capacity to solve the already existing problems and to prevent future ones from appearing. For instance, if costs are too high, waste may be cut out or an expensive supplier might be changed. Should the sales be too low, a supplementary effort in advertising, promotion or sales could prove useful. If there is a problem with low production, the manager could look for bottlenecks in order to remove them or he/ she could try to raise labor efficiency."
Abstract An exploration into the decision-making processes in governmental budgeting. The writer of the paper studies several concepts to explain the budget process, how decisions affecting it, or affected by it, are made and what role policy plays in the whole system.
From the Paper "Within an anarchy organization, decisions are made in one of three ways: by resolution, oversight or flight. A decision by resolution indicates that the decision resolves a problem and is usually only reached after significant amounts of work. Oversight decisions are said to be made when decisions made regarding other problems result in making the decision for the decision-makers. Finally, flight decisions are those which leave the problem unresolved and the choice intact. Unfortunately, oversight and flight decisions are the most common type of decisions made when it comes to budgeting."
Abstract This paper presents a brief explanation of what a country's balance of payments is and the main elements of the balance of payments. The paper discusses the links between a country's balance of payments and its rate of economic growth, as well as the links between a country's balance of payments and the exchange rate of its currency. The paper analyzes the main reasons for the United States' balance of payments deficits over the past five years and examines the effects of these deficits upon the economy.
From the Paper "Currently, the U.S. in 2004 maintains a deficit in merchandise trade and the absence of strong net investment income inflows, a current account deficit. This has occurred for some time, but before these deficits were of not much concern, as they were theoretically and comfortably offset by the current account surpluses, such as the purchase of U.S. assets by foreign individuals and institutions. The result was such that net flow of receipts and payments was in balance, allowing for statistical discrepancy, without the need to any type of official transfers. (Ruby, 1999) But concern in light of the continuation of this state of affairs, combined with a weakened U.S. dollar has grown and the widening deficit reveals US continued and more sustained reliance on foreign cash than previously thought. (J Hughes, Financial Times, 15 September 2004) "
Abstract This paper, using Pennsylvania as a model, demonstrates the differences between state budgeting policies and federal budgeting policies. It shows how the budgeting techniques in the federal government have some major differences, when compared to those in the Pennsylvania State government; these differences include a lack of a separate capital budget, different budget cycles and timelines, and budgetary policy differences.
From the Paper "The federal government uses only one budget to lay out its financial obligations, whereas Pennsylvania uses two separate budgets. The single operating budget used by the federal government is required to outline federal expenditures from purchases to service contracts. Pennsylvania, however, has one budget that outlines services, entitlements and education expenses, and a different budget to make new purchases on capital improvements. The former is called the General Fund, and the latter is the Capital budget. Pennsylvania uses two budgets because the General Fund is used for purchases and contracts that will take place within that fiscal year, and the Capital budget is used to forecast capital purchases in the next five years. In this manner, Pennsylvania can keep better track of its assets and have a tighter grip on where its money is spent. The biggest advantage to having a separate budget for capital improvements is it allows the possibility of change. When funding is appropriated on the federal level, the department gets its money all at once and builds whatever it needs. For a state, though, a program may be feasible at the time of its announcement, but may have to be restricted due to extenuating circumstances (i.e. September 11th and the economic downfall.) "
Abstract This paper discusses the commonalities and differences between the budgets of individual, for-profit, non-profit and public-sector entities. This paper explains how the budget process is similar and different between all of these entities. Budgeting is a critical element in financial planning, explains the author--whether the budget applies to an individual, a company or public entity, the budgeting process, its application and execution forecast the expected future.
From the Paper "One of the most essential ingredients for a manager to effectively run an organization is the ability to develop and implement a good budget. The main objective of a budget is to establish a method of allocating limited resources in order to achieve the best return on their dollars. Furthermore a budget also outlines the various sources of revenue and the anticipated amount of money that will be derived from each source. Individuals, governments, non-profit organizations and profit making businesses commonly use this financial planning process. Each of these entity's budgets have many similarities and differences."
Abstract Supporting the activities and operations of churches and religious organizations is a complicated and serious financial challenge. The activities of these organizations, combined with their limited financial resources, result in a need for careful attention to financial management. Further, as a result of occasional media reports of financial irregularities in some religious organizations, there is an increasing call for financial accountability in almost all organizations today. This paper shows that diocese members want to know, and have a right to know, how and where church funds are spent. Beyond accountability and financial reporting, there is a need for assistance in all aspects of financial management. The diocese, therefore, provides a unique environment in which to contextualize the study of accounting and budgeting. The paper shows that many dioceses are supported by professional accountants and bookkeepers, some as paid employees, others as volunteers. Because the number of clergy is decreasing, financial management functions are being spread thin, and there is less control; therefore, there will likely be increasing pressure from parishes for improved budgeting functions. The base of this research project is extended to all Roman Catholic Church dioceses in the United Kingdom, but concentrates on the budgeting process as it exists within a representative sampling of these religious organizations. Finally, this research project identifies who is involved in the budgeting process and whether structures interfere with budgetary process. An examination of how budgeting is done is followed by an assessment of its contribution in terms of population.
Table of Contents
Abstract
Review of the Relevant Literature
Methodology
Conclusion
From the Paper "The first major component of internal accounting systems for management's use is the company's system for establishing budgetary plans and setting performance standards. The establishment of these performance standards also requires a company to develop a system for measuring actual results and reporting the differences between actual performance and the established standards. This budgeting process leads to the establishment of specific organizational plans which are then translated into action with varying degrees of efficiency. Statistical analysis, quality controls, and trended data are typically provided to management for assessment and determination of need for corrective action, or by preparing revised plans. While these plans can be either broad, strategic outlines of the company's future or specific and detailed schedules of the inputs and outputs associated with specific independent programs, most business plans are periodic plans; in other words, these plans refer to company operations for a specified period of time. It is these periodic plans which are summarized in a series of projected financial statements, or budgets (Shillinglaw 2004)."
Abstract This paper examines the budgeting process, budgeting, and the role of budgets in organizations. The actual budget and the financial activities of an organization are explored as well as forecasting of the requirements upon which a budget is based.
Abstract The paper discusses a fixed budget proposal. This proposal as reviewed by the paper, is specifically designed for a company named 'Agile Software Development.' The paper states that when developing software programs, details should be provided on the different elements, and compares and contrasts four principles of proposal design. The paper concludes suggesting that a fixed budget proposal with a variable element provides the most flexibility when designing and developing software programs for a company.
Outline:
Introduction
Fixed Budget - "Agile on a Fixed Budget" Proposal
Conclusion
From the Paper "A fixed budget typically entails many restrictions, meaning a defined amount of money is available for defined purposes. This amount should not vary much on a fixed budget proposal. Ambler reviews three factors of "resources, schedule, and scope" noting that even in a fixed budget, "at least one must vary" because if it does not quality production will "suffer" (Ambler, p. 1). Why is this? Quality will often decrease because technical staff may have to conform to "budgetary constraints" typically introduced by a fixed budget. This may lead according to Ambler (2007) the technology team to taking shortcuts which will also sacrifice quality. In any other type of budget, like a flexible budge, all three factors (resources, schedule and scope) could vary in terms of funding. This allows more flexibility for management (Ambler, 2003). However, Ambler (2007) notes that rarely in the technology field do software applications or development teams utilize a flexible budget fully (Ambler, 2003). Some resources, especially funding when considering the fixed budget, can vary (Ambler, 2007). Typically when someone is using a fixed budget, all financing options are fixed. However, one may provide a fixed estimate at the start of a project which allows the stakeholders to "minimize" their perceived risk; then stakeholders can treat an IT investment like "a true investment" by increasing the amount of money they provide to effective teams and decreasing funding to inefficient or ineffective teams. "
