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. "
Abstract This is a 5-page paper discussing the various elements of budget execution. It states that budget accounting system is an important base for the execution of the government budget agency.
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 This paper describes the process through which the New York State Executive Budget is developed and appropriations made for programs. It looks at the state's system of executive budgeting, the four categories of classifying appropriations and the political process involved.
From the Paper "New York State's budget process is said to follow a format and process that is dictated by the State Constitution with additional details and actions prescribed by ..."
Abstract This paper studies the post-war (2003) budget for Iraq. The paper discusses the origins of the policy, the political climate, the state of the economy, and popular public opinion at the time that enabled the policy to be introduced and enacted. The paper also explains how this policy influenced the budget and if the influences are positive or negative.
Tags: Post War budget Iraq, origins, policy, political climate, state of the economy, popular public opinion, budget, reforms or revisions
Abstract The paper examines the budget of a food share program. The purpose of the budget is to present it in an application for a grant proposal. The budget is in-depth and includes program revenues, program personnel expenses, and the program non-personnel expenses.
From the Paper "The paper discusses the budget of a Food Share program as it would need to be formulated for a grant proposal and application. The budget proposal covers the program revenues, program personnel expenses, and the program non-personnel expenses. Additionally, each budget line item is directly addressed as a footnote to provide greater insight and accuracy."
Abstract The paper reviews line-item and zero-based budgeting approaches. The paper describes each approach, comments on their advantages and discusses when one might be likely to use one over the other. The paper then concludes with a recommendation based on the situation described of the school system administration and budgeting for an athletic department, where prior concerns were noted by district administrators.
From the Paper "Proper accounting methods for a particular situation are often grounded in the use of proper budgeting techniques. As budget manager in a high school setting where administration has raised concerns about the athletic budgets, one needs to fully understand the differences in budgeting techniques; specifically line item versus zero based budgets. This paper will describe the two budget techniques, highlight their differences and then conclude with a recommendation on which technique would be most appropriate for a high school setting where athletic issues are a concern. Line item budgeting: Line item budgeting lists revenue to outlay items by class for a given year compared to the previous year to establish a budget."
Abstract This paper uses the budget of the city of Belle Isle to examine some of the important issues concerned in the budgeting process as well as to look the particular choices that this city has made in allocating its resources. Included are figures and graphs depicting the city's financial movements and current economic status.
From the Paper "What is a budget for? To prevent one from spending more money than one has is the obvious answer, but such an obvious and simple answer hides a plenitude of very large and yawning holes. For while a budget is intended in the most general sense to prevent financial shortfalls, the way it does this is a complex process, for a budget is never a neutral document. It is never simply about the math involved; rather it is always about what people, projects and goals are deemed more worthy than others."
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 examines the soft budget constraint (SBC) as a commitment problem under socialism, presents the Dewatripont and Maskin basic model of the theory behind the SBC, and explains how the SBC can be hardened. Additionally, it closely follows the transition processes in China, as well as several Central and Eastern European Countries by focusing on efficient markets, federalism, demonopolization. The paper ends with a summary of the efficiency outcomes of a hard budget constraint.
From the Paper "The soft budget constraint syndrome is an incentive dilemma that has been primarily observed in socialist centrally planned economies, and has created major problems in their transition to the market. The term "soft budget constraint" was coined by Kornai in 1980, and can be summed up as follows: ?If the firm acts as a price maker, if the tax system it faces is soft, if it can rely on access to free state grants, if it can get credits and external financial investment on soft terms, then the budget constraint is soft; that is it will not bind the ex ante choices of the firm.? Ambrus-Lakatos (1997)"
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.
