Budgets Flashcards

1
Q

budget

A

the allocation and expenditure of funds to provide service to the public. A budget serves to set spending priorities.

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2
Q

operating budget

A

everyday expenditures of an organization, such as supplies, personnel, and maintenance of office space.

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3
Q

capital budget

A

long-term purchases, such as a new building, recreation center, water main, or major equipment.
A capital budget is a one-year budget for capital expenditures

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4
Q

Capital Improvements Program (CIP)

A

is a longer range (5-7 years) look at the capital needs of a community.
A CIP includes project descriptions, estimated costs, construction timelines, and sources of funding.

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5
Q

purposes for creating a budget

A

Budgeting can be used for resource allocation. A budget is a spending plan and is the principal mechanism for deciding priorities between programs;
Budgeting can be used for financial control. It is one of the principal mechanisms for assuring resources are spent as decided by an agency. Actual spending can be compared with a budget;
A budget can be used for management control and to help improve efficiency and effectiveness in an organization;
A budget is a communication tool. It can be used to communicate organizational goals and objectives, and to determine how resources are allocated to meet these objectives;
Budgeting is a planning tool. It can provide short and long-range forecasts of revenues, spending, and community change.

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6
Q

Government agencies can use one of four types of budgeting methods

A

Line-item Budgeting
Planning, Programming, Budgeting Systems (PPBS)
Zero-Base Budgeting (ZBB)
Performance-based budget

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7
Q

Line-item Budgeting

A

In line-item budgeting, the emphasis is on projecting the budget for the next year while adding in inflationary costs.
The advantage of this method is that it does not require any evaluation of existing services, and it is easy to prepare and justify. Line-item budgeting is also easy for public officials to understand.
Disadvantages include a lack of flexibility and a lack of relationship between budget requests and the objectives of an organization. This type of budget has a short-term focus. A line-item budget only looks one-year into the future and is not linked with strategic, comprehensive, or capital improvement plans. It lacks focus on programs, looking at individual expenditures rather than how those expenditures fund programs and/or the results of those programs.

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8
Q

Planning, Programming, Budgeting Systems (PPBS)

A

PPBS is focused on planning through accomplishing goals set by a department.
The advantage of this method is that it helps departments place their programs in perspective and evaluate efforts and accomplishments.
The disadvantage is that it is time-consuming to prepare and requires that goals and objectives be stated in measurable terms. For example, a department may evaluate the number of permits that are issued per month rather than the satisfaction of applicants.

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9
Q

PPBS includes the following components:

A

Budget organized by program area (includes program mission statements, objectives, and indicators of success);
Long-range planning of goals, programs, and required resources;
Policy analysis, cost-benefit analysis, program evaluation.
PPBS has limited success because of its heavy information requirements and the incompatibility of program format with control mission.

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10
Q

Zero-Base Budgeting (ZBB)

A

ZBB emphasizes planning and fosters understanding within all units of an organization.
The advantage of this method is that it requires a department to consider every aspect of its operation and concentrate on why it does things the way it does. Disadvantage because it is time-consuming to justify every activity.

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11
Q

Zero-Base Budgeting (ZBB) includes the following components:

A

Efficiency and effectiveness of programs to be re-evaluated on a regular basis;
Agencies to prepare “decision packages” for each program that looks at the impact of “low”, “medium”, and “high” funding;
Decision packages of all programs ranked by executive; facilitates budget cuts by City Council.
ZBB has limited success because of its intensive information requirements and limited benefits to managers.

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12
Q

Performance-based budget

A

Performance-based budgeting is focused on linking funding to performance measures.
For example, funding could be tied to the amount of time it takes to process plat applications or building permits. Meeting performance goals results in funding increases.
The advantage of this method is that it helps departments develop and evaluate performance standards.
The disadvantage is that it is time-consuming to prepare and requires that goals and objectives be stated in measurable terms. For example, like PPBS, a department may evaluate the number of permits that are issued per month rather than the satisfaction of applicants.

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13
Q

Performance-based budgeting includes the following components:

A

Use of traditional function/object budget;
Performance information on workload, productivity, outputs, and outcomes;
Performance and spending may be linked through cost analysis, and program evaluation.

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14
Q

When agencies have major capital expenses, there are a number of financing alternatives available. The most common include the following:

A

Pay-As-You-Go
Reserve Funds
General Obligation Bonds
Revenue Bonds

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15
Q

Pay-As-You-Go

A

uses current funds to pay for capital improvement projects;

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16
Q

Reserve Funds

A

are ones that have been saved for the purchase of future capital improvements;

17
Q

General Obligation Bonds

A

are voter-approved bonds for capital improvements. GO Bonds use the tax revenue of the government to pay back the debt;

18
Q

Revenue Bonds

A

use a fixed source of revenue to pay back the debt. For example, revenue bonds could be issued to pay for a new water main. The debt would be paid back through the water use fees. Revenue bonds are commonly used to finance utility improvements and special facilities, such as baseball stadiums.

19
Q

Other specialized financing arrangements are available depending on the situation.

A

Tax Increment Financing (TIF)
Special Assessments
Lease-purchase
Grants

20
Q

Tax Increment Financing (TIF)

A

allows a designated area to have tax revenue increases used for capital improvements in that area. All but one US state permit the use of TIF. A tax increment financing district is supposed to be an area with substantial disinvestment (sometimes called “blight”). The designated area receives targeted investment, such as infrastructure improvements which should enable redevelopment and reinvestment in the area. The increase in the value of property results in increased tax revenue. The increment of increase in tax revenue is used to pay back the investment made in the area. This article from the Lincoln Institute provides more detail about tax increment financing.

21
Q

Special Assessments

A

allows a particular group of people to assess the cost of a public improvement. For example, in Columbus, Ohio, the City has a plan to have every street lit by 2020. Property owners are offered the option of having regular street lights for free or ornamental street lights at their expense. In the latter case, all of the property owners on the street are assessed a fee to pay for the ornamental street lights.

22
Q

Lease-purchase

A

allows a government to “rent-to-own.” The benefit is that the government does not have to borrow money to finance the acquisition of a major capital improvement.

23
Q

Grants

A

allow for all or a portion of the cost of a public facility to be paid for by someone other than the local government. Grants are available from all levels of government, the private sector, and foundations. Typically, grants require a match from the local government.

24
Q

There are three types of taxes:

A

Progressive
Proportional
Regressive

25
Q

Progressive

A

The tax rate increases as income rises. For example, the federal income tax system taxes those with high incomes a higher tax rate than those with low incomes;

26
Q

Proportional

A

The tax rate is the same regardless of income. For example, a property tax rate is the same regardless of the price of your home. A person who owns a $50,000 home pays the same proportion as a person who owns a $250,000 home;

27
Q

Regressive

A

The tax rate decreases as income rises.

28
Q

When considering the implementation of a tax there are several criteria that should be considered:

A
Fairness
Certainty
Convenience
Efficiency 
Productivity
Neutrality
29
Q

Fairness

A

A tax should reflect the ability to pay of those who bear its burden. Those who are poor, for instance, should not have to pay a lot in taxes;

30
Q

Certainty

A

A tax should be fairly applied (i.e., I know that every time I go to purchase a gallon of milk that I will be taxed at the same rate);

31
Q

Convenience

A

A tax should be convenient to pay. For example, vehicle registration taxes are mailed to vehicle owners’ homes;

32
Q

Efficiency

A

A tax should allow collection and enforcement to be a straightforward process;

33
Q

Productivity

A

A tax should provide a stable source of revenue;

34
Q

Neutrality

A

A tax should not change the way a government would normally use its resources.

35
Q

Governments frequently offer tax incentives in order to attract economic development.

A

This loss of revenue is known as a tax write-off.