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The advantages and limitations of using budgeting
The advantages and limitations of using budgeting
The advantages and limitations of using budgeting
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A budget is a plan of action set by resources required to implement the plan. Simply, budget plans are put in place to help fix most of the fiscal damages that a company and or an agency would face. A recent study by Walther and Skousen (2009, pg. 10) indicated that, “A budget is a detailed financial plan that quantifies future expectations and actions relative to acquiring and using resources. Budgets don 't guarantee success, but they certainly help to avoid failure”. Although, there is no promise of success, a budget plan tends to predict the spending and can show the fiscal path of an entity. Hence, it also allows room for avoiding excess spending that can cripple a business. In this easy, the New York City-Department of Consumer Affairs’-(NYC, DCA) budget reports will be used as an example to better understand budget practices. This report sets out to give some possible recommendations on how to solve the current budget predicament faced by that the NYC, DCA. Based on the analysis of NYC, DCA’s current budgeting process discussion of the budgeting literature will evaluate the advantages and limitations of the current budgeting process. Suggestions on the implications of the actions will be offered so as to meet the budget requirements. In this report, …show more content…
Due to the primarily aging population of the United States, state and local governments are allocating large and increasing shares of their budgets to expenditures on Medicaid and on retirement benefits that they have promised to their past and current employees. As these expenditures consume more of their budgets, there is less to spend on transportation, parks and recreation, education, public safety, and all the other services that these governments provide. We are thus experiencing the onset of a New Fiscal Ice Age, a period in which a given level of tax revenue purchases a considerably lower level of current services (Kiewiet & McCubbins,
For government budgeting to be effective, the process that guides it must be an evolving one. As the government gets bigger, it will most likely destabilize the existing method. Therefore, it must change to keep pace with the demands and growth of the country. The process must be capable of handling the complexity of our nation and its multifaceted needs so it will always need revisions and restructuring to face these new challenges. Its ultimate goal must be to reinforce the government and strengthen the country.
Budgets are a resource that a nonprofit can utilize to develop strategic plans and tactical operational management plans to achieve their mission. Budgets can be used as a communications mechanism with internal and external stakeholders. “In most settings, budget and budgeting are overly feared exercises [however] with the proper knowledge they can be used as the management aids they are intended to be” (McLaughlin, 2016, p.176). The National Council of Nonprofits points to a budget as “a guide that can help a nonprofit plan for the future as well as assess its current financial health” (Council of Nonprofits, n.d.).
Recent budget controversy in Congress and the media has once again brought to the forefront the pressing desire for fiscal responsibility in the United States Government. Although Congress came to a compromise over the budget in the proverbial eleventh hour, the extra attention afforded to the budget issue has reignited a lingering controversy: is the current system of transfer payment programs a financially viable one, or should these programs be recognized as an economic burden? As new waves of retirees stream into the system, it has once more become necessary to consider whether or not the U.S. Government can truly afford to keep the implicit promises it has made, and if the next generation to reach retirement age will see the benefits that it pays for current claimants to enjoy.
States and localities became the primary authorities in regard to health and welfare benefits. While the states welcome the increase in policy flexibility, the rising costs of healthcare and welfare put constraints on state budgets. As a result, states and localities are being forced to become more creative. Although Medicaid continues to place an enormous fiscal burden on states, programs like Children's Health Insurance Program (CHIP) have proven to be successful in terms of appropriately expanding benefits while reducing caseloads (Longest, 2010, pp. 30-33). States continue to serve as the primary distributors of social service benefits, but decreasing federal support, uncertain state economies, and the increasing need to provide long-term care to healthcare recipients are placing overwhelming burdens on states to maintain and expand existing programs.
Elderly people, as a whole, use up much of the nation's healthcare budget; six times as much money is spent by the federal government on health services for those over 65 than those under 18 (Callahan, 1997). More people are entering into this age group than are dying due to medical advances that can now prolong life for years, using up hundreds of thousands of dollars on one feeble life that could possibly help hundreds of younger people and thereby prevent future health expenses (Caplan, 1987). America's healthcare budget is not large enough to support every patient adequately- instead of a few getting sufficient healthcare, many are merely getting a half-way supported (Callahan, 1997). With so many last- ditch efforts available, th...
(2010)-(States, Congressional Washington DC): Congress of the United Budget Office, Scholarly article Social Security- United States- Finance: retirement income; online Access: http://purl.access.gpo.gov/GPO/LPS, http://www.cbo.gov/publication/21547
A company's budget serves as a guideline in planning and committing costs in order to meet tactical and strategic goals. Tactical goals such as providing budgetary costs for daily operations, and strategic objectives that include R&D, production, marketing, and distribution are all part of the budgeting process. Serving as a guideline rather than being set in stone, the budget is a snapshot of manager's "best thinking at the time it is prepared." (Marshall, 2003, p.496) The budget is a method in which to reign-in discretionary spending, and will likely show variances between what costs have been anticipated and what costs are actually incurred.
Currently, voters may be unenthusiastic to accept tax increases to fund social long term care insurance program. Moreover, private long term care insurance is only able to serve a small fraction of the aging population because of the cost. However, the government funded long term care insurance program can relieve pressure on family caregivers, improve the quality of life for some elderly, and put in place a framework for addressing the nation’s severe demographic challenges.
Participative Budgeting is the situation in which budgets are designed and set after input from subordinate managers, instead of merely being imposed. The idea behind this sort of budgeting is to assign responsibility to subordinate managers and place a form of personal ownership on the final budget. Nearly two decades of management accounting research has resulted in equivocal findings on the consequences and effects of participative budgeting (Lindquist 1995). Participative budgeting certainly has various advantages, these include the transferral of information from subordinate to superior increased job satisfaction for the subordinate, budgetary responsibility and goal congruence. Its disadvantages include budgetary slack and negative motivation, however it is the conditions in which participative budgeting takes place determines whether the budgeting process is successful. The conditions are dependent on various factors such as the level of participation, level of subordinate influence, the extent to which budgetary slack takes place, volatility, job related information, and the complexity of the budget.
Nevertheless, Social Security’s costs will rise in coming years as baby boomers retire. The expert's estimation that, if policymakers took no additional action, Social Security’s combined OASI and Disability Insurance trust funds would have exhausted in 2034. After 2034, even if policymakers took no further action, Social Security could still pay three-fourths of scheduled benefits, relying on Social Security taxes as they collected. Alarmists who claim that Social Security will not be around when today’s young workers retire either misunderstand or misrepresent the projections. The long-term gap between Social Security’s projected income and promised benefits estimated at 1 percent of gross domestic product (GDP) over the next 75 years and 1.5 percent of GDP in the 75th
Capital budgeting is one of the primary activities of a company. Most of the company uses capital budgeting for decision making process of selecting and evaluating long-term investment. The company have to make a right decision with respect to investment in fixed asset such as purchasing of new equipment and delivery vehicles, constructing additions to buildings and many more. The decision must be right because of the project involve huge amount of cash outflow and it is committed for many years.
The national budget is the main instrument through which governments collect resources from the economy, in a sufficient and appropriate manner; and allocate and use those resources responsively, efficiently and effectively (Todorovic & Djordjevic, 2009). The work of public budget has increased extremely more complicated, abstruse and worrying (Hou, 2006, p.730).
It requires an adequate and sound organizational structure, that is, there must be a definite assignment of responsibility for each function of the enterprise. Budgeting compels all the members of management, from the top to bottom to participate in the establishment of goals and plans. Budgeting compels departmental managers to make plans in harmony with the other departments and of the entire enterprise. Budgeting helps the management to put down in figures what is necessary for a satisfactory performance. Budgeting helps the management to plan for the most economical use of labor, material and capital. Budgeting tends to remove the cloud of uncertainty that exists in many organizations, especially among lower levels of management, relative to basic policies and objectives. Budgeting promotes an understanding among members of management of their co-workers' problems. Budgeting force management to give adequate attention to the effects of general business conditions. Budgeting aids in obtaining bank credit as banks commonly require a projection of future operations and cash flows to support
Reflecting on the pathway of my financial affairs reminded me of a quote by David Ramsey, “A budget is telling your money where to go instead of wondering where it went.” As young adults we have the proclivity not to consider our futures but concentrate on living in the present. Being put in better words by Charles Jaffe, “It’s not your salary that makes you rich, it’s your spending habits.” Without accurate knowledge, the effects of not budgeting comes with the responsibilities of debt; then comes the stress and need for more money. Which the restitution ends up having us fall to a fate trying to find a resolution.
Line item budgeting categorizes various expenses and places them in list format on a document for budgetary purposes. This type of budgeting is considered the heartbeat of budgeting due to the systematic method by which it controls revenue and expenses, this is made evident when Tyer and Willand (1992), pointed out “Statutory or administrative controls could be imposed on the transfer of funds from one-line item to another, or between broad categories of expenditure.” According to Schick (1971), “line item budgets were attractive to legislative officials because they did not focus explicit attention on substantive policy issues or choices.”