ch13 - Chapter 13 - Budgeting and Performance Measurement...

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Chapter 13 - Budgeting and Performance Measurement 13-1 CHAPTER 13: BUDGETING AND PERFORMANCE MEASUREMENT OUTLINE Number Topic Type/Task Status (re: 14/e) Questions: 13-1 Objectives of budgeting Explain New 13-2 Integration of planning/budgeting/performance measurement Explain 13-1, revised 13-3 Line-item budgeting approaches Compare New 13-4 Performance and program budgeting Describe New 13-5 Annual budget process Identify New 13-6 Total quality management Explain 13-4, revised 13-7 Balanced scorecards Describe New 13-8 Service efforts and accomplishments Define 13-9, revised 13-9 Activity based costing Explain 13-10 13-10 Federal grant accounting and allowable costs Describe 13-8, revised Cases: 13-1 GFOA Distinguished Budget Award Internet New 13-2 Budgeting process and policies Evaluate New 13-3 Indirect costs and federal grants Evaluate/report 13-2 Exercises/Problems: 13-1 Examine the budget Examine 13-1, revised 13-2 Various budgeting issues Multiple choice 13-2, revised 13-3 General Fund annual budget Evaluate 13-3 13-4 Police department budget Evaluate 13-4 13-5 Budgeting cash flows Calculate New 13-6 SEA reporting Analyze New 13-7 Activity-based costing Evaluate 13-8 13-8 Total program costs Compute/report 13-6
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Chapter 13 - Budgeting and Performance Measurement 13-2 CHAPTER 13: BUDGETING AND PERFORMANCE MEASUREMENT Answers to Questions 13-1. Disagree. It is true that a very important role of a budget for the General Fund and major special revenue funds is to serve as a request to the legislature or council for funding to cover the costs of delivering government services to the public for the coming fiscal year. The budget, when approved, becomes a legal document binding on the actions of administrators and is used as an accounting tool to demonstrate that actual expenditures were within appropriated amounts for line-items. However, the objectives of budgeting include using the budget as a managerial tool to focus attention on the goals and objectives of the government and its programs and the means to improve government performance in the delivery of public services. 13-2. Illustration 13-2 is a graphic representation of the activities in a process that includes strategic planning, budgeting, and measuring performance. Briefly, the government sets a direction for the organization through a strategic plan, plans programs and activities, designs performance measures, budgets in such a way that shows resources used are expected to result in accomplishments, monitors operations, and then evaluates and reports on actual results compared to the plan. These steps are repeated in a cycle that provides feedback to stakeholders to whom the managers are accountable. Feedback is then incorporated into the next strategic plan. An integrated system of planning-budgeting-performance measurement is desirable
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This note was uploaded on 11/29/2009 for the course ACCT 341 taught by Professor Burdan during the Fall '08 term at American.

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ch13 - Chapter 13 - Budgeting and Performance Measurement...

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