Credit Reform, Negative Subsidies, and FHA

After several years' experience with the new budgetary treatment of federal credit activity, or credit reform, it is appropriate to consider how this innovation is working. One objective of the new approach was to provide both estimates of the cost of credit assistance and a means of monitoring the performance of those estimates over time. In at least one—admittedly difficult—case, FHA single-family mortgage insurance, the reform is not succeeding in reporting the performance of the subsidy estimate because the agency's budget submissions are not consistent with the new accounting. This failure may result from the agency's inability to accept or adopt the fundamental changes in accounting concepts affected by credit reform. This article attempts to explain some of those changes and to show how they may be used to provide relevant information in the budget.     

The Evolution of Accounting for Receipts in the Federal Budget

This article discusses the fundamental concepts governing budget scorekeeping of federal receipts. It is a companion to a previous article that discussed "offsetting collections," which is income that is recorded as offsets to federal outlays rather than as federal receipts. This article begins by showing the structure of the receipts table in the first presidential budget, which was the 1923 budget, and it provides a chronological discussion of how the budget presentation of receipts has evolved since then. The article then recapitulates the present budget concepts for receipts and lists the five most common challenges to them. It ends with a brief reference to the best sources for data on federal receipts, and two appendices that discuss technical issues that arise in the course of the article.     

Federal Budget Concepts—Bright Lines or Black Holes?

This article reviews a range of issues that are central to the organizing principles of the federal budget—the guidelines that determine whether a transaction belongs in or outside of the budget; and, if it belongs in the budget, how it should be recorded. The article starts by discussing the nature of the federal budget, the powers and responsibilities of the federal government, and related issues, and then discusses four broad sets of budget concepts issues: (I) Budgeting for Earmarked Taxes and Spending; (II) Budgeting for Capital Investment; (III) Classification Categories Within the Budget; and (IV) Evasions of Budgetary Coverage.     

Social Security: Reliance on Cash Flow Accounting and Projections Disguises an Inherent Upside Cash Flow Bias

The federal unified budget reports social security program results on a cash flow basis. Policy is established through projections of cash flows for 75 years into the future. This paper discusses how reliance on cash flow accounting and projections disguises an inherent upside cash flow bias that makes the program's finances appear better than they actually are and, when combined with the long‐standing pay‐as‐you‐go funding policy, leads to periodic solvency crises. The paper does not propose changing the budgetary accounting basis from cash to accrual but does explore the possible application of accrual accounting to the social security program for reporting purposes.     

The Federal Accounting Standards Advisory Board: An Introduction for Non-Accountants

This article discusses the disagreement over set accounting standards for federal agencies that GAO published in "Title 2" of its Policies and Procedures Manual for the Guidance of Federal Agencies . The Office of Management and Budget has declined to require agencies to follow the standards although many agencies do follow the standards in completing financial statements. These differences are a result of doubt regarding the appropriateness of the standards as well as the constitutionality of the standards. Therefore, the Federal Accounting Standards Advisory Board was created with the goal of securing agreement on standards for federal accounting.     

Implementing Performance-Based Program Budgeting: A System-Dynamics Perspective

The article proposes a model for evaluating budget reforms that combines insights from budgeting, policy implementation, and system-dynamics literatures. System-dynamics modeling combines both quantitative and qualitative research techniques to provide a new framework for applied research; its use is illustrated using performance budgeting as an example. Applied to the implementation of Florida's performance-based program budget, the model identifies actions in the short run that will increase the reform's likelihood of success: providing clear communications; facilitative budget and accounting routines; reliable performance information. The model also identifies critical legislative behaviors that influence executive implementation: how the legislature in the long-run uses performance information to inform resource allocation and how it applies incentives or sanctions to programs that achieve or fail to achieve their performance standards. The legislature has the opportunity to use program reviews prepared by legislative staff to invigorate the executive branch's resolve to continue implementing the reform.     

Jesse Burkhead and the Multiple Uses of Federal Budgets: A Contemporary Perspective

The work of Jesse Burkhead continues to have great relevance today. Its germaneness could be taken as an indictment of how little progress has been made in federal budgeting in the past half century, but it also says a great deal about Burkhead's insights and the lasting legacy of his work. This article discusses some of Burkhead's ideas on the use of the federal budget and their pertinence to the budget issues of today, including the role of the federal government in the economy, budgetary relations between presidents and Congresses, and the role of performance information in budgeting.     

Generally Accepted Accounting Principles and Federal Government Financial Reporting

This article considers the nature of generally accepted accounting principles and how well they match the purpose and activities of the federal government. A comparison of fundamental differences affecting accounting and reporting for private business and the federal government shows that although the generally accepted accounting principles do not work for the federal government, it does not follow that the federal government has nothing to gain from these principles.     

The President's FY 1990 Budget: The Last Act in a Decade of Change

This article examines the budget requests of Presidents Reagan and Bush for fiscal year 1990, and how the federal budget has changed during the decade of the 1980s. The author concludes that the federal budget has become less controllable, as the priorities and composition of federal expenditures have shifted during the Reagan years. While the Reagan and Bush budgets do not differ significantly, the manner in which they were constructed does. The effort of President Bush to define his budgetary version of a "kinder, gentler" America may be more illusory than real. The author also traces the change in federal assistance to state and local governments, concluding that, apart from transfer payments, the federal role has markedly declined.     

Federal Budgeting and Finance in 1991: The Future is Now

The large federal deficits run throughout the 1980s generated concern that we were mortgaging our future. In 1991, the note came due. The potential for aggravating the long-run deficit problem constrained fiscal policy from reacting to the recession. Institutional and partisan conflict and the controls established by the Budget Enforcement Act (BEA) limited responses to a remarkable budgetary opportunity—the dissolution of the Soviet Union—and to a serious budgetary threat—exploding health care costs. The BEA controls were applied rigidly with a few minor exceptions, and credit reform was implemented successfully; on the other hand, Congress and the president made no headway on further deficit reductions even though long-run projections worsened. The agenda-setting role of the president's budget for the fiscal year 1993 diminished, as the document's format was heavily influenced by the upcoming presidential election. In contrast to this mixed record for federal budgeting, progress was made in building a financial management structure and developing accounting standards.     

Federal Credit Reform

The Congress has now enacted, and the president has signed, legislation requiring credit reform accounting in the 1992 budget. This article summarizes the state of federal budgeting for credit activities, covering (1) where we are now with regard to budgeting for ciedit, (2) how we got where we are, (3) the major weaknesses of the older approaches and why credit reform is important, and (4) the fundamental elements of the recently enacted credit reform legislation.     

Linking Accounting and Budget Data: A Discourse

Although the federal government has long been required to provide a reliable linkage between its accounting and budget data, it has only recently developed tools that can provide a consistent, government‐wide solution. This article analyzes these tools by a discussion of the criteria necessary for linkage and by providing examples of certain key budget linkages. In addition, the history of the development of these linkage tools is discussed. This article was developed from ideas presented by the authors while participating on a Linking Accounting and Budget panel at the Fall 2001 American Association for Budget and Program Analysis (AABPA) Symposium.     

Exposure Draft, February 1981

Editor's Note: In February 1981 the Governmental Accounting Standards Board Organization Committee (GASBOC) recommended the establishment of a governmental accounting standards board. Its exposure draft will be the subject of intense examination in the coming months. Shortly after the draft was issued, the Financial Accounting Foundation, which is involved in accounting standards for private organizations, called for a single group to set standards for both public and private entities. Much more is involved than the jurisdictional issue of whether a single or a dual structure should be established for accounting standards. Once in operation, these standards will shape governmental accounting and reporting practices, much in the way that standards now dictate the accounting procedures of private firms. Many state and local governments will have to revamp their accounting structures in order to satisfy the new standards. At issue also is the question of whether standards should primarily satisfy the needs and interests of external users or those of the governmental unit. Should governments be accountable principally through the political process or through externally enforced rules? This question goes to the heart of American democracy. The way it is answered will not only influence financial management, but also the conduct and quality of government. In order to encourage informed debate, excerpts from berth the GASBOC exposure draft and the FAF statement are published here. In addition, a selected bibliography by James Chan should help readers work their way through the maze of accounting standards.     

Is ABCM Destined for Success or Failure in the Federal Government?

The days of ballooning federal budgets are over. Today, both the president and Congress continue to strive for a balanced budget, while encouraging federal agencies to improve service delivery of the various programs and entitlement benefits provided to their customers. Stakeholder involvement and public opinion about how agencies run their "businesses" are increasingly scrutinized. Trends such as competition for service delivery through franchizing, privatization, and outsourcing are causing an entirely new way of looking at how support and program services are managed. This article explains how the success or failure of activity-based costing management (ABCM) is dependent upon its ability to link the resolution of these external factors with internal business needs, while providing government managers with a better understanding of how to use ABCM to steer their organizations into the future. We also describe the current and future status of ABCM installations at various federal entities where ABCM was recently introduced and where interviews, conducted a year ago, were updated to describe how ABCM is helping these entities align external factors to internal needs. These federal entities are the Immigration and Naturalization Service, the Financial Management Service, and the Veterans Benefits Administration.     

Federal Deficits, Debt and Interest Costs

Current federal government deficits are of a size unprecedented since World War II. While budget surpluses have been infrequent, deficits before 1982 were small enough that the federal debt shrunk in relation to the size of the economy. Now, however, the federal deficit is stuck at about 5 percent of gross national product, and the ratio of federal debt to gross national product (GNP) is growing rapidly. These large deficits are driving up interest rates, hurting American exports, turning the United States into a debtor nation, and causing government interest outlays to spiral. The possibilities are limited for lowering interest costs through directly reducing interest rates or introducing new Treasury debt management strategies. The only way to cage the interest monster is to enact a substantial package of tax increases and cuts in noninterest spending. We list some possible elements of such a package and show how they might be combined to tame the growth of debt.     

Perceptions on Federal Budget Reforms: Public Budgeting Researchers' View

This study examines budget experts' perceptions on suggested federal budget reforms. Based on the response of a group of selected public budgeting professors (N = 46), the study identifies several specific reforms that are supported by the experts from both the viability and adoptability consideration. The study also reveals the fact that the respondents are less optimistic about the adoptability of the suggested reforms even though they generally agree with most of the reforms. Addressing the federal deficit problem, the authors further discuss the implication of the experts' perceptions on federal budget reforms.     

Testing the Policy Capacities of Budgetary Agencies: Lessons from Finance

The Commonwealth Department of Finance, together with the Treasury from which it was hived off in 1976, constitutes the central budgetary agency at the Australian federal level. For the purposes of this article, I identify Finance as a convenient working model of central budgetary agencies, at least in their traditional Australian incarnation. I accept that Finance is unlikely to be fully representative of all such Australian agencies, and I acknowledge that the federal government's annual budget is officially introduced into parliament by the Treasurer, and that the Treasury is deservedly regarded as the core budgetary agency. But my focus here is on Finance's special responsibility for the public management framework, and Finance's role in providing policy advice to government organisations on how to make the best use of budget funding. This article then presents the findings of a recent evaluation of selected policy-advising activities with the department.     

Rules and Flexibility in Public Budgeting: The Case of Budget Modernisation in Australia

This paper explores the features of public budgeting that make it resistant to efforts to balance central oversight and situational flexibility. Its aim is to help explain why systemic efforts at budget modernisation in the name of ‘devolution’ may have failed to deliver expanded budget flexibility. After defining flexibility, and briefly surveying how it can be inhibited by budget practices using the example of collaboration, the paper applies a taxonomy of general ‘budget rules’ to illustrate the trade‐offs between control and flexibility. It uses an analysis of budget reform in the Australian federal government over the last 30 years to identify a key set of ‘legacy reforms’ – all intended primarily to enable budget flexibility – to show how their design and redesign were purposed as modification to the general rules, and how, ultimately, they were constrained by them.     

Budgeting for Our Times: Target Base Budgeting

Target base budgeting sets limits on how much a department may request in its budget. Departments must submit two budget requests—one within the target base and another for additional funds. Some supplemental requests may be funded from a reserve pool. Target base budgeting has been used in parts of the federal government over the last forty years. Its use continues to slowly expand. This article examines the experiences in three cities: Rochester, Tampa, and Phoenix.     

Credit Subsidy Reestimates, 1993–99

Projecting the losses and costs from federal credit assistance is difficult, and errors are inevitable. Although various incentives may exist for agencies to underestimate credit subsidies, the Congressional Budget Office's analysis of corrected reestimates does not reveal any pattern of bias in initial subsidy estimates. However, another problem was uncovered: the reestimates reported in the president's budget are in such disorder that analysts cannot rely on them. A few modest changes in current practice could reduce agencies' errors in preparing, reporting, and accounting for estimates and reestimates.