Budgeting for Accountability: Municipal Budgeting for the 1990s

The emphasis of a public budget depends on the time and circumstances in which it is developed. During the 1990s, for example, the emphasis has increasingly been on accountability due to widespread public belief in recent years that government is uncontrollable and responds only to special interests. Over the past few years, local budgeters have begun to adapt to this new environment by improving the accountability of the budget to the public. This article summarizes some of the changes taking place and suggests some additional changes that could be adopted to make local budgeting more accountable.     

Budgeting during the Clinton Presidency

This article assesses the Clinton administration record of budgeting. During President Clinton's two terms, the federal government moved from an era of large deficits to one of equally large surpluses. This turnaround was caused by both the strong economy and the deficit reduction deals of 1990, 1993, and 1997. Defense spending and interest declined as a percentage of the budget, whereas mandatory spending and nondefense discretionary spending increased. Acrimonious interbranch budgetary relationships dominated, with Clinton ultimately winning far more fights than he lost. Executive branch budgetary and financial management capacity improved during the Clinton administration.     

Biennial Budgeting in the Federal Government

This article examines the possible outcomes of changing from the current annual budget review to biennial budgeting. It looks at the experience of various states and its application to the federal level. It explores all of the supposed benefits , including less time spent on budgeting issues, more accurate budget projections, reduction of congressional workload and increased congressional oversight and, for the president's point of view, increased power of the executive branch. Concluding on a cautious note, the article offers some plausible applications of biennial budgeting to the national budget.     

Budgeting in Slovenia During the Democratic Transition

Slovenia represents an interesting and important case in the study of comparative budgeting in post-socialist countries during democratization and economic reform. Compared to Hungary and other nations in the region, Slovenia has had more budget stability and has maintained fiscal balances through shared political norms and strong ministerial guardianship. Political culture, institutional capacity, and the nature of governing coalitions all affected budget outcomes. In general, Slovenia has moved more quickly to reform its budgetary institutions and processes but still faces a range of difficult budget issues and choices.     

Budgeting for Fiscal Stability over the Business Cycle: A Countercyclical Fiscal Policy and the Multiyear Perspective on Budgeting

This essay is a theoretical exploration of a new budgetary system to cope with fiscal uncertainty and instability. ¹ It examines policies requiring positive year-end balances and infers that annual budget cycles lead to a mismatch between the budget cycle and the continuity of public service provision. The author considers a multiyear perspective on budgeting as a potential solution, with countercyclical fiscal reserves to help ensure stability during fluctuating economic conditions. By adopting budget stabilization funds and keeping sufficient reserves, states can better maintain trend-level public services during recessions. Panel data analysis provides empirical evidence that such funds helped stabilize state general expenditures during downturns. The adoption of countercyclical fiscal policy and budget stabilization funds is a step toward a longer-term perspective on budgeting, thus promoting fiscal stability over the economic cycle.     

Monitoring Single-Source Revenue Funds throughout the Budgeting Process

Unexpected revenue shortfalls that occur during budget execution create serious problems for public agencies and programs. This is especially true for agencies and programs that rely upon a single source of revenue. This article implements a revenue monitoring process that combines ideas from statistical process control and exploratory data analysis into a spreadsheet environment. The methodology builds on principles used to monitor manufacturing processes. This simple application helps public managers detect revenue surpluses and deficits early enough in the budget execution process to take corrective action. The methodology also adapts to the data problems and avoids many of the pitfalls that arise when using "real world" budget data. An example of the benefits of this methodology is offered using an example of a state agency funded by a single revenue source.     

Statebuilding and the Politics of Budgeting in Afghanistan

Anchored in a framework drawn from the public finances literature and executive–legislative studies, the purpose of this article is to assess the impacts of Afghan budgetary institutions on the statebuilding project. Two main questions drive the analysis: what is the nature of the relationship between central government and subnational units concerning the allocation and distribution of resources, and – regarding budget preparation – what is the role played by the legislature? It is argued that beyond Afghanistan’s dependency on foreign aid to fund ordinary expenditures and development projects, the presence of a set of budgetary rules which not only centralizes the preparation and execution of budget decisions at the expense of provinces but also marginalizes the legislative involvement in the decision-making process are two important features that prevent further development in state capacity and the representative government.     

Portfolio Budgeting in the Australian Portfolios-Principles and Practice

In the mid-eighties Australia implemented a budgeting system that is similar in its principles to the U.S. PAYGO rule and the now defunct Policy and Expenditure Management System of Canada. Termed as portfolio budgeting, it seeks to encourage greater ministerial participation (a ministry comprising a number of related departments) in the portfolio budget process. It obligates portfolio ministers to offer offsetting savings for funding new policies. Ministers have to thereby set new policy priorities so that only the most deserving new policies obtain funding through the savings identified. Additionally, portfolio budgeting requires ministers to prioritize their ongoing programs so that budget allocation to these programs reflects ministerial priorities. The article examines the practice of portfolio budgeting in the Australian portfolios in light of these objectives. The article suggests that portfolio budgeting has caused greater ministerial involvement in budgetary management. However, there has been little significant change in budget decision making at the portfolio level. The state of play of portfolio budgeting at the national budget process (cabinet and the Department of Finance) offered little incentive to portfolios to provide offsetting savings for new policy proposals. And, the appropriation structure and the organizational and political dynamics impeded ministers from allocating and reallocating their budgets (operating expenditure or running costs) for ongoing programs along ministerial priorities.     

Performance-Based Budgeting to Enhance Implementation of the CFO Act

On August 5, 1992 the United States Senate Committee on Governmental Affairs passed the "Government Performance and Results Act" sponsored by Senators Roth and John Glenn. In introducing this legislation in 1991 Senator Roth made the following statement. ^* This legislation (S. 20) is intended to put teeth into federal efforts to introduce performance measurement currently under implementation by the Office of Management and Budget under the authority of the Chief Financial Officers Act of 1990.     

Congressional Testimony of General Lance W. Lord,USAF, Commander,Air Force Space Command before the Senate Armed Services Committee Strategic Forces Subcommittee United States Senate Washington D.C 16 March 2005

ABSTRACT

The following is the prepared testimony of General Lance W. Lord, USAF, Commander of U.S. Air Force Space Command before the Strategic Forces Subcommittee of the U.S. Senate's Armed Services Committee on 16 March 2005. The prepared testimony can also be found at: http://armed-services.senate.gov/statemnt/2005/March/Lord%2003-16-05.pdf     

Implementing Program Budgeting in the Serbian Ministry of Defense

The Republic of Serbia's Ministry of Defense (MoD) is attempting to implement a program‐oriented, multi‐year budgeting system in 2010. This paper reveals several challenges that threaten the success of this initiative. First, we find that the proposed budget system confuses organizations and programs. Second, there does not appear to be a centrally coordinated effort to implement program budgeting, leading to significant disparities in comprehension, organization, and implementation amongst the subordinate commands in MoD. Finally, there is a distinct lack of communication within the MoD regarding the necessity of a program budget and how the process should move forward. These issues inhibit the implementation of program budgeting in the MoD and diminish the possible gains associated with the multi‐year, programmatic allocation of defense resources.     

Biennial Budgeting by the U.S. Congress

The president's budget is a political document, a prediction and an institution. As a political document, its version of the past and vision of the future are open to criticism. As a prediction, its projections arguable in the light of experience and professional judgment. As an institution, its contribution to the general capacity of government is subject to debate.