/pdf/the-role-of-common-cost-allocation-for-in-house-bid-pricing-3qg8ab1nf2.pdf

The role of common cost allocation for in-house bid pricing for a competitive niche market: a case study of a city council in the Australian state of New South Wales

Below are listed 2000 publications, in English, within the general area of accounting history The definition of what constitutes an accounting history article is not always a straightforward matter, and we have interpreted the description fairly broadly to include any accounting article with a significant historical input Business history articles are not included as they are examined in the annual survey article published by Business History The most recent of which is: Wale, J (2001) ‘British business history: a review of the periodical literature for 1999’, Business History, 43(2): 1–18

Accounting history publications 2000

Fifty years.. five decades.. a half-century. That's a long, long time. The Association of Government Accountants survived, served its members well, made a difference and continues to do so. Its earned reputation has been one of excellence, professionalism and improvement in public sector financial management. From its beginning, the best and brightest of governmental financial managers sought out the collegialism and camaraderie of AGA. In 1952, the American Institute of Certified Public Accountants (AICPA) recognized the membership of the newly founded FGAA as representative of the best accounting talent in the federal government. In the next 35 years, AGA repeatedly lived up to this early vote of confidence. The centennial issue of The Journal of Accountancy, in 1987, listed the all-time leaders of the accounting profession in America-calling them the 14 individuals who made a difference. One so honored was Andrew Barr, an active, longtime AGA member and a Past National President. The same issue cited a 100-year honor roll of some 80 accounting professionals who contributed significantly to improving federal financial management. More than 40 were or had been active AGA members. AGA's prominence was attained in many ways. I believe its preeminence is intimately related to two laws, passed some 40 years apart. The Budget and Accounting Procedures Act of 1950 culminated three decades of study, research, hearings and involvement by many future members of the soon-to-be-formed Federal Government Accountants Association, which later became AGA. The act required that governmentwide accounting principles, standards and related accounting requirements be defined; a system of central accounting and reporting be established; a governmentwide budget process be implemented; and departments and agencies establish sound financial systems and controls. The 1950 act repealed 106 other acts or parts of acts. AGA and its members spent much of the following years, and much of their careers, trying to attain these congressional objectives. But, having passed this and other laws, Congress did not enthusiastically assist in promulgating and requiring departments to adopt uniform fiscal practices, and Congress did not support a governmentwide basis of accounting or mandate departmental and governmentwide financial statements. Not unexpectedly, in the 1970s and 1980s, the public's perception of federal financial management moved from somewhat credible to incredulous. The 1980s were years when the federal government was accused of making less than factual financial statements on shrinking surpluses and growing deficits. The 1987 federal fiscal year closed on September 30 with private sector financial analysts and the financial news media taking serious issue with the published federal deficit. Many calculated a federal deficit several magnitudes larger than the official September 30 number. Later disclosures showed that federal deficits were considerably larger than had been reported. Federal bailouts in the 1980s were of catastrophic proportions. Federal accounting and reporting made it impossible to document the extent of the problems or even how they remained undetected for so long. "Black Monday," October 19, 1987, came and went and with its passing, citizens lost more than $500 billion in market values. The reasons for the financial meltdown were many and varied, but no analysis of why omitted the failure of the federal government to effectively manage, consistently account and honestly report on its fiscal results. At the time, the U.S. General Accounting Office reported that nongovernmental cash was deducted from federal employees' paychecks and then treated as federal receipts in 1987. And, forward to be reported as 1988 costs. The press reported the "official" federal deficit at September 30, 1987 was attributable to "one-year-only money," and "fake accounting. …

AGA.Coming of Age Again

"An agency chief financial officer shall provide for the development and reporting of cost information and the systematic measurement of performance." CHIEF FINANCIAL OFFICERS ACT OF 1990 "Each agency, for each program, shall establish performance indicators ... measure or assess relevant outputs, service levels and outcomes of each program . . . be a basis for comparing actual program results with established performance goals." GOVERNMENT PERFORMANCE AND RESULTS ACT OF 1993 Granted it may only be words, semantics, a difference without a distinction, but I do prefer this generation's legislation and the attempt to fix or at least mend, hopefully upgrade, federal financial management. I believe with the emphasis in the CFO Act on reporting cost information and requiring systematic measurement of performance, they're got it right. Mine spent decades trying to negotiate accrual accounting with a fixation that only the corporate model could be used. And, our intuitions and years of experience told us that a corporate accounting would never fit and could not fully account for the uniqueness, breadth, diversity-- just the shear size -- of the federal government. Consider the government: $2 trillion cash flow; 25% of the gross national product; 900 million disbursement transactions; 5 million civilian and military personnel; over 1,000 budget accounts required by Congress, Treasury and OMB; and 250 separate federal entity financial systems.(1) That's big! More recently, the Government Performance and Results Act of 1993 wants each agency to establish performance indicators, measure outputs, service levels and outcomes and compare actual program results to performance goals. This too is on target. is too is a sea change in conceptual and legislative thinking. Legislation, like the amended 1921 and 1950 Budget and Accounting Acts, that governed the systems that governed systems concepts for years, placed inordinate emphasis on cost-based budget for developing appropriation requests. Decades were also spent arguing about, not discussing, which should be the preferred or only basis of governmental accounting. Budgetary (a close kin to cash) or full accrual (the total corporate model, including depreciation) accounting: What's better; What's best? With hindsight, clearly not the right questions. Cost-based budget also seemed perplexing, at least to me and a few others. And, years of research did not produce solutions that were able to be implemented. For example, at this time when agency budget executives are beginning to work on their budgets for 1996 and 1997, what costs should be used as a basis for budgets of these years? In governmental financial planning, the fiscal year 1995 budget is history, except for Congressional actions, which of course are critical. But, actual costs for 1993 are only now available and the costs for 1994 can not be available until several months into fiscal year 1995. It's hard to have timely cost-based budgets when there is no cost, yet. With legislation now calling for the right data -- cost of outputs, service levels, outcomes -- the timing might be appropriate for federal budgeteers and accountants to admit and accept what each can do best and let each do it. In this connection, accountants must recognize that accounting can never be simultaneous with budgeting. Accounting is historical, looking to the past; what things cost at a time when most of the facts are known. In contrast, budgeting is the future, dealing with uncertainties. For fiscal years 1996, 1997 and beyond, there are few "facts," and no costs, yet. Accountants and federal chief financial officers must accept the fact that accounting will never be timely in the sense that it is concurrent with budgeting. But, when the accounts are closed the full cost should be compiled and not only on an input basis for reporting to the Office of Management and Budget and the Treasury Department. …

Cost for Government: What Costs: How Much Accounting?

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AGA.Coming of Age Again

Cost for Government: What Costs: How Much Accounting?