Budget For Next Year Research Articles

Sanders Foods: Planning for Success—An Instructional Case*

AbstractThis case describes the second‐generation importer Sanders Foods, which requires improved profitability. A new CFO has been hired to improve profits and thereby increase the market value of the firm for a possible future sale. The firm's strategy, although still completely valid, has not been carried out as intended. The board of directors has reaffirmed the firm's strategy. The CFO and CEO have developed a five‐year plan to implement the strategy; the plan has been approved by the board. The task for the CFO is to develop a bottom‐up budget for next year that accomplishes the first year of the plan. The operational improvements to achieve the existing strategy with the next year's budget will be demanding, which means it will likely need to be frequently updated with forecasts. Students will be tested on their knowledge and skills in implementing a committed budget, complete with a process for forecasts.

Government R&D investment decision-making in the energy sector: LCOE foresight model reveals what regression analysis cannot

For governments that prioritize R&D investment, future decision-making depends on performance-based budgeting. Governments evaluate outputs and outcomes of R&D programs regularly and budget for next year on the basis of program assessment. However, existing assessment methodology disregards long-term technology development; in sectors such as the energy sector, it takes a long time for technologies to progress from R&D to commercialization. This paper is a comparative analysis of existing R&D assessment models and the new foresight model developed from the point of view of government. A regression analysis is conducted using probit and ordinary least squares (OLS) models to analyze the performance of projects completed based on past R&D investment. The foresight model, which is based on the levelized cost of electricity (LCOE), is discussed in comparison. Results of the regression analysis show that government investment in market expansion of renewable energy technologies is minimal in Korea. In contrast, the LCOE foresight model results show that renewable energy technologies are appropriate targets for government R&D investment. The foresight model should be utilized for government R&D decision-making in the energy sector because it brings to light hidden information, including learning rates and technology dynamics, which remains unaddressed when analyzing using existing R&D assessment models.

Government R&D Investment Decision-Making in the Energy Sector: LCOE Foresight Model Reveals What Regression Analysis Cannot

Governments that prioritize R&D investment, future R&D investment decision-making depends on performance-based budgeting. Governments evaluate outputs and outcomes of R&D programs regularly and budget for next year on the basis of program assessment. However, existing assessment methodology disregards long-term technology development where in sector such as the energy sector takes a long time for technologies to progress from R&D to commercialization. This paper is a comparative analysis of existing R&D assessment models and the new foresight model developed from the point of view of government. Probit and ordinary least squares (OLS) models are used to analyze the performance of projects built on past R&D investment. The foresight model, which is based on the levelized cost of electricity (LCOE), is discussed in comparison. Results of the regression analysis show that government investment in market expansion of renewable energy technologies is minimal in Korea. In contrast, the LCOE foresight model results show that renewable energy technologies are appropriate targets for government R&D investment. The foresight model should be utilized for government R&D decision-making in the energy sector because it brings to light hidden information, including learning rates and technology dynamics, which remains unaddressed when analyzing using existing R&D assessment models.

NIH budget increase largest in decade.

NIH budget increase largest in decade.

Medical Store Management: An Integrated Economic Analysis of a Tertiary Care Hospital in Central India

Economic analysis plays a pivotal role in the management of medical store. The main objectives of this study were to consider always better control-vital, essential and desirable (ABC-VED) analysis with economic order quantity (EOQ), comparison of indexed cost and the actual cost, and to assess the expenditure for the forthcoming years. Based on cost and criticality, a matrix of nine groups by combining ABC and VED analysis was formulated. Drug categories were narrowed down for prioritization to direct supervisory monitoring. The subgroups AE and AV of the categories category I and II should be ordered based on EOQ. The difference between the actual annual drug expenditure (ADE) and the derived indexed cost using the cost inflation index (CII) was calculated. Linear regression was used to assess the expenditure for the forth coming years. The total ADE for the financial year of 2010–2011 was Rs. 1,91,44,253 which was only 7.68% of annual hospital expenditure. Using the inflation index, the indexed cost of acquisition of ADE for year 2010–2011 was Rs. 1,95,10,387. The difference between the two was estimated to be 2.11%. Thus, the CII justifies the demand of increased budget for next year and prompts us for cautious use of drugs. By taking into consideration the ADE of last 10 years, we have forecasted the budget for forthcoming years which will help significantly for making policies according to the available budget.

Relative values.

NEWS THAT local authorities are responding to the threat of big cuts in their budgets for next year by putting restrictions on their services now is unsurprising.

Candidate for Area 7 Trustee

Back to table of contents Previous article Next article INFORMATION ON THE CANDIDATESFull AccessCandidate for Area 7 TrusteeAlbert V. Vogel, M.D., Albert V. VogelSearch for more papers by this author, M.D., Fellow, 1973Published Online:6 Dec 2002https://doi.org/10.1176/pn.37.23.0034aAbout the CandidateAlbert V. Vogel, M.D.Fellow, 1973•. Associate Dean Emeritus, Clinical Affairs, University of New Mexico School of Medicine, 2000-•. APA Board of Trustees: Area 7 Trustee, 2000-•. Chief Medical Officer, University of New Mexico Health Sciences Center, 1995-2000•. APA Assembly: Area 7 Deputy Representative, 1991-94; Representative, 1994-99•. University of New Mexico: Chief, Psychiatric Consultation Service, 1975-85; Chair, Psychiatry, 1991-93•. APA Bruno Lima Award, Disaster Psychiatry, 1998Candidate’s ViewsIwant to thank you, the APA members in Area 7 who trusted me and elected me to the Board of Trustees almost three years ago. In May of 2003 I will complete my term of office. I would be honored to have the opportunity to continue serving you, the members in Area 7, for a second term.A first major goal that I set for myself during this term of office has been to improve the fiscal responsibility and oversight of the Board and to find ways of reducing costs while improving (not just maintaining) service to our members, our patients, and our communities. (To work toward this end, I also serve on the APA Finance and Budget Committee.)A second, broader goal has been to represent the members of Area 7 at the Board. I have brought to the Board and national officers the perspective, concerns, and experience of members of district branches in the West, particularly smaller and more rural district branches. Over the years, relatively few members of the Board have come from smaller district branches.Some of the fiscal, and organizational, issues I have been working on with the Board include the following:Increased fiscal responsibility by the Board, especially the establishment of a financial oversight committee to assure that the annual budgets of APA remain in balance each year.The Board has voted to reduce its size and its operating budget.Developed a budget for next year that begins to replenish the depleted reserves of APA.Hired a new medical director to start in 2003.Developed and began implementation of the plan to move APA headquarters from the outdated facility in the District of Columbia to a more efficient and less expensive (over the next 20 years) facility in Rosslyn, Va.Reorganized the APA component structure to allow for continued excellent work by our members and our components while reducing costs.Revised the travel policy of APA to eliminate or reduce unnecessary or inappropriate travel expenses without impeding the work of APA.Recommended that the current centralized membership pilot project continue only as a pilot project for another year to assure that district branch concerns are addressed.If I am allowed to continue representing Area 7 on the Board for another three years, I will work to maintain and enhance the improved fiscal responsibility and cost reductions noted above. I will also continue to work with the Board to identify and implement further expense reductions, while maintaining the primary goals of APA to advocate for patients and members. In addition, I will work faithfully so that the concerns and needs of the members of Area 7 are vigorously represented to, and effectively understood by, our national officers, our Board, and our APA staff.Primary Loci of Work and Sources of IncomeWork: 100%—University of New Mexico Health Sciences Center, Albuquerque, N.M.Income: 30%—University of New Mexico, School of Medicine, Albuquerque, N.M. 60%—Educational Employees’ Retirement Fund of New Mexico 10%—Magcare Inc. ISSUES NewArchived

Goldin Era Ends at NASA, Canada Picks New Space Chief

Dan Goldin, NASA’s longest-serving chief administrator, announced his resignation in mid-October, just days before the results of an investigation into cost overruns of the International Space Station (ISS) were made public. In November, he joined the Council on Competitiveness, a group based in Washington, DC, that promotes American economic and business leadership.Goldin is widely credited with revitalizing enthusiasm for space science exploration both within NASA and among the public (see April 2001, page 25). He was instrumental in getting NASA to consider innovative technological solutions in an agency that was still reeling from the aftereffects of the 1986 Challenger disaster. But he’s probably best known for his mantra “faster, cheaper, better,” which translates into a push to switch from costly spacecraft that took years to develop to smaller, more focused missions that could be launched for under $500 million within 18 months of receiving funding approval. The Lunar Prospector, Deep Space 1, and the 1997 Mars Pathfinder missions are examples.Goldin’s departure comes on the cusp of NASA’s biggest-ever financial crisis. The ISS is projected to be $4.8 billion over budget, the human spaceflight program faces a $1 billion shortfall in its budget for next year, and a $500 million overrun in NASA’s 1999 budget was discovered this fall. In response, this year NASA slashed 40% from the ISS science budget and reduced the space station’s crew from seven to three.Further fixes will follow from the ISS management and cost evaluation task force report, ordered by Goldin this past July to get the ISS back on track without new money. The task force recommends that NASA slash jobs and, to avoid future cost overruns, that the agency adopt strict accounting methods.NASA’s top job is proving hard to fill—by early November, an appointment by President Bush had been imminent for months. It was well known that Goldin didn’t want to leave NASA, but the Bush administration had given him no indication that it wanted him to stay. Courtney Stadd, one of Goldin’s possible successors and NASA’s chief of staff, is temporarily running the day-to-day operations.Meanwhile, north of the border, Marc Garneau has been appointed president of the Canadian Space Agency. Garneau, Canada’s first astronaut, has a bachelor’s degree in engineering physics and a PhD in engineering. The CSA’s annual budget of Can$300 million ($188 million) is just 1.5% of NASA’s. Since 1999 the CSA has emphasized terrestrial applications, such as remote sensing, and closer strategic links among government, academia, and industry. Garneau succeeds Mac Evans, who retired after 35 years at the agency. Garneau CSAPPT|High resolution© 2001 American Institute of Physics.

Community services cut

'Soft' targets slashed to balance budgets for next year

Defense Research Funding Is Losing Ground To Inflation

The Department of Defense is still a major player in the field of basic research and development, despite the slump that has hit its R&D budget in the past several years. And with an extremely cost-conscious Congress drawing up smaller budgets for next year, that slump is likely to continue. Total DOD spending has dropped from 27% of the federal budget in the mid-1980s to just more than 15% of the budget for fiscal 1996. And although defense R&D has fared better than DOD as a whole, the President's proposed 19% budget marks the fifth consecutive year in which defense R&D will decline in constant dollars. New congressional leaders are pledging to increase the total DOD budget in the coming years, but most of that will go to combat readiness and procurement, not to basic research. It's not that members of Congress don't think defense R&D is important, they just don't seem to think it ...

Absolutism and the Universities

Fran9ois Mitterand incurred much criticism in the recent French presidential election campaign for being short on specific policies, though one promise which he did reiterate frequently was to increase significantly expenditure on universities and on scientific research, as a means of stimulating the national economy. As a preliminary gesture in this direction, M. Lionel Jospin, the minister responsible for education in the new Socialist government, has been given top ranking in the Cabinet, second only to the Prime Minister (and with the somewhat Gilbertian title: Ministre d'Etat, ministre de l'ducation nationale, de la jeunesse et du sport); his budget for next year has been increased to 5-5%, allowing for some 13,000 new jobs. This is all in stark contrast with the current status accorded to the DES and with its policies of retrenchment: the mere fact that such widely divergent philosophies about the role of universities and their usefulness to the state can coexist in two neighbouring, and not so dissimilar, countries, is extraordinary, and seems to go beyond any simple Left/ Right divide. Perhaps it is not surprising then that in recent years there has been an upsurge of interest among historians in the nature and function of 'higher education' in earlier ages, a trend epitomised by the creation in 1981 of a journal, History of Universities. The Anglo-Saxons have been prominent in writing the history of French universities, and following upon George Weisz's The Emergence of Modern Universities in France, 1863-1914 (Princeton, N.J., Princeton University Press, 1983), L. W. B. Brockliss has now given us a definitive and immensely suggestive account of 'higher education' under the ancien regime. The first part of the book describes the different types of institution which existed in this period and looks at the day-to-day lives of the teachers and students who worked in them; the major part of the work is then devoted to a detailed consideration of the structure and content of the curriculum. Previous attempts to describe the teaching given in universities in the early-modern period have suffered from severe limitations, firstly because they were often limited to one institution only and so were rather narrow in scope, and secondly, and more importantly, because they based their descriptions of the curriculum on the provisions laid down in the various faculty statutes, theoretical statements of policy which were sometimes incomplete and often not implemented in practice. The great originality of this study is that it is founded on different and unmined source material-printed textbooks, manuscript transcriptions 371