Law Homework Help. United States Constitutional Law
Must know about Motor Vehicle Search, Searches Warrant Exception, Interrogations, Eye Witnesses, Line ups/ identifications, searches and seizures,
Law Homework Help. United States Constitutional Law
Must know about Motor Vehicle Search, Searches Warrant Exception, Interrogations, Eye Witnesses, Line ups/ identifications, searches and seizures,
Law Homework Help. Xiamen Legal Effects of Fact that Prohibition of Genocide Is Jus Cogens Norm Questions
The prohibition of genocide is considered to be a jus cogens norm.
Law Homework Help. Week 1 Narayan v Eg Linc Case Study Questions
Week 1 Case Questions
Casias v. Wal-Mart Stores
Nino v. The Jewelry Exchange
EEOC v. Autozone
Narayan v. EGL, Inc.
Glatt v. Fox Searchligh Pictures
Zheng v. Liberty Apparel Co.
Jones v. Oklahoma City Public Schools
Diaz v. Kraft Foods Global
Chattman v. Toho Tenax America
Geleta v. Gray
Law Homework Help. Xiamen University Wellness Rider Program Would Benefit Arbor Law Firm Analysis
Since the second half of the twentieth century international courts and tribunals have proliferated. One of the often-mentioned consequences of this process is fragmentation of international law.
Law Homework Help. Purdue University Law Graham v Connor Case Discussion
The case Graham v. Connor, 490 U.S. 386 (1989)(not in textbook find your own source material) is very important to police use of force. First, explain the details of the case. Next, explain its importance to law enforcement’s use of force. Lastly, tell me what you think about the reasonableness standard. Should it be changed? If so, why? If it shouldn’t be changed, why?
Approximately one page to answer the question. Response should be in Times New Roman, 12 font, double spaced. Cite sources using APA.
Law Homework Help. Rassmusen College Criminal Justice Defending a Compstat Discussion
Law Homework Help. Strayer University Training on Homicide Investigations Question
I’m working on a criminal justice multi-part question and need an explanation and answer to help me learn.
Imagine: Your supervisor has asked you to create a training on homicide investigations for your coworkers. This training will be in two parts.
On one page, create a table to be a job aid comparing the different types of homicides. Your table should look something like this:
Classification of Homicides | Definition | Example |
---|---|---|
Criminal (Felonious) | ||
Murder (First, Second, or Third Degree) | ||
Manslaughter (Voluntary or Involuntary) | ||
Noncriminal (Non-Felonious) | ||
Excusable Homicide | ||
Justifiable Homicide |
In the second part of your training, you will analyze a closed homicide case in Texas. I selected a case from a program called Nexis Uni (Document Attached).
In 4 pages, summarize the Nexis Uni investigation. Your analysis should be in this order:
The specific course learning outcome associated with this assignment is:
Law Homework Help. Capella University Budgeting Discussion
Please respond to the below discussion post. Please use scholarly resources. Also do not just agree with the post but intriduce new ideas and be engaging.
Assessment of the Value of the Budget Cycle
A budget cycle is a valuable tool for both governments and organizations in creating and approving the budget. The assessment of the budget cycle identifies the significance of each step in the budget cycle.
Revenue Estimation
Revenue estimation for the budget is performed by the executive branch of an entity, such as the manager, budget director, clerk’s office, and finance director. At the federal level, the president is tasked with the responsibility. In a parliamentary system, the chief executive or the prime minister is charged with the estimation. Also, the budget estimation needs to factor input the return on investment and the underlying risk (Rubin, & Mantell, 2020). The revenue estimates are tabled for the next step of budget formulation. This is the initial strategy of the budget cycle.
Budget Formulation
Budget formulation entails a reflection of the past performance and the set objectives followed by a reconciliation of the revenue estimates. The primary activity at this stage is to set the parameters of the budget. The executive arm of either the government or an organization indicates revenue generation and mode of resource distribution. The appropriate technique is incremental budgeting.By using the historical data as a baseline, the formulators can determine the budgetary allocation for the following year. The historical data includes both expenditure and income data as the starting point.
Budget Hearings
The budget hearings include public and stakeholders’ participation, executive, sections, and the departments.The aim is to discuss the budget changes during the budget formulation after the revenue estimates. During the budget hearing process, valuable input is incorporated into the proposed budget. At this point, the public is invited to offer their proposals in case of a government budget. In the case of an organization, the stakeholders get a glimpse of the executive plans. Also, have a chance to input their contributions.
Budget Adoption
Budget adoption entails the final approval by the legislative body: congress, state legislature, school board, or the shareholders. The legislature’s task is to review the budgetary recommendations of the executive based on the original agency or departmental budget requests. The legislative body may decrease the budgetary allocations for specific areas (Goleva, & Mircheva, 2020). However, in some instances, there exist limitations in increasing budgetary allocation. In a parliamentary system, the parliament can modify the budgetary allocation but cannot increase the government’s expenditure. The modifications are based on a series of hearings where individual agencies or departments and the central budget office testify. In a government setting, the approved budget becomes law.
Budget Execution
The executive is tasked with collecting the approved revenue and allocating it according to the approval by the legislative body. The entire process involves reporting, adjusting, and monitoring the approved budget. The executive can only undertake the projects, programs, and policies in the enacted budget (Fischer et al., 2017). There exist differences in the monitoring and regulation on the adherence to the budget among governments and organizations. However, it should be according to the set regulations.
Assessment of the Value of Budgetary Planning Techniques
Budgetary assessment evaluates whether the allocated resources or revenue has been used effectively and appropriately. The four steps include forecasting, financial modeling, driver-based planning, and trend analysis.
Trend Analysis
Trend analysis encompasses both long-term and short-term evaluation of the expenditure and revenues. The periods may be measured in years, quarters or months. The aim is to analyze and calculate the percent change and amount change over the periods (Molotok, 2020). Hence, one can identify areas of over-spending and areas with extra money. The results determine whether the spending is aligned to the financial goals of the budget.
Driver-Based Planning
The driver-based planning examines the critical aspects of the budget, both expenditure and revenue, and the elements that influence their trend. Such elements include the number of residents, the overall objective, and the amount of revenue generated. The outcome of this stage is to link the expenditure required with the revenue needed to fulfill it. Also, the relevant body is guided on which elements need to modify to ensure the budget is still aligned to the financial goals.
Financial Modeling
Financial modeling entails the use of equations to support driver-based planning. The process builds an abstract representation that mirrors the real-world financial scenario. Examples include spreadsheet models for modeling techniques, forecasting, company valuation, and investment analysis. The financial modeling results support the identified trends and the required changes since the executive presents an almost real-world scenario. From the financial model, the stakeholders have a glimpse of what to expect in the future.
Forecasting
Forecasting incorporates financial modeling into linear regression, multiple regression, and nonlinear extrapolation. This predicts the future outcome and tests the model fit of the financial data used in financial modeling (Kumar. 2021). Hence, the government or the organization can estimate the expected income or revenue. Remember, the budget quantifies the expected revenue while forecasting indicates what will be achieved in a future period.
References
Fischer, L. S., Santibanez, S., Jones, G., Anderson, B., & Merlin, T. (2017). How Is CDC funded to respond to public health emergencies? Federal appropriations and budget execution process for non–financial experts. Health security, 15(3), 307-311. https://www.liebertpub.com/doi/abs/10.1089/HS.2017.0009
Goleva, V., & Mircheva, V. (2020). Constitutional and financial legal aspects of the state budget in the republic Of Bulgaria. Economics & Law, 2(1), 16-42. https://ideas.repec.org/a/neo/ecolaw/v2y2020i1p16-42.html
Kumar, S. (2021). Predictive, regression, and model building for driver-based budgeting.
Molotok, I. F. (2020). Bibliometric and trend analysis of budget transparency.
Rubin, M. M., & Mantell, N. (2020). Revenue forecasting and revenue estimation. In Encyclopedia of Public Administration and Public Policy (pp. 2920-2926). Routledge. https://www.taylorfrancis.com/chapters/revenue-forecasting-revenue-estimation-marilyn-rubin-nancy-mantell/e/10.1081/E-EPAP3-546
Law Homework Help. CU Assessment of The Value of The Budget Cycle Discussion
Reply:
Discussion Thread: Budget Cycle
Assessment of the Value of the Budget Cycle
In this discussion, the budget model used is that of school districts in California. In comparison with other states and the federal government, California school districts do not have the power to tax. That privilege ended in 1978 with law changes that fixed the allocation to 1% of property values within the jurisdiction. This makes budgeting somewhat difficult as the revenues are limited by the allocation, part state, and part local, as well as revenues generated by enterprise funds and grants. Fiscal control, however, remains an important focus as explained by Mikesell, “The first expectation of a budget process is that it will be a tool for fiscal discipline” (Mikesell, 2017, 158).
Revenue Estimation and Budget Formulation: To estimate revenues, fiscal officers utilize trend analysis processes that include past student enrollment for forecasting as well as prior per-student allocations plus the inflation factors normally added to the apportionment formulas. This process allows for “close to reality” assumptions that allow for a precise budget building with allocations for the various departments and schools. As Ammons explains, “Each local government department may have particularized tactics. Staffing norms, professional standards, real and imagined mandates, benchmarks, accreditation, and surveys all help agencies to justify budgets” (Rubin, 2015, 182). Local accountability laws passed in 2015 mandate stakeholder input in the budget development process, including the formation of committees that include staff, students, elected officials, and public input. The stakeholder input has been built into the local control formulas, which mandate that the revenues are directly related to the proposed and ongoing programs for the budget year. This stakeholder involvement is similar to the federal process explained by Mikesell: “Not only is the budget a financial accounting of the receipts and expenditures of the federal government; it also sets forth a plan for allocating resources—between the public and private sectors and within the public sector—to meet national objectives” (Mikesell, 2017, 155).
Budget Hearings and Budget Adoption: The state requires a budget adoption calendar that includes stakeholder involvement assurances and a public hearing at a different meeting than that for the budget adoption. The hearing meeting allows for public input and for the Board of Education to ask questions concerning the proposed budget and direct changes to be implemented by the executives. The state mandates that these meetings result in the adoption of a balanced budget by July 1. The Bible, in Corinthians, explains the fiscal cycle and budget obligations: “On the first day of every week, each one of you should set aside a sum of money in keeping with your income, saving it up, so that when I come no collections will have to be made” (ESV Bible, 2001, Corinthians 16:2).
Budget Execution: The annual budget process requires quarterly meetings, called interim reports, which require adjustments and reporting of updates to the Board of Education and the State. This process also serves to start the development of the subsequent year’s budget and mandates the implementation of multi-year projections that serve to analyze the sustainability of the proposed budgetary reports for the required three years. To complete the process, the fiscal team must make a variety of assumptions and estimations, as Ammons explains, “Each local government department may have particularized tactics. Staffing norms, professional standards, real and imagined mandates, benchmarks, accreditation, and surveys all help agencies to justify budgets” (Rubin, 2015, 182)
Assessment of the Value of Budgetary Planning Techniques
Trend Analysis-Fiscal offices are required to develop multi-year analyses to examine long-term revenues and expenditures, both for the justification of new programs and the sustainability of existing programs and mandates. The historical perspective serves to identify trends that can support or reject the fiscal plans of a particular department or school and provide the governance team with the background needed for budgetary decisions.
Driver-Based Planning-The state-mandated local control formulas require financial planning reporting based on organizational objectives, stakeholder-driven educational goals, student enrollment trends, and the actual student attendance factors, all of which serve to provide the amount of state funding received, thus incentivizing districts to increase student attendance.
Financial Modeling-In addition to basic planning models, Sexton (2010) explains that fiscal teams utilize demographic studies and legislative reviews to develop more sophisticated forecasting models that take into consideration new developments that can generate students, like housing, and plans that can decrease revenues, such as eminent domain for the development of a new rail system or commercial venture, as explained by Rubin: “budgeters tend to weigh political cues more heavily than economic cues, even though economic factors play a significant role in the analysts’ decision process” (Rubin, 2015, 194).
Forecasting – Fiscal officers develop “cohort-survival” forecasting systems to predict student populations and where in the district changes will take place to better direct resources and programs to those areas. As Korey (2011) explains, economic factors and more complex analysis involving birth records and other demographic factors can provide more precise information for budgetary and program development, allowing for better budgeting than a simple incremental approach, as explained by Rubin: “As incrementalism falls away, the books get more complex, more interesting, and less internally contradictory” and “ Recent work has changed the view of budgeting as the allocation of dollars to the allocation of a variety of resources, including loans, subsidies, insurance, and grants” (Rubin, 2015, 187-189).
In conclusion, although California education budgeting has many similarities to state and federal budgeting, the direct involvement of the public, although sometimes underinformed (McGhee, 2010), provides a level of responsiveness and accountability that varies from the other levels of government, as well as more immediate public reaction about the results of the budget allocations.
References:
English Standard Version Bible. (2001). ESV Online. https://esv.org/
Korey. (2011). California: A Failed State or Too Big to Fail? California Journal of Politics and Policy., 3(2), 1–22. https://doi.org/10.5070/P2QC70
McGhee, E. M. (2010) “How Much Does the Public Know About the State Budget, and Does It Matter?” California journal of politics and policy. 2.3. 1–22. Web.
Mikesell, J. (2017). Fiscal Administration (10th Edition). Cengage Learning US. https://mbsdirect.vitalsource.com/books/9781337515…
Rubin, I. S. (2015). Public Budgeting. Taylor & Francis. https://mbsdirect.vitalsource.com/books/9781317461838