New York City’s Financial Plan for 2012-2016

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Table of Contents

Introduction
Total revenues vs. total expenditures
New York City expenditures
New York City tax revenue
Budget justification proposal
Conclusion
References

Introduction

The economic growth of any country depends on the revenues and expenditure. Revenue is public finance, and it is the economic effect of public expenditure. Public expenditure is of paramount importance in any economy as it injects money into the economy for circulation. In an economy that is experiencing a deficit, for example, the government responds by employing fiscal policy, where it increases its expenditure. This action increases the demand for labor and consequently relieves the poor by creating job opportunities (Goldston, 2008). In so doing, there is a reduction of taxes, as they are objections to borrowings and investments. The aforementioned descriptions are simply economic theories. However, the government economists have a specific role to ensure that the economy is growing positively; else, deficits would be experienced in an economy rendering it insufficient. This paper will give a stringent analysis of the financial plan of New York City (New York, 2012). The city has given a summary of his financial plan for the financial years 2012-2016. A summary of its revenue and expenditure are predicted for the year 2016 and a budget justification proposal is necessary.

Total revenues vs. total expenditures

The New Yolk City receives its greatest revenue from taxes i.e. general property tax, tax audit revenue, and other taxes. Other forms of revenue for the New York City arise from federal grants and miscellaneous revenues. Like any other state, New York City spends a greater percentage of its revenue on personal services including salaries and wages, pensions, fringe benefits, medical assistance, and other transfers. With this in mind, it is obvious that any state that has more expenditure than income runs at a deficit, thus it has a gap to be closed (Napolitano, 2011). On the other hand, if a state has more revenue than expenditure, then it is economically sufficient (Goldston, 2008). Developmental projects can consume the extra amount or the amount carried forward to the following year. The following table gives a summary of the total revenues, total expenditures, and annual growth rates over the years 2011-2016.

Total Annual revenue/ expenditure & growth rates	FY2012	FY2013	FY2014	FY2015	FY2016
Total revenue ($)	68,039	68,501	69,703	72,111	74,081
Revenue growth rate	–	0.679	1.755	3.455	2.732
Total expenditure ($)	68,039	68,501	72,211	75,228	77,151
Expenditure growth rate	–	0.679	5.416	4.178	2.556

Annual revenue growth rate

FY2012 = –
FY2013 = {(68501-68039) /68039} *100 =0. 679
FY2014= {(69703-68501) /68501} *100 =1.755
FY2015= {(72111-69703) /69703} *100 =3. 455
FY2016= {(74081-72111) /72111} *100 =2. 732

Annual expenditure growth rate

FY2012 = –
FY2013 = {(68501-68039) /68039} *100 =0.679
FY2014= {(72211-68501) /68501} *100 =5.416
FY2015= {(75228-72211) /72211} *100 =4.178
FY2016= {(77151-78228) /75228} *100 =2.556

From the table above, it is evident that the annual expenditure rate is growing at a higher rate than the annual revenue. In the year 2012 and 2013, the amount of revenue obtained and annual expenditures were at par (New York, 2012). This means that the government neither borrowed funds nor make any new investments. However, in the forecasted budget of the year 2014, the anticipated expenditures are higher than the anticipated revenues. The general annual growth rates of the expenditures surpass the annual anticipated revenues for the years 2014, 2015, and 2016. This means that the government intends to make borrowings to close the gap between revenues and expenditures.

New York City expenditures

New York City has numerous expenditures ranging from public service expenditures, non-personal service expenditures, transfers, and reserves. The amounts allocated for each category of expenditure vary from one year to another, with each category of expenditure having a specific growth rate. To determine New York City’s fastest-growing category of expenditures during the planning period, we will analyze the expenditure categories presented in the table below.

Annual expenditure &growth rates	FY2012	FY2013	FY2014	FY2015	FY2016
Personal services($)	37,207	37,292	38,031	39,742	40,886
Personal service growth rate	–	0.228	1.982	4.499	2.878
Non-personal services ($)	28,422	28,706	28,877	29,590	30,096
Non-personal services growth rate	–	0.978	0.596	2.469	1.71
General obligations ($)	5462	6118	6755	7196	7474
General obligations growth rates	–	12.01	10.41	6.528	3.863
General reserves ($)	40	300	300	300	300
General reserves growth rates	–	650	0	0	0

Annual growth rate on personal services expenditure

FY2012 = –
FY2013 = {(37292-37207) /37207} *100 =0.228
FY2014= {(38031-37292) /37292} *100 =1. 982
FY2015= {(39742-38031) /38031} *100 =4.499
FY2016= {(40886-39742) /39742} *100 =2.878

Annual growth rates on non-personal services

FY2012 = –
FY2013 = {(28706-28428) /28428} *100 =0.978
FY2014= {(28877-28706) /28706} *100 =0.596
FY2015= {(29590-28877) /28877} *100 =2.469
FY2016= {(30096-29590) /29590} *100 =1.71

Annual growth rates on general obligations

FY2012 = –
FY2013 = {(6118-5462) /5462} *100 =12.01
FY2014= {(6755-6118) /6118} *100 =10.41
FY2015= {(7196-6755) /6755} *100 =6.528
FY2016= {(7474-7196) /7196} *100 =3.863

Annual growth rates on general reserve expenditures

FY2012 = –
FY2013 = {(300-40) /40} *100 =650
FY2014= {(300-300) /40} *100 =0
FY2015= {(300-300) /40} *100 =0
FY2016= {(300-300) /40} *100 =0

As evident from the examples above, personal expenses are New York City’s fastest-growing category of expenditures during the planning period. The expenses have drastically increased from the base year 2012 to 0.228 in 2013 (New York, 2012). There is anticipated increased growth rate by 1.982 and 4.499 in year 2014 and 2015 respectively in the expenditure on personal expenses.

New York City tax revenue

New York City receives revenue from various bodies, and the taxes constitute the highest percentage of the revenues received. The taxes are further subdivided into general tax property, tax audit revenue and other sought of taxes. Of interest, in this case, are taxes from the general property and the following table will present the analysis of the percentage of New York City revenue that comes from the general property tax.

Amount ($)	FY2012	FY2013	FY2014	FY2015	FY2016
Tax from general property	17,917	18,417	18,956	19,617	20,259
Annual tax growth from general property	–	2.79	2.92	3.48	3.37
Total revenue	68,039	68,501	69,703	72,111	74,081
Percentage of general property tax of total revenue	26.33	26.89	27.195	27.203	27.347

Annual growth rates of revenue from tax on general property

FY2012 = –
FY2013 = {(18417-17917)/17917}*100 =2.79
FY2014= {(18956-18417)/18417}*100 =2.92
FY2015= {(19617-18956)/18956}*100 =3.48
FY2016= {(20259-19617)/19617}*100 =3.37

Percentage of New York City revenue from the general property tax

FY2012 = {(17917/68039}*100 =26.33
FY2013 = {(18417/68501}*100 =26.89
FY2014= *100 =27.195
FY2015= *100 =27.203
FY2016= *100 =27.347

The average percentage for the 5 years will estimate the percentage of the percentage of New York City revenue that comes from the general property tax. This average percentage for the 5 years is: /5=26.993

Budget justification proposal

AGENCY NAME: xxx Agency

PROPOSAL NAME: Job Training Program

SUBMITTED BY: NYC Department of Social Services Date: 15/08/2013

COSTS:

Year	Total	State categorical funds
Budget year	$500,000	$500,000
Year 2	$500,000	$500,000
Year 3	$500,000	$500,000

Introductory Summary

The department of social services purposes to undertake a hands-on job training workshops. The workshops will cover topics in office administration, security, construction, and apartment maintenance.

Statement of Need

Technology changes on a daily process and staff tend to adhere to the old methods in offering their services. It is of paramount importance to offer staff with trainings and seminars to keep them at par with the upcoming technology. This will enable staff to be competent in the evolving world.

Program Description

The NYC department of social services has identified the deficiencies in service provision in office administration, security, construction, and apartment maintenance. The staff of these areas will attend hands-on job training workshops and they are expected to comply fully with the needs of the program. The State Categorical Grants will facilitate the workshop.

Benefits of the Program

The anticipated benefit of the training program is that staff of the mentioned areas will be at par with the evolving world. They will learn the latest methods and technology in handling their chores.

Performance Measurement

The input, output, outcome, efficiency, and effectiveness of the program will be evaluated after the workshop. A satisfactory survey will be carried out three months after the training, where customers will fill in a perception questionnaire of how the rate the services in the administration, security, construction, and apartment maintenance departments.

Costs

The main costs will be hiring the workshop room, sourcing and paying trainers, food and beverages, stationery, hiring equipment, and accommodation during the workshop period.

The whole budget is summarized as in the table below:

Budget allocation	Budget year	Year 2	Year 3
Personal services Temporary &contract personnel services costs Other personnel services costs	$ 150,000 $50,000	$150,000 $50,000	$200,000 $50,000
Non-personnel services Supplies Equipment Travel benefits Social services	$80,000 $100,000 $100,000 $20,000	$100,000 $100,000 $80,000 $20,000	$80,000 $150,000 – $20,000
Fund State categorical grants	$500,000	$500,000	$500,000
Employees Temporary, contract	5	5	5

Conclusion

A viable financial plan is very essential for every organization. It enables the setting of budgets the available income. Justification of the proposed financial plan then follows to ensure feasible allocation of funds. Creating a financial plan is thus a necessary tool for the success of any individual, organization, and the economy as a whole.

References

Goldston, D. (2008). Financial planning. Nature, 454(7205), 680. Web.

Napolitano, P. (2011). The client audition. Accounting Today, 25(6), 22-23. Web.

New York (2012). Five-year financial plan revenues and expenditures. Web.

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