Business leaders looking for places to locate or expand operations often consider the stability of government financial operations as a key factor in their site selection decisions.
When current levels of taxation and service provision are not sustainable, it creates uncertainty about the location’s long-term viability as a place to invest, live or work.
Michigan has a history of being more fiscally unstable than the average state, due to a traditionally heavier reliance on manufacturing. Michigan has had a tendency to out-perform the nation during economic recoveries and under-perform during periods of recession. These trends result in tax revenues that vary widely from year to year, making budget and economic planning a challenge for state and local officials. In addition, stagnant population growth and an aging population have increased taxpayer demand on public services.
The nearly decade-long recession Michigan experienced in the 2000’s placed significant pressure on the people of Michigan and left many local units of government in fiscal distress. State leaders responded by passing the Local Financial Stability and Choice Act (Public Act 436 of 2012) to address the growing number of local governments and school districts with unusually high levels of economic hardship. The City of Detroit filed for bankruptcy in 2013, and Michigan has had four school districts cease operations due to fiscal insolvency (Highland Park, Buena Vista, Inkster, and Muskegon Heights). Moreover, Detroit Public Schools recently came very close to insolvency.
Moving Michigan Forward - Investing in Our Future.
Michigan House Republicans unveil plan to balance state budget through cuts, reforms, no tax increases
http://www.mlive.com/news/grand-rapids/index.ssf/2009/07/michigan_house_republicans_unv.html
OBJECTIVE
The Budget of the United States Government is a collection of documents that contains the budget message of the President, information about the President's budget proposals for a given fiscal year, and other budgetary publications that have been issued throughout the fiscal year. The budget for the Fiscal Year 2021 was issued by the Office of Management and Budget on February 10th 2020. This webinar shall highlight the backdrop of the budget proposals and the subsequent outcome.
Where's the Money? State and Local Government Finance Forecast - Outlook 2015Jon Yoffie
"IT’S NOT DOING MORE WITH LESS, IT’S DOING MORE WITH THE SAME." Governing Publisher Mark Funkhouser coined this one in the "Where’s the Money?" briefing on state and local government revenues and budgets. State and local government revenues are up 3.3% overall, but spending next year will be a bit below the pre-Recession peak, and long-term growth rates are going to be lower than projected long-term liabilities (pensions, government retiree healthcare, Medicaid, etc.), even as federal-to-state and state-to-local funds decline. So while we’ve moved beyond doing more with less, the bottom line is still (and for the foreseeable future will be) the bottom line. Finding ways to cut costs, increase efficiencies and fund programs with creative revenue-generating or private-sector partnership solutions will be paramount.
We are facing some very difficult budget choices and challenges for Massachusetts for Fiscal Year 2011 (July 2010 - July 2011). Governor Patrick and his administration are holding a series of hearings and forums around the state to get input and ideas from citizens where this presentation is included. To learn more about the hearings and forums, visit www.mass.gov/governor/forums
If you weren't able to make a hearing or forum or want to be prepared before you attend one, this presentation is about 9 minutes long and will give you a basic overview of the budget situation. Please review it, then visit our blog at www.mass.gov/blog/engage to comment and share your ideas.
Foreign Aid and Fiscal Behaviour in Nigeria: An Impact Assessment of Deregula...iosrjce
The study examined the influence of deregulation on the relationship between foreign aid and fiscal
behaviour in Nigeria. The equation which described foreign aid as function of important fiscal variables and
other macroeconomic variables is derived from the famous two-gap model. Chow test is used to examine if there
is any structural changes since the adoption of deregulation that has significantly affected the relationship
between foreign aid and fiscal behaviour. The result shows that deregulation has positively and significantly
affected the impact of fiscal behaviour in Nigeria on foreign aid accessibility. But the effect has been short-lived
recently owing to the recent drastic fall in foreign aid available to Nigeria despite the sustained increase in both
government revenue and expenditure. It is recommended that assessment of other shocks that can affect the
fiscal behaviour in Nigeria should be conducted with a view to getting the reason why deregulation fails to
maintain positive relationship that exists between fiscal behaviour and foreign aid in Nigeria.
Moving Michigan Forward - Investing in Our Future.
Michigan House Republicans unveil plan to balance state budget through cuts, reforms, no tax increases
http://www.mlive.com/news/grand-rapids/index.ssf/2009/07/michigan_house_republicans_unv.html
OBJECTIVE
The Budget of the United States Government is a collection of documents that contains the budget message of the President, information about the President's budget proposals for a given fiscal year, and other budgetary publications that have been issued throughout the fiscal year. The budget for the Fiscal Year 2021 was issued by the Office of Management and Budget on February 10th 2020. This webinar shall highlight the backdrop of the budget proposals and the subsequent outcome.
Where's the Money? State and Local Government Finance Forecast - Outlook 2015Jon Yoffie
"IT’S NOT DOING MORE WITH LESS, IT’S DOING MORE WITH THE SAME." Governing Publisher Mark Funkhouser coined this one in the "Where’s the Money?" briefing on state and local government revenues and budgets. State and local government revenues are up 3.3% overall, but spending next year will be a bit below the pre-Recession peak, and long-term growth rates are going to be lower than projected long-term liabilities (pensions, government retiree healthcare, Medicaid, etc.), even as federal-to-state and state-to-local funds decline. So while we’ve moved beyond doing more with less, the bottom line is still (and for the foreseeable future will be) the bottom line. Finding ways to cut costs, increase efficiencies and fund programs with creative revenue-generating or private-sector partnership solutions will be paramount.
We are facing some very difficult budget choices and challenges for Massachusetts for Fiscal Year 2011 (July 2010 - July 2011). Governor Patrick and his administration are holding a series of hearings and forums around the state to get input and ideas from citizens where this presentation is included. To learn more about the hearings and forums, visit www.mass.gov/governor/forums
If you weren't able to make a hearing or forum or want to be prepared before you attend one, this presentation is about 9 minutes long and will give you a basic overview of the budget situation. Please review it, then visit our blog at www.mass.gov/blog/engage to comment and share your ideas.
Foreign Aid and Fiscal Behaviour in Nigeria: An Impact Assessment of Deregula...iosrjce
The study examined the influence of deregulation on the relationship between foreign aid and fiscal
behaviour in Nigeria. The equation which described foreign aid as function of important fiscal variables and
other macroeconomic variables is derived from the famous two-gap model. Chow test is used to examine if there
is any structural changes since the adoption of deregulation that has significantly affected the relationship
between foreign aid and fiscal behaviour. The result shows that deregulation has positively and significantly
affected the impact of fiscal behaviour in Nigeria on foreign aid accessibility. But the effect has been short-lived
recently owing to the recent drastic fall in foreign aid available to Nigeria despite the sustained increase in both
government revenue and expenditure. It is recommended that assessment of other shocks that can affect the
fiscal behaviour in Nigeria should be conducted with a view to getting the reason why deregulation fails to
maintain positive relationship that exists between fiscal behaviour and foreign aid in Nigeria.
Frozen the salaries and pension of government employees: Is this a prudent decision and what will be the impact on overall country’s economic conditions?
This general financial strategies seminar is designed to empower women to excel in managing their finances. It discusses issues specific to women\'s personal and financial concerns for each stage of life.
Good Governance For a Better Tomorrow: Year-End Philippine Economic Briefing ...Arangkada Philippines
A presentation by the Philippine Economic Team and the Bangko Sentral ng Pilipinas Governor at the Year-End Philippine Economic Briefing on March 6, 2012
A comprehensive fiscal analysis of the policies put forward by presidential candidates Donald Trump and Hillary Clinton. It shows how each would affect the federal budget and national debt. See more at http://crfb.org/.
Using our Michigan Turnaround Plan as a checklist, we can see how much has been done to strengthen our state and reshape its economy. Our state finances are managed better, our tax policy has been improved, our regulatory
environment makes more sense, and the conditions are right to foster growth in our state, creating new jobs and bringing life to our communities. As you read this report, we think you’ll see that much has been done to strengthen Michigan’s economic environment. Our economy might not be a Top Ten State yet, but we’re well on our way.
In the 2012 Michigan Turnaround Plan, we identify what work remains in Steps 1-5 to further strengthen our state’s
competitiveness and put our state on a solid path to prosperity.
Now that our foundation is more solid, it is time to add a sixth step to the MTP – Leveraging Assets to Grow the New
Michigan. We identify existing Michigan assets that we believe, based on solid data, can be leveraged to accelerate
growth and transition to the New Michigan. It’s a 10+ year vision that builds on the first five steps of the Plan. We
detail the possibilities we see in each “growth opportunity”to reshape and strengthen the Michigan of tomorrow.
Destination Economy addresses short-term solutions to our pressing problems while providing a long-term plan for future economic growth. This proposal would impose responsible budgeting, and lay out an environment for job creation and business growth that embraces our numerous resources.
Illinois should no longer be the laughingstock of late night comedians; we should stand out as a national leader. We should stop squandering our precious intellectual and financial capital and embrace programs and initiatives that bring out the best of every region of Illinois and on Main Street. We need to create job opportunities for our children so they stay in Illinois. We want our kids to live 10 minutes away, not 10 hours.
We need to declare Illinois OPEN FOR BUSINESS and Make Illinois Work Again!
Frozen the salaries and pension of government employees: Is this a prudent decision and what will be the impact on overall country’s economic conditions?
This general financial strategies seminar is designed to empower women to excel in managing their finances. It discusses issues specific to women\'s personal and financial concerns for each stage of life.
Good Governance For a Better Tomorrow: Year-End Philippine Economic Briefing ...Arangkada Philippines
A presentation by the Philippine Economic Team and the Bangko Sentral ng Pilipinas Governor at the Year-End Philippine Economic Briefing on March 6, 2012
A comprehensive fiscal analysis of the policies put forward by presidential candidates Donald Trump and Hillary Clinton. It shows how each would affect the federal budget and national debt. See more at http://crfb.org/.
Using our Michigan Turnaround Plan as a checklist, we can see how much has been done to strengthen our state and reshape its economy. Our state finances are managed better, our tax policy has been improved, our regulatory
environment makes more sense, and the conditions are right to foster growth in our state, creating new jobs and bringing life to our communities. As you read this report, we think you’ll see that much has been done to strengthen Michigan’s economic environment. Our economy might not be a Top Ten State yet, but we’re well on our way.
In the 2012 Michigan Turnaround Plan, we identify what work remains in Steps 1-5 to further strengthen our state’s
competitiveness and put our state on a solid path to prosperity.
Now that our foundation is more solid, it is time to add a sixth step to the MTP – Leveraging Assets to Grow the New
Michigan. We identify existing Michigan assets that we believe, based on solid data, can be leveraged to accelerate
growth and transition to the New Michigan. It’s a 10+ year vision that builds on the first five steps of the Plan. We
detail the possibilities we see in each “growth opportunity”to reshape and strengthen the Michigan of tomorrow.
Destination Economy addresses short-term solutions to our pressing problems while providing a long-term plan for future economic growth. This proposal would impose responsible budgeting, and lay out an environment for job creation and business growth that embraces our numerous resources.
Illinois should no longer be the laughingstock of late night comedians; we should stand out as a national leader. We should stop squandering our precious intellectual and financial capital and embrace programs and initiatives that bring out the best of every region of Illinois and on Main Street. We need to create job opportunities for our children so they stay in Illinois. We want our kids to live 10 minutes away, not 10 hours.
We need to declare Illinois OPEN FOR BUSINESS and Make Illinois Work Again!
This is the CCFC's Analysis of Franklin County's current budget. It has been prepared and shared with the County Commissioners with an email request that the Commissioners reduce their budget by 3%.
San Joaquin Delta
Community College District
Office of Fiscal Services
5151 Pacific Avenue
Stockton, CA 95207
TO: Board of Trustees
Jeff Marsee Ph.D, Superintendent/President
District Leadership
FROM: Michael Hill, Administrative Consultant
Raquel Puentes-Griffith, Controller
SUBJECT: 2011-12 Adoption Budget
The budget development process has been much smoother this year than last. As you will see from the
presentation materials the changes from tentative to adoption are smaller in number and less dramatic
than 2010-2011. This is a more typical pattern for the unrestricted general fund portion of the budget.
The heavy lifting is normally done in preparation for the tentative budget. We do place added emphasis
on the restricted funds moving from the tentative to adoption budgets.
For the restricted funds there are no major surprises and with the effort made during this last year by the
fiscal services staff and program managers the restricted funds budgets are cleaner and reflect more
clearly the true status of programs.
Regarding the unrestricted general fund we are pleased to report that there is some revenue improvement
as a result of the state budget that was adopted but at the same time our estimate of the beginning fund
balance turned out to be higher than the actual results. We will expand on these points in this
memorandum.
We also want to provide you with a sense of what the current circumstance means for the 2012-2013
fiscal year. It has been the district strategy to approach the state funding loss in a multi-year plan and the
2011-12 budget represents the first year of the plan.
State Budget
The state budget had to confront a shortfall of $26 billion. About $13 billion was addressed back in
March through reduced funding of programs, the community colleges included. This became the best
case scenario in the evaluative process. Facing more cuts to close the gap for the remaining $13 billion,
extending taxes or a combination of both, the legislature and governor could not reach agreement on how
to proceed. The process bogged down in the usual political way.
The “May Revise” is that point where the state measures revenue flows and makes adjustments to the
revenue estimates for the next year. When that measurement occurred it was determined that the revenue
estimates could be increased which covered a portion of the $13 billion gap. In the final days of June to
get the budget out the door the revenue estimates were increased further but because there was a sense the
numbers were soft and unlikely to materialize, triggers were incorporated which would impose mid-year
cuts. The trigger date for making the determination is December 15, 2011. The triggers are as follows:
Tier 0
If between $3 and $4 billion of the new revenue materializes, no ad.
San Joaquin Delta
Community College District
Office of Fiscal Services
5151 Pacific Avenue
Stockton, CA 95207
TO: Board of Trustees
Jeff Marsee Ph.D, Superintendent/President
District Leadership
FROM: Michael Hill, Administrative Consultant
Raquel Puentes-Griffith, Controller
SUBJECT: 2011-12 Adoption Budget
The budget development process has been much smoother this year than last. As you will see from the
presentation materials the changes from tentative to adoption are smaller in number and less dramatic
than 2010-2011. This is a more typical pattern for the unrestricted general fund portion of the budget.
The heavy lifting is normally done in preparation for the tentative budget. We do place added emphasis
on the restricted funds moving from the tentative to adoption budgets.
For the restricted funds there are no major surprises and with the effort made during this last year by the
fiscal services staff and program managers the restricted funds budgets are cleaner and reflect more
clearly the true status of programs.
Regarding the unrestricted general fund we are pleased to report that there is some revenue improvement
as a result of the state budget that was adopted but at the same time our estimate of the beginning fund
balance turned out to be higher than the actual results. We will expand on these points in this
memorandum.
We also want to provide you with a sense of what the current circumstance means for the 2012-2013
fiscal year. It has been the district strategy to approach the state funding loss in a multi-year plan and the
2011-12 budget represents the first year of the plan.
State Budget
The state budget had to confront a shortfall of $26 billion. About $13 billion was addressed back in
March through reduced funding of programs, the community colleges included. This became the best
case scenario in the evaluative process. Facing more cuts to close the gap for the remaining $13 billion,
extending taxes or a combination of both, the legislature and governor could not reach agreement on how
to proceed. The process bogged down in the usual political way.
The “May Revise” is that point where the state measures revenue flows and makes adjustments to the
revenue estimates for the next year. When that measurement occurred it was determined that the revenue
estimates could be increased which covered a portion of the $13 billion gap. In the final days of June to
get the budget out the door the revenue estimates were increased further but because there was a sense the
numbers were soft and unlikely to materialize, triggers were incorporated which would impose mid-year
cuts. The trigger date for making the determination is December 15, 2011. The triggers are as follows:
Tier 0
If between $3 and $4 billion of the new revenue materializes, no ad ...
The Building a New Michigan Plan is a fact-based roadmap to help Michigan become a “Top Ten” economic competitor by 2020. It is the successor to Business Leaders for Michigan's Michigan Turnaround Plan (MTP), which was designed to restart economic growth after the Great Recession.
“Thanks to the support of the public, policy makers, business and community leaders, much of the MTP has been accomplished, with positive results—new jobs, higher incomes and a growing population. Now that we’ve shored up our economic foundation, it’s time for us to get building,” said Patrick Doyle, Domino’s President & CEO and BLM Board Chair.
Doyle said while the state’s economic growth has been promising, there is much more to be accomplished.
“The Great Recession hit Michigan harder than any other state, so while our recent growth has been impressive, we’re still not where we should be in absolute terms,” Doyle said. “The Turnaround Plan headed us in the right direction. The new plan is designed to complete the mission of getting us to become a Top Ten state.”
If Michigan was performing like a Top Ten state today, there would be 120,000 more Michiganders working and $11,000 more income per person annually.
Compete. Invest. Grow.
Five years after the launch of its strategy for economic change, Business Leaders for Michigan (BLM) unveiled plans for continuing Michigan’s progress toward more jobs, higher income, and a healthy economy.
This report provides a fact-based assessment of Michigan's economic competitiveness relative to other states. Michigan's performance is compared on key output (e.g., employment, GFP) and input (e.g., labor cost) metrics. A set of "traditional," "new economy,' and "Top Ten" benchmark states were used to provide multiple reference points to evaluate Michigan's performance.
Business Leaders for Michigan is pleased to provide you with this year’s fact-based assessment of Michigan’s economic competitiveness relative to other states. We compare Michigan’s performance on key output (e.g., employment, personal income) and input (e.g., taxes, education) metrics annually to that of “traditional,” “new economy,” and “Top Ten” benchmark states. These metrics provide multiple reference points to evaluate Michigan’s performance.
The conclusions included in this report are used by Business Leaders for Michigan and policymakers alike to help develop strategies for making Michigan a “Top Ten” state for jobs, personal income, and a healthy economy.
If Michigan were performing like a “Top Ten” state today, there would be:
72,300 more Michigan people working
$9,200 more income per person
$12,300 more GDP per person
Michigan’s top economic leaders today issued a series of findings that forecast the state’s readiness to fill high-paying, high-demand jobs with educated and skilled workers.
And, while data show the state is generally prepared to meet the demand for high-wage jobs over the next three years, the ability to meet demand over the long-term is less certain.
This report provides a fact-based assessment of Michigan’s economic competitiveness relative to other states. Michigan’s performance is compared on key output (e.g., employment, GDP) and input (e.g., labor cost) metrics. A set of “traditional,” “new economy,” and “Top Ten” benchmark states were used to provide multiple reference points to evaluate Michigan’s performance.
While the intent of this report is not to make recommendations, general conclusions are outlined. These conclusions are used by Business Leaders for Michigan to help develop strategies for making Michigan a “Top Ten” state for jobs, personal income, and a healthy economy.
The Road to Renaissance initiative was the first comprehensive strategy developed to accelerate economic growth for the entire Detroit region.
The initiative was launched in 2006 by Business Leaders for Michigan (formerly Detroit Renaissance) and was based on extensive research and community input, including:
– Benchmarking 6 national & global regions
– Analyzing the region’s workforce & business strengths
– Reviewing 15 previous regional studies
– Obtaining input from 650 leaders/500 organizations
Final recommendations were released in 2007 with work continuing through 2011 and beyond. This is the final summary of our results.
Business Leaders for Michigan (BLM) hired Public Sector Consultants (PSC) to outline strategies that the State of Michigan can implement to help its regions and cities achieve their economic and urban development goals. The Brookings Institution Metropolitan Policy Program substantively
shaped and contributed to this project under the auspices of the Brookings-Rockefeller Project on
State and Metropolitan Innovation, which works to present fiscally responsible state policies and practical, metropolitan-led solutions that leaders can use to create the next American economy.
Working together on this effort, PSC and Brookings have focused on state-level interventions that
will support and empower metropolitan areas in their ongoing economic and urban revitalization efforts. This strategy recognizes that much of the heavy lifting regarding urban and metropolitan revitalization must be done at the local level, and that there is an abundance of work focused on
local urban revitalization efforts. This strategy is intended to build on those efforts, and make
recommendations regarding what the state (and other stakeholders) can do at both the state and metro-specific level to help urban metropolitan areas achieve their prosperity goals.
This report provides a fact-based assessment of Michigan’s economic competitiveness relative to other states and nations. It is used by Business Leaders for Michigan to help
develop strategies and recommendations for making Michigan a “Top Ten” state for job,
economic, and personal income growth, such as those contained in the Michigan Turnaround Plan.
Comparisons are made of Michigan’s performance with other states on key output (e.g., GDP growth) and input (e.g., labor cost) metrics. A set of “traditional,” “new economy,”
“global,” and “Top Ten” benchmark states and/or nations were used to provide multiple reference points to evaluate Michigan’s performance. While the intent of this report is not to make recommendations, general conclusions are outlined.
In 2009, Business Leaders for Michigan (BLM)
released the Michigan Turnaround Plan, a plan
on how to make Michigan a Top Ten state for
job, economic and personal income growth.
The Plan was updated in 2012 to identify the
six most distinctive assets Michigan had which
could be leveraged to accelerate growth.
These assets include the state’s engineering
prowess, geographic location, and world-class
higher education institutions, among others.
The 2013 New Michigan Report is the first in
an annual series in which Michigan’s progress
in leveraging its assets into economic growth
will be tracked. Michigan’s performance on
various metrics will be charted over time, and
compared to the results achieved in other
high-performing states.
Business Leaders for Michigan’s goal of helping Michigan become a Top Ten state will be impacted by the strength of our workforce. This paper summarizes research we conducted to identify economic trends that
will influence Michigan’s workforce needs, and suggests ways we can support state residents to meet those needs now and in the future. Three primary findings were drawn from the research:
This report provides a fact-based assessment of Michigan’s economic competitiveness relative to other states and nations. Michigan’s performance is compared with that of other
states on key output (e.g., employment, GDP) and input (e.g., labor cost) metrics. A set of “traditional,” “new economy,” “global,” and “Top Ten” benchmark states were used to
provide multiple reference points to evaluate Michigan’s performance.
While the intent of this report is not to make recommendations, general conclusions are
outlined. These conclusions are used by Business Leaders for Michigan to help develop strategies for making Michigan a “Top Ten” state for job, economic, and personal income growth, such as those contained in the Michigan Turnaround Plan.
Business Leaders for Michigan’s New Michigan strategy identified Michigan’s engineering talent as a key asset that could be leveraged to help grow the state’s economy into a Global Engineering Village. This plan was developed by a group of stakeholders to help achieve that result.
This report was unveiled at Business Leaders for Michigan's 2nd annual Leadership Summit on March 10, 2014, where nearly 500 attendees met to hear about Michigan's recent progress in six areas identified in BLM’s New Michigan strategy as having the greatest potential to grow good jobs quickly and a sustainable economy. The six areas are: engineering, logistics/supply chain, higher education, natural resources, mobility and life sciences.
This report explores the specific contributions made by Michigan’s higher education sector and
discusses the strong and growing need for quality postsecondary options. It builds on recent
recommendations for performance-based funding and provides a multi-pronged approach for
accelerating the pace toward Top Ten educational attainment. This report also details how higher education can help create more jobs in Michigan.
The automotive industry is quickly becoming a mobility industry. This report was developed with a coalition of top industry experts, the Center for Automotive Research and McKinsey & Company. It outlines a strategy to position Michigan for long-term growth in the auto sector as it continues to transition to an increasingly advanced technology-based sector.
It was produced with support from Business Leaders for Michigan and the Michigan Economic Development Corporation. This report was developed with a coalition of top industry experts, the Center for Automotive Research and McKinsey & Company. It outlines a strategy to position Michigan for long-term growth in the auto sector as it continues to transition to an increasingly advanced technology-based sector. It was produced with support from Business Leaders for Michigan and the Michigan Economic Development Corporation.
To further Business Leaders for Michigan's strategy for building a New Michigan, it recently released The Michigan Natural Resources Business Plan: Leveraging Our Assets to Make Michigan a Top Ten State, which details recommendations for how Michigan could better leverage its strengths in natural resources, from tourism to agriculture and beyond.
Turin Startup Ecosystem 2024 - Ricerca sulle Startup e il Sistema dell'Innov...Quotidiano Piemontese
Turin Startup Ecosystem 2024
Una ricerca de il Club degli Investitori, in collaborazione con ToTeM Torino Tech Map e con il supporto della ESCP Business School e di Growth Capital
Seminar: Gender Board Diversity through Ownership NetworksGRAPE
Seminar on gender diversity spillovers through ownership networks at FAME|GRAPE. Presenting novel research. Studies in economics and management using econometrics methods.
how to sell pi coins in South Korea profitably.DOT TECH
Yes. You can sell your pi network coins in South Korea or any other country, by finding a verified pi merchant
What is a verified pi merchant?
Since pi network is not launched yet on any exchange, the only way you can sell pi coins is by selling to a verified pi merchant, and this is because pi network is not launched yet on any exchange and no pre-sale or ico offerings Is done on pi.
Since there is no pre-sale, the only way exchanges can get pi is by buying from miners. So a pi merchant facilitates these transactions by acting as a bridge for both transactions.
How can i find a pi vendor/merchant?
Well for those who haven't traded with a pi merchant or who don't already have one. I will leave the what'sapp number of my personal pi merchant who i trade pi with.
Message: +12349014282 VIA Whatsapp.
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This presentation poster infographic delves into the multifaceted impacts of globalization through the lens of Nike, a prominent global brand. It explores how globalization has reshaped Nike's supply chain, marketing strategies, and cultural influence worldwide, examining both the benefits and challenges associated with its global expansion.
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5 Tips for Creating Standard Financial ReportsEasyReports
Well-crafted financial reports serve as vital tools for decision-making and transparency within an organization. By following the undermentioned tips, you can create standardized financial reports that effectively communicate your company's financial health and performance to stakeholders.
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3. BusinessLeadersforMichigan
IBestPracticesforFiscalStability
1
Executive Summary
Michigan’s long-term economic
vitality depends on strong state
and local fiscal stability.
Business leaders looking for places to locate or expand
operations often consider the stability of government
financial operations as a key factor in their site
selection decisions.
When current levels of taxation and service provision
are not sustainable, it creates uncertainty about the
location’s long-term viability as a place to invest, live or
work.
Michigan has a history of being more fiscally unstable
than the average state, due to a traditionally heavier
reliance on manufacturing. Michigan has had a
tendency to out-perform the nation during economic
recoveries and under-perform during periods of
recession.These trends result in tax revenues that vary
widely from year to year, making budget and economic
planning a challenge for state and local officials. In
addition, stagnant population growth and an aging
population have increased taxpayer demand on public
services.
The nearly decade-long recession Michigan
experienced in the 2000’s placed significant pressure
on the people of Michigan and left many local units of
government in fiscal distress. State leaders responded
by passing the Local Financial Stability and Choice Act
(Public Act 436 of 2012) to address the growing
number of local governments and school districts with
unusually high levels of economic hardship.The City of
Detroit filed for bankruptcy in 2013, and Michigan has
had four school districts cease operations due to fiscal
insolvency (Highland Park, Buena Vista, Inkster, and
Muskegon Heights). Moreover, Detroit Public Schools
recently came very close to insolvency.
Michigan has made considerable progress recovering
from the last decade. Recent state tax, fiscal and
regulatory changes have created a better business
climate and more people are back to work.
Still, many challenges remain. Michigan’s Department
of Treasury is currently engaged in 11 cities and one
county due to the fiscal distress these governments are
exhibiting. In FY 2015, 41 charter and traditional
school districts finished their fiscal year in a deficit
position (Whiston, 2015).
4. BusinessLeadersforMichigan
IBestPracticesforFiscalStability
2
It’s time to make
Michigan governments
recession-proof
Some of the fiscal instability exhibited by Michigan
governments may be due to a hangover from last
decade’s recession.
Unfortunately, our statewide recovery is mature enough
to increase the likelihood that both the U.S. and
Michigan will fall back into recession within the next
four years.1
That is not enough time for governments to
recover and build the financial cushion they will need to
withstand the next downturn.
There is a need to identify ways to improve fiscal
stability in Michigan, and this paper is aimed at
identifying policies that would achieve that end.The
policy changes recommended in this paper were
identified by interviewing top experts and reviewing
published research.
Moving Michigan
forward
Robust economic growth and diversification are
essential to strengthening Michigan communities.
Building jobs, personal income, and economic
productivity are essential to deliver healthy tax
revenues, boost local investment, and alleviate
pressures on public services.
Moreover, state and local leaders must act to address
other structural, policy and administrative issues that
have served as obstacles to fiscal stability. Billions of
dollars in unfunded legacy costs, for example, serve
as barriers to full economic health at both the state
and local levels. In addition, poor budget
management and inadequate fund balances, coupled
with the inadequate professional preparation of too
1 The average U.S. economic expansion is 58 months. Even the record expansion was just 120 months long (National Bureau of Economic Research 2016).
many local finance officials, have contributed to
financial emergencies in communities around our state.
A review of best practices from around the U.S.
demonstrates many compelling opportunities for
strengthening Michigan’s long-term fiscal stability.
Business Leaders for Michigan and its partners look
forward to continuing the discussion and implementation
of many next-generation policy and practical changes.
If Michigan local governments
and school districts are
struggling during an
economic expansion, there is
reason to be concerned that
many units would quickly find
themselves in significant
financial trouble during a
future recession.
5. BusinessLeadersforMichigan
IBestPracticesforFiscalStability
3
11, 1 & 41
Number of MI cities, counties
and school districts,
respectively, experiencing
severe fiscal distress
$9.9 billion
Amount of tax revenue MI state
and local governments could
have collected if personal
income in the state had kept
pace with the rest of the U.S.
$25 billion
Amount MI taxpayers
owe in unfunded school
pension liabilities
$3.6 billion
Amount MI taxpayers
owe in unfunded municipal
pension liabilities
7. BusinessLeadersforMichigan
IBestPracticesforFiscalStability
5
The performance of the economy is extremely
important to Michigan’s long-term fiscal stability.
Robust economic growth leads to strong tax
performance, while slower economic growth leads to
weak tax performance that can undermine the
financial health of state and local governments.
What’s more, a sluggish economy often increases
demand for public services, placing additional
pressure on government at all levels.
Michigan’s weak fiscal performance in the first decade
of the 2000s was a major contributor to current fiscal
instability. If Michigan’s personal income growth rate
had matched that of the nation between FY 2000 and
FY 2013, state personal income would be over $100
billion higher per year. At Michigan’s current tax
rates, this would translate to more than $9.9
billion more annually in state and local taxes.
In the end, nothing is more important to fiscal stability
than strong long-term economic growth, so policies
that enhance the productivity of workers and
businesses, make the state more competitive, and
are capable of spurring economic growth should be
given top priority.
POTENTIAL ACTION:
• Prioritize policies that improve the long-
term economic growth prospects of the
state. Improving the state’s economic growth rate
would be one of the most effective ways to
increase the long- term fiscal stability of state and
local government in Michigan.
PROMOTE
ECONOMIC GROWTH
8. BusinessLeadersforMichigan
IBestPracticesforFiscalStability
6
Defined Benefit (DB) plans and other post-
employment benefit obligations (OPEBS)2
represent significant long-term risks to the fiscal
stability of schools, local governments and,
indirectly, the state. Although the issues with DB
plans and OPEB obligations are similar, they are
distinct enough to warrant separate consideration.
DEFINED BENEFIT PLANS
Under DB plans, retirees are guaranteed an income
stream based on their years of service and final
average compensation. Employers make annual
contributions to pension funds that are invested to
pay for future pension costs. The size of the annual
pension contribution is based on assumptions, such
as the rate of return that will be earned on plan
assets, growth in employee pay, and growth in total
payroll. Mortality tables that estimate the expected
years of life for retirees are also an important input.
Because the amounts that states save are based on
assumptions, actual experience differing from the
assumptions may result in plans being under- or
over-funded. If a plan is determined to be under-
funded, employers make additional contributions
each year to make up any shortfall. Generally,
shortfalls are amortized over 25 or 30 years, with
employers paying a portion each year. Therefore,
employer annual payments to pension plans consist
of a payment for the new benefits employees earn
each year (the “normal cost”) and a payment for the
amortized value of unfunded accrued liabilities. The
combination of these payments is the actuarially
required contribution (ARC).
With respect to fiscal stability, the problem with DB
plans is not the normal cost, but the potential for
unfunded liabilities to accrue.
The State of Michigan closed its state employee DB
retirement plan (SERS) to new entrants in 1997.
However, there are still many state and local DB plans
in Michigan. These include:
• Michigan Public School Employees
Retirement System (MPSERS)—DB plan for
employees of traditional school districts and
community colleges. State government
administers MPSERS.
• Municipal Employees’ Retirement System—a
nonprofit organization that administers retirement
plans for participating Michigan local
governments. MERS manages 711 DB and hybrid
plans for municipalities (MERS, 2016).
• Independent Retirement Plans—Michigan has
over 130 independent retirement plans managed
by local governments (Citizens Research Council of
Michigan, 2009).3
ADDRESS
LEGACY COSTS
2 OPEB generally refers to retiree health care benefits, although occasionally life insurance or some other benefit may be included.
3 The report providing the number of independently managed DB plans is from 2009. It is likely that some of these plans may have closed or moved into the MERS
system since that date. However, we are unaware of a more recent count of these plans.
9. BusinessLeadersforMichigan
IBestPracticesforFiscalStability
7
Because there are so many DB plans in Michigan, it
is difficult to get information regarding the number of
plans that are open to new employees. MPSERS is
still open to new school employees, but the state has
enacted reforms in recent years aimed at addressing
the long-term costs of the system.
The unfunded liability for existing DB plans in
Michigan is considerable. MPSERS has an unfunded
liability of $25 billion, solely for the pension portion,
while MERS had an unfunded liability of $3.6 billion
at the end of 2014 (MPSERS, 2015; MERS, 2014).
Although the unfunded liability for the independent
plans is unknown, it is likely considerable.
As noted, the potential for unfunded liabilities to
accrue is what makes DB plans a risk to fiscal health.
There are several reasons that unfunded liabilities
accrue, including:
• Unrealistic assumptions—the assumptions
supporting how much to be saved each year may
be faulty. Assumptions include: (i) the rate of return
on investments, (ii) the discount rate used for
calculating liabilities, (iii) inflation, (iv) payroll
growth, and (v) employee mortality.
• Increases in retiree benefits—employers make
pension contributions throughout the tenure of
workers based on expected retiree benefits.
Increasing benefits when employees are close to
retirement can create a shortfall. A common
example of this practice is an “early out” program,
in which early retirement incentives that increase
an employee’s retirement multiplier are offered in
exchange for the employee retiring early.
The potential for unfunded
liabilities to accrue is what
makes defined benefit
plans a risk to fiscal health.
Currently, Michigan
taxpayers owe billions
in unfunded liabilities.
10. BusinessLeadersforMichigan
IBestPracticesforFiscalStability
8
• Poor investment decisions—poor investment
decisions can hurt the rate of return on pension
assets and contribute to plan shortfalls.
Governments occasionally invest pension funds in
economic development projects, and this can lead
to low investment returns.
• Changing plan assumptions for budgetary
reasons—governments occasionally change plan
assumptions during difficult budgetary periods in
order to lower their required annual contribution,
and this can lead to unfunded liabilities. A
common example of this is temporarily
abandoning the multiyear smoothing used to
calculate the value of pension assets, revaluing the
pension at current market rates, and then
restarting the smoothing process. Michigan did
this in 2007 with MPSERS and the state employee
retirement plan (Sanderson, 2007).
• Poor market returns—An unusually low period of
investment returns can also contribute to unfunded
liabilities.
POTENTIAL ACTIONS:
• Move all new public employees into Defined
Contribution (DC) plans. Nearly all of private
sector, state government and a number of
counties have moved to DC plans for new
employees.
• Conduct a full strategic review of pension
plan assumptions at the state and local
level. Retirement plans often get into trouble
because of unrealistic assumptions.All
assumptions supporting DB plans should be
thoroughly reviewed.The percent rate of return
assumed on DB plan assets is often criticized but
other assumptions, including the discount rate
and assumed payroll growth, should not be
ignored.
Governments are often reluctant to review plan
assumptions because of the potential cost.
Reducing the assumed rate of return for MPSERS
by one percentage point increases the unfunded
liability by 29 percent, from $25 billion to $32.1
billion, the equivalent of $40,000 per active plan
member, or roughly one year of payroll for active
plan members. However, keeping faulty
assumptions in place because of concerns over
the current cost of making a change is what leads
to fiscal instability in the long term.
A recent study of 127 public retirement plans
found the average rate of return assumed for plan
assets to be 7.62 percent.The study also found
that more than half the plans had reduced their
assumed rate of return since 2008 (National
Association of State Retirement Administrators,
2016).
Michigan’s unfunded
OPEB liability for schools,
cities, villages, townships
and counties currently
exceeds $20 billion.
11. BusinessLeadersforMichigan
IBestPracticesforFiscalStability
9
OTHER POST-EMPLOYMENT
BENEFIT OBLIGATIONS
A recent estimate put Michigan’s total OPEB liability for
cities, villages, and townships at $13.5 billion, with only
6 percent funded, resulting in an unfunded liability of
$12.7 billion (Scorsone and Bateson 2013).The Detroit
bankruptcy, which occurred after the report was
published, removed $4.9 billion of this liability, which
left roughly $7.8 billion in unfunded liabilities.
In addition, counties had an estimated OPEB liability of
$4 billion, of which $3 billion was unfunded (Citizens
Research Council of Michigan, 2011), and MPSERS
has an unfunded OPEB liability of $11.2 billion
(MPSERS, 2015).Although some of these estimates
are a bit dated, it appears that Michigan’s unfunded
OPEB liability for schools, cities, villages, townships,
and counties currently exceeds $20 billion.
Historically, DB plans were funded by saving and
investing money during the working life of an employee,
while OPEB plans were “pay as you go,” meaning that
benefits to retirees were paid out of the current year’s
budget. Rising health care costs and an increasing ratio
of retirees to active workers has resulted in OPEB
liabilities consuming an ever-increasing share of
government budgets.Without the bankruptcy
adjustments, the City of Detroit’s legacy costs were
projected to grow from 40 percent of revenues in FY
2013 to 73 percent in FY 2021 (City of Detroit, 2014).
Growing OPEB costs also crowd out other priorities.
Funding OPEB shortfalls and, for that matter, DB plan
shortfalls, means using current taxes to pay for
services consumed in the past. Levying taxes on
current residents without using the funds to provide
services to those residents can make cities
uncompetitive, leading to population loss.
12. BusinessLeadersforMichigan
IBestPracticesforFiscalStability
10
As Scorsone and Bateson point out, Michigan’s OPEB
problem is concentrated in a relatively small number
of communities. Only 311 of Michigan’s 1,773 cities,
villages, and townships (17.6 percent) provided an
OPEB benefit in 2011. OPEB liabilities are generally
greatest in Michigan’s core cities and can represent a
significant share of a city’s budget. The City of
Lansing currently dedicates 35 percent of its budget
to DB and OPEB costs, and this amount is expected
to rise significantly during the next decade (City of
Lansing, 2016).
Retiree health care coverage is relatively rare in the
private sector. Only 23 percent of large firms that
offered health care benefits in 2015 also offered retiree
health care benefits (Henry J. Kaiser Family
Foundation, 2015).
Governments in Michigan have more flexibility in
dealing with OPEB obligations than with pension
obligations. Article IX, Section 24 of Michigan’s
Constitution states, “the accrued financial benefits of
each pension plan and retirement system of the state
and its political subdivisions shall be a contractual
obligation thereof which shall not be diminished or
impaired thereby.” However, Michigan’s Supreme
Court has ruled that retiree health care benefits are
not protected by this section of the Constitution.
POTENTIAL ACTIONS:
• Do not provide DB OPEB benefits to new
employees. New employees could either not
earn post-employment benefits or the benefits
could be provided through a defined contribution
plan. For example, under Public Act 300 of 2012,
public school employees who started work after
September 4, 2012 have two percent of their pay
deducted and deposited into a personal health
care account.They will no longer be eligible for an
insurance premium subsidy upon retirement.
• Require all eligible retirees to participate in
Medicare. If retirees are eligible for Medicare,
they could be required to participate.The
employer could only be paying the incremental
cost for health care coverage, not the full cost.
• Pay retirees a fixed stipend rather than
paying premiums. Health care premiums have
historically risen much faster than the rate of
inflation and the rate of tax base growth. Instead
of paying a fixed percentage of retiree health care
insurance premiums, employers could provide
retirees with a fixed stipend that can be used to
purchase insurance on a health care exchange.
The stipend could be indexed to increase with
inflation or with tax base growth, or increases
could be negotiated through collective bargaining.
14. BusinessLeadersforMichigan
IBestPracticesforFiscalStability
12
Public Act 436 of 2012 greatly strengthened the
power of state government to intervene in the fiscal
affairs of local governments. Although the law has
faced criticism for moving too much authority to the
state, it has addressed some local emergencies.
However, PA 436 was not designed to provide early
warning for potential fiscal issues.
The state recently addressed this shortcoming for
schools with the enactment of Public Acts 111 to 115
of 2015. These sections of statute establish an early
warning system for school district finances. The laws
also increase reporting requirements for school
districts that finish two consecutive years with
general fund balances of less than five percent. The
law also contains provisions for these school districts
to contract with and receive technical assistance from
intermediate school districts to help avoid a deficit
(Van Dusen, Colis, and Basset 2016).
LESSONS FROM THE NORTH CAROLINA
FISCAL OVERSIGHT COMMISSION
The North Carolina Local Government Commission is
often upheld as a best practice in local government
oversight. The LGC, which was implemented after a
series of local government defaults during the Great
Depression, has been successful in monitoring and
maintaining the fiscal integrity of North Carolina’s local
governments. North Carolina has the highest percent of
local governments holding AAA ratings from national
bond rating agencies (Citizens Research Council, 2000).
The Commission conducts several important
functions, including:
• Audit reviews—the LGC examines local
government general and enterprise funds. For the
general fund, the balance must be equal to at least
eight percent of expenditures. North Carolina’s
median available general fund balance for
municipalities was 24.7 percent at the end of 2010,
well in excess of the LGC’s recommended minimum
(Teras and Marino, 2012). For enterprise funds, the
Commission ensures positive working capital with a
quick ratio of 1.0.4 The commission also monitors
tax collections for local governments to ensure that
the collection rate for property taxes does not fall
below 93 percent of current collectible taxes.
• Fiscal management—the LGC communicates
any issues in writing to elected officials.The LGC
also visits local units and addresses governing
boards.Troubled units are assigned to individual
staff members for monitoring.
• Debt management—the LGC has approval
authority over all local government debt issuances.
It also maintains debt records informing units of
debt payments due and confirming payment. The
LGC’s guidelines warn local governments that they
may have trouble gaining approval if they have a
general fund balance below eight percent, a
property tax collection rate below 90 percent, or a
heavy debt burden as evidenced by general fund
debt service exceeding 15 percent of general fund
operating expenditures. If the debt issuance is a
refinancing of previously issued debt, present
value savings should exceed three percent of the
refunded bonds, and the term of the original debt
should not be extended (North Carolina
Department of State Treasurer, 2007).
PREVENT LOCAL GOVERNMENT
FISCAL EMERGENCIES
4 The quick ratio is the ratio of cash, marketable securities, and accounts receivable to current liabilities.
15. BusinessLeadersforMichigan
IBestPracticesforFiscalStability
13
Training—the LGC supports outreach, training,
and education for local government finance officials
helping to support best practices for financial
management.
The LGC consists of nine members supported by 33
staff members. LGC members are the State
Treasurer, the Secretary of State, State Auditor,
Secretary of Revenue, three gubernatorial appointees
and two General Assembly appointees. The 33 staff
members consist of 14 for debt management, 15 for
financial management, and four administrative staff.
The LGC’s FY 2006 budget was $2.6 million. The
LGC oversees 1,300 local governments, fewer than
the roughly 1,800 local governments a Michigan
commission would oversee.
North Carolina’s process could work well for
Michigan. The annual cost for a Michigan commission
would likely be less than $5 million per year, with
some of the functions provided by the Commission
are already in place in the Michigan Department of
Treasury, so these would not need to be created from
scratch. It is estimated that the LGC actually saves
North Carolina governments $6.8 million per year in
reduced borrowing costs (Coe, 2007). However,
implementing an LGC in Michigan would mean a
reduction in the level of control that Michigan’s local
governments have over their own finances.
Appendix I provides additional details on how the LGC
works. The discussion in the appendix is divided into
the following components:
• Structure of the commission
• Budgeting, fiscal controls, and financial reporting
• Debt management
• Assistance and intervention
POTENTIAL ACTIONS:
• Create a local government finance
commission similar to the NC model.
Monitoring the finances of local governments
that may be struggling is a labor-intensive
process. Early warning metrics can provide
some notice that a local government may be in
trouble, but a careful examination of a local
unit’s finances is required to really detect
financial distress. A commission’s role as a
gatekeeper for debt issuance could help
encourage local governments to get their
financial houses in order. A commission’s role
providing training and technical assistance
would also address a need in Michigan.
• Set minimum fund balance guidance.
The recent early warning system for school
finance set five percent as a fund balance
threshold before provisions of the law start to kick
in. Cities, villages, townships, and counties could
also have a minimum fund balance threshold. It
should be noted that the Government Finance
Officers Association recommends an unassigned
fund balance of 15 percent for most
communities, so Michigan should consider
whether a level greater than five percent is
warranted for schools (Gauthier, 2009).
Despite its strength in
addressing fiscal emergencies
in local governments and
school districts, Michigan has
no early warning system for
potential fiscal issues in its
counties, cities, villages or
townships.
16. BusinessLeadersforMichigan
IBestPracticesforFiscalStability
14
THE NEED FOR TALENTED
FINANCE STAFF
Governments struggling financially often try to reduce
costs by filling openings with less qualified talent, or
leave some finance positions unfilled altogether.
Finance staff without the proper qualifications pose a
risk to the financial stability of general purpose local
governments and school districts, so budget cuts in
the finance department often represent false savings.
Good finance people are important to maintaining
fiscal stability. They institute best practices in areas
like cash management, capital planning, and payroll,
and they serve a critical role in keeping elected
officials and other administrators informed on fiscal
issues. Alongside these areas, their expertise is
essential to effective forecasting and budgeting; one
expert noted that the finance director may be the
third most important position in a city after the city
manager and police chief.
Finance staff without the proper qualifications are
often both a cause and a result of fiscal stress. Such
staff may lack the knowledge or expertise to properly
advise administrators and/or elected officials. Lack of
skilled accounting personnel can lead to a variety of
problems ranging from difficulty producing accurate
budgets to increased fraud, poor investment decisions,
and even difficulty managing and tracking cash. One
ENHANCE FINANCE
CERTIFICATION AND
PROFESSIONAL DEVELOPMENT
17. 17
BusinessLeadersforMichigan
IBestPracticesforFiscalStability
15
interviewee noted,“weak accounting is the single
common denominator in distressed communities.”Well-
trained finance staff are often the first to perceive that a
local government is in financial trouble, and these
skilled employees may leave to work in local
governments with better fiscal prospects. Struggling
local governments have a hard time attracting quality
staff to fill these openings, which can contribute to a
downward spiral.The governments find themselves in
fiscal distress, their finance staff leave, and replacement
staff that are not as qualified make poor financial
decisions, further deteriorating the unit’s finances.
The importance of good finance staff is often not
recognized by other administrative staff and elected
officials. For example, school superintendents are often
district principals before becoming superintendents, and
may have no central office experience; their expertise is
likely in instruction.As a result, they may not recognize
the importance of finance staff. Similarly, local board
members may have no financial experience prior to
being elected, which leads to the same results—a lack
of understanding when it comes to skilled finance staff.
Ironically, it is at these times—when superintendents
and elected boards do not have financial experience—
that strong finance staff are most important.
THE IMPORTANCE OF
PROFESSIONAL DEVELOPMENT
Professional development for finance staff is frequently
cut back during tight budgetary times as well, and it can
be politically and financially difficult to send accounting
staff to conferences while salaries are frozen and
programs are being cut for other staff. However,
changes to accounting rules, state policies, and best
practices are often communicated at conferences held
by statewide associations. For example, the Michigan
School Business Officials and the Michigan Government
Financial Officers Association hold regular meetings
providing professional development.
Building financial expertise through professional
development and training is crucial. Elected officials
without a financial background can have difficulty
understanding budgets and cash flow projections,
assessing borrowing options, and a host of other
problems. The statewide associations offer
professional development for elected officias. For
example, the Michigan Association of School Boards
offers training to school board members, but again,
this training often involves travel, which can be
difficult for financially struggling governments. The
Government Finance Officers Association has over
191 best practices identified on its website for
accounting policies and procedures aimed at
improving financial management. These practices
cover a wide range of financial topics from how to
deal with credit cards to disaster preparedness.
These are the types of policies that can be
communicated through well-developed training.
The state could investigate ways to improve the
financial knowledge of administrative staff and elected
officials.The Citizens Research Council of Michigan
Finance staff without the
proper qualifications pose a
risk to the financial stability of
general purpose local
governments and school
districts, so budget cuts in
the finance department often
represent false savings.
They are often both a cause
and a result of fiscal distress.
18. BusinessLeadersforMichigan
IBestPracticesforFiscalStability
16
(2000) recommends that the state address this problem
by establishing a development program for local
government officials and employees at a major
Michigan university. North Carolina, for example, has a
program called the Institute of Government at the
University of North Carolina-Chapel Hill.This report does
not take a position on the best entity to provide training.
Michigan could establish a program at a state university
or work with the various statewide associations to
enhance their programs. Credentialing and continuing
education requirements, combined with state funding to
offset the costs to local governments, would help
Michigan establish rigorous high-quality programs.
State-imposed certification and professional
development requirements can help ensure a quality
baseline for finance staff. State imposed requirements
alone will not ensure quality in much the same way that
board certification alone does not ensure good doctors;
however, they can make an important contribution to
improving the quality of local government finance staff
and, through this, make a contribution toward improving
the fiscal stability of Michigan’s local governments.
POTENTIAL ACTION:
• Enhance the certification and professional
development requirements for local
government finance staff and elected
officials, and provide state funding to
support professional development.
There are important distinctions to be made with
respect to certification requirements between general
purpose local governments and school districts, so
each of these areas is discussed separately.
SCHOOL DISTRICTS
Many states have certification requirements for school
district finance officers, an important distinction from
general purpose local governments, where state-imposed
finance requirements for local finance staff are rare, if
they exist at all. Part of the reason for the conflicting
requirements may be due to philosophical differences
in how states view school districts and general purpose
local governments.The provision of education is often
a state responsibility. For example,Article VIII, Section 2
of Michigan’s constitution states that “the legislature
shall maintain and support a system of free public
elementary and secondary schools as defined by law.”
While the legislature delegates this function to local
school districts, the responsibility for the provision of
education still ultimately resides with the state.
In contrast, many states take a “home rule” view of
their local governments.These governments are
viewed primarily as independent entities responsible for
their own affairs.As a result, the regulation of school
districts is often greater than the regulation of general
purpose governments, and the fact that many states
have certification requirements for school district
finance staff may reflect that. In addition, teachers and
superintendents are generally required to be certified.A
school district’s chief financial officer (CFO) is often a
deputy superintendent, so extending a certification
requirement to the CFO may seem a natural extension
of the teacher and superintendent requirements.5
5 Different titles are used for the chief finance person in a school district.Titles include CFO, school business administrator, school treasurer, and deputy
superintendent in charge of finance. In general, these terms are interchangeable.
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States vary in their requirements for school CFOs.
Some require minimum education requirements for
CFOs, some require minimum education
requirements plus ongoing professional development
and, at the highest end, CFOs are required to have
minimum education experience, ongoing professional
development, and meet minimum professional
experience requirements. Several examples are
presented below:
New Jersey
To obtain a School Business Administrator Certificate
of Eligibility in New Jersey, an applicant must meet
the following requirements (New Jersey Department
of Education, 2016):
• Master’s degree or certified public accountant
(CPA) license
• 18 semester-hour undergraduate or graduate
credits to include:
• Economics
• Organizational theory
• Law
• Management or administration
• Accounting
• Finance
North Carolina
The state of North Carolina requires at least one of the
following (North Carolina State Board of Education, 2005):
• Bachelor’s degree in business-related discipline with
a minimum of nine semester hours in accounting
• Bachelor’s degree in nonbusiness area with a
minimum of 24 business-related credits
• Graduate degree in a business-related field
• CPA
In addition, to maintain certification, finance officers
are required to have 24 hours of qualified continuing
education each year.
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Ohio
Ohio represents an example of the strongest
certification requirements. The School Treasurer’s
License has education, professional development and
field experience requirements. The license has
several levels of requirements, including (Ohio
Department of Education, 2016):
Education Requirements (at least one)
• Bachelor’s degree in business with three semester
hours in school law and three semester hours in
school finance
• Bachelor’s degree in a nonbusiness area, nine
semester hours in accounting, three semester
hours in school law, and three semester hours in
school finance
Professional Development Requirements (at least one)
• Six semester hours related to the area of licensure
• Eighteen continuing education units (180 contact
hours)
Field Experience Requirements (at least one)
• Completion of a 300-hour internship in a school
treasurer’s office under the direct supervision of a
licensed school treasurer
• Two years of significant, global fiscal officer
responsibility in an organization setting. The
experience must be at the level of either chief or
assistant (deputy) fiscal officer, and must be
representative of the broad range of functions
Michigan
Michigan does not require school staff without
instructional responsibilities to have any type of
certification (Michigan State Board of Education,
2011). However, CFOs are required to complete 180
continuing education clock hours every five years
(Michigan Department of Education 2013). The
Michigan School Business Officials (MSBO), a
statewide professional organization, provides
voluntary certifications for school finance staff. MSBO
has 14 different tracks, but the track most relevant to
this discussion is the chief financial officer (CFO)
track. The track requires 85 hours of class time and
maintaining certification requires 137 hours be
completed within a five-year period (MSBO, 2015).
Michigan could require school district CFOs to meet a
minimum education requirement and have ongoing
professional development. The benefits of a
professional internship requirement like Ohio’s is less
clear cut. On the one hand, on-the-job training can be
valuable experience for finance staff. On the other,
requiring on the job training may create a significant
barrier to entry for qualified finance staff from the
private sector. Ohio does mitigate this by allowing
some external work experience to count toward the
on-the-job training, but it is still likely that internal
candidates would have an advantage when applying
for school finance jobs.
Michigan could put in place a minimum education
requirement for school business staff and maintain its
current professional development requirement. North
Carolina’s requirements seem adequate—a
bachelor’s degree in business with at least nine
semester hours in accounting or, alternatively, a
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bachelor’s degree in a nonbusiness field with a
minimum of 24 business-related credits. Michigan
can raise these requirements later if they are deemed
insufficient. Existing staff will likely need to be
grandfathered in with respect to credentials.
Currently, MPSERS limits the amount of work that
retirees can provide for school districts. The current
restriction is that retirees cannot earn more than one-
third of their final average compensation (FAC) or they
begin to lose retirement benefits, but this has had a
negative impact on fiscal stability. Retired CFOs can
serve as mentors and provide value in enhancing the
skills of current CFOs, or they could step back in to
serve as interims while districts search for new staff.
This amount of work, though valuable, could
jeopardize their benefits. The law could be changed to
allow retired CFOs to serve in this capacity without it
impacting their retirement earnings.
POTENTIAL ACTIONS:
• Require district CFOs to have, at a
minimum, a bachelor’s degree in business
with nine credits in accounting or,
alternatively, a bachelor’s degree in a
nonbusiness field with a minimum of 24
business-related credits.
• Maintain Michigan’s continuing education
requirement of 180 hours every five years.
• Change current MSPERS restrictions on the
amount of work that retirees can do for
districts to allow retired CFOs to serve as
mentors and work in an interim capacity.
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GENERAL PURPOSE LOCAL
GOVERNMENTS
As noted, while state certification requirements for
school district CFOs are relatively common, similar
requirements for general purpose local governments are
rare. Some states have continuing education
requirements for county treasurers but no requirements
for assuming the job other than being a minimum age
and a United States citizen (these are often elected
positions, which explains the age and citizenship
requirements.) We were not able to find any states that
had education requirements for the CFOs of cities or
townships. Many local governments in Michigan likely
do not have a position with the title CFO. For the
purposes of this section, CFO refers to the highest-
ranking finance officer in a local unit of government.We
define this as the local government official who signs
the unit’s financial statements and audit reports.
Adding requirements for general purpose local
government CFOs would make Michigan somewhat of
an outlier. However, if it makes sense to have
minimum requirements for school district CFOs, it
also makes sense for other governments. One
challenge in setting up requirements for general
purpose CFOs in Michigan is the heterogeneity of
local governments. Michigan’s general purpose local
governments range in size from small townships with
no full-time staff and very limited budgets to complex
cities with budgets in the hundreds of millions of
dollars and thousands of employees. The smallest
units likely need finance staff with very limited
credentials. CFOs in midsize units likely handle many
transactions themselves, and therefore, need strong
technical skills. In the largest units, CFOs likely
perform few of the transactions themselves and
instead are directing staff and developing strategies.
For these staff, detailed accounting knowledge may
be less important.
POTENTIAL ACTIONS:
• CFOs of cities and counties would have
the same requirements as the CFOs of
school districts – a bachelor’s degree in
business with at least nine accounting credits or
a bachelor’s degree in a nonbusiness field with a
minimum of 24 business-related credits. CFOs
of these units should also be required to have at
least 180 hours of continuing education every
five years.
• Villages and townships with 25 or more
full-time employees would meet the same
requirements as cities and counties.
STATE SUPPORT
The state of Michigan has a vested interest in
securing high-quality finance staff in school districts
and general purpose local governments. The recent
fiscal troubles of the City of Detroit and Detroit Public
Schools have illustrated how fiscal problems in a local
government can impact citizens statewide. While
instituting credentialing requirements for local
government and school district CFOs is a step in the
right direction, the state should also dedicate
resources toward improving quality by investing in
professional development.
There are several different ways that the state could
invest funds in professional development. In one
direction, funds could be invested in existing
professional organizations to subsidize their training
programs. For example, the state could help support
MSBO’s CFO certification program. As another option,
the state could also invest in the Michigan
Government Finance Officer Association’s (MGFOA)
training. MGFOA does not currently have a specific
credential for municipal finance staff, but the state
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could help them to develop such a program. State
funds could also be used to reduce the cost to local
governments of having their CFOs participate in training.
Alternatively, the state could provide funds to a state
university to establish a training program for local
government finance officials. Michigan State
University’s Extension Office is a logical place to
house such a program since it already does some
education work with local government officials. State
officials could work with MSU to develop programs for
CFOs and other local government officials.
Establishing programs with recognized credentials
will increase the value of the training to both students
and local governments.
The state should also consider investing in training for
elected officials.The experts we interviewed generally
felt that financial knowledge among local elected
officials is important, but were reluctant to put any type
of financial knowledge requirement on elected officials.
The Michigan Association of School Boards, the
Michigan Municipal League, and the Michigan
Township Association have training programs for local
elected officials.The state could provide funds to these
groups to enhance training for elected officials or could
work with MSU Extension to establish programs.The
state could also consider providing scholarships to
elected officials and staff from fiscally struggling local
governments so they can attend training.
POTENTIAL ACTIONS:
• Support and enhance training
opportunities provided by statewide
organizations, including the Michigan
Government Finance Officers Association,
the Michigan School Business Officials, the
Michigan Association of School Boards, the
Michigan Municipal League, and the Michigan
Association of Counties.
• Provide scholarships to help support the
training of finance officials from fiscally
struggling local governments.
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UNFUNDED MANDATES
In 1978, Michigan voters approved a series of changes
to the state’s Constitution known as the Headlee
amendments.The Headlee amendments were a series
of tax limitations on state and local governments, and
included Article IX, Section 26, which placed a limit on
state government revenues.The drafters of this
amendment were concerned that if state government
revenues were limited, the state might reduce funding
for mandatory local government activities, or require
local government to perform new functions without
providing the funding to pay for these functions.
Because of this, the drafters also included Article IX,
Section 29 that prohibits the state from requiring new
local government actions without providing the funding
to pay for these actions.This provision is frequently
referred to as a prohibition on unfunded mandates.
Local governments have long complained that the state
ignores the prohibition on unfunded mandates. In 2007,
the legislature commissioned a report to look into this
complaint.The Legislative Commission on Statutory
Mandates issued its final report in 2009 and concluded:
“Our findings paint a stark picture of non-compliance
with [Section 29].While the non-compliance stretches
back 31 years, the Commission focused its attention
on the current state of underfunding by the State which
we have determined to be in excess of $2.2 billion
for 2009 just for a selected group of mandates.”
(Daddow, et al., 2009) (bold text in original).
Unfunded mandates create fiscal pressure that
undermines the fiscal stability of local governments,
including school districts and community colleges.The
biggest item underlying the Commission’s $2.2 billion in
unfunded mandates is MPSERS, with an estimated
unfunded cost of $1.5 billion.The Commission noted
that in 1978, schools paid a cost equal to five percent of
payroll to MPSERS and the state paid the rest. Due to
legislation passed since 1978, schools now bear a much
larger burden—16.94 percent when the Commission
published its report, and 20.96 percent now.
FISCAL NOTES
The Commission made several recommendations to
address the unfunded mandate issue, and these
recommendations would also help improve the fiscal
stability of Michigan governments. First, the state
should enhance the fiscal notes published by the
House and Senate Fiscal Agencies.Agencies’ fiscal
notes often list the fiscal impact to local governments
as “indeterminate” or “unknown;” a Citizens Research
Council analysis found that a numeric estimate was
only included in 10 of 28 legislative bills affecting local
governments during 2015 (Lupher 2015).
Assessing the local government fiscal estimate of
legislation can be challenging.Local government data can
be hard to come by, and centralized data for Michigan
local governments is limited.Additionally, the rapid speed
with which the government can move legislation also
hampers the production of good fiscal notes. Some
improvement has been made in recent years with the
Michigan Department of Treasury compiling some limited
financial information for local governments.6 However, a
significant amount of local government information is
not collected by the state, including parcel-level
STRENGTHEN STATE
BUDGET AND FISCAL
MANAGEMENT
6 See: http://f65.mitreasury.msu.edu/
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property information, and thus enhancing data
collection would make local fiscal analysis much easier.
The state could consider appropriating additional funds
to improve local government data collection and to
increase the size of fiscal agency staff. Local government
associations should also consider whether it makes
sense for them to assist in improving the availability of
data to help make it easier to generate quality fiscal
notes.The Commission recommended formalizing a
relationship between these associations and fiscal
agency staff to improve the quality and integrity of the
financial analysis of fiscal notes.The Commission also
recommended that the enhanced analysis not be limited
to legislation, but should also encompass any proposed
changes to administrative rules and regulations.
The business community has also expressed concerns
that the state does not adequately address the unfunded
costs businesses face as a result of legislative and
administrative changes. If the fiscal notes process were
enhanced, it makes sense to address this business
community concern at the same time, although the fiscal
agencies would face similar challenges with respect to
data and legislative speed.
ENFORCEMENT AND MONITORING
The Commission also proposed a set of changes to
expedite the enforcement process of claims that Section
29 has been violated.The judicial process can be quite
slow, and the Commission highlighted the Durant v.
Michigan case, which was filed in 1980 but not fully
resolved until 1997. Local governments must bear the
cost of the mandates until the cases are decided.The
Commission has a number of recommendations to
expedite the legal process, including the appointment of
a special master to the Court of Appeals to act as a fact
finder in Headlee cases.
The Commission also recommended the establishment
of an agency or department within state government
that would be charged with monitoring mandates,
reporting on mandates to the legislature, assisting in
drafting appropriations to address unfunded mandates,
and creating and administering a more efficient
process for reimbursing local governments.
Utah has a model statute which reads, in pertinent part:
There is established an Office of Legislative Fiscal
Analyst as a permanent staff office for the Legislature.
The powers, functions, and duties of the Office of
Legislative Fiscal Analyst under the supervision of the
fiscal analyst are:
a) to analyze in detail the executive budget before the
convening of each legislative session and make
recommendations to the Legislature on each item
or program appearing in the executive budget;
b) to prepare cost estimates on all proposed bills that
anticipate state government expenditures;
c) to prepare cost estimates on all proposed bills that
anticipate expenditures by county, municipal, local
district, or special service district governments; and
d) to prepare cost estimates on all proposed bills that
anticipate direct expenditures by any Utah resident,
and the cost to the overall impacted Utah resident
population.
POTENTIAL ACTION:
• Enhance the state’s fiscal note process
to better incorporate the impact of
legislation and regulatory changes to
local governments and businesses.
“Unfunded mandates create
fiscal pressure that
undermines the fiscal stability
of local governments,
including school districts
and community colleges.”
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MULTIYEAR BUDGETING & OTHER
IMPROVEMENTS
Governments frequently make decisions with long-term
fiscal implications including: (i) changes to employee
compensation, pensions and retiree health care for
employees, (ii) issuing long-term debt, and (iii)
providing multiyear tax abatements. Despite the long-
term nature of government decisions, many
governments budget one year at a time.A report on
local government fiscal distress by the Pew Charitable
Trusts (2013) recommends that states and cities adopt
multiyear financial plans to compel them to match
expenses and revenues over time.
Oakland County
Oakland County is the gold standard for this approach
in Michigan. Oakland uses a rolling three-year approach
to budgeting (Van Pelt 2015). The county has had this
approach for years and has been able to maintain a
stable long-term fund balance despite dramatic
property tax declines during the 2009 recession.
Michigan
Gov. Rick Snyder has taken steps to move the state
toward Oakland County’s model. The governor’s
budgets have been dividing revenues and
appropriations into those considered one-time versus
ongoing. In addition, the governor has added a
second planning year to budget appropriations.
Virginia
Virginia is recognized for integrating performance-
based budgeting and long-term financial planning to
strengthen state fiscal stability.
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For example,Virginia requires:
On or before the first day of each regular session of the
General Assembly held in an even-numbered year, the
Governor shall prepare and submit to the members of
the General Assembly a financial plan for a prospective
period of six years.
And
Each agency shall develop and maintain a strategic
plan for its operations.The plan shall include:
a) A statement of the mission, goals, strategies, and
performance measures of the agency that are
linked into the performance management system
directed by long-term objectives;
b) Strategic plans shall also include the following
information:
1. Input, output, and outcome measures for the
agency;
2. A description of the use of current agency
resources in meeting current needs and
expected future needs, and additional
resources that may be necessary to meet
future needs; and
3. A description of the activities of the agency that
have received either a lesser priority or have
been eliminated from the agency's mission or
work plan over the previous year because of
changing needs, conditions, focus, or mission.
c) The strategic plan shall cover a period of at least
two years forward from the fiscal year in which it is
submitted and shall be reviewed by the agency
annually.
d) Each agency shall post its strategic plan on the
Internet.
Multiyear budgeting and financial planning is a best
practice, and the state should continue to improve its
method then move the model to local governments and
schools once it reaches the point of best practice.
POTENTIAL ACTIONS:
• Strengthen Michigan’s multiyear budgeting
process in law. Michigan has made significant
progress with forward-looking budgeting by
identifying ongoing and one-time revenue,
spending, and producing projections of the
upcoming year. Michigan could work to make this
process more robust by providing more detail on
the projected second year of the budget, and by
producing longer-term forecasts of key budget
drivers such as caseloads, student counts,
revenues, and tax expenditures.
• Adopt performance-based budgeting in law.
• Develop and publish a multi-year state
fiscal plan in law.
• Establish a completion date for the budget
in law. Formalize current practice by establishing
June 30 as a target date for completing the
budget as a matter of policy.
• Publish a Citizen-Friendly Balance Sheet.
Formalize current practice by requiring the
executive branch to publish on the state website a
balance sheet that presents Michigan’s state
finances in terms made for public consumption.
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PROMOTE ECONOMIC GROWTH
• Prioritize policies that improve the long-term economic growth prospects of the
state.
ADDRESS LEGACY COSTS
• Move all new public employees into defined contribution plans.
• Conduct a full strategic review of pension plan assumptions at the state and
local level.
• Do not provide defined benefit OPEB to new employees.
• Require all eligible retirees to participate in Medicare.
• Pay retirees a fixed stipend rather than paying premiums.
PREVENT LOCAL GOVERNMENT
FISCAL EMERGENCIES
• Create a local government finance commission.
• Set minimum fund balance guidance.
BUSINESS LEADERS’ INSIGHTS:
ENSURING
LONG-TERM FISCAL
STABILITY FOR
MICHIGAN
29. ENHANCE FINANCE CERTIFICATION
AND PROFESSIONAL DEVELOPMENT
• Enhance the certification and professional development requirements for local
government finance staff and elected officials, and provide state funding to
support professional development.
• Require school district CFOs to have, at a minimum, a bachelor’s degree in
business with nine credits in accounting or, alternatively, a bachelor’s degree in a
nonbusiness field with a minimum of 24 business-related credits.
• Maintain Michigan’s current continuing education requirement of 180 hours
every five years for school district CFOs.
• Change current restrictions with the Michigan Public School Employees
Retirement System that prevent retired CFOs from serving an interim capacity
and providing mentoring services.
• Require the CFOs of cities and counties to meet the same requirements as
school district CFOs.
• Require the CFOs of townships and villages with more than 25 full-time
employees to meet these same requirements.
• Support and enhance training opportunities provided by statewide organizations,
including the Government Finance Officers Association, the Michigan School
Business Officials, the Michigan Association of School Boards, the Michigan
Municipal League, and the Michigan Association of Counties.
• Provide scholarships to help support the training of finance officials from fiscally
struggling governments.
STRENGTHEN STATE FISCAL &
BUDGET MANAGEMENT
• Enhance the state’s fiscal notes process to better incorporate the impact of
legislation and regulatory changes to local governments and businesses.
• Strengthen multi-year budgeting processes.
• Adopt performance-based budgeting.
• Develop and publish a multi-year state fiscal plan.
• Complete the budget in a timely manner.
• Publish a citizen-friendly balance sheet.
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30. About Business Leaders for Michigan
Business Leaders for Michigan (BLM), the state’s business roundtable, is dedicated to
making Michigan a “Top Ten” state for job, economic, and personal income growth.
The work of BLM is guided by the Building a New Michigan Plan, a holistic, fact-based
strategy to achieve the organization’s “Top Ten” goals. The organization is composed
exclusively of the chairpersons, chief executive officers, or most senior executives of
Michigan's largest companies and universities. Our members drive 32% of the state’s
economy, provide nearly 375,000 direct jobs in Michigan, generate over $1 trillion in
annual revenue and serve nearly one half of all Michigan public university students.
Find out more at www.businessleadersformichigan.com.
Research and analysis for this report was conducted by Public Sector Consultants,
an independent, nonpartisan consulting firm based in Lansing, Michigan in
collaboration with Business Leaders for Michigan. The data presented in this report
come from several sources, most of which is publicly available.
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