![]() |
Cost Accounting in the Federal Government November 15, 1999 (SmartPros) It is not your father's Federal government when it comes to cost accounting. The Chief Financial Officers Act (CFO Act), the Government Management Reform Act (GMRA), the Federal Financial Management Improvement Act (FFMIA), and the Government Performance and Results Act (GPRA) - when combined - require Federal government agencies to adopt cost accounting and performance measurement as part of the budget and operational management process of all Federal government agencies. The Federal government has embraced cost accounting on an accrual basis both in law and by regulation. It is helpful to take a look at the new Federal government cost accounting requirements to understand the long-term impact and application of these requirements on future activities. What is Cost Accounting?
In addition, information on the costs of Federal programs and activities may be used as a basis to estimate future costs in preparing and reviewing budget requests. Once budgets are approved and executed, cost information serves as a useful feedback on performance. Moreover, costs may be compared to known or assumed benefits to identify value-added and non-value added activities.
Cost Accounting Standards
The Federal Accounting Standards Advisory Board (FASAB), the Federal government's equivalent to the Financial Accounting Standards Board, promulgates Federal accounting standards that are adopted once they are approved by the OMB, the General Accounting Office and the U.S. Department of the Treasury. These accounting standards are known as Statement of Federal Financial Accounting Standards (SFFAS). SFFAS No. 4, "Managerial Cost Accounting Concepts and Standards for the Federal Government," established five cost accounting standards that provide specific guidance for all Federal agencies. These standards require Federal agencies to:
The standards are based on sound cost accounting concepts and allow sufficient flexibility for Federal agencies to develop cost accounting practices that are suited to their specific operating environment.
Accumulate and Report Costs on a Regular Basis Establish Responsibility Segments The management of each responsibility segment must define the outputs and outcomes, identify a process to measures these outputs and outcomes, and establish a cost accounting process to quantify and accumulate the costs and units of resources consumed in producing the outputs and outcomes. Management may then assign costs to output and outcomes to compute unit costs. The goal is to measure the cost per unit of output or outcome over time to provide useful information to management. Determine the Full Cost of Goods or Services
SFFAS No. 4 defines the full cost of an output or outcome as the sum of two elements:
Direct costs are those costs that may be specifically identified with an output, including salaries, supplies, space-related costs, and others used exclusively in producing the output or outcome. Indirect costs are those resources that are jointly or commonly used to produce two or more outputs or outcomes.
Costs provided by other responsibility segments may include items such as post employment retirement and other benefits and unemployment compensation paid by another responsibility segment. Recognize Inter-Entity Costs However, the recognition of inter-entity costs that are not fully reimbursed is limited to material items that are significant to the receiving entity, form an integral or necessary part of the receiving entities output or outcome, and can be identified and matched with reasonable precision. Using Appropriate Costing Methodology
Why Cost Accounting?
1999, Steven Berkowitz, CPA. All Rights Reserved.
Reliable information on the cost of Federal programs and activities is crucial for the effective management of Federal government operations. Cost accounting is especially important for fulfilling the objective of assessing operational performance. The objective of cost accounting is to improve the efficiency and effectiveness of Federal government operations by furnishing program managers and others with timely and relevant cost-based performance information to allow for continuous improvement in delivering outputs and outcomes to stakeholders. |
|
|||||||||||||||||||||||||||||||
|
||||||||||||||||||||||||||||||||