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Budget For Government Travel

INTRODUCTION

There are occasion of any amount by the government to any department for a specific activity if meant to benefit all members of the department regardless their position in the department unless it is specific. The travelling and training amount allocated to the US Army intelligent unit is meant for all army officers for both senior and junior while on official duties. The amount should be given out to all travelling officers as per diem to all whether travelling to any country.

The budgetary amount drawn from the tax payers’ funds is expected to be used diligently and reasonably at the same time the amount should be accounted for by the unit. Procedures laid down relating to the use of the funds should be clear to avoid new form of corruption where individuals use their position to misuse public funds.

Problem statement.

The US Army officer in senior positions fake missions and travel irregularly to some countries where they use training and travel funds allocated for the whole unit thus creating a short fall of finance. This relates to low ranking personnel officers in other missions to travel without the per diems under a disguise of shortage of funds while the same funds

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have been misused through fake missions by high ranking officers. Faking of missions and using the travelling allowance to increase annual benefits drawn from the army department is a form of corruption which needs serious and adequate attention by the relevant authority to ensure the right thing is done at the right time.

Benefits if corrected.

If this situation of faking missions by high ranking officers is corrected a number of benefits will arise. To begin with there will be no shortage of funds in the US Army intelligent unit because all the funds will have been used properly. If the shortage in the budget does not exist low ranking personnel officers will travel with their per diem this will motivate them to offer good services and be willing to be assigned foreign duties because the funds are available. The end results of a motivated officer will be high performance on the job; they will also acquire new skills improving the service and the image of the unit. What it means is that once they travel without per Diems they get motivated others may get excuses of not travelling.

Another benefit that will arise if the situation is corrected is that emissions that are not beneficial to the department will not be taken by high ranking officers. If they create fake missions and travel to other countries, they will not only be wasting the funds of the unit but also the time of the unit. Therefore the officer who could have gone out doing nothing will be able to be productive within the unit carrying out other activities. This scenario has multiplier effect on the total budget of the unit take for example if the officer travelled abroad somebody is required to take his duty and if he travels every month somebody will take his duty and if he does not travel regularly the number of staff members will be reduced.

The correction of this mess will lead to a reduction of corrupt related activities thus the juniors will have confidence without much ado.

Causes of the problem.

There are many causes of this problem that is being witnessed in the army department. Control of finances is one of the causes and actually the major cause of the misuse. Lack of proper budget control within the unit stands as one of the major causes of this mess. Without a budget on how much should be used on specific items the senior management will decide on their own where to put their money. Another cause of the problem is lack of proper schedule of activities associated with the budget and who carry out the activities.

If there is a schedule of activities the funds will not be misused. There is also lack of control of staff members’ activities where the senior management goes out do activities later they do not account for. Lastly another cause for the problem may be attributed to perception of the senior officer who believe they are underpaid therefore they should look for means of supplementing their income from regular salary. In the process they end up creating fake missions to various countries.

How to reduce the causes.

Reducing the cause of this problem in the US Army intelligent unit is one of the most challenge activities any one person will think to undertake. There should be a schedule in relations to the budget of activities to be undertaken by various officers. This will reduce the impact of one high ranking officer from carrying out many activities within the same year at the expense of other officers. Activities should be limited such that officers should be stopped from travelling to almost similar countries now and then. Other officers should be given a chance to travel to those countries.

There should be swapping officers to travel to various countries. Proper records should be kept on the per diems paid to the officers so that one will be able to know the personnel officer take during the year. The army officers should be required to furnish reports of the activities undertaken to ensure that there is return value for the per diem and time of the US Army intelligent unit used. This will stop some army officers from faking missions to travel. If a country where most per diem is used within the American foreign consular there should be an army intelligent personnel officer who furnishes information to the unit and an officer will be required to travel when it is extremely urgent.

It is through identifying the problem, identifying the benefits of solving it and how to carry out collective measures of solving it that the unit will be able to solve the problem of budget shortages due to fake missions and travels. This will provide funds for the unit to assist low ranking officers’ in carrying out their duties.

References

Barbara Chiappetla (1996); et.al fundamental Accounting principles twin McGraw-Hill Boston

Eckstein Otto (1982); A survey of the theory of public expenditure criteria; Public finances, needs, sources and utilization; Princeton

Musgrave R.A. and Musgrave P.B. (1990); public finance in theory and practice; McGraw HILL

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