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The 2021 Joint Chairmen’s Report - FY 2022 Operating and Capital Budgets (Pages 24-25) requires the Governor’s Office of Crime Prevention, Youth, and Victim Services (GOCPYVS) to hire an accounting firm to audit the office’s grant management processes and to reconcile actual expenditures of SFY 2020 and SFY 2021 grants.

The 2021 Joint Chairmen’s Report - FY 2022 Operating and Capital Budgets (Pages 24-25) requires the Governor’s Office of Crime Prevention, Youth, and Victim Services (GOCPYVS) to hire an accounting firm to audit the Office’s grant management processes and to reconcile the actual expenditures of its fiscal 2020 and 2021 grants.

This study aimed to investigate capital budgets techniques used by Jordanian industrial corporations, exploring the extant use of capital budgets techniques used by industrial corporations. Ways of handling risks, discount rate and cash flows, and examined the relationship between using capital budget techniques with size and the financial performance of the industrial corporations. Questionnaires were distributed to 44 listed industrial corporations.The results of the study showed that: the most common used technique was the residual income by 75%, and then the payback period, the study showed that there is statistical significant difference in using of capital budgets techniques that depends on discounting of cash flows and the traditional techniques. And there is no a statistical significant difference in using capital budgets between corporations depend on their size, and their financial performance. Keywords: Capital budgets; Jordanian industrial corporations; Financial performance.

A review of the University of Alaska's operating and capital budget submission for fiscal year 1985 is presented. The review is directed at the educational and programmatic impact of the budget request. In addition, 11 recommendations endorsed by the Alaska Commission on Postsecondary Education are analyzed. Additional contents include: the student credit hour (SCH) growth associated with subject matter for which new faculty members were requested, number of degrees awarded for the last 5 years for each campus, and SCH production by subject area for each campus. The following three assumptions on which the university's planning process is based are considered: enrollment demand is projected to increase at the rate of about 7 percent per year; revenue income from the state will not keep pace with the demand for services; and access to higher education will continue to be a dominant theme and demand for greater efficiency will increase. Recommendations include the following: the university should review degree programs that may have been underproductive over the past 5 academic years; the university should consider more innovative and flexible class scheduling to accommodate additional students; and the state should provide funding for campus facilities. (SW)

A review of the University of Alaska's operating and capital budget submission for fiscal year 1987 is presented, with attention to the educational and programmatic impact of the budget request. Information is provided on project components for which funding increments are requested. Included are data to assist decision-makers in reviewing the budget request, including: enrollment data by campus, educational and general expenditures for each unit; certificates/degrees awarded during 1978-1985 for each unit; and general fund appropriations dedicated to organized research. Additional information covers: student/faculty ratios, programs added/deleted since January 1983; and certificate and degree programs that may be underproductive. The criteria that form the basis of funding recommendations of the Alaska Commission on Postsecondary Education are identified: (1) instructional support service activities should be strengthened; (2) renovation and remodeling for life safety and plant protection should be funded as much as possible; (3) all alternatives to new facilities must be considered before new facilities are constructed; (4) the addition of new faculty should be justified with clear and convincing evidence of need; and (5) vigilance concerning duplicative and underproductive programs should be continued. Definitions of college programs are appended. (SW)

A review of the University of Alaska's operating and capital budget submission for fiscal year 1986 is presented, directed at the educational and programmatic impact of the budget request. Five recommendations endorsed by the Alaska Commission on Postsecondary Education are analyzed. Additional contents include: summary information for the University of Alaska on degrees offered and awarded from 1978 to 1984 for each unit; a profile of students attending the university system according to age, part-time and full-time status, and ethnicity; and forecasts of general fund unrestricted revenues. The recommendations are as follows: (1) the university should continue its review of degree programs that may be underproductive; (2) the university should explore strategies for increasing productivity at all university campus centers; (3) the university should design and implement a program to assess knowledge, intellectual capacities, and skills developed in students through academic and cocurricular programs; (4) the university should consider establishing a weekend degree program, since there are a number of older part-time students; and (5) research should be reviewed as it relates to state needs. Appended are definitions of college programs. (SW)