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together and presented in greater detail than in the individual statements, or that show the details of a speci c amount or amounts presented in the GPFS, the combining statements, or the individual fund nancial statements Statistical section Statistical tables cover a period of several years and contain data drawn from more than just the accounting records Their purpose is to present social, economic, and nancial trends, and the scal capacity of the governmental unit The following titles indicate recommended statistical tables for a local government s CAFR: General Governmental Expenditures by Function Last Ten Fiscal Years General Revenues by Source Last Ten Fiscal Years Property Tax Levies and Collections Last Ten Fiscal Years Assessed and Estimated Actual Value of Taxable Property Last Ten Fiscal Years Property Tax Rates-All Overlapping Governments Last Ten Fiscal Years Special Assessment Billings and Collections Last Ten Fiscal Years Ratio of Net General Bonded Debt to Assessed Value and Net Bonded Debt Per Capita Last Ten Fiscal Years Computation of Legal Debt Margin (if not in GPFS) Computation of Overlapping Debt (if not in GPFS) Ratio of Annual Debt Service Expenditures for General Bonded Debt to Total General Government Expenditures Last Ten Fiscal Years Revenue Bond Coverage Last Ten Fiscal Years Demographic Statistics Property Values, Construction, and Bank Deposits Last Ten Fiscal Years Principal Taxpayers Miscellaneous Statistics Single audit section Although not a required part of a CAFR, some governments include in a separate section the information, including auditor s reports, required by the Single Audit Act Amendments of 1996 This chapter contains further discussion of the Management s Discussion and Analysis, and Required Supplementary Disclosures A comprehensive listing of required footnote disclosures and components of the signi cant accounting policies note can be found in the GASB Codi cation, Section 2300 (iv) Certi cate of Achievement Program Governmental units may submit their CAFRs to the GFOA (180 North Michigan Avenue, Chicago, IL 60601) for evaluation in accordance with the standards of nancial reporting established by the GASB and the GFOA If the report substantially adheres to these standards, the government is awarded a Certi cate of Achievement for Excellence in Financial Reporting The certi cate is only valid for one year It may be reproduced in the government s annual report and should be included in the subsequent year s CAFR Annually, the GFOA publishes a list of the governments that hold valid certi cates Many overnments endeavor to obtain the certi cate They realize that credit rating agencies and others familiar with governmental accounting and nancial reporting recognize that governments holding a certi cate typically maintain complete nancial records and effectively report their nancial information to permit detailed analyses to be performed This characteristic can improve the government s bond rating (v) Popular Reports Governments also prepare popular reports to communicate with persons who are neither interested in a complete set of nancial statements or able to review them Popular reports, are also called condensed summary data.

Berkshire s insurance business and Buffett s use of oat did not start with GEICO Buffett used other people s money from several prior businesses In 1967, when Malcolm G Chace was the chairman, and Buffett was a board member, Buffett s in uence on Berkshire was clearly evident as Chace wrote, We are highly pleased with the results of our insurance subsidiaries since their acquisitions in March 1967 Our investment in the insurance companies re ects a rst major step in our efforts to achieve a more diversi ed base of earning power 5 It was the beginning of Buffett s long-term plan to transform Berkshire from manufacturing company into an insurance giant It is dif cult to imagine that Buffett could have achieved what he has without a long-term plan After learning about the insurance business while he was a student at Columbia University, he probably thought it was better to acquire 100 percent of small insurance companies than to acquire shares in a large insurance company such as GEICO By acquiring entire insurance companies, Buffett could in uence the quality of insurance underwriting and the use of its oat After its initial entry into the insurance business in 1967, Berkshire acquired several smaller insurance companies and started new insurance businesses By 1975, Berkshire s insurance segment constituted about 64 percent of the $255 million of Berkshire s identi able total assets By the time an opportunity arose to invest in GEICO in 1976, Buffett was savvy enough to handle a large company and acquired a signi cant stake Insurance is not the only business that generates oat As far back as 1972, Berkshire owned 17 percent of Blue Chip Stamps, which engaged in furnishing a trading stamp service in California, Nevada, and Oregon In 1973, Blue Chip held $934 million of what can be termed other people s money the money it collected that would be given back slowly to customers as they redeemed their stamps The size of this oat was almost twice the amount of its shareholders equity of $531 million In 1973, Berkshire increased its holding to 19 percent of the outstanding shares and, by 1980, owned about 60 percent In 1984, Blue Chip Stamps was merged into Berkshire With time, trading stamp service revenues declined Many businesses got into trouble as their revenues declined, resulting in a sudden loss.

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Page 63 The lines of responsibility for project development present another difficulty within the project management context Most projects are staffed with personnel borrowed (sometimes on an extended basis) from their line departments A project manager faces the unique and vexing challenge of attempting to motivate and secure the commitment of a disparate group of functional employees who often feel little personal identification with the project and preserve a profound functional loyalty This problem is further exacerbated when the project managers do not have the freedom to perform formal performance appraisals on hese temporary employees When set against this unique backdrop, project control becomes increasingly problematic The irony is that most organizations, including those that have experienced terrible difficulties with their projects, will readily acknowledge the necessity of using project management in their operations What is particularly frustrating to them is that they continue (seemingly) to make the same mistakes again and again as one project after another falls further and further behind, goes increasingly over budget and then is either canceled outright or simply slides into oblivion Or, the project is finished and transferred to a customer who no longer wants it or is expecting something so different from the finished output that it is useless to them In our experience, the problems that underscore such shaky track records are usually legion; however, one common denominator shared by most troubled organizations is their unwillingness or inability to learn from past failure Project review meetings, so important as a learning tool, are either perfunctory (in the case of successes) or are ignored (in the case of failures) This is a pity and it is with this message in mind that we have developed our program of customer-based project management as detailed throughout this book We are convinced that the more we are willing to look at a project s status from the perspective of the customer, the greater the likelihood that the finished product will be both used and useful It is our hope that each of us is strong enough.

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