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I graduated from Michigan Technological University (MTU) in June 1968 with a BSBA in accounting and have been a federal accountant for over 40 years, 25 as a whistleblower in the government, and 2 years retired.
In the early 1980's, I became aware of the government's lack of accounting procedures as an Accounting Branch Chief at the Veterans Administration (VA). My section was responsible for consolidating the VA hospital's accounting data to prepare its quarterly and annual OMB and Treasury financial statements. When I questioned my staff's use of crib notes to prepare those financial statements, they informed me that they had no written accounting procedures. Roughly translated, this meant that the AICPA had prepared no written accounting procedures for the Central Agencies' (GAO, OMB, and Treasury) political appointees to give to the bureaucracy's accounting offices. In disbelief, I contacted the Central Agencies only to validate that there were no procedures. My requests for the VA's management to pressure the Central Agencies for those procedures were also ignored. Here I was the Branch Chief of one of the largest federal departments and no one within the VA, Central Agencies, and AICPA could explain how or why the government prepared its financial statements.
In search of a solution, I spent 4 or 5 years (of my own time) modifying the AICPA's private sector accounting formula(s) that were based on generally accepted accounting principles (GAAP) to accommodate the federal government's unique accounting and budgeting needs. The Government Accounting Prototype (GAP), and public sector GAAP-based accounting formula, that I developed compares on a one-for-one basis with the AICPA's private sector accounting formulas, with one single exception. The AICPA private sector accounting formula(s) generate only accounting-related financial statements that revolve around cash as the basis for all payments while GAP includes both accounting and budgeting financial statements since all procurements and grant-related cash disbursements rely on funded, or cash-backed, budget authority. I also completed a 396 page book that was titled, "Principles of Accounting, Budgeting, and Cash Management for Government." I visited my MTU accounting professor, Sam Tidwell, a couple of times to get his opinion on my GAP model and to find out why MTU provided only a single superficial public sector accounting class. His position was that my idea would never fly because politicians were not interested in an accurate accounting of the taxpayer's money and, thus, there was no basis for writing more detailed public sector accounting textbooks.
In October 1986, I took a one-year unpaid sabbatical and used my book to lobby Congress (Senator William Roth) and the Central Agencies to adopt a single public sector GAAP-based accounting standard (and formula) as a basis for designing all future financial software. In October, 1987, I was hired by Treasury, along with 7 other professional GS level accountants, to implement this public sector GAAP-based standard. Instead, the Central Agencies outsourced deficient and non GAAP financial software to an entire federal bureaucracy; a concurrent effort included the systematic replacement of the GS level professional accountants and auditors with unqualified people to hide all levels of wrongdoing. In March 1990, I was hired by EPA as a Branch Chief, Systems and Accounting and in June 1993 was required to critique the AICPA's public sector non GAAP-based financial software which I consistently questioned, at all government levels. After 2 failed attempts to fire me, I filled a data entry clerk position upon my January 2011 retirement, as a GS-14, former VA Branch Chief, Treasury systems accountant, and EPA Branch Chief. Today, after billions in waste, the Feds still use Excel spreadsheets to prepare all financials statements.
Sunday, October 6, 2013 Without Whistleblowers and Real Reform Now, the U.S. Government Will Collapse (13 comments)
This article provides a ray of hope and a game plan for eliminating the outright lies and gross waste of our tax dollars, to the tune of 15+ trillion dollars in just 35 years. The very necessary legislative and management changes identified in this article will only occur if we all work together to achieve that end, starting now.
Thursday, March 28, 2013 Eliminate All Political-Appointee Managers. They've Added Trillions to Our National Debt. (1 comments)
This article questions the legality of the 1978 Civil Service Reform Act (CSRA), the political motives for passing the CSRA when it undermines the Constitution, and the lack of accountability of (now) 2 sets of revolving-door corporate political-appointee (RDCPA) managers. These RDCPA managers have created a 15+ trillion-dollar spike in the national debt in just 35 years. Why have these RDCPA managers not been replaced?
Tuesday, February 12, 2013 Say No to Corruption and Slash the National Debt (3 comments)
This article likens the Fed's outsourcing of (knowingly) deficient software by AICPA firms and other contractors to a ponzi scheme because an integral part of this effort also included eliminating the Fed's professional accountants and auditors. Today, corrupt public officials and contractors have bilked taxpayers out of billions while the Feds still rely on manual Excel spreadsheets to prepare their financial statements.
Tuesday, October 9, 2012 Restructuring An Unsustainable Federal Spending Machine (9 comments)
The $15 trillion spike in the national debt occurred because the 1978 CSRA law allowed politicians, via their political appointees, to undermine an entire bureaucracy solely to promote their deregulation & outsourcing agendas. This 30+ yr law-breaking spree precipitated the collapse of the S&L co.s, 2008 economic crisis, and, now, a dysfunctional bureaucracy that we either fix or these trillion dollar deficits will continue.
Wednesday, September 12, 2012 Occupy the Executive, Judicial, and Legislative Branches (1 comments)
This article provides background information showing how the 1978 Civil Service Reform Act's violation of one of our forefather's checks and balances of replacing apolitical civil service professionals with corporate heads was the catalyst for the failed S&L companies, 2008 economic crisis, and Iraq and Afghanistan wars. Government infrastructures were undermined to hide all levels of collusion and corruption.
Monday, March 5, 2012 Restructuring a Broken Federal Spending Machine (1 comments)
This article describes the outsourcing of deficient accounting and financial software standards and processes to an entire federal bureaucracy at a taxpayer cost of multibillions of dollars, beginning in October 1987, along with the on-going cover-ups at every government level. The financial management contractors (FMCs) involved in this effort include AICPA firms, financial software companies, & mgmt. consulting firms.
Sunday, January 15, 2012 Cutting the Federal Bureaucracy by 50% (minimum) (19 comments)
The government's monumental deficits can be addressed simply by understanding that the more competent and professional the government's managers the greater the probability of cutting the government's monumental deficit. This is why the government needs to be restructured to ensure that only managers fitting the government's upgraded OPM position standards fill all restructured positions