An Analysis of Small Business Administration's Surety Bond Guarantee Program

1977 ◽  
Vol 2 (1) ◽  
pp. 1-11
Author(s):  
Lalit Gadhia ◽  
Jack J. Tawil

This paper reviews the performance of the Surety Bond Guarantee Program of the Small Business Administration in terms of its impact on small and minority contractors, Federal, state and local government construction costs, employment, and the cost to the taxpayer. With a formalized model, it identifies conditions under which sureties have an incentive to use the program to bond conventionally bondable contractors, and demonstrates how SBA can alter variables within its control to remove these conditions, taking into account the trade-off between discouraging bondable and encouraging unbondable contractors’ participation in the program.

This chapter focuses on the Individuals with Disabilities Education Act, which states that students with exceptionalities will be afforded an education without cost to themselves or their family. Since funding for special education programs are typically double the cost of a general education program, the chapter discusses the historical and current practices that state educational agencies have had to devise in order to pay for the services because the federal government has not followed through with its promise of providing 40% of the total costs to educate these children. The chapter concludes with a discussion about the future trends for special education funding.


Author(s):  
Howard G. Wilshire ◽  
Richard W. Hazlett ◽  
Jane E. Nielson

Along the Colorado Plateau’s high-standing Mogollon Rim in northern Arizona’s Coconino National Forest stands a small patch of big trees that matured well before Europeans came to North America. Massive ponderosa pines, and even pinyon pines and western junipers, tower above the forest floor, shutting out all but the most shade-tolerant competitors. Few places like this one still exist anywhere in the United States, even on national forest lands. A tourist hoping to see all the diversity that earliest European arrivals found commonplace in the western landscape must seek out a wide scattering of isolated enclaves across the region. Western forests no longer contain the grand glades and lush thickets that our forerunners encountered because most woodlands, especially those owned by the public, largely serve a wide variety of human purposes, as campsites or home sites, board-feet of lumber, potential jobs, recreational playgrounds, and even temples of the spirit. We also rely on forests to maintain habitat for endangered species and seed banks for restoring depleted biodiversity—and to provide us with clean air and water, stable hillside soils, and flood control in wet years. Forests must perform these roles while being consumed, fragmented by roads, and heavily eroded. But there is no guarantee that these most beloved and iconic of natural resources can sustain such a burden. Federal, state, and local government agencies oversee and regulate western U.S. forest lands and their uses, trying to manage the complex and only partly understood biological interactions of forest ecology to serve public needs. But after nine decades of variable goals, and five decades of encroaching development, western woodlands are far from healthy. Urban pollution and exotic tree diseases, some brought by humans, are killing pines, firs, and oaks. Loggers have more than decimated the oldest mountainside forests—most valuable for habitat and lumber alike—with clearcutting practices that induce severe soil erosion. Illegal clearings for marijuana farms are increasing.


2011 ◽  
Vol 51 (2) ◽  
pp. 697
Author(s):  
Michael Clark ◽  
John Claypool

Oil companies, partnerships and entities developed for the exploration and/or production of hydrocarbons typically invest for a reasonably certain period of time, with the assets projected to have little or no value at the end of their life cycle. Historically, production facilities were decommissioned as cost effectively as possible, with limited consideration of the cost of this practice being factored into the initial costs or operating budgets, and the salvage value of the scrap metal was applied to cover the cost of the demolition. Today, most oil and gas producers are required to account for the estimated future cost of dismantling and removing facilities and equipment, as well as restoring land to its previous condition. The estimated costs for future dismantling, removal, and restoration are different to other costs associated with the acquisition and use of productive assets. The impact of potential environmental expenses associated with these practices typically occurs after an asset has ceased production. Planning for environmental costs for asset retirement obligations (AROs) is ideally conducted during the asset's operating life. This is so that compliance costs and other operating expenses are recorded consistently in conformance with accounting policies and regulations. Tentatively identified AROs include: asbestos, batteries, PCB transformers, underground or above ground storage tanks, well abandonment, waste impoundments, mercury, and other components of an active producing facility. Operators need to identify specific performance requirements that may impose obligations on their organisation. Federal, state and local requirements need be considered, as they apply to specific operating conditions.


2008 ◽  
Vol 6 (5) ◽  
pp. 17
Author(s):  
Robin J. Clark, JD ◽  
Megan H. Timmins, JD

Recent disasters have increased the public’s awareness of the lack of emergency preparedness of state and local governments. The attacks on the World Trade Center in 2001 highlighted failures in government agency coordination, while the anthrax attacks that followed and the more recent natural disasters of Hurricanes Katrina and Rita in 2005 have deepened concerns that our government is unprepared for emergencies. Partially in response to the public’s concern, the federal government has encouraged Continuity of Operations (COOP) planning at the federal, state, and local government levels.Public attention, government engagement, and the promulgation of federal directives and guidance are leading to an increase in the standard of care for all public sector planning efforts, thus creating potential liabilities in the areas of COOP planning, testing, training, and maintenance. At this point, COOP planning is becoming the norm for state and local government agencies, and while the process of COOP planning may itself expose agencies to certain liabilities, there is also an increase in the potential liability for agencies that do not undertake COOP planning efforts. Further, it appears that the potential liability of agencies that do not engage in COOP planning far exceeds any liabilities incurred through the planning process.


1983 ◽  
Vol 7 (4) ◽  
pp. 19-26 ◽  
Author(s):  
Henry Wichmann

The Small Business Administration (SBA) estimates that small businesses represent 97 percent of all businesses in the United States [5, p. 1]. The SBA defines a small business as “one that is not dominate in its field.” While the ma and pa shops fall within this definition, much larger firms are considered small under SBA criteria. The owner-managers of these small firms face unique problems—success or failure is keyed to solving these problems. Each year in the United States, some 500,000 new businesses start and 400,000 businesses discontinue operations [1, p. 47]. These discontinuances are not all due to business failure (a bankrupt firm). Some small firms are merged with larger companies, while the spark of life leaves other small firms because the owner retires without a son or daughter to take over the reins of leadership. The purpose of this article is to aid small business managers by (1) reviewing the process of beginning a business, (2) identifying some of the attributes that characterize a successful or unsuccessful small business, and (3) discussing small firms’ problems common to the frontier states of Alaska and Wyoming.


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