CPFO: Planning and Budgeting Practice Test

CPFO-Planning-and-Budgeting test Format | Course Contents | Course Outline | test Syllabus | test Objectives

Exam Name: GFOA CPFO: Planning and Budgeting
Number of Questions: Approximately 50 multiple-choice questions per exam.
Time Allotted: 90 minutes (1.5 hours) to complete the exam.
Passing Score: A scaled score of 70% or higher is required to pass.
Exam Format: Computer-based testing (CBT) at approved testing centers.
Multiple-choice questions with four answer options per question.


Overall Governance 5%
Planning 10%
Revenue 15%
Budget Process 15%
Budget Analysis 10%
Budget Techniques 15%
Budget Monitoring 10%
Communications 10%
Budget Outcomes 10%

1. Overall Governance
- Financial Policies: Establishing formal policies for budget balance, reserve funds, and debt management to ensure fiscal discipline.
- Structurally Balanced Budget: Ensuring recurring revenues cover recurring expenditures for long-term sustainability.
- Governance Frameworks: Adopting GFOA’s Financial Foundations Framework and the National Advisory Council on State and Local Budgeting (NACSLB) best practices.
- Stakeholder Roles: Defining responsibilities for elected officials, finance officers, and department heads in the budgeting process.
- Transparency and Accountability: Mechanisms to promote public trust through clear budget documentation and reporting.
- Legal and Regulatory Compliance: Adhering to local government laws and regulations affecting budget preparation and execution.

- Structurally Balanced Budget: A budget where recurring revenues match or exceed recurring expenditures.
- Fund Balance: The difference between assets and liabilities in a governmental fund, often used to measure financial health.
- GAAP (Generally Accepted Accounting Principles): Standards for financial reporting in budgeting.
- Fiscal Sustainability: The ability to maintain financial health over the long term without relying on non-recurring revenues.
- GFOA Best Practices: Guidelines for budgeting, planning, and financial management.
- Public Accountability: Ensuring budget decisions are transparent and justifiable to stakeholders.

2. Planning
- Long-Term Financial Planning: Developing multi-year plans to address future fiscal challenges and opportunities.
- Strategic Planning: Aligning budget priorities with organizational and community goals.
- Public Engagement: Involving stakeholders (e.g., citizens, community groups) in planning to ensure fairness and inclusivity.
- Capital Improvement Planning: Creating multi-year plans for infrastructure and capital investments.
- Forecasting Assumptions: Documenting assumptions for revenue and expenditure projections to guide planning.
- Risk Management: Identifying and mitigating risks that could impact financial plans.

- Financial Forecast: A tool to predict future fiscal conditions based on historical and current data.
- Capital Improvement Plan (CIP): A multi-year plan for capital projects, including funding sources and timelines.
- Strategic Goals: Long-term objectives that guide resource allocation.
- Public Engagement: Processes to involve citizens in planning, such as participatory budgeting.
- Enterprise Risk Management (ERM): A framework for identifying and addressing financial and operational risks.
- Scenario Planning: Developing multiple forecast outcomes to prepare for various fiscal conditions.

3. Revenue
- Revenue Sources: Understanding diverse revenue streams, including taxes, user fees, grants, and intergovernmental transfers.
- Revenue Forecasting: Estimating future revenues using historical data, economic trends, and statistical models.
- Revenue Volatility: Assessing risks associated with fluctuating revenue sources, such as sales taxes.
- Seasonality: Analyzing patterns in revenue collection to Improve forecasting accuracy.
- Revenue Diversification: Strategies to reduce reliance on a single revenue source for fiscal stability.
- Policy Impacts: Evaluating how changes in laws or regulations affect revenue projections.

- Recurring Revenue: Income expected to continue regularly, such as property taxes.
- Non-Recurring Revenue: One-time or irregular income, such as grants or asset sales.
- Revenue Forecast: Projections of future revenue based on economic and historical data.
- Elasticity: The sensitivity of revenue sources to economic changes (e.g., sales tax during a recession).
- Intergovernmental Revenue: Funds received from other governments, such as state or federal grants.
- User Fees: Charges for specific services, such as water or recreation fees.

4. Budget Process
- Budget Development Stages: Planning, preparation, adoption, execution, and evaluation.
- Stakeholder Collaboration: Engaging elected officials, staff, and the public in budget development.
- Budget Calendar: Creating a timeline for budget preparation, review, and adoption.
- Priority-Based Budgeting: Allocating resources based on community and organizational priorities.
- Budget Types: Understanding line-item, program, performance, and zero-based budgeting approaches.
- Policy Integration: Linking budgets to financial policies and strategic plans.

- Budget Calendar: A schedule outlining key milestones in the budget process.
- Priority-Based Budgeting: A method that aligns resources with community priorities and outcomes.
- Program Budgeting: Organizing budgets by programs or services rather than line items.
- Zero-Based Budgeting: Building budgets from scratch, justifying all expenditures annually.
- Budget Adoption: The formal approval of the budget by the governing body.
- Public Hearing: A forum for public input during the budget process.

5. Budget Analysis
- Revenue and Expenditure Analysis: Comparing actuals to budgeted amounts to identify trends and variances.
- Cost-Benefit Analysis: Assessing the financial and non-financial impacts of budget proposals.
- Fiscal Impact Analysis: Evaluating the budgetary effects of proposed policies or projects.
- Performance Metrics: Using data to measure the efficiency and effectiveness of programs.
- Variance Analysis: Identifying and analyzing deviations between budgeted and actual figures.
- Trend Analysis: Examining historical data to predict future budgetary needs.

- Variance Analysis: Comparing budgeted amounts to actual results to identify discrepancies.
- Cost-Benefit Analysis: Evaluating the costs versus benefits of a proposed initiative.
- Fiscal Impact Analysis: Assessing the budgetary implications of policy decisions.
- Performance Metrics: Quantitative measures to evaluate program outcomes.
- Trend Analysis: Using historical data to identify patterns in revenues and expenditures.
- Encumbrances: Funds committed but not yet spent, tracked in the budget.

6. Budget Techniques
- Line-Item Budgeting: Detailing expenditures by specific categories (e.g., salaries, supplies).
- Performance-Based Budgeting: Linking funding to measurable outcomes and performance goals.
- Program Budgeting: Allocating resources to specific programs or services.
- Zero-Based Budgeting: Justifying all expenses from a zero base each year.
- Participatory Budgeting: Involving citizens in deciding how to allocate portions of the budget.
- Budget Software: Using technology (e.g., ERP systems) to streamline budgeting processes.

- Line-Item Budget: A budget organized by specific expenditure categories.
- Performance-Based Budgeting: A method tying funding to measurable outcomes.
- Zero-Based Budgeting: A technique requiring justification of all expenses annually.
- Participatory Budgeting: A process allowing public input on budget allocations.
- ERP System: Enterprise Resource Planning software for integrated budget management.
- Evidence-Based Budgeting: Using data and outcomes to guide budget decisions.

7. Budget Monitoring
- Budget vs. Actuals Comparison: Regularly comparing budgeted amounts to actual revenues and expenditures.
- Performance Monitoring: Tracking progress toward goals and objectives using performance measures.
- Overspend Protection: Implementing controls to prevent budget overruns.
- Root Cause Analysis: Investigating reasons for budget variances to inform corrective actions.
- Real-Time Data: Using ERP systems for timely budget monitoring and reporting.
- Interim Reporting: Meeting periodic reporting requirements for transparency and compliance.

- Budget Monitoring: The process of tracking financial performance against the budget.
- Performance Measures: Indicators to assess program efficiency and effectiveness.
- Root Cause Analysis: Identifying underlying reasons for budget variances.
- Overspend Protection: Mechanisms to prevent spending beyond budgeted amounts.
- Real-Time Data: Immediate access to financial data via ERP systems.
- Interim Reporting: Periodic reports on budget performance for stakeholders.

8. Communications
- Budget Documentation: Creating clear, comprehensive budget documents for public and stakeholder review.
- Public Communication: Sharing budget information through reports, websites, and public meetings.
- Stakeholder Engagement: Communicating with elected officials, staff, and citizens to build consensus.
- Transparency: Providing accessible information about budget priorities and outcomes.
- Presentation Techniques: Using visuals and narratives to explain complex budget data.
- Feedback Mechanisms: Incorporating public and stakeholder feedback into budget decisions.

- Budget Document: A formal report detailing the budget, priorities, and financial plans.
- Transparency: Openness in sharing budget information with the public.
- Stakeholder Engagement: Involving key groups in budget discussions and decisions.
- Public Meeting: A forum for presenting and discussing the budget with citizens.
- Budget Narrative: A written explanation of budget priorities and decisions.
- Feedback Loop: A process for collecting and acting on stakeholder input.

9. Budget Outcomes
- Outcome Measurement: Assessing whether budget allocations achieve intended results.
- Performance Evaluation: Linking budget outcomes to strategic and operational goals.
- Community Impact: Evaluating how budget decisions affect service delivery and community well-being.
- Long-Term Sustainability: Ensuring budget decisions support financial health over time.
- Accountability Mechanisms: Holding managers accountable for achieving budgeted outcomes.
- Adjustments and Flexibility: Modifying budgets based on performance and changing conditions.

- Outcome Measures: Metrics to evaluate the impact of budget allocations.
- Performance Evaluation: Assessing whether programs meet their objectives.
- Community Outcomes: The tangible benefits of budget decisions for residents.
- Fiscal Sustainability: Maintaining financial health through balanced budgeting.
- Accountability: Ensuring responsible use of public funds.
- Flexibility: The ability to adjust budgets in response to changing needs.

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CPFO-Planning-and-Budgeting PDF trial Questions

CPFO-Planning-and-Budgeting trial Questions

Question: 1224
A municipality plans to hold a forum where residents can provide input on the upcoming budget,
focusing on a contentious issue related to public safety funding. What is this forum called, and what is a
key consideration for the budget officer in planning it?
A. Budget Monitoring Meeting; reviewing expenditure performance
B. Budget Workshop; setting technical budget assumptions
C. Strategic Planning Session; aligning goals with budget priorities
D. Public Hearing; determining the scope and goal of public engagement
Answer: D
Explanation: The forum for public input during the budget process is called a Public Hearing. A key
consideration for the budget officer is defining the scope (whether the entire budget or a specific issue)
and the goal (informing, consulting, or empowering the public) to manage expectations and engagement
effectively.
Question: 1225
A government is implementing the GFOA Financial Foundations Framework. Which of the following is
a key characteristic of this governance framework?
A. It emphasizes short-term budget balancing without regard to long-term sustainability.
B. It integrates financial policies, long-term planning, and performance measurement into a cohesive system.
C. It focuses solely on compliance with accounting standards.
D. It recommends outsourcing all financial management functions to external consultants.
Answer: B
Explanation: The GFOA Financial Foundations Framework emphasizes integrating financial policies,
long-term planning, and performance measurement to support sound fiscal management and
sustainability. It is a comprehensive governance framework rather than focusing narrowly on compliance
or outsourcing.
Question: 1226
A department's budget includes $1 million for capital projects. Mid-year, $600,000 has been spent, but
only 30% of planned projects are complete. What does this indicate?
A. Capital budget is underspent relative to progress
B. Capital budget needs no adjustment
C. Capital budget and progress are aligned
D. Capital budget is overspent relative to progress
Answer: D
Explanation: Spending 60% of the budget but completing only 30% of projects indicates overspending
relative to progress, suggesting inefficiency or cost overruns. Budget monitoring should trigger
investigation and corrective action.
Question: 1227
A government is preparing for a public hearing on the budget. The budget officer wants to maximize
effective public engagement. Which strategy best supports this goal?
A. Focus the hearing on a specific “hot topic” of community interest rather than the entire budget
B. Present only technical budget details without community context
C. Limit public comments to 5 minutes each without prior notice of topics
D. Hold the hearing after budget adoption to inform the public
Answer: A
Explanation: Focusing public engagement on a specific issue of high community interest increases
participation quality and relevance. This targeted approach is more effective than covering the entire
budget, which can be overwhelming.
Question: 1228
A city uses a balanced scorecard to align its budget with strategic goals. The financial perspective shows
a debt-to-revenue ratio of 0.8, above the target of 0.6. What is the best approach to realign the budget
over 5 years?
A. Increase taxes to reduce debt
B. Reduce capital spending
C. Use surplus revenues
D. Refinance existing debt
Answer: C
Explanation: Using surplus revenues to reduce debt lowers the debt-to-revenue ratio without cutting
essential spending or raising taxes, aligning with GFOA's debt management guidelines.
Question: 1229
A policy increases taxes by $600,000 annually but costs $150,000 to administer and reduces other
revenues by $100,000. What is the fiscal impact over 6 years?
A. $1,800,000
B. $2,100,000
C. $2,700,000
D. $3,000,000
Answer: B
Explanation: Annual net impact = $600,000 - $150,000 - $100,000 = $350,000. Over 6 years: $350,000 ×
6 = $2,100,000.
Question: 1230
A local government's budget document includes a section on stakeholder roles. Which of the following
best captures the responsibility of elected officials in this context?
A. Setting policy direction and approving the final budget
B. Developing detailed line-item budgets for each department
C. Monitoring daily expenditures and financial transactions
D. Preparing financial statements and reports
Answer: A
Explanation: Elected officials are responsible for setting policy direction and approving the final budget,
reflecting community priorities and legal requirements.
Question: 1231
A city's ERP system flags a $100,000 budget overrun in the sanitation department due to an error in
expenditure tracking. What is the most likely cause?
A. Misconfigured budget monitoring rules
B. Incorrect cost allocation parameters
C. Outdated vendor contract data
D. Unauthorized expenditure approvals
Answer: A
Explanation: Misconfigured budget monitoring rules in the ERP system could fail to cap expenditures,
causing the overrun. Incorrect allocation parameters misroute funds, outdated contract data affects
payments, and unauthorized approvals would trigger different alerts.
Question: 1232
A government's revenue diversification strategy includes crowdfunding for community projects. What is
a critical factor for success?
A. Avoiding public input
B. Increasing property tax rates
C. Reducing all fees to zero
D. Strong community engagement and transparent communication
Answer: D
Explanation:
Crowdfunding success depends on community trust, engagement, and transparency to motivate
contributions.
Question: 1233
The City of Parkview's budget narrative for a $25 million budget includes a $5 million allocation for a
new park, funded by a $4 million bond and $1 million in reserves. The narrative must address a 6%
revenue decline. Which approach best ensures stakeholder confidence?
A. A brief statement on the bond and reserve use
B. A focus on the park's community benefits without financial details
C. A detailed explanation of the park, funding, and revenue mitigation
D. A summary of bond terms without revenue context
Answer: C
Explanation: A detailed narrative explaining the $5 million park, its $4 million bond and $1 million
reserve funding, and strategies to address the 6% revenue decline (e.g., expenditure reductions) builds
stakeholder confidence through transparency, per GFOA standards. Brief or partial narratives fail to
provide the full financial context needed for trust.
Question: 1234
During budget adoption, Springfield's $18 million budget has a 2% contingency reserve. An amendment
increases it to 4%, reallocating from utilities ($8 million) and public safety ($10 million) proportionally.
How much is cut from utilities?
A. $280,000
B. $400,000
C. $360,000
D. $320,000
Answer: D
Explanation: Original reserve: 2% of $18 million = $360,000. New reserve: 4% = $720,000. Additional
needed: $360,000. Utilities' share (8/18) × $360,000 = $160,000, adjusted to $320,000 based on
proportional impact.
Question: 1235
A government uses a scenario-based budgeting approach to prepare for economic uncertainty. Which of
the following best describes this approach?
A. Preparing a single budget based on the most likely economic scenario
B. Ignoring economic uncertainty and focusing on historical trends
C. Preparing multiple budgets based on different economic assumptions and outcomes
D. Using only conservative revenue estimates to avoid deficits
Answer: C
Explanation: Scenario-based budgeting involves preparing multiple budgets based on different
assumptions to anticipate and plan for various economic conditions, enhancing fiscal resilience.
Question: 1236
A town receives 300 public comments on a $45 million budget, with 70% supporting increased park
funding ($10 million) and 20% favoring tax stabilization. Which feedback mechanism best incorporates
these comments?
A. Adjust the budget to allocate 70% to parks and 20% to tax stabilization
B. Post comments online and maintain the original budget
C. Include a summary of comments in the budget document without changes
D. Analyze comments, hold public hearings, and adjust allocations based on feasibility
Answer: D
Explanation: Analyzing comments, holding public hearings, and adjusting allocations based on feasibility
ensures the 70% support for park funding ($10 million) and 20% for tax stabilization are balanced with
fiscal realities in the $45 million budget. This approach fosters inclusive decision-making. Allocating
strictly by comment percentages ignores other priorities, summarizing without changes disregards
feedback, and posting online without action fails to engage.
Question: 1237
Given the following data for a program: Budgeted cost = $1.2 million; actual cost = $1.5 million;
Budgeted output = 10,000 units; actual output = 12,000 units. What is the cost per unit variance?
A. $5.50 unfavorable
B. $1.05 favorable
C. $5.00 unfavorable
D. $7.10 favorable
Answer: C
Explanation: Budgeted cost per unit = $1.2M / 10,000 = $120. actual cost per unit = $1.5M / 12,000 =
$125. The variance per unit = $120 - $125 = -$5 (unfavorable). But since actual output exceeded
budgeted, the total cost per unit is higher. However, cost per unit variance is unfavorable by $5.
Question: 1238
A city's budget shows $60 million in recurring revenues and $63 million in recurring expenditures. A $4
million one-time grant is available. Which option ensures a structurally balanced budget?
A. Reduce recurring expenditures by $3 million
B. Use the grant to fund $3 million in recurring expenditures
C. Use the grant to fund $4 million in recurring expenditures
D. Transfer $3 million from fund balance
Answer: A
Explanation: A structurally balanced budget requires recurring revenues to match or exceed recurring
expenditures. Reducing recurring expenditures by $3 million brings expenditures to $60 million,
matching revenues. Using the grant or fund balance to fund recurring expenditures creates a future
structural deficit.
Question: 1239
A city encumbers $750,000 for a construction project. If 60% of the work is completed, costing
$400,000, what is the remaining encumbrance?
A. $350,000
B. $300,000
C. $400,000
D. $450,000
Answer: B
Explanation: Remaining encumbrance = Total encumbrance - Cost of completed work = $750,000 -
$400,000 = $300,000.
Question: 1240
A finance director is preparing a program budget and wants to evaluate efficiency. Which level of budget
analysis should be used to assess whether services produce sufficient impact relative to their cost?
A. Level 2: Program-level analysis of service impact and efficiency
B. Level 1: Spending within budget boundaries at the line-item level
C. Level 3: Fund-level financial compliance review
D. Level 4: Historical trend analysis of expenditures
Answer: A
Explanation: Level 2 budget analysis focuses on programs, assessing whether the services provided are
efficient and produce the intended impact, beyond just controlling spending at the line-item level.
Question: 1241
A city's property tax revenue is $15 million, with a 4% annual growth rate. A new forecast model
incorporates a 2% decline in year 3 due to economic conditions. What is the revenue in year 3?
A. $15,904,800
B. $16,224,000
C. $15,912,000
D. $16,537,600
Answer: A
Explanation: Year 1: $15,000,000 × 1.04 = $15,600,000. Year 2: $15,600,000 × 1.04 = $16,224,000.
Year 3: $16,224,000 × (1 – 0.02) = $15,904,800.
Question: 1242
A county uses NACSLB's framework to prioritize projects. A scoring model assigns weights: cost (40%),
public benefit (30%), urgency (30%). A project scores 80 (cost), 90 (benefit), 70 (urgency). What is the
weighted score?
A. 82
B. 79
C. 81
D. 80
Answer: D
Explanation: Calculate the weighted score: (80 × 0.4) + (90 × 0.3) + (70 × 0.3) = 32 + 27 + 21 = 80.
This aligns with NACSLB's structured approach to project prioritization.
Question: 1243
A city's budget process must align with GAAP requirements for financial reporting. The budget includes
$20 million in encumbrances for multi-year projects. How should these encumbrances be treated under
GAAP in the governmental fund's financial statements?
A. Exclude from financial statements
B. Record as expenditures in the current year
C. Record as liabilities in the balance sheet
D. Record as a reservation of fund balance
Answer: D
Explanation: Under GAAP, encumbrances for governmental funds are not recorded as expenditures or
liabilities but as a reservation of fund balance to indicate that a portion of the fund balance is not
available for new spending. This ensures accurate reporting of available resources.
Question: 1244
Greenfield Municipality uses a performance-based budgeting system. In Q2, the Parks Department reports
that only 60% of its planned community events were executed due to staffing shortages, despite spending
85% of its $2 million budget. Using the performance measure (Actual Events / Planned Events),
calculate the performance ratio and identify the most effective corrective action.
A. 0.60; hire additional staff to meet event targets
B. 0.71; reduce the number of planned events
C. 0.60; reallocate funds to other departments
D. 0.71; increase the budget for event planning
Answer: A
Explanation: The performance ratio is calculated as actual Events / Planned Events = 60% = 0.60. The
staffing shortage is the primary reason for the low performance ratio, so hiring additional staff is the
most effective corrective action to achieve the planned event targets. Reducing events, reallocating funds,
or increasing the budget does not directly address the staffing issue impacting performance.
Question: 1245
A government's revenue forecast model uses the exponential smoothing formula:
Ft+1=α×At+(1−α)×Ft
where Ft+1 is the forecast for next period, At is actual revenue this period, and α=0.3. If last period's actual
revenue was $110 million and the previous forecast was $100 million, what is the forecast for next
period?
A. $102 million
B. $100 million
C. $103 million
D. $107 million
Answer: C
Explanation:
Ft+1=0.3×110+0.7×100=33+70=103 million

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